The corporate philosophy represents the basic concept of all corporate activities, and MITSUBA’s strategies, plans, various systems, business activities, etc., are all built under the corporate philosophy. MITSUBA places the “Mission Statement” that constitutes this corporate philosophy as its sustainability policy.
MITSUBA Group aims to be a company that meets the expectations of the society and is trusted by putting its philosophy into practice.
We express our stance as a code of practice so that we can be the most trusted by all of our stakeholders, including our customers, employees, suppliers, shareholders/investors, local communities, etc. who support the activities of MITSUBA Group. We believe that having each and every one of us understand the spirit of the Group Code and faithfully comply with it will lead to greater transparency as a company and the trust of our customers.
The MITSUBA WAY consists of codes of practice based on the understanding, thoughts, decision-making, and actions of each and every MITSUBA Group employee during his/her daily work activities. MITSUBA’s DNA, which MITSUBA has held since its founding as a manufacturing company, consists of three core values: “Creating a Vision”, “Challenging Spirit”, and “Skill and Speed.” These three core values are further divided into eight domains.
The “How We Should Act” details the sustainability actions that each MITSUBA Group employee should practice in his / her daily work in order for MITSUBA Group to respond to society’s expectations and build a trustworthy business. To ensure we respond to society’s expectations and are a trustworthy business, MITSUBA has established the items in “How We Should Act.”
MITSUBA Group's business has relationships with stakeholders such as customers, employees, suppliers, shareholders/investors, and local communities. Based on our mission statement, we respect two-way dialogue with all stakeholders involved in our business and carry out various activities to "provide pleasure and peace of mind."
| Target | Description | Frequency |
|---|---|---|
| Customers | Collaboration to realize customer policy | Daily |
| Cooperation in surveys, etc. related to sustainability | Daily | |
| Employees | Explanation of performance, policies, and strategies by the president and vice president (Management Policy Meeting) | Twice a year |
| Internal communication through employee-only sites, etc. | Daily | |
| Shareholders Investors |
Explanation of business results, policies and strategies (financial result meetings, etc.) | Twice a year |
| Explanation of performance and policies/strategies (individual visits) | 4 times a year | |
| Plant visits, business explanations, etc. (plant visits) | About once a year | |
| Providing information through sustainability reports and corporate websites | Daily | |
| Suppliers | Co-creation with suppliers (productivity improvement activities) | Daily |
| MITSUBA Group CSR Procurement Policy Explanation (Purchasing Policy Briefing) | About once a year | |
| Local community | Environmental volunteers such as forest maintenance and beautification activities | Daily |
| Participation in local events | Daily |
Through the “ESG Committee”, MITSUBA Group confirms priority issues related to sustainability, and promotes and controls appropriate operations. We also confirm and improve the status of MITSUBA Group’s compliance with laws and social norms. Furthermore, we analyze and evaluate possible losses and crises in MITSUBA Group and implement control for responses. We have set up committees for problem solving in each area, which have experts working in each field.
The MITSUBA Group holds an ESG committee chaired by the Representative Director and Executive Vice President four times a year. MITSUBA Group sets social issues that the MITSUBA Group should particularly focus on solving priority issues, clarifying its goals, and monitoring its progress. The members of the committee include Executive Officers in charge of Finance, Executive Officers in charge of Production, and those in charge of sustainability-related departments. Directors who are members of the Audit and Supervisory Committee and the Head of the Internal Auditing Department also participate as observers. Furthermore, we have established a system in which matters related to sustainability information disclosure, which were discussed at the ESG committee, are tabled at the Management Committee, and is also reported to the Board of Directors.
At the ESG committee, the following are discussed:
Activities in FY2023 (Main Agenda)
Each MITSUBA Group company has a framework in place to achieve its sustainability policy. Group companies formulate action plans to achieve the decisions of the “ESG Committee,“ to achieve MITSUBA Group goals, and to solve problems unique to each Group company. The Group companies also evaluate and provide feedback on the status of achievement.
At MITSUBA, a check sheet is used to periodically (once a year) evaluate the effectiveness of our sustainability activities. Additionally, our sustainability management system is evaluated by a third-party organization periodically (once a year), and we strive to maintain the system by incorporating any issues that emerge into our plans for the following fiscal year. The evaluation results and improvement plans are reported and discussed at the ESG Committee.
Furthermore, based on Group standards related to sustainability, MITSUBA conduct self-evaluation periodically (once a year) of each Group company using a check sheet. The check sheet questions are based on sustainability items and issues that are relevant to the MITSUBA Group’s corporate activities, and should be taken into consideration and periodically reviewed. Based on the results of the self-evaluation, interviews will be conducted with each Group company that are deemed to have a high priority to confirm the current situation and to propose improvements.
We will continue to strive to reduce risks by conducting continuous monitoring and proposing improvements.
In order to increase corporate value and grow sustainably, MITSUBA Group has considered the importance of various social issues from the perspective of both the MITSUBA Group's business and stakeholders and has also identified materiality (priority issues).
Materiality Identification Process
| Materiality (Priority Issues) | |
|---|---|
| Solving social issues through business | Creation of new value products for the next generation centered on electrification |
| Provision of safe and secure products | |
| Contribution to the realization of a carbon-neutral society | |
| Efficient use of resources | |
| Reduction of use of hazardous substances | |
| Basics of business activities | Strengthening of Group Management Governance |
| Maximization of human capital | |
| Increase of job satisfaction | |
| Industrial safety and health | |
| Strengthening of information security | |
| Compliance | |
| Risk management | |
| Sustainable procurement |
MITSUBA Group has set annual goals to resolve materiality (priority issues) related to sustainability. Related departments and committees formulate measures to achieve the goals, incorporate them into concrete plans, and monitor the progress at ESG committees, leading to steady promotion and improvement of initiatives.
| Theme | Related Materiality | FY2024 Goal |
|---|---|---|
| Strengthening of carbon neutral Initiatives (*) | Contribution to the Realization of a Carbon-neutral Society | Formulation and development of the Group's introduction policy for renewable energy Establishment of a method for calculating CO2 emissions per product |
| Sustainable resource saving | Efficient Use of Resources | Waste recycling rate of 90% or more |
| Strengthening of product control substance management system | Reduction of Use of Hazardous Substances | Management system evaluation based on industry standards: 3.5 points or more |
| Promotion of diversity | Maximization of Human Capital | Promotion of 10 or more women to managerial positions Improving the employment rate of PWDs |
| Improvement of employee engagement | Increase of Job Satisfaction | Clarification of issues through engagement surveys |
| Promotion of accident prevention activities in the workplace | Occupational Safety and Health | Number of occupational accidents at MITSUBA: 4 or less (2022 data) Number of occupational accidents at affiliated companies: 4 or less (2023 data) |
| Strengthening of information security management system | Strengthening of Information Security | Leakage of confidential information: 0 cases |
| Anti-corruption activities at overseas Group companies | Compliance | Complete understanding of the current status of major overseas Group companies |
| Promotion of BCP | Risk Management | Completion of medium-term BCP action plan Completion of deployment of BCP system and regulations to domestic and overseas Group companies |
| CSR development for suppliers | Sustainable Procurement | Reviewing of CSR Procurement Guideline and conducting of training Raising the level of companies with low CSR survey scores |
(*) We avoid funding any climate-denial or lobbying activities against climate regulations.
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