Risk Management

Initiatives for Risk Management

Further Enhancement of Crisis Readiness Capabilities

We formulated the “Crisis Response Rules” as the highest rules for crisis response. These rules stipulate our policy on crisis response, crisis level definitions, reporting lines, and methods for establishing emergency task forces, among other matters related to crisis response.

Should an incident occur at any facility run by a group entity, the business unit responsible for the incident site will swiftly relay the ascertained risk-related information will be swiftly reported to the business unit responsible for the incident site and the General Affairs Department’s Risk Management Section in accordance with these rules. This risk-related information will also be communicated to the Risk Management Committee as necessary. Furthermore, corporate and other relevant departments will work to assist or spearhead risk countermeasures undertaken at the incident site to minimize the social impact and potential damage.

出光興産, DFF Inc.

Initiatives to Upgrade our Business Continuity Plans (BCPs)

We formulated BCPs assuming the occurrence of an earthquake with an epicenter in the Tokyo metropolitan area, a megathrust earthquake involving the Nankai trough, and the outbreak of avian influenza, respectively. Based on said BCPs, we have held annual comprehensive disaster drills and confirmed problems regarding actual execution and coordination among all business bases in order to strengthen our practical response capabilities and have reflected appropriate revisions to the BCPs. Also, each refinery, complex and plant carries out periodic disaster prevention drills encompassing their entire site in accordance with applicable crisis response regulations.

In FY2015, Idemitsu was appointed as a designated public institution by the Cabinet Office and we accordingly announced the Disaster Prevention Action Plan. This plan was updated in conjunction with management integration, with the latest edition being submitted to the relevant authorities in December 2019. As a designated public institution, we worked to ensure that the tanker trucks we operate in each prefecture have been registered for emergency use.

出光興産, DFF Inc.

Countermeasures against the COVID-19 Pandemic

Based on our BCP assuming the outbreak of avian influenza, in February 2020 we established the task force headed by the President and Representative Director. Aiming to ensure the stable supply of petroleum products and materials, which are essential to supporting economic and social activities, we have constantly updated our relevant policies and measures in light of changes in social conditions. At the same time, we rallied the Group’s overall strengths to protect the safety of employees and implemented thoroughgoing countermeasures to prevent the spread of infection.

Outline of our initiatives
January 2020 Distributed the first alert regarding the prevention of infection, urging the families of expatriates in China to temporarily return to Japan
February 2020 Established the task force chaired by the President and Representative Director
April 2020 In response to the declaration of a state of emergency, thoroughgoing and highly effective measures to prevent the spread of infection were immediately enforced. These measures included a general prohibition of commuting to company facilities and taking business trips.
May 2020 In conjunction with the lifting of the state of emergency, the aforementioned measures were partially relaxed.
Discussion regarding the incorporation of new working styles was launched, with an eye to adapting to the new normal in the post-pandemic period.
July 2020 In response to a resurgence in the outbreak, preventive countermeasures were once again strengthened, with the target of decreasing the ratio of employees who commute to company facilities to less than 30%. (These restrictions on commuting were still place as of September 2020.)
出光興産, DFF Inc.

Implementation of Comprehensive Disaster Drills

Since 2007, we have held annual comprehensive disaster drills aimed at enhancing the effectiveness of our BCPs. In conjunction with a government-designated “Disaster Prevention Week,” the 14th round of the comprehensive disaster drill was held in September 2020. To prevent the spread of COVID-19, this round was largely web based, with approximately 200 individuals, including a number from the Head Office emergency task forces, playing their part online. At the same time, staff at relevant departments took part in the drill remotely and practiced the collection, screening, and accurate reporting of information based on a scenario assuming a megathrust earthquake involving the Nankai trough (i.e., the partial cracking of eastern part of the Nankai trough). As part of this drill, we also confirmed employee safety on a company-wide basis, with approximately 14,000 individuals, including those working at subsidiaries and affiliates, reporting their whereabouts in a prompt manner. Looking ahead, we will update our BCPs to address issues identified in the course of the drill. Moreover, we will draw on takeaways from this latest round so that we are better prepared to remotely operate our emergency task forces in a smooth manner.

出光興産, DFF Inc.

Acquiring Highest BCM Rating from the Development Bank of Japan

In January 2020, Idemitsu became the first oil refiner and primary oil distributor to receive the highest “Rank A” rating awarded by the Development Bank of Japan (DBJ) under the DBJ BCM Rated Loan Program. This program provides a loan menu that incorporates Business Continuity Management (BCM) ratings. Using a proprietary screening system, DBJ assesses disaster prevention measures and BCPs in place at prospective borrowers and offers loan conditions that favor borrowers deemed excellent based on the assessment results. The ratings are classified into three grades from “Rank C” to “Rank A.” We were granted “Rank A: an outstanding company in terms of disaster prevention and business continuity initiatives” thanks to high evaluations in the three areas that follow.

  1. Under the commitment of the top management, we have established a risk management system that covers all-risk hazards, including geopolitics and cyber risks. Employees work with management to strengthen the Company’s resilience to risks via, for example, risk control through prior investment in addition to the preparation of various risk financing methods based on the analysis of financial impact at the time of risk occurrence.
  2. As we are aware of our social mission of maintaining oil supply and believe that its disruption can affect people’s lives, we have thoroughly implemented industry-leading quake-resistance measures. As part of these efforts, we have introduced risk engineering survey methods employed by our overseas peers to undertake safety and disaster prevention inspections and implemented robust countermeasures in conformity with global standards. In addition, we have established a system to ensure continued oil supply across Japan based on the “Plan for Joint-Operations of Oil Supply in Disasters,” which is an industrial cooperative framework for emergency supply.
  3. We work to constantly improve our BCPs by implementing various drills involving outside stakeholders, including Japan’s Self-Defense Forces (SDFs). We also work to improve the effectiveness of emergency response via, for instance, the enhancement a human resource development system to support sophisticated risk management.
出光興産, DFF Inc.