Serious Risk for Hitachi Information Systems
Information security, trade secrets, fire prevention and protection against disasters, risk countermeasures, environmental protection, and safety and sanitation, are all issues which should be tackled as a social duty by the organization.
These issues are particularly important for Hitachi Information Systems. We, as an IT services company, store important client information and are managing business operations.
Each workplace handles various types of information, including original records and computer lists, recording media, and classified client information is stored on our computers.
If an incident involving client information we manage occurs, it can cause immeasurable damage to the customer and be a critical problem for us.
Risk Control System
Steps including the establishment of rules and guidelines, implementing training, and creating and distributing manuals, are taken by each section responsible for risks concerning compliance, the environment, disasters, quality, and export trade control among others.
An executive officer is specified who is responsible for prompt action in respect of risks when they arise or when their occurrence is anticipated.
Moreover, risks associated with the promotion of the business are monitored continuously from five points of view: decision-making by the executive officer (discussion by the management meeting), budgets and results management (implementation of the budget system), ensuring efficiency and compliance (internal audit, establishment of various committees based on company rules, compliance reporting system), ensuring the reliability of financial reports (in cooperation with the accounting auditors), and the establishment of company rules.
We also declared “reinforcement of risk countermeasures” as a key theme of CSR activities in 2006 fiscal year, and continued to strengthen risk countermeasures in respect of information security, to promote education activities, and to continuously review our risk management systems.
Risk Countermeasures
Hitachi Information Systems Group Risk Countermeasure Guidelines and the Risk Countermeasure Regulations relating to the risks from natural disasters, political disturbances, and criminal acts etc. are being implemented company-wide.
Risk Countermeasure Regulations were established in 1999 and revised in 2005. These specify required items including systems and the roles of people who are primarily responsible
for accident prevention and countermeasures.
Observing these regulations will help keep damage from risks including natural disasters, political disturbances, and criminal acts which may have a major impact on the business management, to a minimum, will mean the immediate recovery of company business when incidents do occur, and the protection of clients and business partners, as well as employees and their families, and company assets.
Business and other risks
| Type of Risks |
Main risks anticipated |
Risk countermeasures |
| Rapid changes in the market environment for the IT service industry |
-Larger than expected price reductions, more intense price competition
-Delayed responses to technological innovations |
-Concentrating resources on the measures for expansion based on the Medium-Term Management Plan 2007-2010
-Taking steps to strengthen competitiveness in the marketplace |
| Particular customer |
-Cases where Hitachi Ltd., makes major changes in its management or business policies concerning its business relationships |
-Seeking to clarify the position within the Hitachi Group’s IT service business domain, and aiming to maintain and expand transactions with Hitachi Ltd., by taking advantage of its strengths
-To actively develop business with companies other than Hitachi Ltd, based on the Medium-Term Management Plan 2007-2010 |
| Unprofitable projects |
-Concerns with systems following delivery
-Requests by customers to change development systems, and decreases in profitability resulting from extra manpower requirements |
-Reinforcing project management capabilities
-Improving engineer training
-The Project Management and Quality Assurance Divisions taking various steps aimed at reducing costs and increasing productivity |
| Failures at data centers |
-Cases where data centers are subject to natural disasters, information security incidents, equipment failures, or operational errors, which could lead to demands for compensation from customers and a reduction in the Group’s credibility as an IT service provider |
-Increased capital investment for the purpose of ensuring credibility
-Improved security measures
-Upgraded training for operations engineers
-Adopting ISMS |
| Unauthorized disclosure of customer information |
-The Group has been entrusted with information assets, including personal data and customer information, for integrating and operating customers’ information systems. In cases where there are information asset leakages, customers may demand compensation and/or the Group may lose credibility as an IT services company |
-Acquiring certification, including ISMS and the Privacy Mark
-The planning and implementation of a range of general measures at the corporate level by an information security committee
-Established the Information Security Center, which specializes in information security measures
-Taken out IT service provider’s liability insurance and implemented other measures |
Establishment of the Project Promotion Division and the Project Management Recognition Program
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Recognizing that the strengthening of project management with regards to system integration is a top priority for our business, Hitachi Information Systems established a Project Promotion Division as of April 1, 2005. This division is charged with helping to visualize major projects by reporting of progress and risk evaluations on a case by case basis at management meetings.
It is also charged with strengthening project management policies by promoting measures to support projects, cultivate new managers, and the like.
Starting in 2005, the “President's Project Management Prize” was awarded to those who have contributed to particularly successful projects due to excellent project management.
In 2005, a total of 34 individuals from 7 projects were honored.
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The “Project Management Prize” award ceremony
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