Mitsubishi 2009 Annual Report Download - page 26

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Operating the Help Line
MMC is giving priority to its internal reporting system in order to
create a highly transparent workplace environment that is not
conducive to scandals and promotes their early detection as well
as self-correction. MMC has already established the Employee
Counseling Office and external counseling channels through
outside attorneys. In April 2006, in line with the enforcement of
the Whistleblower Protection Act, MMC established operational
criteria related to the internal reporting system, as well as internal
regulations, including those prohibiting the disadvantageous
treatment of whistleblowers.
Furthermore, to create a framework that facilitates internal
reporting, MMC is endeavoring to disseminate regulatory infor-
mation within the company by holding briefings, including infor-
mation in the company newsletter, and adopting other measures.
Establishment and Dissemination of Regulations
In April 2007, MMC fully revised its “Business Ethics of Mitsubishi
Motors Corporation”—MMC’s corporate ethics standards—to
turn them into more practical guidelines for informing employees’
actions. All employees and directors have signed an oath of
compliance with these standards.
Furthermore, in January 2008, MMC revised the “Behavioral
Standards of Mitsubishi Motors Corporation,” a set of guidelines
for behavior that all employees must keep in mind at all times.
MMC distributed the revised booklet to all staff members, and by
making use of it on a daily basis, MMC aims to ensure thorough
compliance with business ethics.
Activities to Spread Compliance Among MMC Group
Companies
Restoring trust in MMC requires a concerted effort by the entire
MMC Group. To this end, domestic Group companies (including
exclusive dealers) have taken the lead in carrying out initiatives
since fiscal year 2005. In fiscal year 2006, almost all companies
completed the establishment of systems to ensure compliance
with business ethics.
Furthermore, MMC continues to regularly conduct training on
resolving corporate ethics problems, developing precedents and
related topics. Overseas affiliates are also working to develop
compliance promotion frameworks linked with internal controls.
“Safety Pledge Days”
To prevent past errors 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 accidents
occurred on those days involving large trucks manufactured by
Mitsubishi Fuso, a former MMC division. All employees observe a
moment of silence on these days, and the previously mentioned
meetings to review business ethics problems are held around
these times.
24 MITSUBISHI MOTORS CORPORATION Annual Report 2009