Environmental and Social Report - Mitsubishi Fuso Truck and Bus

Transcription

Environmental and Social Report
Introduction
*Mitsubishi Fuso Truck and Bus Corporation is referred to in this report as “MFTBC.”
Editorial Policy
Mitsubishi Fuso Truck and Bus Corporation (hereafter referred to as “MFTBC”)
Corporate Outline
Logo
makes and sells trucks and buses - which by their nature in truck with the public.
MFTBC has published the “Environmental and Social Report ” to disclose to its
stakeholders its efforts to protect the environmental and contribute to society.
Period
This report basically covers the one-year period from January 1st to December
Company name
31, 2011. However, activities based on legal and industry requirements are
Mitsubishi Fuso Truck and Bus Corporation
reported according to actual performance in the one-year period from April 1,
Established
2011, to March 31, 2012.
January 6, 2003
Scope
Head office
1-1-2, Kashimada, Saiwai-ku,
This report mainly describes MFTBC’s environmental and social activities in
Japan. Environmental activities include reductions in environmental impact
Kawasaki-shi, Kanagawa,
and other environmental protection activities in each business segment - from
Japan 212-0058
developing and designing of our trucks and buses, to procurement, production,
logistics, sales, disposal and recycling.
Capital
35 billion yen
Reference Guidelines
Principal business
Development, design, manufacturing, sales, export/import, and
We are trying to increase the content and make our Environmental and Social
other trade activities related to trucks, buses, and industrial
Report easier to understand based on the “Environmental Report Guidelines
engines.
(2007)” issued by the Japanese Ministry of the Environment.
Employees
Approximately 12,000
Sales
549.0 billion yen (January - December 2011)
Number of vehicles sold
26,959 domestic / 120,694 overseas
147,653 in total (January to December 2011)
Website
http://www.mitsubishi-fuso.com/
MFTBC thinks something can and should be done for our customers, the entire society and the global environment through our corporate activities, namely, providing “products, human activities
and services”.
Our corporate activities are described with the phrase “All for You” which shows our willingness to do our best for society, the environment, and all our customers.
1
Environmental and Social Report 2012
Contents
Introduction
P.1
MFTBC’s Role in Daimler Trucks
P.3
Top Management Commitment
P.4
TOPICS
MFTBC’s New Vision “FUSO 2015”
P.5
The New Canter Eco Hybrid
P.7
The ISO/TS 16949 for complete vehicle manufacturing process
P.10
Environmental Management
Environmental Guidelines / Environmental Council
P.11
New Mid-term Plans for Environmental Activities
P.12
ISO 14001 Certification / Emergency Measures and Environmental Incidents
P.13
Environmental Accounting / Environmental Communications
P.14
Environmental Performance
Vehicle Lifecycle and Environmental Impact / Research and Development
P.15
Procurement
P.18
Production
P.19
Activities of Overseas Affiliates
P.21
Logistics
P.22
Sales Activities
P.23
Recycling
P.24
Social Responsibility
Compliance
P.25
Relations with Customers
P.27
Welfare and Social Activities / Relationships with Local Communities
P.30
Employee-related Activities
P.31
Plant Report (Performance in FY2011)
P.33
Helping to recover from the devastation of Great East Japan Earthquake
P.34
2
MFTBC and Daimler Trucks
MFTBC is an integral part of Daimler Trucks, the world’s largest commercial vehicle manufacturer, and stands alongside MercedesBenz, Freightliner, and BharatBenz, as one of the four main Daimler Trucks brands.
Mercedes-Benz is a world-renowned brand encompassing a comprehensive line of high-performance commercial
vehicles. With a strong presence in Europe, Latin America, and the Middle East, Mercedes-Benz continues to define the
leading edge of truck technology with advanced safety and environmental systems.
MFTBC’s history dates back to 1932 when the FUSO B46 Bus was produced. Today, the brand is a leader in Asia and
the Middle East, with representation around the world. Based by philosophy “All for You,” MFTBC strives to deliver high
quality, efficient vehicles to customers.
Freightliner Trucks is the leading heavy-duty truck brand in North America, and one of the top medium-duty truck makers.
Along with the brands under Daimler Trucks North America’s wing such as Western Star Trucks, Thomas Built Buses,
Freightliner Custom Chassis, and Detroit Diesel, Freightliner Trucks provides high-quality products and services under the
Daimler Trucks North America commercial vehicles organization.
BharatBenz is a new brand established in 2011 for the Indian truck market. Combining Daimler’s DNA with Indian market
know-how, BharatBenz trucks are developed and produced to cope with India’s unique road and transport conditions.
MFTBC provides across-the-board assistance with vehicle development and production.
Daimler Trucks
Development of
hybrid technologies
HEV (hybrid electric vehicle) technology competence center
MFTBC's proprietary state-of-the-art technology simultaneously achieves
fuel economy, environmental performance, and easy driving. An innovative
hybrid system combines a diesel engine and electric motors to attain even
lower CO 2 emission levels.
Light-duty trucks
Light-duty truck development & production
Instead of just relying on its reputation for being solid and reliable,
MFTBC pays thorough attention to the fundamental requirements for
our products, ensuring the sort of quality products needed.
Asia Market Strength
Asia pillar
MFTBC plays a key role as the Daimler Trucks member responsible for Asia in general.
3
Top Management Commitment
FUSO Environmental and Social Report Foreword by Top Management
In 2011, we faced the unprecedented disaster the Great East Japan Earthquake. Our thoughts are with all those affected by the disaster, and we deeply
hope for the continuing recovery at the devastated area. As we together with the automotive industry in Japan revive from the scars and sadness, we
will always remember our responsibility we are obliged with today in our society together as the Daimler group in Japan,
The importance of activities for environmental preservation and social contribution has increased at Mitsubishi Fuso Truck and Bus Corporation in
recent years, and at the same time, the word “continuous development = sustainability” has become a globally known keyword.
These activities are aggregated in the annual ”Sustainability Report” at Daimler AG and in this “Environmental & Social Report” at MFTBC.
In our growth strategy “FUSO 2015,” we aim to enhance environmental preservation activity and social contribution, and are advancing various
measures in our aspiration to leading the industry. Moreover, aiming at further environmental preservation, we create “Environmental midterm action
plan”, and we are tackling environmental improvement activity focusing on each field of “Development”, “Production”, “Sales” and “Service.”
In the area of product, we have provided excellent lineup incorporating environmental performance to comply with the stringent Fuel Efficiency
Standard and the emission regulation. Our innovative hybrid light-duty truck “Canter Eco Hybrid” was launched in May 2012. This new model has
achieved an astounding environmental performance incorporating world’s first innovation, incorporating a dual-clutch transmission “DUONIC®” and a
hybrid motor. MFTBC is also moving ahead with its research and development activities on various fuel-saving technologies that can be incorporated
into heavy-duty hybrid trucks.
Moving ahead, MFTBC is committed to advance our environmentally friendly technologies and serve the society under our corporate philosophy of “All
for you.”
We ask for your continued support and would appreciate your candid opinion and feedback of this report.
Chairman of the board
President (Representative Director)
Takao Suzuki
and Chief Executive Officer
Albert Kirchmann
4
TOPICS
1
Working as one to implement internal improvements
MFTBC’s New Vision
“FUSO 2015”
In 2011, MFTBC unveiled its strategic vision for the future, called “FUSO 2015.” This five-pillar strategy lays out
five mid-term targets for us to achieve in order to continue to generate valuable innovation for the customer and
exercise leadership in the truck and bus industry. Thoroughly exploring and implementing actions from a customer
perspective, we arrived at our five goals, which we are now passionately
Goal (1)
Leader in Green Innovation
- Green Product
- Green Factory & Infrastructure
- Green Supply Chain
Goal (2)
Customer Number 1
in Japan
- Product satisfaction
- Trust-based sales
- Dependable service
Goal (3)
Profitable Global Player
- Expansion of new vehicle sales opportunities
- Expansion of after parts sales and service business
- Optimization of overseas operations set up
Goal (4)
Efficiency Leader
- IT system integration and optimization
- Development of seamless cross-departmental processes
- Improvement of material and production efficiency
Goal (5)
committed to achieving by 2015.
Employer Number 1
in Our Industry and
Our Markets
- Improvement of employee satisfaction
- Enhancement of employee capabilities and organizational strengths
- Improvement of corporate appeal and CSR
“My Share, Our Future” Motto was chosen by everyone
pursue their own tasks and keep constant track of progress. Action to
put this vision into practice began in 2011 and entered full swing in
fiscal year 2012.
Delivering customer satisfaction requires constantly creating and
The slogan chosen by everyone for putting FUSO 2015 into practice is
offering new value. MFTBC has what it takes to achieve this-in other
“My Share, Our Future.” Each and every employee is working steadily
words, we continuously focus on innovation, not letting conventional
toward the attainment of these goals, aware that they, as individuals,
wisdom in the industry, get into the way of our courage to take on new
can change the company and blaze a trail for the industry. Periodic
challenges, even those that have never been tackled before. While
employee surveys, suggestions systems, panel discussions, leadership
innovation has always been in the center of our actions, we have not
meetings, and other communication channels were set up to ensure this
been able to always fully leverage these strengths.
bottom-up driven change is sustainable.
So how did we refocus on innovation? Meetings across departments
and hierarchies were held repeatedly to define what needed to be done,
and out of these discussions emerged a new strategic vision for the
Five goals targeted by FUSO 2015
future, which we called “FUSO 2015.”
5
This identified five stakeholder-driven goals, under each of which were
(1) Leader in Green Innovation
then set a total of 21 sub-goals. The persons responsible for their
MFTBC is committed to be the green leader in the Japanese commercial
attainment, deadlines, and other specifics were laid out for each goal,
vehicle industry and is committed to social and environmental
and these are all managed using a project database so everyone can
responsibility. The target is 7.5 % reduction in CO2 emissions by 2015.
TOPICS 1
Green Products
Green Factory &
Infrastructure
Green Supply
Chain
Green Sales &
Service
Green Employee
Commitment
(2) Customer Number 1 in Japan
vehicles in cooperation developed jointly with other Daimler brands.
We plan to dramatically improve our customer satisfaction in Japan to
Furthermore, we manage and reduce energy consumption in our
regain our customers’ trust in the Mitsubishi Fuso brand. To achieve
production plants, supply chain, sales & service outlets to minimize our
this, we will enhance our products’ appeal for greater customer
company’s CO2 footprint.
satisfaction, enhance trust in our sales force, and make after-sales
service more dependable.
Becoming the employer of choice in our industry
(3) Profitable Grobal Player
By developing our own global sales network and participating more
trusted global brand with more focus on the needs of our customers
To increase employee satisfaction and
company appeal as an attractive employer
around the globe. With more global resources in R&D, production,
With the FUSO 2015 program, we aim at becoming Employer Number 1
procurement and logistics, we will meet the needs of our international
in our industry and markets by creating a working environment that
customers in a better and more immediate way.
fosters employees’ responsibility and passion towards their profession.
