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Social
Responsibility
Business Ethics
Efforts to Promote Business Ethics
Based on recognition at MFTBC – by top management as
well as by every employee – that business ethics are an
issue of utmost importance, MFTBC issues a “declaration of
compliance” every year, a pledge signed by each employee
to uphold the commitment to safety and ethics. It is also
working to establish a new corporate character fully reflective
of corporate ethics and of becoming “No.1 for customers”
and “the most reliable company for all its stakeholders.”
Framework for Corporate Ethics Management (as of June 2007)
Report/proposal
Board of Directors
Fuso Ethics Committee
(consists of external and internal members)
CEO
(President)
HQ/
Dept.
Advice/guidance
Report
Insurance Controlling Coordination
& ICFR
Company Ethics
Collaboration
Guidance/advice
Daimler(CCO)
Support/report
CBEO (Chief Business Ethics Officer)
= Chairman of the Board
COB
Committee HQ
CGM
Report/
request for
advice
Code leaders
Help Line
Inner
Outer
Training/
support
Employee Counseling,
and Whistle-Blower
Notification and
Advice Office
GM
Consultation
Guidance/
advice
Consultation
Consultation
Training/
investigation
Dissemination/
training
Consultation
Permeation
MFTBC employees /affiliated companies' employees/ former employees
Business Ethics
As a member of Daimler Trucks, MFTBC carries out its business activities in accordance with Daimler’s “Integrity Code”
(Regulations on Ethics), applied to Daimler’s related companies around the world. MFTBC, as a member of Daimler
Trucks, also implements various measures to ensure compliance based on the “Anti-Bribery-related Policies & Guidelines” (issued in October 2006), which explain Daimler’s regulations on ethics very specifically.
In addition, the MFTBC group has established systems to
promote business ethics and works on the following activities
toward promoting compliance:
Integrity Code (Daimler)
39
Anti-Bribery-related Policies &
Guidelines (Daimler)
(5) Employee Education and Training on Compliance
Training on laws and regulations, and compliance training,
are held for each level of executives by the department in
charge of compliance. In each working unit, an executive
who has attended such training is responsible for educating
the employees under him or her.
Social Responsibility
(1) Issuance of MFTBC’s “Integrity Code”
The “Mitsubishi Fuso Integrity Code” was issued in October
2003, and serves as the basic standard for employees in the
performance of daily business activities. In October 2006, the
contents of the Integrity Code were revised to match
Daimler’s regulations on ethics and to present them in a
manner to which MFTBC employees could more easily relate.
(2) MFTBC’s Compliance Charter and Compliance Card
MFTBC issued its “Compliance Charter” stipulating basic principles of MFTBC group compliance. It also prepared compliance cards on which the charter is printed, for thorough
dissemination of the charter among employees, and to serve
as a tool by which each employee can self-check his or her
daily activities. MFTBC distributes the cards to all employees,
requiring them to carry it at all times.
Compliance training
(6) Employee Counseling, and Whistle-Blower
Notification and Advice Office
For the purpose of improving the “self-purification” process,
MFTBC established the “Employee Consultation Office” with
which employees may consult. MFTBC also provides an “external help line,” retaining an outside law firm to serve as an
external counseling point. These serve also as whistle-blower
notification and preliminary counseling points under the
Whistleblower Protection Act.
Compliance Card
(3)Code Leaders System
To promote compliance, MFTBC appoints a code leader for
each working unit. There are currently a total of 73 leaders
and sub-leaders, each serving for two years. A code leader
plays a central role in promoting business ethics within his or
her unit – facilitating ethics-related activities toward penetration of compliance to every employee, and answering questions, listening to opinions, etc., from employees.
(7) Mitsubishi Fuso Group Compliance
MFTBC’s affiliates observe the Compliance Charter common
to all members of the Mitsubishi Fuso group, and MFTBC
explains to individual affiliates the basic compliance-related
concepts and activities to which MFTBC is committed. Education and training on compliance are provided in coordination with MFTBC.
(4) Fuso Ethics Committee
In January 2005, the “Fuso Ethics Committee” was established, including members (persons of distinction) from
outside MFTBC. There are currently seven members – 5
external and 2 internal. From an external perspective on
MFTBC’s compliance-related activities, the committee gives
advice and makes proposals on an ideal form of organization.
