We at the MHI Group consider issues that could give significant impact on the creation of corporate and social values within the group as material issues to be addressed with high priority.
The following have been identified as material issues in a materiality assessment conducted within the MHI Group from both corporate and social perspectives in due consideration of internationally recognized standards and the concerns of our stakeholders.
The MHI Group has set KPIs to enable the specific evaluation of strategic KPI successes and progress toward the achievement of target material issues, and conducts CSR activities accordingly. As the number of initiative indicators increases, we will report on targets, results, and case studies for specific initiatives.
We have provided two hotlines where any actual or potential breach of the Code of Conduct, and any other actual or potential breaches of ethics (including bribery and corruption), can be reported: the MHI Whistleblowing Hotline, which is available to all employees, including those of Group companies, and the MHI External Whistleblower Hotline. The Compliance Committee secretariat promptly investigates all reports made to these hotlines, and takes appropriate remedial or preventive action where breaches are identified.
|Type||FY 2014||FY 2015||FY 2016||FY 2017|
|Labor and the work environment||48||39||42||49|
|Overall discipline and breaches of manners||49||24||28||17|
|Consultations and opinions||26||11||3||0|
|Total (number of corrections and improvements)||185（110）||131（85）||118（64）||113（59）|
In July 2014, MHI set a target to increase the number of the Company's female managers (in positions of section manager and higher) threefold from the current level by 2020, and is promoting the active participation of women in the workplace in conjunction with its pursuit of diversity management.
|FY 2014||FY 2015||FY 2016||FY 2017|
Material issues are specified and verified in the following cycle from the perspective of stakeholder dialogue.
Taking a stakeholder perspective (Note1) on the core subjects of ISO 26000, we narrowed down to 84 the items of importance to MHI. We then referred to such guidelines as the Global Reporting Initiative (GRI) "Sustainability Reporting Guidelines (Fourth Edition, or G4)" and subsequently grouped together similar items and reduced the list to 49 items in seven departments.
We conducted hearings of our 16 departments, confirming the importance to our business of the 49 issues. We also ascertained that three major changes were consistently raised as issues with the business reorganizations the Company has undergone in recent years: changes in the ideal state of the organization, globalization, and changes in the business model.
We engaged in dialogue with specialized overseas institutions to confirm that our process of identifying material issues was appropriate.
We referred to priority items from 2015 in Building the Post-2015 Business Engagement Architecture, (Note2) published by the United Nations Global Compact, confirming that our business perspective was not divergent from sustainability mega trends, consolidating the number of items to 25.
Based on the shortlist of 25 items determined from the perspectives of the Company's business and mega trends, we identified three material issues for the Company.
The CSR Committee (Note3) deliberated and decided on the items.