Mitsubishi 2012 Annual Report Download - page 25

Development of internal control systems
Based on the Basic Policy on the Establishment of Internal
Control Systems as passed by resolution of the Board of Direc-
tors, MMC is continually working to ensure compliance with
laws and regulations and to promote proper, effective business
execution in line with changes in the domestic and overseas
environments. In particular, to ensure the reliability of financial
reporting pursuant to the Financial Instruments and Exchange
Act MMC is implementing companywide measures under the
leadership of the Internal Control Promotion Committee.
Data security management
The protection of data assets (information as well as informa-
tion systems, machines, media and equipment used to handle
that information) is vital to fulfilling MMC’s social responsibility
and earning the trust of stakeholders. MMC implements physi-
cal, technological, personnel and organizational measures to
improve data security management based on its information
security policy and internal rules that conform to ISO 27001.
Protection of personal information
Based on its Personal Information Protection Policy, MMC is
building a management framework to establish internal rules
regarding protection of personal information. MMC has also as-
signed a person to manage personal information management
at each operational headquarters and department under the
direction of the Personal Information Officer. MMC educates
staff on the subject through ongoing e-learning seminars and
other programs, and strives to safeguard personal information.
Security trade control
From the viewpoint of maintaining international peace and se-
curity, MMC sincerely believes in the importance of strict trade
controls to prevent the proliferation of weapons of mass de-
struction and the excessive accumulation of conventional weap-
ons. To ensure appropriate trade controls, MMC has established
an Internal Security Trade Control Standard as a management
regulation. In accordance with the standard and to ensure
compliance with laws and regulations regarding security trade
controls the Supervisory Committee for Security Trade Control
was established under the direction of the president, who acts
as Chief Security Trade Control Officer. The legality of export
transactions is guaranteed by a management system centered
on the committee.
Development of risk management framework
MMC is establishing infrastructure for companywide risk
Internal Control Systems and Risk Management
By creating a companywide internal control system and risk management
structure, and through employee education systems, we are working to
ensure compliance with relevant laws and regulations, as well as
appropriate and stable operations management.
Hiizu Ichikawa
Executive Vice President (Representative Director), Corporate Planning & Finance
management systems. MMC has appointed risk management
officers to each operational headquarters and office, and these
risk management officers rigorously strengthen risk counter-
measures by conducting repeated cycles of risk identification,
evaluation, and devising and implementing countermeasures,
and monitoring in each unit. These officers conduct risk man-
agement cycles at each unit every fiscal year. Centered on the
Corporate Planning Office, the officers endeavor to strengthen
the Company’s introduction framework from a management
perspective. Risk management officers identify risks that require
a priority response, reinforcing the risk management framework
by engaging with related departments to prevent these risks
from materializing, and reporting them to senior management.
Disaster countermeasures and BCP initiatives
MMC’s basic policy in times of disaster—defined as occurrences
that have a major impact on operations, such as earthquake or
other natural disaster or an outbreak of infectious disease—is
to ensure the safety of employees and their families, as well
as customers, and assist local communities. We are preparing
disaster countermeasures and business continuity plans (BCPs)
to this end. Our BCPs hypothesize an earthquake in the Tokai
region, an earthquake directly below the Tokyo metropolitan
area or an outbreak of a new type of influenza or other infec-
tious disease, and outline responses in disaster countermeasures
manuals that take into account specific scenarios for each
region. In the event of disaster, the Corporate Affairs Office is in
charge of initial response, while the Corporate Planning Office
addresses issues related to business continuity. While making a
division among the responsibilities of organizations in charge of
disaster countermeasures, this arrangement encourages infor-
mation sharing and promotes response.
Having learned from the experiences of the Great East Japan
Earthquake and the flooding in Thailand, the Company conducts
earthquake and other response simulations. We also conduct
decision-making and communication drills that emulate emer-
gency situations and raise awareness through briefing sessions
and other measures. We reflect improvements identified through
these drills into our disaster countermeasures and BCPs to rein-
force our system for responding swiftly in times of disaster. Rec-
ognizing that the Mitsubishi Motors Group runs the risk of supply
chain interruption caused by natural disasters in many parts of
the world, we maintain close communications with our business
partners as part of our efforts to ensure supply chain integrity.
MITSUBISHI MOTORS CORPORATION
Annual Report 2012 23