Mitsubishi 2015 Annual Report Download - page 32

Development of internal control systems
New establishment of the Statutory Compliance
Committee
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 reliabil-
ity of  nancial reporting pursuant to the Financial Instruments
and Exchange Act Mitsubishi Motors is implementing compa-
nywide measures under the leadership of the Internal Control
Promotion Committee. In  scal 2014, we established the Statu-
tory Compliance Committee to ensure thorough compliance in
our business activities. The committee met for the  rst time in
November 2014.
Thorough information management
Increasing the scope of employees undergoing train-
ing and establishing an emergency response team.
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  scal 2014, we conducted
training for all employees, including engineering personnel, and
established an emergency response team to address such events
as fraudulent network access.
Security trade control
Ongoing 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.
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
Internal Control Systems and Risk Management
ensure compliance with laws and regulations regarding security
trade controls the Supervisory Committee for Security Trade Con-
trol was established. The legality of export transactions is guaran-
teed by a management system centered on the committee.
Development of risk management framework
Commencing the recon guration of a global system
Under the instruction of risk management of cers, each opera-
tional headquarters and of ce works to lower departmental risk
by conducting repeated cycles of risk identi cation, evaluation,
devising and implementing countermeasures, and monitoring
(departmental risk management).
For risks that are identi ed as “priority risks”—particularly
those that require a companywide response—risk management
of cers work with related departments to draft and implement
countermeasures (priority risk management). Activities in  scal
2014 centered on business interruption risk and information
system obsolescence. In the area of business interruption risk, in
addition to the ongoing focus on natural disasters, we strength-
ened measures to address production equipment breakdowns
and system trouble. To address information system obsoles-
cence, we began recon guring our global system.
We regularly check the status of af liated companies and
conduct individual hearings on the status of countermeasures,
as needed (af liated company risk). In  scal 2014, we focused
on reinforcing risk management at Mitsubishi Motors Thailand,
a key overseas facility.
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 customers, as well as
employees and their families, 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. In  scal
2014, we produced and distributed to all employees the Man-
ual for Employee Action in Times of Disaster (Pocket Edition),
summarizing our standards for employee action in the event of
a disaster and communicating employee safety to their families.
We have revised our action plan to account for a major
earthquake, and are improving our business continuity plans
(BCPs)* through drills coordinating action in various regions. In
 scal 2014, we conducted a backup drill in which we hypothe-
sized an earthquake directly under the Tokyo metropolitan area
and set up our companywide disaster response headquarters in
the Okazaki region.
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 2015
30