We at MHI Group consider issues that could have significant impact on the creation of corporate and social values within the group as material
issues which need to be addressed with high priority.
The following issues have been identified as material issues through a materiality assessment conducted within MHI Group from both corporate and social perspectives with due considerations given to internationally recognized standards and the concerns of our stakeholders.
MHI Group has set KPIs to enable the evaluation of strategic KPI outcomes and progress towards 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 2015||FY 2016||FY 2017|
|Labour and the work environment||39||42||49|
|Overall discipline and breaches of manners||24||28||17|
|Consultations and opinions||11||3||0|
|Total (number of corrections and improvements)||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. To this end, the Company is promoting the active participation of women in the workplace in conjunction with its pursuit of diversity management.
|FY 2015||FY 2016||FY 2017|
Material issues are specified and verified in the following process from the perspective of stakeholder dialogue.
Through taking a stakeholder perspective (Note 1) on the core subjects of ISO 26000, we narrowed potential issues down to 84 items of importance to MHI. We then referred to such guidelines as the Global Reporting Initiative's (GRI) Sustainability Reporting Guidelines (Fourth Edition, G4) and subsequently grouped together similar items and reduced the list to 49 items in seven departments.
We conducted hearings with of our 16 departments, confirming the importance of the 49 issues to our business. We also ascertained three major changes that 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 (Note 2), published by the United Nations Global Compact, confirming that our business perspective was not divergent from sustainability mega trends. This resulted in 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 deliberated and decided on the items.