CSR Action Plans

CSR Reports for Fiscal 2008 to 2010 and CSR Action Plans for Fiscal 2011 and beyond

MHI formulated medium-term CSR targets for a three-year period (fiscal 2008 to 2010) as well as action plans for each fiscal year to expand CSR management across the entire Group and implemented each activity.
For fiscal 2011 and beyond, we will prepare a new medium-term plan and the CSR Committee, chaired by the President, will review the progress of activities every half term to promote the strategic and comprehensive CSR initiatives throughout the Group.

CSR Reports for FY2008 to 2010 and CSR Action Plans for FY2011 and beyond (PDF/60KB)

CSR Medium-Term Action Plan for FY2011 to FY2013

CSR targets for the period between FY2011 to FY2013 were established as follows based on the results of activities effected between FY2008 and FY2010

Area	Priority item (responsibility)	Medium-term targets (FY2008–2010)	Results from CSR activities in FY2010	CSR Action Plans for FY2011 and beyond
CSR Promotion	Broadened CSR awareness (CSR Committee / CSR Department)	Broaden CSR awareness across the Group and promote self-directed activities of individual departments Selection and implementation of unified activity themes for the entire Group (representative CSR activities) based on the CSR Action Guidelines	Distribution of the 2010 CSR Report to all Group company employees in Japan (86,000 copies) Presidential Town Meetings held at ten locations and CSR training sessions held at nine locations Symbolic CSR activities conducted almost fully as planned in keeping with MHI's CSR Action Guidelines	Distribution of the 2011 CSR Report to all domestic Group company employees Top Town Meeting held 5 times a year by the President and Vice-President and CSR Training effected at all locations
	Socially beneficial activities (CSR Department)	Energizing activities in line with the social contribution policy of the entire company (community contribution and nurturing the next generation) and instilling a sense of unity across the Group Raising the level of all activities by exchanging information among departments and energizing activities of Group companies Building a structure to support participation of employees in social contribution activities	Activities conducted as per CSR Action Guidelines (1) Community contribution activities: ship launching ceremonies open to the public, health counseling sessions, elderly home visits, charity events (2) Next generation development activities: Elementary School Soccer Competition, Kid's Baseball Clinic, factory tours, science classes, product making workshops CSR activities conducted at Group companies domestically and overseas (1) Japan: Tree Planting by the Employee Fund, internships, Kid's Baseball Clinic (2) Overseas: Thailand- donations for equipment for elementary schools; Brazil- Christmas presents provided to care facilities; China- donations of heaters, etc. to elementary schools; Philippines- donations of blood, used clothes and used computers	Continuing and expanding community contribution activities (cleaning, charity, etc.) and next- generation development (science classes, product making workshops for children, etc.) Promoting the globalization of CSR activities including to overseas Group companies Conducting various support activities for victims of the Great East Japan Earthquake
	Strengthening information dissemination (Corporate Communication Department) Enhancement of brand value concerning the environment Enhancement of corporate image Promotion of IR activities Improvement of the Mitsubishi Minatomirai Industrial Museum	Gain wider recognition and improve evaluation of the company’s environmental protection efforts Promote PR to improve the corporate image Increase the number of shareholders who hold the company’s stocks longer (fan) Attract 140,000 visitors a year	Dissemination of information about new technologies and products that contribute to energy efficiency and environmental conservation Corporate advertisements in newspapers, issue of periodicals (PR magazine “MHI Graph,” etc.), CSR advertisements in the Kansai Region Factory tours for individual investors (Kobe Shipyard & Machinery Works, Yokohama Dockyard & Machinery Works), briefings for individual investors (Nagasaki, Mitsubishi Minatomirai Industrial Museum), website usability improvements (added stock information, and access ranking indications) Facility renovations (Aerospace Zone) resulting in a cumulative total of over 1,700,000 visitors	Positioning energy and the environment as strategic businesses and disseminating information Promoting a global advertisement strategy by building an integrated corporate image Increasing events for investors using operational hubs in Japan and overseas Responding systematically to both the tangible (staff training) and intangible (exhibit refurbishment) aspects
	CSR procurement (Procurement Planning & Administration Department, Procurement & Sourcing Department)	Penetration of CSR Procurement Guidelines and strengthened PDCA cycle Compliance with REACH Regulation and others Deepened activities for further reducing energy use in transportation	Establishment of the MHI Group CSR Promotion Guidelines under which briefings were held both at business partners and in-house and surveys were made at business partners Audits and monitoring related procurement Reduction of transportation energy (FY2006 basic units: 96 attained out of 100)	Promoting improvement activities based on collection and analysis of survey responses by business partner Monitoring of procurement-related laws and regulations and effecting improvement follow-ups Reducing transportation energy
