Mitsubishi 2014 Annual Report Download - page 27

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Framework for promoting business ethics
Mitsubishi Motors has strengthened the organization to ensure
that awareness of compliance spreads to each and every em-
ployee by placing managers in charge of reinforcing compliance
awareness at multiple levels. As the chart below shows, the
chief business ethics of cer (CBEO) directs compliance of cers at
the operating headquarters level, who then direct “code lead-
ers” at the departmental level. These leaders are charged with
increasing compliance awareness directly among employees.
To create a workplace environment that is not conducive to
scandals and promotes their early detection as well as self-correc-
tion, Mitsubishi Motors has established internal disclosure systems
such as an internal Employee Counseling Of ce and an External
Counseling Of ce, established with the help of outside attorneys.
Safety Pledge Days
To prevent past incidents such as the regrettable recall problems
from being forgotten over time, January 10 and October 19
have been designated “Safety Pledge Days,” since two fatal ac-
cidents occurred on those days involving large trucks manufac-
tured by Mitsubishi Fuso, a former Mitsubishi Motors subsidiary.
We have set aside these days to give special consideration at
each of our workplaces to voluntary actions that can be taken
to prevent such accidents from recurring.
Promoting business ethics
Our program for promoting business ethics centers on the com-
Compliance
To restore society’s trust and be recognized as an enterprise with integrity,
MMC believes it is essential to ensure that all staff members thoroughly comply
with business ethics.
Shuichi Aoto
Managing Director, Chief Business Ethics Of cer, Head Of cer of the Headquarters, CSR,Corporate Affairs,Controlling &
Accounting Group Headquarters, In Charge of Procurement
Organizational Framework for Promoting Business Ethics
Guidance and Advice
Offer Opinions and Recommendations
Board of DirectorsBoard of Directors Business Ethics Committee (Made up of External Experts)Business Ethics Committee (Made up of External Experts)
Chief Business Ethics Ofcer (CBEO)Chief Business Ethics Ofcer (CBEO)
ChairmanChairman
PresidentPresident Report and Approval
Direction and
Supervision
Thorough Compliance
with Business Ethics
Direction and
Guidance
on Specic
Strategies
Report
Consult and
Report
Head Ofcers of the Headquarters
and Corporate General Managers
Head Ofcers of the Headquarters
and Corporate General Managers
General Manager=Code LeaderGeneral Manager=Code Leader
EmployeesEmployees
Consult on
Ethical Issues Thorough Compliance
with Business Ethics Consult on Ethical Issues
Help Line
External Attorneys
Help Line
External Attorneys
Help Line
Employee Counseling Ofce
Help Line
Employee Counseling Ofce
Thorough Compliance
with Business Ethics
CSR Promotion OfceCSR Promotion Ofce
Compliance DepartmentCompliance Department
Compliance OfcerCompliance Ofcer
Employees of Afliates and Distributors, Temporary Employees, Former Employees
Various Consultations
Various
Consultations
pliance of cers at each department who draft and implement
individual departmental measures.
In scal 2013, we welcomed instructors from outside the
company, who conducted compliance training for compliance
of cers and “code leaders.” We also hosted training sessions
for Mitsubishi Motors Group companies in Japan (including
exclusive dealers) and included group sessions themed on case
studies and response to new legislation, among others.
Furthermore, three times each year we hold company ethics
discussion meetings to deliberate on familiar corporate issues in
the workplace.
The Business Ethics Committee
The Mitsubishi Motors Business Ethics Committee was estab-
lished in June 2004 as an advisory body to the Board of Direc-
tors of Mitsubishi Motors.
The aims of this committee, which is made up solely of
external experts, are to conduct guidance and consultation
from the viewpoint of external oversight and common sense.
The scope of the committee’s activity is not limited to business
ethics, but also includes matters related to quality problems and
corporate culture.
The committee met 12 times during  scal 2013 and con-
ducted brie ngs on 22 issues, including quality control activities
and others. The committee’s views, guidance and advice were
sought on these issues.
MITSUBISHI MOTORS CORPORATION
Annual Report 2014 25