Mitsubishi 2011 Annual Report Download - page 27

Download and view the complete annual report

Please find page 27 of the 2011 Mitsubishi annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 70

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70

Organizational Framework for Promoting Business Ethics
Guidance and Advice
Offer Opinions and Recommendations
Board of DirectorsBoard of Directors Business Ethics Committee (Made up of External Experts)Business Ethics Committee (Made up of External Experts)
Chief Business Ethics Ofcer (CBEO)Chief Business Ethics Ofcer (CBEO)
ChairmanChairman
PresidentPresident Report and Approval
Direction and
Supervision
Thorough Compliance
with Business Ethics
Direction and
Guidance
on Specic
Strategies
Report
Consult and
Report
Department Managers and
Corporate General Managers
Department Managers and
Corporate General Managers
General Manager=Code LeaderGeneral Manager=Code Leader
EmployeesEmployees
Consult on
Ethical Issues Thorough Compliance
with Business Ethics Consult on Ethical Issues
Help Line
External Attorneys
Help Line
External Attorneys
Help Line
Employee Counseling Ofce
Help Line
Employee Counseling Ofce
Thorough Compliance
with Business Ethics
CSR Promotion OfceCSR Promotion Ofce
Compliance DepartmentCompliance Department
Compliance OfcerCompliance Ofcer
Employees of Afliates and Distributors, Temporary Employees, Former Employees
Various Consultations
Various
Consultations
Framework for the promotion of business ethics
In June 2004, MMC established the CSR Promotion Office to
ensure thorough compliance and promote a new corporate cul-
ture, while restructuring the compliance framework (see chart
below). MMC has strengthened the organization to ensure that
awareness of compliance spreads to each and every employee
by placing managers in charge of reinforcing compliance aware-
ness at multiple levels. As the chart below shows, the chief
business ethics officer (CBEO) directs compliance officers at the
operating headquarters level, who then direct “code leaders” at
the departmental level, who are charged with increasing com-
pliance awareness directly to employees.
MMC also has a Business Ethics Committee, made up of
external experts and acts as an advisory body to the Board of
Directors. This committee promotes corporate ethics, providing
guidance from an external, common-sense perspective.
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 established internal disclosure sys-
tems such an internal Employee Counseling Office and an External
Counseling Office, established with the help of outside attorneys.
Safety Pledge Days
To prevent past incidents such as the regrettable recall problems
from being forgotten over time, January 10 and October 19
Compliance
To restore society’s trust and be recognized as an enterprise with integrity,
MMC believes it is essential to ensure that all staff members thoroughly
comply with business ethics.
Shuichi Aoto
Managing Director, Chief Business Ethics Of cer, Head Of cer of the Headquarters,
CSR Corporate Affairs, Controlling & Accounting Group Headquarters
have been designated “Safety Pledge Days,” since two fatal
accidents occurred on those days involving large trucks manu-
factured by Mitsubishi Fuso, a former MMC subsidiary. All
employees observe a moment of silence on these days, and
company ethics discussion meetings, even at the lowest levels,
are held around those times to identify corporate ethics issues
and deliberate ways of resolving them.
Promoting business ethics
In fiscal 2010, MMC held compliance training sessions featuring
specific case studies and outside instructors as part of a training
program for directors and code leaders. The program featured
training sessions for MMC Group companies in Japan (including
exclusive dealers) and included group discussions on case stud-
ies and other activities.
In addition to the previously mentioned company ethics
discussion meetings (held three times per year) to review
business ethics issues, we will continue with initiatives
centered on each division’s compliance officers that involve
proposing and implementing new division-specific corporate
ethics measures.
The status of these activities is reported to the Business
Ethics Committee. Based on the committee’s guidance and advice,
MMC creates programs to put business ethics into practice.
MITSUBISHI MOTORS CORPORATION
Annual Report 2011 25