Compliance	Thorough compliance (Compliance Committee)	Establishment of promotion system across the Group and unified activity content Implementation of compliance training that is well-developed in terms of both awareness and knowledge	Development and implementation of compliance measures with respect to overseas Group companies Maintenance of high completion rate while expanding the subject matter of compliance promotion training to 117 themes (FY2010: 96.5%)	Strengthening the compliance framework supporting our global business promotional efforts Examining and providing responses to the Public Works Business Process Validation and Advisory Committee recommendations (such as establishment of a external contact point for consultation and reporting on any illegal or inappropriate activity)
	Order compliance (Order Compliance Committee)	Maintaining zero violations of the Anti-Monopoly Act (continued order compliance activities)	Sharing information and verification of status of activities by Order Compliance Committee based on reports from each department Verification of appropriate implementation of order compliance measures through special monitoring Evaluation by the Public Works Business Process Validation and Advisory Committee that the present bid-rigging prevention efforts and recurrence prevention measures are sufficient.	Verifying the status of order compliance activities by the Order Compliance Committee Conducting special monitoring that is both effective and efficient Promoting order compliance awareness and training activities Executing the recommendations of the Public Works Business Process Validation and Advisory Committee
	Compliance with the Construction Business Act (Construction Business Act Compliance Committee)	Improvement of on-site compliance level Establishment of the system for compliance Support of the Group companies in compliance	Routine workshops held (951 participants) Briefings on the Construction Business Act held for business partners (292 participants) Compilation of Q&A by Specialist Meeting regarding Group company legal compliance system	Verifying thoroughly the Installation Organizational Chart Register prior to construction Constructing a legal compliance framework for Group companies and monitoring basic compliance items Continuing contract compliance activities (monitoring, etc.) with business partners
	Compliance with export-related laws and regulations (International Trade Control Committee)	Enhancing sure export control management at individual departments and cultivating experts in export management Further strengthening effective export control management system by Group companies	e-Learning programs (9,895 cumulative participants) Regular audits for Group companies by the primary supervising department	Continuing and fortifying e-Learning and other company-wide training efforts Supporting Group companies to ensure proper export management
Environment	Reduced CO₂ emissions (Environment Committee)	Ensuring achievement of the voluntary reduction target for CO₂ emissions Visualization of energy usage and implementation of energy conservation by eliminating waste Obtaining necessary emission credits and systematically introducing energy-saving equipment Installation of additional photovoltaic facilities to bring cumulative total across the company to more than 2,000 kW	CO₂ emissions reduction of 7.8% (single-year FY2010) surpassing the 6% target Monitoring system introduced (2010, Industrial Machinery Business, Technology & Solutions Division) to visualize energy usage volume Acquisition of target emission credits (119,000 tons) and equipment upgrades to energy-saving types mainly for compressors, transformers and lighting Introduction of cumulative 2,110 kW solar panels in-house in FY2009, plus another 101 kW introduced in single employee dormitories in FY2010	Attaining self-proclaimed CO₂ reduction targets Promoting CO₂ reduction measures (introduction of or upgrade to energy-saving equipment; efficient operation of private generators) Upgrading to air-conditioners based on the In-house Air-Conditioner Upgrade Plan Verifying monitoring system introduction effects
Environment	Group environmental management (Environment Committee)	Completing introduction of environmental ISO in Group companies in Japan Deployment of environmental management activities by the Group acting as one Implementation of regular audits of Group companies and round-table conferences	Total of 91 domestic and 27 overseas Group companies introduced environmental ISO standards Group-wide promotion of environmental management activities following common targets for all Group companies Periodical audits (18 companies) and environmental meetings (15 companies) held	Promoting initial acquisition of environmental ISO certification for Group companies in Japan and overseas Promote activities for achieving the common targets of Group companies Continue to hold environmental meetings (of 16 companies)
Human rights and labor	Raising awareness of human rights (Committee for Raising Awareness of Human Rights)	Broaden understanding and awareness regarding human right issues across the company and implement initiatives to prevent sexual and power harassment	Meetings of the Committee for Raising Awareness of Human Rights and Works Committee held Power harassment training for managers held (e-Learning) Training of sexual harassment counseling supervisor and counselors	Holding committee meetings annually Introducing human rights issues in each training program and continuing implementation Strengthening awareness of sexual and power harassment prevention
