Nissan 2013 Annual Report Download - page 35

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 or 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
To promote thorough understanding of compliance among all employees
worldwide and to facilitate sound business practices, Nissan employs a variety
of internal reporting mechanisms. These allow employees to submit opinions,
questions or requests to the company, thereby improving workplaces and
operations as well as fostering a compliance-oriented corporate culture. In
Japan our Easy Voice System, which offers full protection to any persons
offering information in accordance with Japan’s Whistleblower Protection Act
of April 2006, has become an integral part of operations in all Nissan Group
companies in the country.
Independent Internal Audits
Nissan has established a global internal audit unit, an independent
department to handle internal auditing tasks. Under the control of the chief
internal audit officer, audit teams set up in each region carry out efficient,
effective auditing of Nissan’s activities on a groupwide and global basis.
At Nissan, we define risk as anything that might prevent us from
achieving our business goals. By detecting risk as early as
possible, examining it, planning the necessary measures to
address it and implementing those measures, we work to minimize
the materialization of risk and the impact of damage caused should
it arise.
Principles for and Approach to Corporate Risk Management
Risk management must be a real-world activity closely linked at all times with
concrete measures. Based on its Global Risk Management Policy, Nissan
carries out activities on a comprehensive, groupwide basis.
In order to respond swiftly to changes in its business environment,
Nissan has set up a department in charge of risk management that carries out
annual interviews of corporate officers, carefully investigating various potential
risks and revising the company’s “risk map” in line with impact, frequency and
control level.
The Executive Committee makes decisions on risk issues that must be
handled at the corporate level and designates “risk owners” to manage the
risks. Under the leadership of these owners, the company designs appropriate
countermeasures. Finally, the board member in charge of internal controls
(currently the chief operating officer) regularly reports to the Board of
Directors on progress being made.
With respect to individual business risks, each division is responsible
for taking the preventive measures necessary to minimize the frequency of
risk issues and their impact when they do arise as part of its ordinary
business activities. The divisions also prepare emergency measures to put in
place when risk factors do materialize. Nissan Group companies in Japan
and overseas are strengthening communication in order to share basic
processes and tools for risk management, as well as related information,
throughout the group.
RISK MANAGEMENT
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CORPORATE GOVERNANCE
NISSAN MOTOR COMPANY ANNUAL REPORT 2013
CONTENTS
MANAGEMENT MESSAGES
CORPORATE FACE TIME
PERFORMANCE
NISSAN POWER 88