As an advisory body to MFTBC’s Board of Directors, it meets
once every two months (in 2006 it met nine times, including
extraordinary meetings). Along with providing comments and
guidance on the implementation of business ethics-related
measures by the company, the committee also reports back
to and makes proposals to the Board of Directors.
Fuso Ethics Committee
40
Quality Improvement
Social Responsibility
MFTBC wants its vehicle and service customers to be
not only satisfied, but excited. In this respect, quality is
an issue of the utmost important in all our activities, and,
knowing that there is no magic approach to quality
improvement, we believe there is nothing for us to do
but continue our steady efforts to make improvements
and to meet the challenges of new activities, in order to
go beyond our customers’ expectations.
Production of Vehicles
For vehicles to deliver more than the customers expect, they
must possess capabilities and functions, be safe and highly
reliable, and of uniform quality, so as to cause no inconvenience. If any problems do occur, there must be prompt,
appropriate service.
To this end, MFTBC carries out the following activities:
Vehicle Development
MFTBC engages in a product development process called
FPD (Fuso Product Development), which was evolved from
the former Fuso development mechanisms, incorporating the
quality gate concept of the Daimler Trucks, adopted in a harmonized manner. Requirements from the initial planning
stage – understanding the needs of customers and the
market from the customer’s point of view – to development
and manufacturing, to release of products to the market, are
precisely prescribed. No product can move to the next step
without passing the quality gate. It is a stringent mechanism
in the area of product development. In addition, there are
mechanisms for product development management throughout the vehicle life cycle. (See p. 43)
Basic Concept of FPD Process
Acquisition of ISO 9001 Certification
MFTBC acquired ISO 9001 certification in March 2006. We
have declared a motto of becoming the “most reliable company” as a quality policy, and we carry out all of our activities
accordingly.
Quality is the result of activities in all processes of the company, and quality improvement means continuously improving each of those processes. We have set improvement
targets based on “quality improvement = customers’ satisfaction” in all processes and are endeavoring to achieve them.
4
5
6
7
Vehicle Production
Acquisition of ISO 9001:2000 certification
41
It goes without saying that quality must be ensured at each
process stage. On the two-pronged principle of not causing
defects and not allowing a defective product to move to the
next stage, MFTBC maintains a rigid quality control system in
its production units while continually seeking ways to improve
Fuso products, in order that customers may always have full
confidence in them.
On every production line, each worker is committed to quality
in his or her tasks – committed to not causing defects. A
checking function (quality gates) is established at points of
great quality importance, and special checkers are deployed
to conduct inspections on the line and at the stage of completion. With additional inspections of built-up vehicles, MFTBC
makes ensured quality a certainty.
We also endeavor, from the quality perspective, to minimize
changes to processes. MFTBC is striving to improve working
environments at plants – making it easier to work and the
processes more stable – by reducing volumes of parts at
plants substantially from conventional practices, so that workers can “see the whole plant” at a glance. We are also combining multiple parts into kits, in order to minimize mistakes
during assembly.
Customer service provides an important contact point
between MFTBC and its customers. In order to enhance that
role, MFTBC has created a body to manage information in a
uniform manner, and thus improve communications between
customers and the company, especially in regard to technical
service, in addition to service provided by conventional customer advice centers. This enables us to promptly gather
information on customers’ needs and technical information
from dealers, which can – again quickly – be reflected in our
products and service. We can similarly convey a variety of
information to our dealers and customers in a timely manner.
Prompt Response to Recalls
Vehicles are aggregations of thousands of components and
parts, and are manufactured in complicated processes. While
this is not an excuse, it is, unfortunately, not unexpected that
there will be occasional quality failures.
MFTBC recognizes that comments and inquiries on quality
from our customers are among the most valuable types of
information, and, whenever necessary, a cross-functional
team (CFT) conducts investigations and analyzes problems
toward finding solutions.
Decisions on recalls are primarily made by the CFT, which
endeavors to be fair and transparent, thus maintaining the
mechanism for not allowing a mistake to be made a second
time.
Quality Month
November is designated “Quality Month” in Japan.