(4) Efficiency Leader
In other words, to increase employee satisfaction, we introduced a
In order to get closer to global cost benchmarks by 2015, we will focus
flexible working system and enhanced company fringe benefits. We also
on establishing a culture of aggressive improvement and standardizing
started a global education program and mentoring systems to further
processes. Our target is to cut costs by 2%.
develop staff across all levels as well as our organizational capability.
(5) Employer Number 1 in our Industry and our Markets
Furthermore, in order to spread employees’ voices across the
MFTBC plans to become the employer of choice in the commercial
company, we foster an environment with open communication. As an
vehicle industry in Japan and in our markets by offering a challenging
example, we organized sessions where new graduates can directly
and rewarding work environment for passionate professionals.
make presentations to the CEO after two months of experience in the
intensively across the value chain, we plan to establish FUSO as a
company.
Finally, we are also increasing company CSR activities to reinforce
company recognition in
the society. Employees
Becoming the green leader in our industry
are given opportunities
The goal is to fulfill our social and environmental responsibilities by
voluntarily, but organized
CO2 footprint reduction through the entire supply chain of our product.
and managed by MFTBC.
to give back to society
We keep contributing to environmental protection-with our highly fuelefficient products and environment friendly technologies such as hybrid
The project leader’s
viewpoint
We will also engage in CSR activities, such as neighborhood cleaning drives.
“We will grow to become a state-of-the-art enterprise with a passionate workforce committed to change.”
Konstantin K. Kriegelsteiner
FUSO 2015 Project Office Director
(Program Director)
FUSO 2015 was set in motion in late 2011, and in 2012 we entered the “power up” phase with focus on
gaining traction through implementation. We’ll be entering the home straight in the “top gear” phase
in fiscal 2014 and plan to achieve our five goals in 2015. The hope is that these five goals will generate
synergies that take Mitsubishi Fuso as a whole to the next level. What I want to see us do is not just to
surmount the crisis, but also to grow to become a company that constantly exercises leadership and
excellence in the industry in all kinds of ways, whether in terms of corporate structure, technological
capabilities, or the appeal of our products. I want us to become a modern company where everyone
can think outside the box and see potential when others don’t. At the same time, I’m convinced that
this process of reform will generate a more open, flexible organizational culture throughout the entire
company.
6
TOPICS
2
A light-duty truck offering world-class fuel economy and
environmental performance
The New Canter Eco Hybrid
The second-generation Canter Eco Hybrid was unveiled by MFTBC at the 42nd Tokyo Motor Show
in December 2011. It was developed based on the Canter, a truck that already met Japan’s 2010
Post New Long-term Exhaust Emission (P-NLT) Regulations, considered the world’s toughest, and
was certified as “super low emission” under the Nine Local Government LEV Certification
Program.*1 To this we added a hybrid system to further improve fuel efficiency
and environmental performance and slash CO2 emissions.
Development background
There is growing demand in the logistics industry around the world as
Three concepts
well as in Japan for greater fuel-efficient commercial vehicles in order
The eighth-generation Canter was developed based on three concepts:
to combat soaring fuel prices and cut CO2 emissions. During the past
Environment, Economy, and Safety+α. The new Canter Eco Hybrid
few years especially, MFTBC has recognized the essential need to make
embodies these concepts even more by incorporating a balanced
improvements to the fuel economy of light-duty trucks, which are the
combination of advanced technologies, such as hybrid system,
workhorse of the growing small-volume distribution sector. “Leader
ABS+EBD*2 and all-wheel disc brakes.
in Green Innovation” is placed as a pillar of our FUSO 2015 corporate
For the new truck, we developed the world’s first dual-clutch
vision, in which we target to achleve 7.5% reduction in the CO2
transmission with built-in motor, which combines a hybrid system
emissions by 2015 compared with 2005, and development of the new
with the DUONIC®*3 transmission system to be used in a commercial
Canter Eco Hybrid was directly motivated by this goal.
vehicle.
Ever since it first went on sale in 1963, the Canter light-duty truck has
The transmission’s new built-in high-power, high-speed motor serves
evolved to stay ahead of the curve and meet customer needs. In 2010,
up a powerful 40 kW of power despite its small size and weight. On
the Canter underwent its eighth full model change to make it compliant
top of the DUONIC®’s trademark smooth and seamless gear changes,
with Japan’s P-NLT Regulations (considered the world’s toughest)
free from gear shift shock and drive loss, this motor makes possible
and at the same met the 2015 fuel efficiency standards for heavy-duty
motor creep and startup and dramatically increased use of energy from
vehicles. It is also certified as “super low emission” under the Nine
braking. The result is improved real-world fuel economy by motor
Local Government LEV Certification Program.
assistance.
Taking this eighth-generation Canter as our starting point, Canter
Eco Hybrid was developed. The truck provides top-of-its-class fuel
efficiency thanks to a hybrid system incorporated in it. Whether you
The decade concept
take environmental compliance, fuel efficiency, economy, safety, or
The underlying design of the New Canter Eco Hybrid is the “decade
comfort, this next-generation hybrid light-duty truck ticks all the right
concept.” This represents the idea of building a truck that is
boxes for performance in the
conceptually, technologically, and in terms of quality designed with the
truck transportation sector, and
future in mind. The result is a state-of-the-art light-duty truck that will
producing trucks that are both
deliver outstanding environmental, fuel, comfort, and safety performance
people and environmentally
for years to come. The “decade concept” is an expression of our
friendly will continue to guide
commitment, both to the customer and to society, to provide a truck that
our development of light-duty
the customer can feel confident of being able to use for 10 years.
trucks in the future.
*1 For vehicles that produce at least 30% less NOx and PM than prescribed under the 2009 Exhaust Gas Regulations, meet the 2015 fuel economy standards, and have been designated further to selection and
examination by the Expert Committee on Air Quality Conservation.
*2 ABS+EBD: Anti-Brake system+Electronic Brakeforce Distribution.
*3 DUONIC® is a registered trademark of Daimler AG.
7
TOPICS 2
catalytic reduction (SCR). By thus being able to focus on raising the
Powertrain
combustion efficiency of the engine itself, we have succeeded in raising
fuel economy, which in turn helps bring down CO2 emissions.
Hybrid system (parallel type)
Like our previous hybrid trucks, the new Canter Eco Hybrid features
Urea SCR
Regenerationcontrolled DPF
a parallel type with a motor positioned between the clutch and
transmission. Everything from engine to tires is mechanically linked,
thus reducing power transmission loss. High-efficiency coordinated
control of the motor and engine ensures that the vehicle is always
operating with the optimum gear, resulting in greater fuel efficiency and
AdBlue® injection system
considerably lowering CO2 emissions. The battery consists of a newly
developed high-performance lithium-ion battery. The motor is an ultrathin hybrid unit.
P-NLT-compliant
4P10 engine
The New Canter Eco Hybrid’s strengths
DUONIC® dual-clutch automatic transmission
Best-of-its-class fuel savings
Radiator to cool inverter (bottom)
The new Canter Eco Hybrid is powered by a hybrid system consisting of
an engine that delivers improved fuel economy thanks to high-efficiency
combustion, and a high-efficiency motor that is built into the DUONIC®
system. Optimized control of drive from the two sources, combined with
an idling stop and start (ISS) system, results in best-of-its-class fuel
economy of 12.8 km/L,*2 which is at least 20% lower than required by
the 2015 fuel efficiency standards for heavy-duty vehicles and 2.2 km/L
Motor/generator
Lithium-ion battery (top)
better than that achieved by conventional diesel-powered equivalents.*3
Inverter (bottom)
This not only contributes significantly to lower running costs, but also
DUONIC with built-in motor
®
helps saves limited fossil fuel resources.
The new Canter has a DUONIC dual-clutch automatic transmission,
®
which maximizes power transmission efficiency by switching
2.0-ton reduction in annual CO2 emissions
instantaneously between two clutches.
Like its predecessors, the new Canter Eco Hybrid combines a high-
The new high-power, high-speed motor built into the transmission is
efficiency engine, regeneration-controlled diesel particulate filter (DPF),
capable of producing high-power of 40 kW despite its reduced size and
and a BlueTec® exhaust after-treatment system (urea SCR) with a hybrid
weight.
system that delivers super clean performance. Annual CO2 emissions
are lowered by 2.0 tons per truck,*4 which is equivalent to the amount
absorbed by about 142 Japanese cedars. In fact, its exhaust is so clean
that it does not just clear the strict limits set under Japan’s P-NLT
Regulations, but smashes the requirements for PM and NOx by more
than 30%.
PM (particulate matter) (g/kWh)
2010 P-NLT
Regulations
Certified LEV
(10% lower NOx &
PM emissions)
Canter Eco
Hybrid
BlueTec®*1 technology exhaust gas reduction system
BlueTec® technology is the collective term for Daimler Trucks’ stateof-the-art exhaust reduction technology, which combines improved
combustion technology in the engine itself with the latest BlueTec
®
exhaust reduction system.
This mechanism works by capturing and burning away particulate matter
in a regeneration-controlled diesel particulate filter (DPF), and breaking
NOx down into harmless nitrogen and water by means of urea selective
NOx nitrogen oxides (g/kWh)
•Meets the 2010 P-NLT Regulations
•Certified LEV (10% lower NOx & PM emissions)
•Clears the 2015 heavy-duty vehicle fuel efficiency
standards by 10%
•Complies with the NOx/PM Vehicle Emissions Act
•Certified under the Nine Local Government LEV
Certification Program
The new Canter Eco Hybrid clears the 2010 P-NLT Regulations and is also a certified LEV (10% lower
NOx and PM emissions).
It produces 30% less NOx and PM than required under the P-NLT Regulations, and has been certified as
“super low emission” under the Nine Local Government LEV Certification Program.
*1 BlueTec® is a registered trademark of Daimler AG. This is Daimler Trucks’ name for the environmentally-friendly urea SCR technology that it is deploying in a widening range of vehicles to enable clean and efficient
use of diesel.
*2 Fuel economy under the fuel efficiency standards in the 2 tons or less class (maximum load capacity of more than 1.5 tons).
*3 Equipped with the same type of engine (96 kW) but without ISS.
*4 Compared with a diesel vehicle.
8
Lithium-ion battery
The new Canter Eco Hybrid comes with a compact, lightweight
interruption switch for isolating high voltages manually to make rescue
laminated lithium-ion battery offering high energy efficiency. As well as
work easier.
offering longer driving under motor power and allowing more energy
Battery side cover
to be recouped from regenerative braking, this highly durable battery’s
Lithium-ion battery
(behind side cover)
former-than-normal profile makes body-building easier. As testimony to
its reliability, the battery module comes with a 10-year guarantee.
