Mitsubishi 2011 Annual Report Download - page 28

The Mitsubishi Motors Business Ethics Committee was established in June 2004 as an advisory body to the
Board of Directors of MMC. At that time, the recall problem had reignited and MMC faced a crisis concerning
the Company’s survival due to the loss of con dence and trust of society in MMC. The Business Ethics Commit-
tee was established as a critical step to restoring trust in MMC and ensuring its revitalization. The aims of this
committee, which is made up solely of external experts, are to conduct monitoring, guidance and consultation
from the viewpoint of external oversight and common sense with respect to MMC’s overall activities to restore
trust, especially in terms of compliance. The scope of the committee’s activity is not limited to business ethics,
but also includes matters broadly related to quality problems and corporate culture.
The Business Ethics Committee
Review of the committee’s activities
Between its first meeting in July 2004 and July 2011, the com-
mittee has held a total of 84 meetings and has considered 184
issues. During this period, the members of the committee have
raised frank questions and expressed candid opinions regarding
each of these issues from the standpoint of external oversight
and common sense. The general categories of topics considered
by the committee are shown below. A variety of issues were
considered based on each topic. Opinions regarding each issue
are disclosed via press release for each meeting.
1. Response to recall problems
2. Recall process reform and quality improvement initiatives
3. Initiatives to entrench compliance
4. Other initiatives, including corporate culture reforms
5. Fact-finding visits to plants and dealers
In October 2006, the Board of Directors of MMC consulted
the Business Ethics Committee, requesting a summary of MMC’s
activities toward restoring trust in the Company, as well as an
evaluation and proposals regarding these activities. MMC received
a report on the committee’s findings concerning this issue on May
21, 2007. The report concluded that, with regard to this issue,
“the initial stage had been accomplished.” At the same time, the
report pointed out issues and made proposals aimed at providing
further support for MMC’s revitalization, indicating that “it is still
necessary to stay fully committed to activities to restore trust.”
In the report, the committee made 13 policy recommen-
Kazuo
Mura
Konoe
Kawagishi
Noboru Matsuda,
Committee Chairman
Nobuyuki
Yamamoto
Takahiro
Fujimoto
Kazuko
Miyamoto
dations. Since the report was received by MMC, the relevant
departments have reported their responses to the policy recom-
mendations to the committee on a case-by-case basis, and have
received advice from the committee members. In June 2008, a
summary of these reports was presented to the Business Eth-
ics Committee, and was reported later the same month to the
Board of Directors.
In July 2009, a follow-up report of the status of responses
to earlier recommendations, as well as recognized benefits,
was made to the Business Ethics Committee. The committee
advised MMC “not to let itself be rushed by outside pressure,”
but rather to “seek improvements in ways that reflect the actual
situation that the Company faces.”
Overview of activities in  scal 2010
The committee met 12 times during fiscal 2010 and conducted
briefings on 21 issues, including the business ethics compliance
promotion program and quality control activities. The commit-
tee’s views, guidance and advice were sought on these issues.
As well as formal committee meetings, committee members
attended the Compliance Officers’ Meeting as observers, at
which they were asked for their views and advice. In addition,
the committee’s views and guidance are requested on any
urgent issues, which are explained to the committee on a
case-by-case basis.
MITSUBISHI MOTORS CORPORATION
Annual Report 2011
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