In 2006, MFTBC formed an “executive committee”
and carried out the activities below under MFTBC’s
own slogan: “Let’s review our work and improve
Fuso quality.”
Social Responsibility
Bolstering Both Customer Service and Technical
Service
◎Drawing Attention to Quality Month
MFTBC put up a “Q flag” together with the company
flag, and panels, posters and signs with the slogan.
◎Distributing a booklet
The executive committee prepared a Quality Month
booklet and distributed it to each working unit.
◎Fuso Quality Forum 2006 Part 1 (November 17)
・Presentations on application of quality engineering
(examples at MFTBC)
・Seminars on quality engineering
◎Fuso Quality Forum 2006 Part 2 (November 24)
・Presentation on improvements using statistical
quality control
・Talk by Hasegawa, CGM of Quality Management
・Talk by an executive in the sales department
・Checking and summarizing effects (improvements) in
each department
Fuso Quality Forum (November 24, 2006)
Hasegawa, CGM of Quality Management on right
42
Quality Improvement
Social Responsibility
FPD（Fuso Product Development）
◎Benefits of FPD
◎Outline of FPD
MFTBC engages in a product development process called
FPD, which was evolved out of the former Fuso Quality
Check Gate (QCG). MFTBC has incorporated the quality
gate concept of Daimler Trucks and adapted the process.
From the quality focus point of view, the new quality gate
system has been added with a clarification of criteria for
passing through the gates and for deliverable products at
each gate.
◎FPD Processes
There are two processes in FPD – the vehicle process
(QG10 to QG0) and the power train process (QG P8 to QG
P1). These deliver the following:
◇Reduced complexity in the total product development process, taking into account different requirements and content.
◇Global integration of power train platforms unrestricted by
the timing of vehicle development.
It is essential to synchronize the two processes based on
major comparable periods.
FPD(Fuso Product Development)Process
Quality Gate
Launch
Styling concept
Basic
specification
Design
Evaluation test
Follow-up
Set styling
Scale models
1:4
1:1
Comprehensive
model model
model
Data input
Wrap-up
blueprint
Start End
Prototype
Design
Evaluation plan
Tool/parts
arrangement
Assembly
Vehicle test
Tool order Tool production
PPA/ISIR
Production,
inspection,
delivery
Mass
T1 T2 T3 production
The entire development process is categorized by Quality Gates 10 to 0
43
(2)Quality Gate/ Establishment of Process Quality by
Process Management
◇Definition of Concrete Process and Value Standard
In FPD, deliverables are clearly defined as the product
passes through each quality gate, so that we can accurately grasp what should be done at each stage of development. The same process definition can now be applied
to all Fuso projects.
◇Preemptive Move to Solving Issues by Securing Process
Transparency
The Fuso Product Committee (FPC) is responsible for
determining whether products pass quality gates or not.
FPC confirms that each product meets the established
criteria. The system also allows problem issues to be
quickly identified and addressed.
◎Meetings to Explain FPD
In February and March 2007, there were explanatory
meetings for executives in all the business units, for better
understanding within each department and to promote the
use of FPD.
Meetings were staged in the head office (Shin-Kawasaki),
Kawasaki Plant, Kitsuregawa Proving Ground, Oye Plant
and MFBM (Toyama). A total of 1,032 people attended the
meetings.
Production
Production
preparation
Drawing up spec
Product concept Product development
Marketing
research
Basic concept
(1)Efficiency of Product Development by Front Loading
FPD is based on the concept of “front loading,” meaning all
possible information and customer and market input is
loaded into the process at the beginning. By doing this, modifications to a plan after finalization of specifications can be
kept to a minimum, with greater efficiency in overall product
development.
FPD Meeting
Relations with Customers
Promotion of People-Friendly Products
Non-Step Bus
As a point of direct contact with customers, the Customer
Advice Center deals with a wide range of customer inquiries.
The center tries to respond to every inquiry promptly, appropriately and with kindness, and to maintain or restore the
customer’s satisfaction. Valuable input from customers is fed
back to the relevant departments in the company and
reflected to improve customer satisfaction with our products,
sales and service.