	Promote employment of the differently-abled people (Committee for the Promotion of Employment of the Handicapped)	Maintenance and expansion of employment level exceeding legal mandate, and promotion of systematic employment by individual departments	Meetings of the Committee for Raising Awareness of Human Rights and Works Committee held Meetings of staff in charge of recruiting differently-abled persons held Compliance to legal reform Survey and report of hiring status reports for domestic consolidated Group companies	Conducting hiring activities proactively aiming for a 2% hiring rate (monthly follow-ups of status of activities) Holding committee meetings annually
	Creating a better workplace (Personnel Department) Enriched education Strengthening mental health Utilization of retired employees Nurturing the next generation	Further enhance the environment for carefully nurturing valuable human resources Implementation of effective measures, starting from the prevention of mental health disorders to supporting employees in returning to work Further increasing the rehiring rate (more than 60%) Maintaining Kurumin (next generation nurturing support) certification mark	Career Design Training and other company-wide standard training conducted to provide basic knowledge to junior and mid-level employees Road map for cultivation of global human resources drafted e-Learning program for managers formulated reflecting results of mental health analyses Operation of short-term work system for long time absentees Rehiring rate increased by 14% from 59% in the first half of 2007 to 73% in the latter half of 2010 Discussion meetings held between employees on childcare leave and those who have childcare leave experience and efforts outside the system made to support their return to work	Examining possibilities for global human resource development (G-MAP) and conducting trials Examining possibilities for management development training program and conducting trials Continuing to implement and build training programs for Group companies Company-wide development of e-Learning as a mental health training tool Examining possibilities for a system whereby prevention and recurrence prevention efforts can be integrated Examining possibilities for people over 60 years of age whereby employees would elect to extend their retirement age (implementation from 2013 retirees) Expanding next-generation development and work-life balance support system and encouraging its publicity and understanding
Product responsibility	Ensuring quality and safety of nuclear business (Managing Board for Innovation in the Nuclear Business)	Establishment of an integrated QMS (Quality Management System) across the headquarters and works and construction of an autonomous framework Further improvement of plant reliability Nurturing a climate that does not allow compliance violations and earning the public trust through ongoing dissemination of information	Additional reform and improvements for nuclear power QMS Promotion of sophistication of preventive maintenance and safety through information sharing Establishment of ethics training system and commencement of tasks to publicize information	Promoting QMS sophistication and continual improvement with an eye on Global business development Harnessing our comprehensive technological strengths and increasing customer satisfaction levels Focusing on compliance and fostering a culture of safety
Product responsibility	Product safety (Production System Innovation Planning Department / Legal Department)	Utilization, spread and deployment of accomplishments related to product safety activities (including enhanced risk assessments and manual) Further reinforcement of product safety system	Company-wide product safety activities (improvement of risk assessments and manuals) Briefings held on the importance and necessity of product safety activities and product safety information provided	Developing product safety activities in our Quality Management System Formulating the basis for product safety activities (providing support, determining standards, developing human resources)
Risk management	Risk assessment and management (Management Audit Department)	Further strengthening the PDCA cycle for autonomous risk management at the company as well as domestic and overseas Group companies Regular implementation of risk assessment Thoroughly implementing company-wide horizontal deployment of advanced cases using database	Risk Management Operation Procedures established for Group-wide risk management and risk management system expanded and strengthened through the new establishment of the Risk Management Supervisors Meeting Regarding vital, high-priority risks, efforts were made to examine control strengthening measures and verify the status of tasks and internal audits were conducted	Working to share awareness of important risks among all divisions and corporate groups for the effective operation of the risk management PDCA cycle Establishment of a PDCA cycle relating to the various activities of the divisions and corporate groups and expansion of internal audits

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