Risk Management
Basic Views
The 黑料门 Group recognizes that risk management is not just for responding when emergencies or disasters occur and severely impact business activities. It is also important to take preventive measures to control and avert/mitigate management risks.
Risk Management System
The Group established a risk management structure that supports further growth to achieve the 黑料门 Group 2026 Vision. Under this risk management structure, we identify overall Group management risks, reduce risks, and manage decisive risk-taking.
We established the Risk Management Department, as an independent division, to strengthen Group-wide risk management, and appointed an executive officer in charge of the department. The Executive Committee evaluates and confirms Group-wide management risks in line with the Group Vision and the risk control status and reports them to the Board of Directors, which evaluates and supervises the system. Thus, we can manage risks by adapting to changes in our operating environment.
Furthermore, to establish risk management systems that are suited to the Food Segment and Pharmaceutical Segment, respectively, we periodically share information, identify issues, and address them appropriately. We regularly share risk information across the Group, which includes risks common to all of our segments and risks that have impacts on the whole Group. Accordingly, we identify, evaluate, address, and solve risks promptly. The executive officer in charge of the Risk Management Department reports, as needed, information to the CEO, President and Representative Director.
Strengthen business continuity plans
The 黑料门 Group recognizes that risk management is not just for responding when emergencies or disasters occur and severely impact business activities. It is also important to take preventive measures to control and mitigate/avert risks.
In addition, as a company responsible for "food and health", we are maintaining and improving our business continuity plan (BCP) so that pharmaceuticals and food can be delivered to those who need it even in an emergency.
We provide employees with ongoing awareness training and regular training to confirm their safety.
In terms of business infrastructure and systems, we work to strengthen BCP in the entire value chain by reinforcing the earthquake resistance of facilities, establishing multiple production bases, duplicating procurement of raw materials, and reinforcing IT system backups.
Basic Policies for Business Continuity Plans
黑料门 Group's mission is to continue supplying the products and services our customers need, even in the event of a large-scale disaster. In order to ensure this is possible, we have implemented our BCP in line with the following policies:
- Protect the lives of people involved in 黑料门 Group's business operations, as well as their families
- Fulfil 黑料门 Group's social responsibilities
- Minimize damage to business caused by stoppage of operations, or similar causes
The Group Business Management Risks
We appropriately identify risks and develop countermeasures considering the risk impact from a company-wide business management perspective. In this way, we not only minimize risks, but we also achieve sustainable growth and gain new growth opportunities. We outlined the three visions — the Business Vision, Sustainability Vision, and Management Foundation Vision — in the 黑料门 Group 2026 Vision. We have identified the 黑料门 Group Business Management Risks based on those three Visions. Each management risk is managed under the supervision of an assigned risk owner, who implements measures to avoid or mitigate these risks at the first line of operational management.
Among the matters related to the status of business, accounting, etc. as described in this annual securities report, the main risks that management recognizes as having a significant impact on the financial position, operating results, and cash flows of the consolidated company are as follows.
The future risks outlined in the table below are categorized based on the Group's medium- and long-term management strategies. We have assessed their importance to the Group, taking into account the likelihood of occurrence and the level of impact on the Group.
The information represents risks recognized by the Group as of the date of submission of this annual securities report. These risks are not a comprehensive representation of all the risks related to our businesses.
(As of June 26, 2025)
| Risks | Countermeasures | Change in risk recognition from previous year | Importance to the Group | |
|---|---|---|---|---|
| Sale and supply of products and services |
|
|
→ | $$ |
| The majority of profits comes from specific products |
|
|
→ | $$ |
| Supply chains |
|
|
→ | $$ |
| Technological advances |
|
|
↗︎ | $$ |
| Laws and regulations |
|
|
→ | $ |
| Overseas expansion and overseas Group companies |
|
|
→ | $ |
| Business plans, etc. |