In recent years, vehicle manufacturers have launched more
special-purpose vehicles to meet the needs of increasing
numbers of physically impaired people participating more
actively in society, as well as to accommodate a rapidly aging
society. Among other factors, enforcement of the Barrier-Free
Traffic Law is affecting development in the area of public
transportation. Starting with the launch of Japan’s first large,
low-floor, so-called “non-step bus” in 1997, MFTBC has
sought to encourage the adoption and use of low-floor buses
as well as the adaptation of recognition system for non-step
bus standard issue.
MFTBC Customer Advice Center
Telephone: 0120-324-230 (Toll Free throughout Japan)
Hours:
Monday – Friday (excluding determined holidays)
9:00-12:00 13:00-17:00
Providing Information to Customers
MFTBC makes a range of timely information available to its
customers through its website. Included is information on
products and technology, the corporation itself, news
releases, environmental efforts and recalls. In the page on
recalls, customers can automatically check whether their own
vehicles are subject to recalls, improvement measures or
service campaigns.
Social Responsibility
Customer Advice Center
Rosa Chair-Deck Version
The mini bus “Rosa” includes a “Chair-Deck Version,”
equipped with a lift for wheelchairs and means to secure the
wheels on the bus. It is used as a courtesy bus by public
service facilities, hospitals and others. The “Chair-Deck Version” was exhibited at “Barrier-Free 2006,” the medical and
welfare apparatus exhibition in April 2006 in Osaka, and at
“Welfare 2006” in May 2006 in Nagoya. The exhibited vehicle
was then donated courtesy of the charity fund of the “Mitsubishi Diamond Cup Golf Tournament 2006” to the Kobe City
Council of Social Welfare.
Rosa Chair-Deck Version
MFTBC Website
(http://www.mitsubishi-fuso.com/en/index.html)
Publishing “Fuso Convenient Information”
Since June 2005, MFTBC has published a booklet called
“Fuso Convenient Information,” featuring, for example, information on maintenance, problem prevention, and what are
illegal conversions of vehicles – helping customers use their
vehicles safely and conveniently.
Barrier-Free 2006
“Fuso Convenient Information”
44
Employee-Related Activities
Social Responsibility
Health and Safety
(1)Occupational safety
In order to create a workplace that is “safe and friendly to
workers,” MFTBC strives constantly to prevent occupational
accidents in line with the basic principle that the safety and
health of employees come before everything else. MFTBC
endeavors to eliminate mishaps of all kinds through dedication to four specific principles: 1) nurturing people who can
act safely; 2) creating a working climate wherein decisions
that are made are reliably executed; 3) making facilities
themselves safe; and 4) establishing an organizational
system that will not allow an accident to happen a second
time. In 2006, the number of accidents was twice what it was
in 2005. Reasons include that workers were less conscious
of danger due to lack of experience and insufficient training
and guidance. We view those results as unacceptable and
are working to refocus everyone’s efforts on the prevention of
occupational accidents.
Accidents at MFTBC
1.76
20
1.5
1.33
0.63
22
0.74
10
1.0
0.56
13
0.5
11
0.24
Frequency rate
Number of accidents
1.06
15
9
6
5
2
0
2000
2001
2002
2003
2004
2005
2006
0.0
(Year)
(Number of accidents per one million working hours)
2.0
Frequency rate
5
Countermeasures for Asbestos
In the autumn of 2006, MFTBC provided medical examinations for employees who had possibly dealt with products
containing asbestos.
At the same time, investigations of buildings where asbestos
was possibly used have been conducted one by one. The
results so far show there is little risk to human health, but
MFTBC will gradually eliminate asbestos and replace it, if
necessary, with substitutes.
On December 20, 2006, the death of a former MFTBC employee who passed away in August 2006 was recognized as
work related.
Personnel System
Accidents
（Number）
25
(5)Mental health
MFTBC is concerned with its employees’ mental health as
well, and provides ready access to advice on mental health
matters from psychiatrists, counselors and hygienists. The
company also offers employees education on mental health.
(2)Road safety
In order to prevent traffic accidents involving employees,
safe-driving courses and traffic-safety guidance for drivers,
cyclists and pedestrians, are offered. Hazard awareness
tests are also given to employees as part of employee education, along with advice on the need for awareness, recognition, constant attentiveness, etc.
