Mitsubishi 2014 Annual Report Download - page 26

Development of internal control systems
Based on the Basic Policy as passed by resolution of the Board
of Directors, Mitsubishi Motors 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  nancial reporting pursuant to the Financial
Instruments and Exchange Act Mitsubishi Motors is implement-
ing companywide measures under the leadership of the Internal
Control Promotion Committee.
Thorough information management
Mitsubishi Motors implements physical, technological, person-
nel and organizational measures to improve data security man-
agement based on its information security policy and internal
rules that conform to ISO 27001.
In addition, based on its Personal Information Protection
Policy, Mitsubishi Motors is building a management framework
to establish internal rules regarding protection of personal
information. Mitsubishi Motors has also assigned a person to
manage personal information management at each operational
headquarters and department under the direction of the per-
sonal information of cer. Mitsubishi Motors educates staff on
the subject through ongoing e-learning seminars and other
programs, and strives to safeguard personal information.
Security trade control
Stringent management of exports
From the viewpoint of maintaining international peace and
security, Mitsubishi Motors sincerely believes in the importance
of strict trade controls to prevent the proliferation of weapons
of mass destruction and the excessive accumulation of conven-
tional weapons.
Internal Control Systems and Risk Management
To ensure appropriate trade controls, Mitsubishi Motors 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 secu-
rity trade controls the Supervisory Committee for Security Trade
Control was established under the direction of the president,
who acts as chief security trade control of cer. The legality of
export transactions is guaranteed by a management system
centered on the committee.
Development of risk management framework
We have put in place a groupwide risk management system,
which we are improving. Mitsubishi Motors has appointed risk
management of cers to each operational headquarters and of-
 ce. These of cers rigorously strengthen our risk management
framework by conducting repeated cycles of risk identi cation,
evaluation, devising and implementing countermeasures, and
monitoring in each unit. For risks that are identi ed as “pri-
ority risks”—particularly those that require a companywide
response—risk management of cers work with related depart-
ments to draft and implement countermeasures. Mitsubishi
Motors regularly con rms the situation at af liated companies.
Where necessary, we conduct hearings on the status of indi-
vidual countermeasures and reinforce initiatives in other ways.
Disaster countermeasures and BCP initiatives
Mitsubishi Motors’ basic policy in times of disaster—such as
earthquake or other natural disaster or an outbreak of infec-
tious 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.
As disaster countermeasures, we conduct drills in com-
municating among various manufacturing facilities and Group
companies on the basis of a presumed emergency. As prepara-
tions against the possibility that employees will be unable to
return to their homes for a three-day period, we have ensured
means through which they can communicate with their fami-
lies, cached emergency supplies and are conducting initiatives
for communicating with local municipal authorities.
As BCPs, we have formulated plans of operation that as-
sume a large-scale earthquake or major outbreak of infectious
disease. We work to improve these BCPs through regular drills
and communication among individual regions.
By creating a companywide internal control system and risk management struc-
ture, and through employee education systems, we are working to ensure com-
pliance with relevant laws and regulations, as well as appropriate and stable
operations management.
Yutaka Tabata
Managing Director, Head Of cer of the Headquarters, Corporate Planning & Finance Group Headquarters
President
Internal Control Promotion Committee
Evaluation Team
Evaluation
Department
Evaluation
Department
Personnel in charge
Departments
(Develop
internal
controls)
Afliated
companies
(Develop
internal
controls)
Departments
(Develop
internal
controls)
Afliated
companies
(Develop
internal
controls)
Departments Afliated
companies Departments Afliated
companies
Personnel in charge
Compliance with the Financial Instruments
and Exchange Act
(Development and evaluation of
internal controls over nancial reporting)
Compliance with the Companies Act
(Development of systems in line
with basic policies)
Internal Control Promotion Framework
MITSUBISHI MOTORS CORPORATION
Annual Report 2014
24