The battery is encased in a strong steel box to protect it from external
shocks. Additionally, battery status is monitored for abnormalities (such
as overvoltage, overdischarge, and excess temperature increases) by
a battery management system. The battery also has a high-voltage
Laminated lithium-ion battery cells
High-voltage interruption switch
Development of hybrid vehicles
Global Hybrid Center (GHC)
for hybrid truck development
MFTBC’s Kawasaki Plant was established as the hub of Daimler Trucks’
development of hybrid technologies in August 2008.
This provides a globally-oriented development structure that brings
together in a single location policies, human resources, and information
on hybrid technologies that used to be dispersed across Daimler Trucks’
operations around the world, enabling data to be centralized and shared.
As part of its “Shaping Future Transportation” initiative, the Daimler
is committed, with its affiliates, to leading the industry in improving
the fuel economy and dramatically reducing the exhaust emissions of
commercial vehicles, and the development of hybrid vehicles is a direct
reflection of this commitment. Clean and efficient hybrid technology
has a particularly important role to play in our strategy for future
development of commercial vehicles as an alternative to conventional
engine technologies, and we are stepping up our R&D in this area
accordingly.
power, following which engine and motor power are mixed to suit the
travel conditions. When decelerating, energy is efficiently recovered by
the regenerative brakes.
Aero Star Eco Hybrid
This large route bus is basically a significantly modified Aero NonStep HEV to which we have added a series hybrid system, and it was
unveiled in 2007. Its 4M50 engine drives a generator, and the electric
power accumulated by the lithium-ion battery is used to drive two 79
kW drive motors to power the vehicle.
GHC logo
Past hybrid models
Development of hybrid technologies began in earnest in the 1990s.
1992 saw the development of the MBECS diesel/accumulator hybrid
system and its adoption in large route buses. This was followed in
1995 by the MBECS-II, which was produced by modifying MBECS
to meet the Long-term Exhaust Emission Regulations. Fuel efficiency
was further improved to produce the MBECS-III, which went on sale in
1996. In 2004, Japan’s first large route bus to be powered by a series
diesel/hybrid system went on sale. This was the Aero Non-Step HEV. In
2006, the first-generation Canter Eco Hybrid then hit the market.
R&D on heavy-duty hybrid trucks is also being conducted with a view
to market launch in the not so distant future.
Canter Eco Hybrid
The Canter Eco Hybrid features a parallel hybrid system teamed
with a lithium-ion battery with excellent charging and discharging
characteristics. This allows the vehicle to start to move under just motor
9
Super Great Eco Hybrid
Heavy-duty hybrid truck (reference)
This is Japan’s first heavy-duty hybrid truck designed for high-way
runner travel. It employs the acclaimed parallel hybrid system used in
the Canter Eco Hybrid, and achieves at least 10% better fuel economy
than a conventional diesel truck during expressway use. A show model
was exhibited at the Tokyo Motor Show in December 2011.
TOPICS
3
First Japanese automotive manufacture acquired the certification
which is the international automotive sector standard
The ISO/TS 16949 for complete
vehicle manufacturing process
In April 2011, MFTBC became the first Japanese automotive manufacturer
acquired the certification of ISO/TS 16949 which was international
automotive sector standard. The certification was acquired for the
Headquarter, Kawasaki Plants / Kawasaki R&D Center, Nakatsu Plants,
Kitsuregawa Proving Ground, Atsugi Parts Center, and Higashi-Ohgijima
Logistics Center, (excluding regional dealers).
Certification ceremony
Continuous improvement on the quality control
and assurance system
In order to achieve our goal of becoming the most reliable company
in our partners improvements of quality control and assurance system
are seen as a top priority. We have therefore been taking active steps to
review our quality managements process and system, and significantly
increase the number of personnel working on the sections for quality
managements, leading to our certification to the ISO 9001:2000
international standard of quality managements system in March 2006.
Quality tools refined through certification activities
Further enhancements to our quality managements system yielded by
continuous improvements made in our quest to provide products and
Activities for certification produced several benefits, as if utilization of
services that generate even greater customer satisfaction then led to our
the automotive industry process approach and reduction of the risk of
certification to ISO/TS 16949 on April 1, 2011.
defects occurring. One particularly important outcome has been the
What is ISO/TS 16949?
The standard which added the standard peculiar to a certain industry based
on the ISO 9001 standard of quality managements for all industry is called the
sector standard.
ISO/TS 16949 is the international standard which is unified the automotive
peculiar standard of three nations (France, Germany, and Italy) based on QS9000 which is a sector standard for the U.S. automotive industry.
enablement of consistent communication, which means that decisions
made by the design section are now communicated all the way to
the factory floor. In addition, the motivation of the organization has
raised by following TS requirement with higher request level than ISO
9001.And at the same time, tools from the former such as FMEA and
statistical process control methods have been refined and enhanced.
Contents of certification
It is important that suppliers also develop their quality managements
Acquired: April 1, 2011
Scope: Assembly of trucks, commercial vehicles, and manufacture of engines,
transmissions and axles for trucks and buses at the Headquarter,
Kawasaki Plants / Kawasaki R&D Center, Nakatsu Plants, Kitsuregawa
Proving Ground, Atsugi Parts Center, and Higashi-Ohgijima Logistics
Center, (excluding regional dealers)
Certifying body: TÜV Rheinland Japan
system. Quality agreements are entered into suppliers and their
compliance with these agreements is strictly managed. Now, they are
also requested to obtain TS certification, and support is provided to
help them do so where necessary. We aim to enhance and strengthen
existing structures and improve and strengthen quality control and
assurance system to embrace the entire supply chain as well as just
Objectives of quality management systems
group affiliates.
Objectives
ISO/
TS 16949
Standard for
automotive
manufacturers
Implementation
ISO 9001
Standard for all industries
Quality Management System
Achivement
of intrinsic
management
system
objectives
- Improvement of quality
- Customer satisfaction
- Enhancement of cost
competitiveness
- Enhancement of
management capabilities
- Strengthening of compliance
ISO/TS 16949 is required with higher level contents than ISO 9001 for the automotive industry.
Aims of obtaining ISO/TS 16949 certification
1 Correspondence to global parts procurement needs
TS is a global standard. Managing overseas suppliers requires knowledge and quality
requirements with TS-level.
2 Strengthening of supply chains and supply chain management
Managing suppliers shared with Daimler requires knowledge of TS-level. As a comlete
vehicle manufacturer, we have to develop our own TS-compliant quality managements
system as well as ensure suppliers' compliance with TS requirements if we are to
improve the standard for complete products.
10
Environmental Guidelines
MFTBC Environmental Guidelines
Basic policy
Every aspect of our business-from our corporate ethics and pursuit of quality
MFTBC recognizes that protection of the global environment is a priority for
humankind and as such makes the following pledge:
(1) From a global viewpoint, we are committed to exerting all our strength for
the continual reduction of negative environmental effects of our corporate
activities. These include development, procurement, production, sales
and after-sale servicing activities related to vehicles.
(2) As a good corporate citizen, we are committed to action to protect the
environment at the level of local communities and society as a whole.
to our corporate activities in general-revolves around our valued customers, a
commitment reflected in our “All for you” corporate philosophy. In connection
with that, basic policies on the environment are integrated into “Environment
Guidelines.” In these guidelines, MFTBC recognizes environmental protection as
a key priority and commits itself to ongoing action to protect the environment in
cooperation with its affiliates and suppliers.
Behavioral Standards
Environmental Council
(1) We will endeavor to protect the environment by forecasting and assessing
the environmental impact of our products at all stages in their life cycles.
Priority is given to the following areas:
• Prevention of global warming by reducing emissions of greenhouse gases.
• Prevention of pollution by restricting emissions of substances harmful to
the environment.
• Reduction of waste and maximizing efficient use of resources by promoting
conservation of resources and recycling.
(2) We will endeavor to improve our environmental management practices as
part of ongoing efforts to improve the environment.
(3) We will comply with environmental regulations and agreements, and will
work to protect the environment by establishing voluntary management
targets.
(4) We will encourage our affiliates and suppliers, both in Japan and
overseas, to cooperate in working to protect the environment.
(5) We will actively disclose environment-related information and will seek
the understanding of local communities and of society at large.
MFTBC has constituted an “Environmental Council” chaired by the chairman
of the Board to promote environmental protection activities throughout the
company. Under the council is a steering committee, which in turn subsumes
four committees: the Products Committee, Production and Logistics Committee,
Sales and After-sales Service Committee, and Management Committee. The
Steering Committee consists of each committee’s chair and secretariat members,
and its purpose is to enable more frequent discussion and study of diverse
environmental matters, together with greater communication and information
sharing, to practice more flexible and timely environmental action. This setup will
continue to be enhanced to constantly facilitate action to protect the environment
across the company and keep pace with social needs and developments.
Organization of the Environmental Council
Environmental Council
Secretariat of Environmental Council
Chair: Chairman of the Board
President (CEO)
Heads of each department
Other relevant parties
Taskforces
Ad hoc inter-departmental organizations
set up to solve specific issues
Corporate External Affairs &
Steering Committee
Linkage
Chair: Chairman of the Board
Heads of each committee
Secretariat members of each committee
Other relevant parties
Production and Logistics Committee
Products Committee
Sales and (After-sales) Service Committee
Management Committee
Energy conservation and environmental action
in production, logistics, and procurement
Reduction of waste and conservation of
resources at the production stage
Reduction of substances that impact the
environment at the production stage, etc.
Reduction of exhaust emissions and
inprovement of fuel efficiency of trucks and
buses
Development of next-generation environmental
technologies, etc.
at the sales and after-sales service stages, etc.
in offices
Pr omo tion o f c ommunic a tion on the
environment, etc.
Secretariat
Secretariat
Secretariat
Secretariat
11
New Mid-term Plans for Environmental Activities
In 2011, MFTBC drew up a new mid term plans for environmental activities that
Targets are set in 16 categories, and action is pursued to achieve more concrete
sets specific targets in six areas of action, such as “action to save energy and
annual targets set each year. Every year, MFTBC publicizes information on
combat global warming” and “action to reduce exhaust emissions and protect
progress and the results of its activities in this report.
the air environment.”
Details of this new medium-term environmental sustainability plan and annual
targets for 2012 are shown below.
Item of Mid-term target
Contents of Mid-term target
Target in FY2012
Reduction of greenhouse gas (CO2) emissions
10% reduction of the GHG (CO2) emission on business activities
versus 2005 by unit evaluation
Promotion of activities for energy conservation in each section
Introduction and renewal of equipment for energy conservation
Continuous improvement of the production and logistic process
Promotion of sales for vehicle with low fuel consumption and
targeting of top-class fuel-efficiency in each region
Japan: Achievement of FY2015 fuel-efficiency standard
Overseas: Meeting Correspondence to next CO 2 regulations in
Europe and the U.S.