(3)Pleasant workplace
We endeavor systematically to improve the general, overall
work environment by, for example, establishing various special committees dedicated to workplace issues, so that employees are able to work pleasantly and easily.
MFTBC must continue to grow as a global participant in the
highly competitive commercial vehicle industry.
In order to encourage employees to exert their further efforts,
we make the best use of personnel resources based on the
following concepts:
[Key points in personnel system]
Under the personnel system, evaluations, rewards and development are closely interconnected, with responsibilities and
duties at their core. For example, evaluations not only decide
rewards, but serve as the basis for considering measures for
education/training, transfer and advancement, and other
changes in responsibilities and duties.
[Operational policy on personnel system]
MFTBC’s personnel system is a mechanism whereby superiors and subordinates both grow as they positively communicate, think, work and accumulate successful experience. A
workable PDCA cycle and appropriate communications
(feedback in particular) provide the motive force for individual
and company growth.
Clarification of evaluation
standards & implementation of
feedback interview
Properly reflecting
duties, responsibilities
and performance
Evaluation
New personnel
system
Rewards
Duties and
responsibilities
Basis of the system
(4)Positive health
Based on the principle that individuals should take responsibility for their own health, MFTBC encourages and supports
its employees in positively managing their health and fitness,
providing access to doctors, hygienists and other practitioners. Major services include follow-ups based on the results
of medical examinations, health education, and consultations
on various subjects with doctors and hygienists at the workplace.
45
Fostering independent
professionals
Development
MFTBC engages in various kinds of internal communications
activities. It is extremely important that all employees including every level of management share necessary information
properly and in a timely fashion. This leads to a common
awareness of the issues in company management.
◎Intranet
We have established a website featuring “Business Station”
on our intranet, in which we provide information including
messages from top management, announcements and internal and external news.
◎Staff Consultation Room
We have developed a system that includes internal and
external helplines and procedures for the protection of
whistleblowers in regard to violations of company standards.
We are working to strengthen compliance and improve the
self-purification process. (See p. 40)
Social Responsibility
Internal communications
“Obento Talks”(Lunchtime talks)
Six to ten employees are invited by the president and chairman to talk informally for about an hour over box lunches.
This is to deepen mutual understanding between employees
and top management, thus activating internal communications. At the same time, it is also expected to improve communications among participating employees whose generations, responsibilities and departments are different.
Business Station
◎Newsletter
We publish a monthly newsletter, “FUSO TIMES,” which
includes a wide range of information from top management,
interviews, various events and developments in each business unit.
Obento Talks (December 2006)
Family factory tours
MFTBC’s labor union sponsors factory tours for employees’
families once a year, providing them with opportunities to see
the working and occupational environment. In a tour at the
Kawasaki Plant on August 23, 2006, 200 family members
enjoyed a program that included a greeting by the chairman
of the union’s executive committee, a factory tour, lunch in
the plant dining room and a question-and-answer session.
On August 24, a similar tour was staged for 30 family members.
FUSO TIMES
◎Town Hall Meetings
At town hall meetings, the president conveys his messages
directly to all employees. In 2006, meetings were held in
Kawasaki, Shinagawa, Kitsuregawa, Nakatsu, Oye and
Toyama in November and December.
Factory tour at Kawasaki Plant
Factory tour at Oye Plant
Town hall meeting (in Toyama, December 2006)
46
Welfare Activities
Social Responsibility
Supporting Victims and Areas Stricken by
Earthquakes
MFTBC donated ten vehicles – CANTER light-duty trucks –
to the Indonesia Red Cross, via MFTBC’ s local distributor
PT. Krama Yudha Tiga Berlian Motors (KTB), to support
victims in central Java of the strong earthquake on May 27,
2006. The trucks were used to transport relief supplies,
including medical supplies, food, drinking water and tents.
Other Social Activities
Sponsorship of Sports Events
◎Baseball
MFTBC’s baseball club has a distinguished record in its nonprofessional company league; it has participated in the Intercity Non-Pro Baseball Championship Series 18 times and
won that championship 3 times – in 2000, 2003 and 2005.
Yielding many players who have represented Japan internationally or moved on to the professional ranks, MFTBC’s
baseball club contributes to the development of baseball in
Japan.
