Nissan 2012 Annual Report Download - page 29

FISCAL 2011 GLOBAL COMPLIANCE COMMITTEE ORGANIZATION
A compliance committee has been established in each region under
the governance of the global compliance officer. The committees are
responsible for discovering compliance violations at an early stage
through internal auditing or reports, for solving problems, and for
maintaining and improving internal awareness of the Code of Conduct.
Global Compliance Officer
Africa, Middle East, India, Europe
Management Committee
Africa, Middle East, India, Europe
Compliance Committee
Americas
Management Committee
Americas
Compliance Committee
Japan, Asia Pacific
Management Committee
Japan, Asia Pacific
Compliance Committee
Nissan Motor Co., Ltd. Compliance Committee
Affiliated Companies Compliance Committee
Dealers Compliance Committee
Nissan Motor Co., Ltd.
Divisional Compliance
Committee
Global Compliance Committee
Operations Committee
NML Board of Directors
Global Educational Activities to Promote Compliance
To foster compliance awareness throughout the company, Nissan has established groups and placed
officers in charge of promoting compliance policy in each region where it operates. We focus particulary
on education to give that all employees correct understanding of the Code of Conduct and, as a result,
make fair, transparent judgments in the course of their duties.
To ensure full understanding of the code in Japan all employees, including executives, take an e-learning
or video training course based on the Japanese version of the Nissan Code of Conduct—“Our Promises,”
revised most recently in 2010 – after which they sign an agreement to abide by it. In this way we seek to
ensure across the board understanding, making all our people most aware of compliance issues.
A number of education programs to promote compliance are held regularly for all employees in North
America, and a set of universal guidelines has been drawn up for each country in Europe. Compliance-
related training is also being carried out in other regions and markets based on guidelines that take into
account conditions in each of those countries. Moreover, all Group-affiliated companies have introduced
their own codes based on the Nissan Code of Conduct. The code is reviewed every three years, and the
latest version was updated in fiscal 2010. Additionally, we have created sets of internal regulations
globally covering the prevention of insider trading, personal information management, records
management and prevention of bribery and corruption. With these regulations in place, Nissan is working
to prevent compliance infractions.
Our Stance Against Discrimination and Harassment
Item 6 of Nissan’s Global Code of Conduct, “Value Diversity and Provide Equal Opportunity,” is our
requirement to accept, value and respect the diversity to be found among our employees, business
partners, customers and communities where we do business, and to reject discrimination and harassment
in all their forms, no matter how minor they may be. Nissan executives and employees must respect the
human rights of others, and may not discriminate against nor harass others based on race, nationality,
gender, religion, physical capability, age, place of origin or other reason; nor may they allow such a
situation to go unchecked if discovered. We also work to ensure that all employees, both male and
female, can work in an environment free from sexual and other forms of harassment.
Internal Reporting System for Corporate Soundness
Nissan employs an internal reporting system to promote the spirit of compliance among employees and
facilitate sound business practices worldwide. This mechanism allows employees to submit opinions,
questions or requests directly to the company, and it has played an instrumental role in creating a self-
managed, compliance-oriented corporate culture. This system, which offers full protection to any persons
offering information in accordance with Japan’s Whistleblower Protection Act of April 2006, is known as
the Easy Voice System and has been put in place in all Nissan Group companies in Japan.
Nissan has established a global internal audit unit, an independent department under the direct control
of the Chief Operating Officer (COO), to handle internal auditing tasks. Under the control of the Chief
Internal Audit Officer (CIAO), audit teams set up in each region carry out efficient and effective auditing
of Nissan’s activities on a group-wide and global basis.
Innovation & Power of brandYear 2 Power 88 Performance Corporate Data
Corporate Governance 28
NISSAN Annual Report 2012Maintaining Trust Through Transparency