Mitsubishi 2006 Annual Report Download - page 44

42 MITSUBISHI MOTORS CORPORATION ANNUAL REPORT 2006
Guided by a “Compliance First” approach, MMC will
continue to implement measures to enforce thorough
compliance with laws and regulations and observe
business ethics. The aim is to win back the confidence
of society and be recognized as a trustworthy company.
Compliance Promotion System
Top management has pledged its commitment to taking
the lead in instilling a compliance mindset throughout
the company. The president of MMC, who was appointed
in January 2005, reaffirmed the company’s “Corporate
Ethics Compliance First” declaration upon his appoint-
ment as Chief Business Ethics Officer (CBEO). Under
the leadership of the CBEO, “compliance officers” were
assigned to each operational unit in conjunction with
appointing each department manager as a “code leader”
under the compliance officers. This step was taken to
reinforce the compliance promotion structure so as to
ensure compliance down to each and every employee.
The CSR Promotion Office, which was established in
June 2004, constantly monitors the compliance status
of employees and their stance toward customers, to pro-
vide instructions and guidance on required improvement
measures. The CSR Promotion Office also reports on
the status of compliance promotion to the Business
Ethics Committee, an advisory body to the Board of
Directors comprised of outside experts. Based on these
reports, the Business Ethics Committee provides guid-
ance and advice on compliance promotion from an
independent perspective.
Compliance Initiatives
In fiscal year 2005, based on the theme of “converting
self-awareness into action,” MMC strove to strengthen
compliance awareness based on the accomplishments
of initiatives in fiscal year 2004. Particularly notewor-
thy are business ethics issue review meetings, held to
identify and discuss solutions to business ethics issues
familiar to workplaces. Using discussions based on case
studies, MMC is placing this meeting at the heart of its
compliance activities as it provides a prime opportunity
to raise awareness of business ethics and improve com-
munication. Another key initiative for raising compli-
ance awareness is training programs for directors,
compliance officers, and code leaders, all of whom play
crucial roles in promoting compliance at MMC.
Other key initiatives include the designation of January
10 and October 19 as “Pledge of Safety Days” in re-
membrance of the victims of the two fatal accidents
caused by Fuso-brand heavy-duty trucks to assure that
mistakes associated with past recall issues are not for-
gotten. On these days, all employees hold a moment of
silence for the accident victims. Also, business ethics
issue review meetings are scheduled close to these days.
In addition to these activities aimed at improving aware-
ness of past recall and quality
issues, MMC conducts training
and awareness-building programs
targeting laws such as whistle-
blower protection laws and private
information protection laws in
Japan.
Guided by a theme of “shift-
ing from a passive to proactive,
self-reliant mindset,” MMC will
build upon and develop fiscal
year 2005 compliance initiatives
in fiscal year 2006.
Compliance Promotion Structure
Chairman
Business Ethics Committee
(Made Up of Outside Experts)
Chief Business Ethics Officer (CBEO)
President
Managing Director, Corporate
General Manager Help Line
External Attorneys
Help Line/Employee
Counseling Office
Deparment Manager
= Code Leader
CSR Promotion Office
Compliance Department
Employees with MMC Employment Agreements
Guidance
and advice
Direction and
supervision
Various
consultations
Compliance Officer
Report
and
consult
Report
Report and
consult
Thorough compliance
with business ethics
Thorough compliance
with business ethics
Thorough compliance
with business ethics
Consult on
ethical issues
Directives
for
initiatives
Employees of Subsidiaries and Dealers,
Temporary Employees, Former Employees
Various consultations
Board of
Directors
Report and advise
Consult on
ethical
issues
Compliance