Donated CANTER trucks
MFTBC donated light-duty CANTER trucks, one each, to the
village of Kariwa and the city of Kashiwazaki, to support
restoration work after the Niigata Chuetsu Offshore Earthquake in July 2007.
Mayor Shinada of Kariwa and
Chairman Egashira
77th Intercity Non-Pro Baseball Championship
Series
◎Soccer
MFTBC provides the uniforms for the Urawa Red Diamonds,
a J-League soccer team. In the 2006 season, the team won
the Japan Soccer League championship and was also the
winner of the 86th Emperor’s Cup. We will continue our support of the “Urawa Reds.”
Deputy Mayor Wakayama of
Kashiwazaki and Chairman Egashira
Supporting Visits to Museums by Courtesy Bus
Since 2006, MFTBC has been engaged in a project whereby
the company provides courtesy-bus services to take elementary school children to museums, including the Museum of
Contemporary Art Tokyo and the Tokyo Metropolitan
Museum of Photography. Not only children, but their schools
and the museums, have told us how much they enjoyed and
appreciated our thoughtfulness.
Urawa Red Diamonds
◎Miura International Citizens Marathon
MFTBC has been a special sponsor of the Miura International Citizens Marathon since 1989, primarily to support
understanding of wellness through sports.
Miura International Citizens Marathon
Courtesy bus
47
◎Takenoko Program
(Germany-Japan High School Students’ Interchange)
The program underwrites a portion of the travel expenses of
high school students from Germany and Japan. Daimler and
MFTBC began the program as co-sponsors to help high
school students in both countries experience the culture of
the other and to promote exchange activities among them.
MFTBC has contributed 100,000 euros per year to the program each year since 2005.
◎Jan Vogler Recital
In November 2006, Daimler staged a recital
by world-renowned German cellist Jan Vogler
in Tokyo. MFTBC supported the event
together with the German Embassy in Japan.
Approximately 80 people, including ambassadors from a number of countries, attended the
recital.
Social Responsibility
Germany-Japan Cultural Exchange
In 2005 and 2006, MFTBC participated in the following
cultural exchange programs as part of “Deutschland in Japan
2005/2006,” a project aimed at strengthening ties between
Germany and Japan:
Jan Vogler
Sketch Contest
Every summer, MFTBC sponsors the Summer Sketch Contest for kindergarten children throughout Japan.
The purpose is to ask children, who exhibit great sensitivity,
to draw the trucks and buses they see daily, and the kinds of
future vehicles that would excite them.
In 2006, approximately 54,000 works from 706 kindergartens
were received. With Mr. Tei Yamamoto, a well known contemporary artist, as the head judge, three won a grand prize,
five won a first prize, ten won a second prize, and 70 were
awarded honorable mention – each of whom received a memento of his or her accomplishment.
In January 2007, MFTBC exhibited 88 of the winning works
at Art Space Ryabina, in Minato-ku, Tokyo.
German high school students visiting our plant
(October 2006)
◎ “Gala Concert”
At the invitation of Daimler and MFTBC, the Wurttembergischen Philharmonie performed a “Gala Concert” at the
Tokyo Opera City Concert Hall in February 2006. The
orchestra is based in Reutlingen, outside Stuttgart, where the
Daimler head office is located. The performance featured a
symphony by Beethoven conducted by Mr. Norichika Iimori,
General Music Director and Chief Conductor of the orchestra.
Three grand-prize works
“Gala Concert” (February 2006)
48
Contributions to Local Communities
Social Responsibility
Living and working with local residents and
community groups
MFTBC’s plants strive to maintain close, harmonious ties
with local residents through, among other things, the activities described below.
Item
Activity
Baseball Camp
In December 2006, MFTBC’s baseball club staged its fifth
baseball camp for boys, something originally begun at the
strong request of boys’ baseball teams in the local community. With approximately 100 boys from 14 teams in
Nakahara-ku, Kawasaki City, the event was another great
success.