Promotion of development and launch of low fuel-consumption
commercial vehicle
Development and popularization of next-generation vehicles
Development and popularization of next-generation vehicles focusing
on HEVs and EVs
Promotion of development and launch of HEV trucks
Development of air-conditioner using new refrigerant for reduction of
non-CO2 GHG emissions
Consideration of use of new refrigerant (HFO-1234yf)
Continuous development of air-conditioning system using new
refrigerant
Reduction of GHG emissions from vehicle driving
Increase of executing driving lecture for good fuel consumption
Training of trainers for increasing of executing driving lecture for
good fuel consumption
Timely introduction of vehicles complying with domestic and
overseas exhaust emission regulations
Timely introduction of vehicles complying with domestic and
overseas exhaust emission regulations
Promotion of IMDS registration for management of chemicals
contained in products
Promotion of monitoring of chemicals contained in products
Promotion of wastes quantity reduction in production, logistics,
sales and service activity for more effective use of resources
5% reduction of waste quantity versus 2010
Promotion of activities for reducing waste
Promotion of recycling designs for effective use of resources
Achievement of effective recycling rate of 95% in 2015
Promotion of monitoring of effective recycling rate
Living and working with local communities
Promoting activities considered community environment and
improving plants with rich green belt
Maintaining the circumferential environment of the factory
Executing the event for local residents
Development and launch of vehicle with low noise levels and ecofriendly
Timely launch of vehicles complying with domestic and overseas
regulations on noise
Timely launch of vehicles complying with domestic and overseas
regulations on noise
Planning and implementation of activities in consideration of
biodiversity
Protection of abrupt increase of malignant microbe and maintenance
of ecosystems on pond in Kitsuregawa Proving ground
Promotion of measures to preserve ecosystem in Kitsuregawa
Proving ground
Improvement in an employee's environmental awareness
Execution of environmental educations for employees and clean-up
activities around the plant
Execution of environmental educations for employees
Clean-up activities around the plant
Operation of the environmental patrol
Disclosure of environmental information and promotion of
communication activities
Publication of information about Environmental and social report
(Publication on website and through other channels)
Release of Environmental and social report
Publication of environmental informations as needed
Enhancement and promotion of activity for environmental education
Excution of training to give employees the regal knowledge necessary
for environmental activities
(Practice to new employee/each ages)
Making training plan for employees
Deepening of understanding of the environmental activity to
employee
Introduction of activities on the Employee Portal and in FUSO TIMES
Introduction of environmental activities on the Employee Portal and
in FUSO TIMES: twice to third / year
(1) For Save energy / Global warming
(2) Emission / Air environment
Promotion of reduction of exhaust emissions from vehicles helping
to improve air environment
(3) Chemical hazardous meterial
Promotion of activities for reducing chemicals contained in products
(4) Recycle / Wastes
(5) Noise / Other pollution
(6) Environmental Management
12
ISO 14001 Certification
properly and to improve the system further, we conduct an annual internal audit
ISO 14001 Acquisition
for each department and an annual external audit by a third party. As for the
In order to ensure the transparency and reliability of our environmental activities,
internal audit, internal auditors (our employees) check environment-related
The main plant of MFTBC first acquired ISO 14001 certification, which is the
items.
international standard for environmental management systems as shown in the
Internal auditors have been certified through our qualification process after
below chart.
completing relevant education within and outside the company. Appropriate
In December 2002, at the time of an ISO 14001 renewal audit of the main plant,
measures are taken to correct problems that are found by them after the problems
MFTBC also acquired ISO 14001 certification for environmental management
are checked and reviewed by the chief executive. Measures regarded as highly
systems for development and design work.
effective will be adopted across all departments.
In the FY2011 external audit, 0 nonconformance items and 8 observations were
State of acquisition of ISO 14001 certification
Main plant
December 1999
reported. As a whole, our environmental management is evaluated as satisfactory
Expanding it to the development department
December 2002
in terms of operation and maintenance. As to the reported items, we will
Domestic affiliates
Mitsubishi Fuso Bus Manufacturing Co., Ltd.
December 2003
immediately correct the system and continuously try to provide better system
Overseas affiliates
MFTE (Portugal)
February 2002
operation.
MFTBC
We have also undergone an environmental audit by Daimler AG in November
Environmental Auditing
2008 as we are a member of the Daimler Truck Group. We aim to enhance the
level of plant environments further in the future.
In order to confirm that the environmental management system is working
Emergency Measures and Environmental Incidents
Emergency Measures
MFTBC strives constantly in its production activities to maintain and manage
Legal Actions
There were no environmental lawsuits in 2011.
safety and reduce environmental effects through stable operations in line with its
existing operational and work standards. It has established guidelines, as well,
for conceivable emergency situations, and carries out regular training exercises.
Environment-related recalls, etc.
A total of 22 recalls were filed in 2011, two of which were made for
Incidents
There were no environmental incidents in FY2011.
environmental reasons. These concerned a defect in the exhaust emission
control device (urea solution dosing nozzles) used in heavy-duty trucks (recall
no. 2728), and a defect with engine ECU program data (recall no. 2778). For
details, please refer to the “Recall Information” section of our website.
Complaints
In 2011, we received 9 complaints about noise and smells emanating from the
Kawasaki Plant, and 1 complaint about matters including leaf litter around the
plant. We are investigating the causes of these complaints, educating employees,
and conducting monitoring activities such as patrols around the plant.
13
(http://www.mitsubishi-fuso.com/jp/news/recall/index.html)
Environmental Accounting / Environmental Communication
MFTBC’s environmental accounting refers to the FY2005 version of the Ministry
(3) Economic benefits accompanying environmental protection measures*4
of the Environment’s Environmental Accounting Guidelines. As we use a fiscal
As in previous years, some revenue was generated from waste recycling.
accounting period of January through December, environmental accounting is
Industrial waste disposal costs increased slightly due to the recovery of
done based on the same period.
production.
(1) Environmental protection costs*1
Economic benefits accompanying environmental protection measures (million yen)
Total environment cost in 2011 was approximately 10.8 billion yen, equivalent
to 2.0% of sales. This represented a decrease of approximately ¥3.5 billion from
the previous year, which was attributable to lower spending on environmentrelated R&D.
Category
(million yen)
2010
(1) Internal costs
384
Energy costs
171
Industrial waste disposal
-10
2011
12
Total
557
Against 2010
1,576
163
Anti-pollution
273
442
169
Anti-global warming
901
903
2
Recycling resources
239
231
-8
MFTBC provides information on environmental activities to our stakeholders
(4) R&D costs
83
115
32
through its website, brochures, and various events. Various environmental
252
-2
information such as past environmental reports, vehicle type specific
12,514
8,814
-3,700
24
23
-1
environmental information and our efforts to develop low-emission vehicles is
1
1
0
posted on our website, and it is regularly updated. Environmental information
14,289
10,781
-3,508
for each vehicle is also written on our brochures with an aim to provide our
(5) Social activity costs
(6) Environmental damage costs
Total costs
Environmental Communication
254
(3) Management activity costs
customers with environmental information.
30,000
“MFTBC’s Environmental Activities”
25,000
Environmental costs
Economic Benefit
1,413
(2) Upstream/downstream costs
Environmental Damage
Social Activities
20,000
R&D
Management Activities
Upstream/Downstream
15,000
10,000
Business Area
5,000
0
Cost reduction*5
Item
Waste recycling
Industrial water costs
Environmental protection costs
Breakdown
Profit/Cost
Profit
(http://www.mitsubishi-fuso.com/ECO/index.html)
Participation in environmental and automotive events
MFTBC takes part in events around the country. In 2011, we exhibited at the
2003 2004 2005 2006 2007 2008 2009 2010 2011 (year)
Fiscal years (2004 and earlier: Apr. to Mar., 2005 and later: Jan. to Dec.)
Kawasaki International Eco-Tech Fair 2011 held in February. We also took part
(2) Environmental protection effects*
in the 42nd Tokyo Motor Show, which opened to the general public in December
The increases in total energy input, CO 2 emissions from production, and
2011, to give the new Canter Eco Hybrid its first public debut and showcase
substances subject to PRTR input were due to the recovery in production from
our other environmentally friendly vehicles and technologies in front of a large
the previous year. Reductions were achieved regarding other items.
audience.
2
Environmental protection effect
Item (unit)
2010
Environmental
Protection
effect
2011
(1) Resources used for business activities
Total energy input (1012 J)
1,488
1,578
-90
Substances subject to PRTR input (t)
273
338
-65
Water resources input (1,000 m3)
479
479
0
Kawasaki International Eco-Tech Fair 2011
(2) Environmental impact and waste from business activities
CO2 emissions from production (1,000 t)
CO2 emissions from transporting BU vehicles (t)
Emissions and transfers of PRTR substances*3 (t)
Waste generated (t)
Final disposal of waste (t)
70.1
73.0
-2.9
3,135
2,301
834
92
69
23
19,396
19,272
124
1.2
1.1
0.1
42nd Tokyo Motor Show 2011
*1 Environmental protection costs:
(1) Costs associated with environmental measures at each plant, including energy conservation, saving resources
and waste disposal; (2) costs of collection of used parts, etc.; (3) costs of ISO 14001 certification and employee
education concerning the environment, etc.; (4) costs of R&D related to improving fuel efficiency, reducing exhaust
emissions, etc.; (5) donations to external environmental organizations, etc.; (6)taxes paid to the national government,
etc.
*2 Environmental protection effects: Converting the effects of prevention, control and avoidance of environmental
impact into quantitative values. Reductions over the previous year were calculated as ”effects.”
*3 Waste is not included in “transfers.”
*4 Economic benefits accompanying environmental protection measures: Converting the beneficial effects of
carrying out environmental protection measures into monetary values.
*5 “Effects” are calculated based on the difference between performance in the relevant year and the previous year.
14
Vehicle Lifecycle and Environmental Impact
Vehicles affect the environment in various ways throughout their lives. The entire
MFTBC works hard to reduce environmental impact for the entire lifecycle of its
vehicle lifecycle and principle relationships with the environment (input and
products. Concrete steps being taken are explained in the following pages.
output) at each stage are shown below. The numeric data shown is from 2011.
P15∼17
P18
Energy
Packing materials
Energy
Energy
P19∼21
P22
P23
P15∼17
Recyclable materials
Procurement
Parts and
materials
suppliers
Production
Logistics
Completed vehicles 151,000
CO2 73,000 t
NOx 11.7 t
Chemicals 69 t
Landfill waste 1.1 t
CO2 2,301 t
Sales
Recyclable materials
Parts
CO2
Waste
Input/year
Output/year
Fluorocarbons
Airbags
ASR
(Automobile Shredded Residues)
(Priority items)
Energy
1.58×1015J
Industrial water
479,000 m3
Used and recycled parts
Parts
- Iron 85,000 t
- Aluminum 3,091 t
- Chemicals 338 t
Main Flow
(Priority items)
Environmental
concerns
R&D
P24
Use (R&D)
Recycling
CO2
NOx
CO
HC
PM
Noise
Treated properly by
contractors
Research and Development
Simultaneously achieving the twin goals of raising fuel economy and lowering
In order to protect the environment, MFTBC is developing and designing both
exhaust emissions is a major challenge that we currently need to surmount.
engine and after-treatment technologies so that it can extend its lineup of trucks
However, these are opposing goals because improving engine performance, for
and buses that contribute to both improved fuel economy and reduced exhaust
example, leads to increased emissions of NOx and PM.
gas emissions.
