Mitsubishi 2004 Annual Report Download - page 10

8
MESSAGE FROM THE CORPORATE GENERAL MANAGER OF
CSR PROMOTION OFFICE
BACKGROUND
Mitsubishi Motors has lost the trust and confidence of its customers and of society. This very regrettable situation can
be attributed to a number of factors including frequent changes to its management team, an overly departmentalized
organization and corporate culture that prevented adequate sharing of information, disclosure issues relating to the
Company’s recall programs, and deteriorating results. Ultimately, Mitsubishi Motors did not fulfill its corporate social
responsibility (CSR) and lacked adequate decision-making processes, communication, information exchange, and
personal relationships both within and between each section. Taking this into account, the CSR Promotion Office was
established to ensure that all directors and employees fully understand their collective role in CSR and to instill
throughout the Group an ethical corporate culture based on strict CSR compliance.*
CSR PROMOTION OFFICE: STRUCTURE, FUNCTION, AND ROLE
The rationale for establishing the CSR Promotion Office is the renewed conviction by management that compliance
forms the basis for a company’s ongoing existence. Accordingly, Mitsubishi Motors has positioned “Compliance-First”
as its foremost guiding principle supported by the dual concepts of “Safety-First” and “Customer-First.” In implementing
management reform, Mitsubishi Motors will formulate initiatives with a clearly defined time frame. Within each time
frame, the Company will promote a repeating “PLAN > DO > SEE” cycle. The CSR Promotion Office will pay partic-
ular attention to ensure that the Company strictly adheres to the DO and SEE components of this repeating process,
areas in which Mitsubishi Motors had previously been lacking.
Accordingly, the principal function of the CSR Promotion Office is to continuously monitor the strict implemen-
tation of the “PLAN > DO > SEE” process, and to ensure that management policies, in-house and external comments
and feedback are adequately communicated and information shared throughout the entire organization. Until recently,
four separate departments had been responsible for the gathering and dissemination of information. This process has
now been consolidated into the one head office function, and it is the responsibility of the CSR Promotion Office to
ensure comments from outside the Group are adequately conveyed to management and incorporated into the executive
function and that in-house information is adequately collected and shared throughout the organization.
In addition, we called upon the Company’s chairman and president to issue a declaration positioning compliance with
Mitsubishi Motors’ CSR principles as the foremost management priority and the Company as a whole. As a definitive state-
ment concerning the reform of Mitsubishi Motors’ corporate culture, all members of the Company’s Board of Directors
have added their signatures to it. In August 2004, Mitsubishi Motors conducted a series of seminars to convey to all employ-
ees the Company’s CSR principles. In order to further ensure that all employees have a full understanding of these principles
and compliance, meetings are being held at each workplace to promote discussion and comment among employees.
The Company is unified in its resolve to
promote comprehensive reform and restore the trust
and confidence of the market.
KOJI FURUKAWA
Vice Chairman
Corporate General Manager of CSR Promotion Office
Chief Business Ethics Officer
*Compliance refers to the strict adherence to domestic and overseas regulatory requirements, in-house rules, and generally accepted social practice, stan-
dards and ethics.