・Tours open to local residents, elementary schools,
roups, families of employees, etc.Total participants:
Approx. 3,000 (FY2006)
Factory tours
Cooperation with
schools
・Baseball camps staged at elementary schools
・News, stories and photographs of plants sent to local
elementary schools
Facilities open to the
public
・Gyms, sports grounds opened to local communities
Participation in local
associations
・Sponsorship of festivals and other events
Participation in and
・Support for local activities and events
donations to
environmental groups
・Clean-up activities for neighborhoods
Clean-ups
and greening projects
・Participation in Kawasaki’s "City of Flowers and
for neighboring areas
Greenery" campaign
Factory tour for elementary
school children
Baseball camp for elementary school kids
Urawa Reds’ Heart-Full Soccer School
in Indonesia
On April 28 and 29, 2007, the Urawa Red Diamonds held
soccer camps in Indonesia for Indonesian elementary school
children and Japanese children living there. MFTBC sponsored the events. The Urawa Reds were in Indonesia to play
for the AFC League Championship in Asia for the first time.
The Heart-Full Soccer School’s efforts stand as another successful grassroots contribution to international understanding
and peace.
Clean-up activities around
the Oye Plant
Chairman Egashira Visits Kawasaki City Mayor
MFTBC moved its head office to Kawasaki in January 2007.
On January 5, Chairman Egashira paid a courtesy visit to
Mayor Abe of the city, and expressed determination that, as
a good corporate citizen, the company would meld with the
local community and grow together. MFTBC donated a
CANTER Eco Hybrid light-duty truck to a welfare organization in the city.
Urawa Reds’ Heart-Full Soccer School
Forepersons in Social Activities
On their own initiative, members of MFTBC’s “forepersons
association” checked and cleaned convex traffic mirrors and
cleaned up around the Kawasaki Plant and in Nakahara-ku
during two days in October 2006. A total of 54 company
forepersons participated in the activity, cleaning 465 mirrors.
Chairman Egashira (left) and Mayor Abe
Cleaning traffic mirrors
49
(1) Team “Group One”
The team cleaned up Nakahara Peace Park (weeding, picking up litter, and cleaning statues.)
“Kawasaki Chemical Substances
Risk Communication Group”
The purpose of the group is to reduce environmental risk
from chemical substances by exchanging information and
opinions on matters among citizens, companies and city
administration. Study and reporting meetings are held regularly. MFTBC has been a member since 2003.
At the 12th conference held at our Kawasaki Plant on February 20, 2007, MFTBC explained its environmental activities,
gave a tour of the paint shop completed last year, and the
vehicle and engine assembly plants, followed by a questionand-answer session.
Social Responsibility
Social Work Seminars for New Managers
In October and November 2006, a series of seminars for new
managers was concluded, another of MFTBC’s social contribution activities.
In the seminars, which were started last year, new managers
– freshly aware of their responsibilities in management –
planned and implemented their own activities for social contributions toward co-prosperity with the local community.
This time, 46 new mangers working in three groups developed and executed the projects described below.
“Kawasaki New Energy and Environment”
exhibition
On February 24 and 25, 2007, MFTBC showed the CANTER
Eco Hybrid at the “Kawasaki New Energy and Environment”
exhibition held on land next to LAZONA Kawasaki Plaza (at
the west exit of JR Kawasaki Station.) The exhibition was a
part of the “Kawasaki Fight Against Global Warming” exhibition hosted by Kawasaki City to educate people on the global
warming issue and to encourage new energy and environmental industries.
Team “Group One”
Cleaning the “Sculpture for Peace”
(2) Team “Protecting Children from Traffic Accidents”
The team conducted traffic safety lessons at Tokumochi
Elementary School in Ota-ku, Tokyo, and Kariyado Elementary School in Nakahara-ku, Kawasaki. Using a real truck,
letting children sit in the driver’s seat, they demonstrated
“blind spots” and the meaning and effect of “turning radius.”
“Kawasaki New Energy and Environment”
exhibition
Team “Protecting Children
from Traffic Accidents”
Understanding “blind spots”
(3) Team “First One Step”
The team campaigned to discourage smoking on the streets,
and cleaned up the roads from Hirama and Shin-Kawasaki
stations to the Kawasaki Plant – the commuting routes of
MFTBC’s employees. The thoroughly disseminate the same
message to all employees.
Team “First One Step”
Asking pedestrians not to smoke on the
street in front of Hirama Station
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