Lineup of vehicles complying with the 2015 fuel efficiency standards and P-NLT Regulations
Fuel efficiency (2015 fuel efficiency standards)
Exhaust emission performance
Compliant
More than 10% better
Super Great
heavy-duty truck
Canter
light-duty truck
(1.5t/2-4t with ISS)
Aero Queen
large sightseeing bus
Meets 2010
(Post New Long-Term)
Exhaust Gas Regulations
Fighter
medium-duty truck
Rosa minibus
(GVW 6t and under)
Aero Ace
large sightseeing bus
Compliant with 2009
exhaust emission
regulations + 10% lower
NOx and PM emissions
Canter
light-duty truck
Rosa minibus
(super long/over 6t GVW)
Aero Star
large route bus
Canter Eco Hybrid
light-duty hybrid truck
平成21年排出ガス規制適合
（NOx&PM10%低減）
平成27年度重量車燃費
基準+10％達成
Aero Midi
medium route bus
Eligible for eco-car tax break (50% reduction)
15
More than 5% better
Eligible for eco-car tax break (75% reduction)
Eligible for eco-car tax break (100% exemption)
Prevention of Global Warming
Fuel efficiency enhancement technology
(2) The regeneration controlling DPF (Diesel Particulate Filter)
By combining a reliable, highly heat-resistant SiC ceramic filter with an oxidizing
catalyst, particulate matter (PM), hydrocarbons (HC), and carbon monoxide (CO)
are removed.
Seeing improved fuel economy as a key product goal, MFTBC has developed
the various advanced technologies described below. We are also progressively
MFTBC has used BlueTec® systems combining urea SCR and DPF technologies
expanding the lineup of models that meet the 2015 fuel efficiency standards.
in all classes of trucks and buses launched since 2010 in order to achieve
(1) INOMAT-II automated mechanical transmission*1
cleaner exhaust emission levels.
A clutch pedal free transmission system INOMAT-II is used in mediumduty/heavy-duty trucks. It achieves low fuel consumption by keeping the
engine’s most efficient range while driving. This can be done by appropriately
Safety
controlling shift transmission and gear ratio selection through its electronic
MFTBC focused on the crucial importance of preventative safety technology
control system. This system also reduces driver fatigue by providing shift
contributing to prevent accidents as early as possible before they occur. While
transmission according to the driver’s feeling through its fuzzy control feature.
we focus on enhancing “active safety” technologies to prevent accidents in the
Heavy-duty trucks use ECO mode switch, making it possible to achieve even
first place, however, we make much of “passive safety” technologies to minimize
lower fuel consumption. Also available are heavy-duty truck models featuring a
the damage when an accident occurs, and much of safety technologies, including
combination of a high-torque engine, 12-step INOMAT-II transmission, and low
driver-side airbags, cab crumple zones and FUP*3, are used to increase safety in
reduction final gear for improved actual fuel consumption at higher speeds.
case of an accident.
(2) X-Pulse intensified-pressure common rail system
The intensified-pressure common rail system used for fuel injection in our
Active safety and Passive safety
heavy-duty truck and bus engines is capable of injecting fuel at 30% higher
Accident
pressure than conventional systems. Its variable fuel injection pattern allows fuel
injection to be optimized to cope with the constant changes that occur in engine
Active safety
Passive safety
Recognition and preemptive avoidance of danger
Minimization of damage in the event of an accident
MDAS-Ⅲ
loan and speed while driving, thus enabling both improved fuel economy and
lower exhaust emissions.
Seatbelt pretensioner
Airbags, FUP*3
Distance warning, safety vision
Auto-cruise with following-distance maintenance function
Reduced use of HFC134a air conditioner refrigerant
Side door beams
AMB
ESP®*4
From new vehicles released in 1997, we have been gradually adopting new
BOS
air conditioners that use less coolant. These air conditioners are produced by
downsizing the heat exchange equipment and using highly-efficient condensers.
(1) MDAS-III
As a result, coolant used per truck has been reduced by at least 20% on average
MDAS-III is standard equipment in lengthy cargo type large trucks, and is
compared to 1995.
MFTBC’s proprietary driving assistant system that functions together with Ivis*5
and gives the driver a warning when there is a drop in driving attention. Based
Prevention of air pollution
Reduction of diesel engine exhaust emissions
on visual information obtained from a white line recognition camera located in
the center of the dashboard, it determines the attention of the driver from driving
and operating conditions, and sends a warning indicating a lack of attention.
It also sends a warning if the vehicle leaves its lane due to a lack of attention.
The Post New Long-term Exhaust Emission Regulations introduced in Japan in
If the Distance Warning system (that sends a warning when the distance to the
2009 further lower PM and NOx emission limits by 63% and 65% respectively
preceding vehicle becomes too short) is also installed in the vehicle, it uses the
from those set under the New Long-term Exhaust Emission Regulations.
information on the attention of the driver detected and provided by the MDAS,
(1) Urea SCR (Selective Catalytic Reduction)
and the timing at which a distance warning is sent is automatically adjusted
By injecting AdBlue * (urea aqueous solution) into the exhaust pipe and
according to this information. It uses a millimeter-wave radar that can keep high
causing chemical reactions on SCR catalysts, it decomposes NOx in the exhaust
measurement precision even under adverse weather conditions. It is available as
gas into harmless nitrogen (N2) and water (H2O). Urea is a transparent, odorless
standard or as an option on some large truck and bus models.
® 2
and harmless substance, which is also used in cosmetics.
*1 INOMAT : Intelligent and Innovative Mechanical Automatic Transmission with fuzzy control.
*2 AdBlue® : AdBlue® is high-grade aqueous urea solution developed and standardized in Europe as a NOx reductant for urea SCR systems. AdBlue® is a registered trademark of the German Association on the Automotive Industry (VDA).
*3 FUP (Front Under-run Protection): Front under-run protection prevents passenger cars and other objects from becoming wedged under the front bumper in the event of a collision.
*4 ESP® is a registered trademark of Daimler AG.
*5 IVIS (Intelligent Visual Information System) : A system for displaying multiple types of vehicle information required by the driver in the meter cluster.
16
MDAS-III system
Increasing Recyclability Rates
Camera
Speaker
Lane departure warnings consist of optical
warnings output on Ivis and a rumble-strip
sound generated by the radio speaker on
the side of lane departure.
A camera installed at the center of the cab
recognizes lane markers and evaluates how
smoothly the vehicle is driving in its lane.
MFTBC gives prior evaluation in the earlier stages of new vehicle development
in order to promote the 3R*1 activities. During the idea development phase,
we set goals (e.g. recyclability, etc.) for each vehicle. To achieve the goals, we
are reducing the types of materials by ingeniously selecting the materials and
Steering
Millimeter-wave radar (option)
Using a steering-wheel angle
sensor, the steering behavior is
evaluated.
Using a millimeter-wave radar, the
distance to the vehicle ahead is
monitored. When the distance becomes
short, the driver is warned.
structures, using easy-to-recycle materials, easy-to-dismantle structures and
recycled materials, and printing material marks on plastic and rubber parts.
(1) Choices of materials
For much of the exterior parts, we have developed and used white-based
coloring materials of thermoplastics that are not only highly recyclable, but also
help significantly reduce the quantity of paint discharged by painting processes.
Recyclable polypropylene*2 is used for most interior and exterior parts, and
helps to unify materials. We have, moreover, used recycled passenger car
The clutch, auxiliary brake and turn signal operations
are monitored to identify monotonous driving conditions
and thus enhance the precision of warnings.
(2) AMB (Active Mitigation Brake)
AMB is an active safety technology which decelerates the vehicle by applying the
bumpers (polypropylene), recycled materials from other industries (e.g., highdensity polyethylene*3) for covers and other parts.
brake automatically when a collision is possible. Using a millimeter-wave radar
system, the AMB system monitors the distance from the vehicle in front. At first,
it sounds an audible alarm to alert the driver of possible danger of collision.
Headlamp bezel
Step wall
Additional inputs
Front corner panel
Speed
Average speed is calculated
based on information from the
vehicle speed sensor, which is
u s e d t o e v a lu a t e t r a f f i c
conditions while driving.
If the driver does not take appropriate action, it again sounds an alarm and also
gently applies the brakes. When the system determines the driver is still not
Wheel house cover
reacting strongly enough and a collision is imminent, it gives another warning
sound and firmly applies the brakes to reduce impact speed in order to mitigate
(2) Construction
collision damage.
MFTBC is actively making its products easier to dismantle by, for example,
(3) ESP (Electronic Stability Program)
reducing the number of fastenings and eliminating connections of different
The ESP® (Electronic Stability Program) works by controlling engine output,
materials. For instance, the Canter light-duty truck (including Canter Eco
independently controlling individual brakes on the tractor wheels and managing
Hybrid) has been made not only lighter but also easier to recycle by making urea
the brakes of the trailer. It is effective in preventing jackknifing and provides
(AdBlue®) tank and brackets out of plastic and using more integrated parts.
stability on slippery road surfaces. Additionary, It is intend to reduce the risk of
(3) Reducing use of substances of environmental concern
rollover accidents.
MFTBC continues to make every effort to eliminate use of substances of
(4) BOS (Brake Override System)
environmental concern (SOCs) such as lead, and the Canter light-duty truck
BOS gives priority to the brakes when the accelerator pedal is inadvertently
and large tour bus models meet the 2006 targets*4 set by the Japan Automobile
pressed at the same time as the brake pedal, and is fitted as standard to override
Manufacturers Association (JAMA). Under the EU’s ELV Directive, use of four
driver errors.
substances of particular environmental concern (lead, mercury, cadmium, and
®
hexavalent chromium) is in principle prohibited.
Brake override system
Braking force
Accelerator applied
Engine
Driving force
Use of soldering material containing lead prohibited under this directive since
January 1, 2011, has been eliminated, with the exception of some electric
Brake further
applied
Engine
Accelerator applied
Brake applied
and electronic components, from the Canter, and use of all four SOCs is also
voluntarily being reduced by MFTBC in Japan as well. MFTBC is additionally
taking steps to reduce use of problematic volatile organic compounds (VOCs*5),
*Override does not come into effect when the accelerator is depressed after depressing the brake pedal.
such as formaldehyde and toluene, in vehicle interior parts.
*1 3R: Reduce (reduction of waste emissions), Reuse, and Recycle.
