IHI Group Business Continuity Plans (BCP)

The following five fundamental business continuity policies will be put into place by the IHI Group in the event that a wide-area disaster (major earthquake), heavy snow, flood, etc., significantly affects our management resources and causes our business to stop, be interrupted, or is expected to be interrupted.

1. Ensure the lives and safety of IHI Group employees, their families, partners, and visitors first.
2. Preserve company assets such as buildings and machinery and strive to continue business.
3. Strive to quickly restore operations and support the restoration of social infrastructure.
4. Provide as much support as possible to areas where offices and plants are located, such as ensuring the safety of residents and carrying out relief activities.
5. Thoroughly share information regarding advance measures and damage conditions within the IHI Group.

Crisis Management Structure

In the event of a situation that could have a serious impact on management or business operations, the Group will consider the degree of impact, such as the severity, ripple effects, and continuity of the crisis, set up a Crisis Management Headquarters according to the level of the crisis to deal with the damage and take appropriate measures to minimize damage. At the highest crisis level, the head of the Crisis Management Headquarters is, in principle, the CEO. Under the direction of the CEO, the Group gathers information, reports on crisis levels, and takes appropriate countermeasures.

Disaster Prevention Initiatives

The IHI Group makes preparations for the occurrence of large-scale earthquakes, typhoons, and other wind and flood disasters which have become increasingly severe during recent years by ensuring the safety of its employees, quickly restoring damaged factories, and continuing its business operations. Internal regulations clarify organizational structure and any proceedings to be implemented during normal times and during times of disaster.
In the event of a large-scale disaster, a system to promptly confirm the safety of employees and their families has been introduced, and safety response drills are regularly conducted.
Each of the IHI Group’s business sites and divisions uses Business Continuity Plans (BCP) tailored to their location and outside experts are invited to review and revise these plans on a regular basis through routine training and classroom work to verify their effectiveness. As part of tabletop training, the Group created training scenarios for when power, communications, water and sewage, and other major equipment are rendered unusable based on past disaster response experience, and drills are conducted in order to simulate factory restart 24, 48, and 72 hours following disaster.
Every year the Group conducts Group-wide response training, which the President and other management executives take part in to prepare for severe disasters, used to verify the effectiveness of BCPs from a variety of angles which include assessing the condition of affected business sites and their surrounding customers, arranging relief supplies to aid recovery, and inspecting modes of transportation.
As disasters that occur overseas have different regional characteristics, preparedness activities for them are conducted based on the results of risk assessments.

Continual Revisions to the Business Continuity Plans (BCP)