We have a number of systems in place to help our employees balance their work with their home lives to the greatest degree possible, and have found that these not only enrich our employees’ lives but improve our bottom line too.

Examples: Parental leave, childcare and caretaking leave and new working formats (working from home, flex time)
 

At Dynabook, we treat every executive, employee and stakeholder with the utmost respect, regardless of gender, nationality, race, age or disability, and provide all of our diverse people with the autonomy and opportunities they need to thrive.

Examples: Open entry for both new graduates and mid-career employees, a selection process that focuses only on candidates' experience and skills, a codified system to ensure that responsibilities are set based on job grades and that conditions such as compensation are set based on performance, upskilling opportunities centering on autonomy and independence, internal recruitment system.

1. In keeping with our business philosophy, the Dynabook Group Charter of Corporate Behavior and the Dynabook Code of Conduct, we implement compliance initiatives to ensure fair and open management.
2. All executives and employees in the Dynabook Group act according to our business philosophy, Charter of Corporate Behavior and Code of Conduct, along with general corporate ethics, and comply with all laws, regulations and company rules.
3. Executives and employees in the Dynabook Group report to and consult with supervisors, relevant divisions or other sources of expertise when carrying out their work to ensure that they do not engage in actions that violate laws, regulations, company rules or corporate ethics and to ensure that appropriate action is taken swiftly in the event of an issue.

In order to implement our compliance initiatives at the global level that is required, overseeing these initiatives is designated as one of our president's duties and a Compliance Committee has been established to discuss, coordinate and implement measures related to compliance. The committee usually meets once every six months, and addresses important matters such as the building of compliance-related frameworks and the handling of major projects. It is chaired by our president and comprises vice presidents, auditors and our CFO. One of the Compliance Committee's responsibilities is to create frameworks for discussion and reporting among the Board of Directors about particularly important cases.
We have also identified risks that require particular attention (“Specific Risks”) and established divisions to handle those risks. The heads of those divisions, along with the presidents of each subsidiary, are designated as compliance supervisors, who work to ensure compliance by establishing and implementing management standards, rules, training programs and other necessary frameworks. In the event of a compliance violation, our compliance supervisors work together with the relevant divisions to address the issue and establish and thoroughly implement measures to prevent the issue from occurring again.
We have an Integrity Hotline in a third-party office that people both inside and outside the company can use to report violations. This enables us to prevent violations and ensure that any violations that do occur are detected quickly.

The Dynabook Group’s Compliance Committee plays a leading role in identifying critical compliance risks and then establishing, implementing and evaluating measures to address those risks. All executives and employees receive regular training on compliance and tiered training is given to new employees and executives to ensure that everyone in the company acts according to the Dynabook Code of Conduct.

1. Build a suitable framework for maintaining the right balance between growth and income prospects and avoiding losses.
2. We have a business risk management (BRM) framework in place to prevent, detect, address and manage each business risk using the optimal methods from a wide range of perspectives.
3. We actively anticipate specific business risks, evaluate the nature and severity of those risks and take the necessary measures to avoid them.
4. In the event that a business risk is realized, our immediate response, which includes measures such as loss mitigation and/or switching to an alternative approach, is followed by long-term measures such as amending our operational frameworks as necessary.

Overseeing our risk management initiatives is designated as one of our president's duties and a BRM Committee has been established to discuss, coordinate and implement measures related to BRM (other than compliance). The committee usually meets once every six months, and addresses important matters such as the building of frameworks related to BRM and the handling of critical cases. It is chaired by our president and comprises vice presidents, auditors and our CFO.
One of the BRM Committee's responsibilities is to create frameworks for discussion and reporting among the Board of Directors, particularly for critical cases. When a business risk is identified, such as external business conditions that pose a risk, the committee discusses how to approach the matter at committee meetings and at top management meetings about operational frameworks and regulations.
We have also identified risks that require particular attention (“Specific Risks”) and established divisions to handle those risks. The heads of those divisions, along with the presidents of each subsidiary, are designated as BRM supervisors, who work to prevent Specific Risks by establishing and implementing management standards, rules, training programs and other necessary frameworks. In the event that a key risk is realized, our BRM supervisors work together with the relevant divisions to address the issue and establish and thoroughly implement measures to prevent the issue from occurring again.

Each year, our BRM Committee identifies key risks based on factors such as changes in social and business conditions, discusses how to approach those risks and formulates a plan.

1. In the event of an emergency, our number one priority is to ensure the safety of our personnel, their families, our affiliates and people in the community. We will reassure those who are affected by the emergency and take measures to enable them to resume their normal lives as soon as possible.
2. We have a business continuity framework to enable us to respond rapidly to a disaster. This framework provides means to protect our offices, production sites and other facilities, get our systems back up and running and resume our business activities quickly (or prevent them from being interrupted at all).
3. We also have supply chain management measures in place to ensure that we are able to maintain robust production and supply systems (and improve those systems wherever possible), retain customers' trust, avert redundancies and fulfill our responsibilities to society.
4. In the event of an emergency, we will do everything we can to support our communities, working together with local organizations on recovery efforts, and, in doing so, retain the trust and satisfaction of all of our stakeholders.
5. To ensure that our BCM is effective, we have established a framework to provide the necessary training for directors, employees and other relevant personnel, both within Dynabook and at affiliate sites, to ensure that all organizations can operate autonomously.

BCM is designated as one of our president's duties. An all-encompassing BCM framework is in place and we have established a BCM Committee to ensure that our business continuity plans fulfill their objectives, maintain and improve our capacity for business continuity and provide the guidance and supervision necessary for effective activities. The committee usually meets once every six months. It is chaired by our president and comprises vice presidents and our CFO. One of the BCM Committee's responsibilities is to create frameworks for discussion and reporting among the Board of Directors about particularly important cases. In an emergency such as a disaster, this committee acts as an emergency headquarters, gathering and relaying information on the situation and executing our response.
The heads of each division, along with the presidents of each subsidiary, are designated as BCM supervisors, who are responsible for implementing a BCM framework in their division or subsidiary and carrying out the necessary instructional and supervisory duties, including managing and revising business continuity plans, holding training and drills and taking advance measures.

To ensure that business can resume quickly (or not be interrupted at all) in the event of a disaster or other major incident, the Dynabook Group has taken advance measures, including establishing a business continuity framework and creating a business continuity plan. Our BCM supervisors take an instructional and supervisory role, holding organized drills and training once per year to ensure that everyone is familiar with the business continuity plan and continuously reviewing protocol to ensure that it has kept up with changes in social and business conditions.

The Dynabook Group manufactures some of its products at Dynabook Technology (Hangzhou) Inc., a subsidiary of ours, and outsources some manufacturing work to ODMs. These are located in different areas of China, and have the capacity to increase their production to cover for another site if it becomes unable to operate in an emergency.