*2 Polypropylene: Used for films, molded products, and textile products in the melt-spinning process
*3 High-density polyethylene: Used for wire coatings, films, and molded products, etc.
*4 Use of lead in and after 2006 to be reduced by the least 75% from FY1996 in heavy-duty commercial vehicles (including buses).
*5 Volatile Organic Compound: The generic term for volatile organic compounds such as toluene and xylene.
17
Procurement
specified in the ELV Directive (2000/53/EC) and RRR Directive (2005/64/EC) in
Green Procurement
the EU, and JAMA’s voluntary measures in Japan.
MFTBC recommends that all its suppliers obtain the following certifications with
Since introducing it in 2009, we have made full-scale use of the International
an aim to ensure and environmental integrity.
Material Data System (IMDS) to efficiently gather data on materials along the
(1) ISO/TS 16949 standard of quality management system for automotive
entire supply chain. As a member of the Daimler Truck Group, we collect data
(2) ISO 9001:2008 international standard of quality management system
on materials and chemicals using the IMDS following methods laid down by
(3) ISO 14001 international standard of environmental management system
Daimler AG.
In a section on environmental sustainability of our Supplier Manual, we also
MFTBC has worked on “green procurement” as our environmental conservation
require suppliers to take proper action to ensure the environmental friendliness
activities in the procurement process since November 2000. We have also
of the parts that they supply, and in particular to ensure that no prohibited
made “acquisition of ISO 14001 certification or EA (Eco Action) 21 by all major
substances are used and to comply with recycling requirements. Looking ahead,
suppliers” a goal of our activities. To encourage even more of our suppliers to
we intend to further enhance control of SOCs by such means as expanding the
acquire certification, we follow up their progress and provide appropriate support
scope of use of the IMDS and developing processes for gathering IMDS data.
including information sessions for those that have yet to be certified.
As a member of the Daimler Truck Group, we have adopted Daimler AG’s ethical
standards and are ensuring compliance with them throughout the company.
Organization of Supplier Days
To help our suppliers to understand and play their part in adhering to these
“Supplier Days” are annually held
standards, copies of the “Sustainability Guidelines for Daimler Suppliers”*1 were
as part of moves to strengthen
sent out to them all in July 2008. These guidelines explain a variety of matters
communication with suppliers.
concerning sustainable business operations for Daimler AG’s business partners,
Representatives of around 300 domestic
and set forth our own requirements.
and overseas suppliers took part in
FY2011, providing an opportunity for
Parts and materials data management
our CEO and head of purchasing to
express the company’s appreciation
Supplier Day (September 2011)
As part of our green procurement strategy, we work with our suppliers to control
for their valuable support and cooperation following The Great East Japan
the SOCs contained in parts, materials, and other supplies. Particular attention
Earthquake, thank them for their usual contributions to the company, and update
is paid to ensuring proper compliance with the prohibitions and restrictions on
them on our current situation and seek their ongoing cooperation worldwide.
use of four substances (lead, mercury, cadmium, and hexavalent chromium)
*1 The Sustainability Guidelines for Daimler AG Suppliers may be viewed at the following website: https://daimler.portal.covisint.com/web/portal/sustainability
TOPICS +α
Protecting the environment and saving energy
Green IT Award
MFTBC awards teams and individuals that introduced and implemented IT related
measures to contribute in protecting the environment and reducing CO2 emission. Ideas
can be nominated for recognition from any department, and do not have to be limited
solely to the IT domain - any idea for making improvements that makes effective use of
IT can be put forward. Candidates
are then assessed on the basis of
their effectiveness at reducing CO2
emissions, costs, and electricity
consumption.
Energy-saving activities rolled out nationwide
MFTBC pursues a variety of initiatives to reduce peak power demand and power use
during the summer. Head office is working to reduce its peak power demand by making
pioneering use of summertime working hours (including setting of closing/quitting
time) and making sure lights are switched off
during break periods and outside office hours. The
company has also adopted a cooler “Fuso Cool Biz”
summer dress code and adjusted air-conditioning
temperatures to reduce power consumption. Among
other measures being taken, plants such as bitter
gourds, morning glories, and tomatoes are grown
in the Assembly and Engineering Department at the
Kawasaki Plant, while employees at Mitsubishi Fuso
Bus Manufacturing (MFBM) grow bitter gourds
outside the windows of some buildings (such as
the main office building). This not only softens the
sunlight entering the offices, but also produces an
excellent crop of gourds that is served on the menu
in the company cafeteria to help employees stave off
the heat of summer.
18
Production
Vehicle production activities have a wide bearing on everything from
environmental issues at the local level to global environmental concerns.
Annual CO2 emissions at the production stage
(1,000t-CO2) 191
Recognizing this, MFTBC is taking concerted action to continuously reduce its
plants’ environmental impact.
200
150
116
Global environment
100
73
Destruction of
the ozone layer
Wide-area environment
Soil pollution
Noise
0
90
95
00
05
06
07
08
09
11 (FY)
10
Vibration
Water pollution
Green
house effect
50
Oxidase smog
Local environment
Acid rain
Consumption of
the earth’ s resources
Odor
Air pollution
Reduction and recycling of waste
Ground subsidence
Environmental problems associated with production activities
Target : 153
MFTBC is reducing and recycling its waste emissions to take it toward its goal
of preventing its landfill disposal rate from exceeding 0.1% and maintaining a
Action on the environment in production
△54%
recycling rate of at least 98%. In FY2011, 21,000 tons of waste was generated,
MFTBC produces trucks and buses of all sizes at three plants (including related
and the recycling rate was 99.8%.
companies) in Japan. These plants comprise a range of production processes,
In the future, we will be enhancing control of waste disposal, maintaining zero
including machining, heat treatment, pressing, welding, painting, and assembly.
waste emissions,*3 and ramping up action on the ”3R”.*4
Core parts, such as engines and bodies, are manufactured within the company,
Waste disposal process in FY2011
while other component parts are sourced from specialist manufacturers for
Waste
Prevention of global warming (energy conservation)
MFTBC strives to reduce CO2 emissions and emission intensity in order to
combat global warming. In FY2011, we engaged in various activities to enhance
employee awareness, as well as installing inverter equipment and LED lighting.
Reduction of volume
0.19%
Landfill
0.005%
Metal scraps
Waste wood
Waste paper
Waste glass and ceramics
Incineration
11.35%
Recycling
88.45%
Incineration ash
environmental load mainly through its ISO 14001-related activities.
Sludge
Waste plastics
Waste oil
Waste paper and wood
Heat recovery
assembly into vehicles. MFTBC’s production division is working to reduce its
Total CO2 emissions*1 from production processes came to 73,000 t-CO2, which
represents a reduction of 1,660 t-CO2 compared with our reduction target of 1,200
t-CO2 for 2011. CO2 emission intensity was also down from the previous year.
Main environmental activities*2:
- Use of more efficient electrical
substation equipment
Raising of employee awareness
Performance yesterday (mm dd, 2011)
- Plant re-layout
- Energy conservation patrols on a
90
implementation of highly-efficient
fluorescent lights
110
(6.22%)
●Steam, etc.
Reuse (93.58%)
●Recycled metals ●Recycled oil
●Recycled paper ●Roadbed material
●Cement feedstock, etc.
Recycling rate
99.8%
Details of our “material recycling” of waste for use as raw materials or feedstock
for other products, such as recycling of sludge from wastewater treatment to
day off
-Frequent lights-off and
Total
1 day ago
2 days ago
100
Thermal recycling
80
81%
120
Performance yesterday: 151,630 kWh
Target this month: 187,700 kWh
make feedstock for cement, are summarized in the table below. Combustible
materials such as rubber and plastics, meanwhile, are “thermally recycled” to
produce thermal energy by such means as conversion to RPF*5.
(target = average 3% reduction from a year earlier)
Posting of previous day’s power consumption on intranet
*1 CO2 equivalents for electricity are calculated using power companies’ coefficients. As the method of calculating CO2 emissions was altered in 2010, figures are not necessarily compatible with past data.
*2 Other significant activities include the installation of cogeneration systems, outsourcing of formed and fabricated materials, consolidation of plants in Japan (from four to two, in addition to the reduction of one related company’s plant),
adoption of steam compressors, and use of more efficient compact through-flow boilers.
*3 MFTBC defines emissions as “zero emissions” if the proportion of total waste generated that is disposed of by landfill does not exceed 0.1%.
*4 3R : Reduce, Reuse, and Recycle.
*5 RPF (Refuse Paper and Plastic Fuel) : A form of solid fuel made from waste paper and plastics.
19
used to clean paint guns when changing colors, and installing exhaust treatment
Amount of waste generated
(kg/vehicle)
Unit emissions (kg/vehicle)
300
equipment in paint-drying ovens. It also monitors compliance with regulatory
250
limits at plants subject to regulations on the concentration of VOCs in emissions.
200
150
100
50
40
30
20
10
0
(1,000t)
37
39
38
37
36
Prevention of Water Pollution
Amount of waste generated (1,000t)
Plants discharge two kinds of water,
27
16
19
21
’09
’10
’11
namely, industrial wastewater that is
generated from such processes as
’03
’04
’05
Emission source
Press lines
Paint shops
Plants in general
Offices, etc.
’06
’07
’08
Type of waste
Metal scrap
Paint sludge
Washing thinner
Waste oil
Waste plastics
Sludge from wastewater treatment
Waste wood
Waste paper
(FY)
Recycled applications
Casting materials
Cement feedstock
Recycled thinner, fuel
Recycled oil, fuel
Fuel, roadbed materials
Cement feedstock, roadbed materials
Fuel
Recycled paper
painting and domestic sewage generated
from such places as plant dining rooms.
This raw water and treated wastewater
is routinely monitored for pH and
Wastewater treatment plant
clearness, and is also subject to regular analysis of water quality to maintain and
improve the quality of discharged water. Some purified treated wastewater is also
used for production processes and toilets.
Water consumption (water supply/sewage)
(1,000 m3)
3,500
Breakdown of waste emissions in 2011
3,000
Waste wood 4.9%
Waste paper 3.2%
Metal scrap 84.6%
Waste plastics
2.4%
Sludge 2.2%
2,500
2,000
1,500
Total
21,000t
Waste oil 2.7%
1,000
500
0
’90
’95
’00
’05 ’06 ’07 ’08 ’09 ’10 ’11 (Year)
Prevention of noise and vibrations
Prevention of Air Pollution
Presses, compressors, blowers, engine
testing sites, and other such facilities are
We reduce emissions of nitrogen oxides (NOx) and VOCs*1, which are the two
major sources of noise and vibration.
main atmospheric pollutants.
We therefore take various steps to
(1) Sulfur oxides (SOx)
mitigate the impact on the areas around
We have switched to use of kerosene and city gas, which are almost sulfur free,
plants. These include installation
to power combustion facilities such as boilers and industrial furnaces, enabling
of quieter equipment and vibration-
us to keep emissions of SOx, which can cause asthma and acid rain, down to an
damping systems, modification of
extremely low level.
layouts, and soundproofing of buildings. To minimize the noise that escapes
(2) Nitrogen oxides (NOx)
from cogeneration systems when generating electricity, systems are enclosed in
NOx emissions have been reduced by installing low NOx boilers and using
highly effective noise barriers made from sound-absorbing materials.
Noise barrier around cogeneration system
low NOx burners. Cogeneration systems generate electricity by means of gas
turbines powered by city gas, and use the waste heat generated in the process
to make steam. As the exhaust gas from gas turbines contains NOx, ammonia
Prevention of Soil and Groundwater Pollution
is injected into it to break the NOx down into harmless nitrogen and water to
To prevent leakages into the soil, in-ground tanks of oil and other substances are
reduce NOx emissions.
regularly checked for air tightness to make sure that they are not leaking. Floors
(3) VOCs
are additionally coated as far as possible when new lines are set up, and checks
MFTBC is reducing emissions of solvents produced during the body painting
are carried out at groundwater monitoring wells to confirm that groundwater has
process by introducing painting equipment with better transfer efficiency, using
not been contaminated by hazardous substances or other chemicals.
new and improved painting methods, increasing recovery and use of thinners
*1 VOCs (Volatile Organic Compounds) : The generic term for volatile organic compounds such as toluene and xylene.
20
Reduction of bad odors
Improving the Plant Environment
To reduce odors, exhaust processing systems have been installed in paint booths
In order to improve the environment
where vehicle cabs are painted in the paint shop which entered operation in
of the area where the plant is located,
2006. In 2011, deodorization equipment was installed to control odor emissions
we are replacing the concrete walls
from the electrostatic coating process.
with wire mesh fences to increase
the green space. Attention is also
paid to improving the scenery around
Management of Chemical Substances
plants by giving new buildings a more
(1) Use of Chemical Substances
harmonious appearance. In addition
MFTBC decides whether to adopt new chemicals or not by a system of
to renovating employee entrances, we have also installed LED lighting.
Example where concrete walls were replaced with wire mesh fences
prescreening for toxicity. The system examines the properties of new chemicals
and the details of how to use them. In addition, steps are being taken to reduce
emissions of chemicals, prioritized according to risk level. Daily inspections
Other internal activities
are conducted of handling facilities in order to ensure safety with respect to
(1) Tours of environmental facilities
dangerous substances and the work-place, and to protect the local environment.
In order to raise employee’s awareness
(2) Storage of PCBs*
of the environment, we hold tours of
PCBs (polychlorinated biphenyls) used as insulating oil for sealing transformers
plant facilities for employees.
and condensers are properly controlled as required by law. The total number of
(2) Environmental risk
1
management
transformers and condensers in storage at the end of FY2011 was 938.
We practice environmental risk
Emissions of chemical materials
(10,000 vehicles)
Number of vehicles produced
500
400
300
200
100
0
(t)
389
336
328
310
303
’04
’05
’06
’07
prevention in collaboration with
15
Daimler’s Environmental Team and
10
work to raise environmental performance. Common tools are used for tasks such
5
as soil and groundwater pollution risk analysis, and the findings are used to
Chemical emissions
(including transfers to sewage system)
232
137
’03
20
’08
’09
94
81
’10
’11(Year)
Participants on a tour of the combined wastewater treatment plant
develop internal standards and formulate medium- and long-term improvement
plans.
*1 Polychlorinated biphenyls. The production and use of PCB have been prohibited in Japan since 1972.
Activities of Overseas Affiliates
Mitsubishi Fuso Truck Europe (MFTE Portugal)
Action on chemicals
MFTE Portugal is taking effective action to lower its environmental impact and
In 2011, work on replacing approximately 1,423 m2 of fiber cement roofing to
reduce energy consumption.
eliminate asbestos was completed.
Protection of the environment
Reduction of energy consumption
In 2011, the frame painting line was
An eight-year energy control plan to
improved. The entry into operation
reduce electricity and gas consumption
of a new powder painting line has
has been approved further to energy
not only control VOC emissions and
auditing in June 2011 in compliance with
reduced waste and water use, but
legislation in Portugal. This lays down
has also contributed significantly to
16 measures for achieving a targeted
production and quality.
➡
Warehouse 1 before and after improvement
10% reduction in the consumption. One example of the sorts of measures taken
New frame painting line
in 2011 is the installation of transparent acrylic plates on the roof of Warehouse
1 to increase the level of brightness and reduce electricity use.
21
Logistics
MFTBC’s efforts to become more eco-friendly in the logistics field have to be
focused mainly on saving energy and reducing CO2 emissions. Designated a
specified consigner under the Energy Conservation Law, we are pursuing “Modal
Shift”*1 and the eco-driving to reduce the energy consumption and CO 2 in
transportation with the aim of reducing unit energy consumption by the annual
average of at least 1% in the medium to long term. Recognizing the importance
of resource conservation, we are also actively reducing the use of our packaging
Transportation of mixed loads of parts
Transportation of parts by rail container
materials.
Improving transportation of completely built units
Improving transportation of procured parts
Marine transportation is also used for transporting some vehicles in order
We are in the process of changing how production parts are transported by
to expand the efficiently combined transportation of the completed trucks
switching from the “sending out” method, in which the parts are delivered to
and buses. In addition, whereas the completed vehicles used to be mainly
us by the parts manufacturers, to the “pick up” method, in which we control the
transported by driving them to their destinations under their own power, we are
transportation process. Simultaneously improving our transportation operations
now working to raise the load efficiency and reduce CO2 emissions by switching
more efficiently by making greater use of “Milk-run”* 2 and coordinated
to use of vehicle carriers (as used for passenger cars). Further improvements
transportation, we have also been pursuing “Modal Shift” by using rail to
in transportation efficiency are being pursued through such means as
transport production parts for the Rosa minibus since 2010. In Aichi Prefecture,
coordinated transportation of vehicles in association with the other automotive
we have begun using the rail containers to transport some of the large amount
manufacturers, and the use of capacity on the return trip to carry passenger cars.
of parts used in the bus production which arrive daily at our bus plant as the
outskirts of Toyama City from the parts manufacturers scattered in and around
City of Nagoya, thus making our transportation operations more efficient and
environmentally friendly.
We are also using the rail containers for transporting some manufacturing parts
Reduction of packaging materials
Increasing the usage of returnable racks and boxes*3
from the parts manufacturers in and around Nagoya to our Kawasaki Plant since
◇Use for service and repair parts and KD parts for export
December 2011.
This practice has been already adopted for the key markets such as North
America, Europe, the Middle East, Australia, and Taiwan and it has also begun to
be used for transportation of production parts to Taiwan. We are also now using
the plastic and other resin containers as well as the steel containers to transport
Mitsubishi Fuso Bus Manufacturing
(Toyama Prefecture)
(2) Direct pickup from
large-lot manufacturers
JRF
(1) Milk-run collections from
small-lot manufacturers
(3) Large parts transported directly
to Toyama Kamotsu Station
to Indonesia, the other Asian countries and the Middle East including Turkey,
Vanning at station
JRF
Nagoya Terminal
Replacement of wooden packing cases with steel ones
Steel packing cases are already in use for the shipments of the knockdown parts
JRF
JRF
a variety of parts.
Deliveries divided into
five runs per day
JRF
JRF
Toyama Kamotsu Station
JRF
Devanning at station
Flow of transportation of parts for Rosa minibus production
(from parts manufacturers in and around Nagoya to Mitsubishi Fuso Bus Manufacturing)
and Africa.
Other measures
Other steps being taken include the
use of stretch film packaging and
simplified packaging specifications
allowing, for example, the use of
wooden/steel crates.*4 We are also
Simplified packaging using wooden/steel crates
continuing to improve content-to-container weight ratios.
*1 Modal Shift : The optimization of freight transportation combining multiple transportation modes, such as land, sea, and rail, to reduce the environmental load.
*2 Milk-run : A transportation method in which a manufacturer’s vehicle (or a transportation contractor’s) goes around picking up parts from multiple parts manufacturers. The name derives from the dairy industry practice of having one truck
collect milk from several farms.
*3 returnable rack and box : After being unpacked at their destinations, the racks and boxes are folded or broken down to between a third and a tenth of their original size and sent back to Japan. Such steel racks and plastic boxes can be used
for more than ten years. (The wood, plywood and steel boxes previously used were disposed of at each destination.)
*4 wooden/steel crates : This is a type of packing using only crates without additional materials. By reducing the consumption of packing materials, packing costs are reduced. The approach is suitable for relatively light, non-fragile items
22
Sales activities
Environmental Activities at Dealers
Environmental action based on “The Energy Conservatin Law”
MFTBC’s products reach its customers via a dealers network throughout the
MFTBC manages and is optimizing energy use at each of its dealers. In addition
whole country. Dealers are the “interface” between MFTBC and customers in
to seeing such action as a legal obligation, all our employees are committed to
other ways as well. They conduct, for example, regular maintenance and periodic
servicing vehicles and providing other services in as environmentally friendly a
inspections of trucks and buses as well as taking back end-of-life vehicles (ELVs).
manner as possible to minimizing CO2 emissions.
And they are increasingly important in their own businesses for the actions they
We are also looking into installing energy-saving equipment such as LED
take to protect the environment and recycle vehicles: collecting and recycling
lighting in order to further reduce the impact on the environment.
waste, such as oil and parts, and appropriately disposing of ELVs. The dealers
network of MFTBC is working in closer cooperation with each other to improve
their environmental activities.
Efforts for Energy Conservation and Safe Driving
MFTBC tries to help customers’ business and environmental activities by
actively supporting energy conservation and safe driving. Since 1997, we
Environmental activities by Dealers
have held, using actual vehicles, community-based workshops such as the
Disposal of waste oil and scrap parts
“Energy Conservation Driving Workshop” that lets participants feel the effects of
Treatment of wastewater from repair shops
environmentally friendly driving and the “Daily Checkup Workshop” that teaches
Taking trade-in Vehicles
how to conduct self inspections to ensure safety.
Collection of air-conditioning refrigerant
Since 2007, we provides a system that allows all our dealers in Japan to
Compliance with PRTR law
independently hold environmentally friendly driving workshops authorized by
Disposal of ordinary business waste
the Foundation for Promoting Personal Mobility and Ecological Transportation.
Establishing an environmental management system
All departments of MFTBC are working together to provide community-based
support activities for our customers.
As far as environmental activities in dealers are concerned, MFTBC considers
As a member of Kawasaki City’s Eco-Driving Promotion Council, MFTBC
that it is important to voluntarily establish and maintain an environmental
provides instructors for lecture presentations organized by the city to cooperate
management system to conserve the environment and reduce the emissions
in the effort to promote eco-driving.
of environmentally hazardous substances, not to mention the importance of
legal compliance. Under our environmental conservation policy, dealers that
employ ISO 14001 means all dealers in Japan are working on environmental
conservation by clarifying their “environmental policy” and “responsibility
and authority of environmental activities” in the “declaration of environmental
activities”.
Overview of the management system for dealers
Achievement of activity items
Textbooks for fuel conservation driving workshops
and videos for daily checkup workshops
An instructor gives practical advice
Efforts for continuous improvement
Environmental management system
Establishment of system and
clarification of who is responsible
Declaration of
environmental
policy by the top
management
Understanding of actual
conditions and activity planning
Activity plans
Activities
Reporting and auditing
Review
Current status
23
Eco-driving lecture presentation hosted by Kawasaki City
Recycling
Measures throughout the Life Cycle toward a Recycling-Oriented Society
Recycling percentages for ASR and airbags
Examples of measures (refer to details on each activity)
Development:
Production:
Sales:
Using recyclable resources; using easily recyclable materials;
ASR
designing for ultimate disposal; etc.
Airbags
2005~2009
2010~2014
2015~
30%
50%
70%
85%
Using recycled materials; minimizing waste; utilizing material
The following figures are the totals accumulated from the date the law was
scraps, paint sludge; etc.
enacted to March 2012.
Providing information on recycling of products; etc.
Use of products: Utilizing rebuilt and used parts; appropriate treatment of
replaced, unusable parts.
Waste disposal: Receiving ELVs at dealers; preparing to receive and recycle
Vehicles collected
Number collected
ASR
Airbags
Fluorocarbons
138,455
4,289
58,230
8,038
23,820 kg
32,959 t
fluorocarbons, airbags and ASR*1 from ELVs.
Voluntary Recycling Measures
Automobile Recycling Law
The Automobile Recycling Law, which has been in force since January 1,
Measures for mounted bodies on commercial vehicles
2005, makes automobile manufacturers responsible for receiving, appropriate
Due to long years of use, the possibility of remounting on other vehicles, and
disposing of and recycling Automobile Shredder Residue (ASR), fluorocarbons
reuse as storehouses, etc., mounted bodies on commercial vehicles are exempt
and airbags. There are two teams to receive and recycle ASR. To receive and
from the Automobile Recycling Law. MFTBC is participating in joint efforts
recycle ASR efficiently, in an environmentally responsible manner at low cost,
promoted by the Japan Automobile Manufacturers Association, Inc. (JAMA),
MFTBC established a ASR recycling promotion team called “ART* ,” jointly
and the Japan Auto-Body Industries Association, Inc. (JABIA), to develop an
with Nissan Motor Co., Ltd., Mitsubishi Motors Corporation, Mazda Motor
appropriate approach to the issue involving cooperation among companies,
Corporation, Fuji Heavy Industries Ltd., Suzuki Motor Corporation, Isuzu Motors
raising awareness among users (communications via fliers, etc.), and recycling
Ltd., UD trucks and others. As for promotion of appropriate collection and
designs, etc.
2
disposal of fluorocarbons and airbags, the Japan Auto Recycling Partnership
Recycling of mounted bodies
was cooperatively established by MFTBC and other automotive companies.
Results for FY2011 (April 2011 - March 2012)
◇Received and recycled 3,329 t (13,034 units) of ASR for a recycling rate of
93.4%, achieving the statutory standard (50% or more).
◇2,424 airbags (1,292 units) were recycled by collection or after actual
Frequently reused/recycled parts
Flat bodies, van bodies, etc.
Parts materially recycled
Metal parts, such as frames
Parts disposed of as waste
Non-metal parts, including wood, FRP and insulating materials
Recovery of rare metals
activation in vehicles. Recycling rate was 93.7% of the total number of
MFTBC’s vehicles are loaded equipment that uses rare metals. Rare metals are
airbags, meeting the required legal standard (more than 85%).
essential for making products more compact and enhancing their performance.
◇2,842 kg (7,009 units) of CFCs were collected and properly treated.
At the same time, however, their uneven geographical distribution and price
◇Total deposits remitted by the fund-managing corporation were 126,753,000
volatility raise concerns about the stability of supply of such materials. MFTBC
yen and total expenses for recycling, etc., were 141,888,000 yen.
ASR
Vehicles collected
Number collected
Recycling rate
13,034
3,329 t
93.4 %
Airbags
therefore collects and recycles rare metals from used DPF catalysts to make
Fluorocarbons
1,292
7,009
2,424
2,842 kg
93.7 %
more effective use of resources.
-
*1 ASR (Automobile Shredder Residue) : Waste consisting of various plastics, rubber, fibers and paint sludge, glass pieces and sand and soil left after recovering metals from shredded ELVs.
*2 ART : Automobile shredder residue Recycling promotion Team.
24
Compliance
(Due Diligence Integrity Check)
Compliance Pledge
We perform due diligence integrity
Based on recognition at MFTBC - by top management as well as by every
checks on sales business partners
employee - that job engagement with ethical sense is an issue of utmost
in order to confirm, prior to entering
importance, MFTBC issues a “declaration of compliance” every year, a pledge
in any transactions or arrangements
signed and submitted by each employee to uphold the commitment to safety and
with them, that they are persons or
ethics. It is also working to establish a new corporate character fully reflective of
entities of integrity and hold good
compliance and of an “All for you” philosophy.
standing in the business community.
Efforts to Ensure Compliance
Compliance Check Sheet
As a member of Daimler Trucks, MFTBC carries out its business activities in
• Compliance Training
accordance with Daimler’s “Integrity Code” applied to all Daimler companies
We hold regular trainings
around the world.
(for new employees,
The Compliance Office is committed to communicating and anchoring awareness
refresher trainings,
of compliance through the following initiatives.
Compliance updates and
presentations in Office,
Business Ethics Management System
Report, Proposal
Corporate Ethics Promotion Committee
Report, Proposal
Office/dept.
Internal members
OpCom
Chief Business Ethics Officer = CoB
Report
Advice, Instruction
Compliance
Secretariat of Corporate Ethics
Promotion Committee
HQ
Director/SMG
Communication
Code
Leader*
SC
SC Head/Branch Manager
Consultation
Report
Training,
Support
Advice, Comment
Board of Directors
Townhall Meetings, etc.) in
CCD
Compliance
Consultation
Desk
Promote implementation
Consultation, Whistle-blowing
Response
accordance with the Daimler
C o m p l i a n c e Tr a i n i n g
Compliance Training
Program. Web-based trainings (focusing on Integrity Code and Anti-Bribery) are
centrally rolled out and tracked by Daimler Group Compliance.
Hold the Committee
HoRD
Heads of Regional desks
Report
Manager of Legal
& Compliance
in Asia/Pacific
Report
Business Practices Office
Fuso windows for whistle-blowing
and consultation
Employee
Counseling
•Ext. intellectuals
•Labor Union
•Auditor
•Advisor
BPO
Instruction,
Investigation
Daimler’ s
whistle-blowing
system
Whistle-blowing
MFTBC/Affiliate Employees
*Code Leader: In principle, 1 person/dept. (RSC: 1 person/SC) is selected as a representative.
Web-based training
The representative engages in an implementation of compliance program and corporate ethics measures.
(1) Domestic and International Networks, and Trainings
• Code Leader System
• Corruption Preventing Measures
To promote compliance, MFTBC appoints a code leader for each working unit.
(Approval and Escalation Process)
(In the headquarters, there are currently a total of 79 code leaders and sub-
In 2010, MFTBC established an advance approval and escalation process
code leaders, with a service period of two years). In January 2008, this system
involving Fuso Compliance Circle Meetings (FCCM), led by the CEO, and
was also introduced to the local sales departments, and 29 people have been
Compliance Working Teams (CWT), led by L2-level senior managers of overseas
nominated from each region of the country. In addition, 13 code leaders have
sales office, in order to ensure strict adherence to internal compliance rules.
been nominated from MFTBC’s affiliates. Code leaders’ main duties are to lead
the activities ensuring implementation of the company compliance policies and
to collect questions and opinions about compliance from employees in their
working units.
In order to improve their compliance knowledge and skills as code leaders, they
attend workshops held by Compliance Office after their nomination.
25
(2) Corporate Ethics/Communication
serves as whistle-blower hotlines under the Whistleblower Protection Act. Their
• CEO Message
contact information including the postal addresses, phone numbers, email
Each of CEO messages on the Intranet, which is also distributed to all employees
addresses has been conveyed to all employees via the Intranet and other print
via FUSO TIMES, includes compliance topics, in which CEO discusses Foreign
media.
Corrupt Practices Act, Anti-Monopoly Law and other topics related to corruption
The contact of the Daimler Business Practices Office (BPO) is communicated
prevention.
to all employees. Each report is carefully investigated and persons who submit
them receive full protection against discrimination.
• Corporate Ethics Promotion Committee
The committee of the custom by a committee in the company and the committee
• ”fairplay” Campaign
in which external experts participate are held. During the committee meetings,
”fairplay” Campaign which Daimler AG publishes three or four times a year, is
the status of MFTBC’s efforts to improve quality and implement compliance-
uploaded on the Intranet poster distributed to all offices and brochures provided
related measures are reported, and comments and guidance are provided from
all employees.
the committee members. As an advisory body to MFTBC’s Board of Directors,
The “fairplay” presents an editorial message from the Head of Integrity and
the committee reports back to and makes proposals to the Board of Directors.
Legal Affairs, information about the Whistleblower System with the contacts of
Daimler’s Business Pactice Office’s (BPO) Hotline, and other compliance-related
• Day for Vows of Safety-First
news.
MFTBC regards January 10 and October 19 as “Day for Vows of Safety-First.”
These are the days when people died due to the accidents caused by our
company’s truck in Yokohama and Yamaguchi in 2002. On these days, before the
start of business activities, all the employees offer a silent prayer to remember
and mourn the victims and to pledge that they will never forget the tragedies and
will always give the utmost priority to safety and quality, with self-reproach.
“fairplay” campaign logo
• Employee Counseling and Whistle-Blower Hotline
MFTBC has established the “Employee Counseling desk,” with which employees
may consult when they notice potential misconduct by other employees. It also
26
Relations with Customers
Quality must come first
MFTBC strongly believes that its promise of “All for You” means providing
Production Process Quality
-Building Customer Trust in Our Production
customers with satisfactory products and services. Everything it does is with
Next, we look at the quality management process at the production phase of
the spirit: “Quality must come first.” Quality must be, and is, always the top
products.
priority in every business activity and every business process. To maintain this,
A large number of employees are involved at production plants in various phases
we strive to continually improve our quality management process. We were also
from parts acceptance to machining, assembly, final inspection and shipment of
acquired to the ISO/TS 16949 certification in April 2011, and are developing
products. Quality improvement activities have been conducted for all processes.
and operating systems that enable continuous improvements to be made. Let us
MFTBC aims to build customer trust in its production. To this end, MFTBC has
explain the individual processes in more detail.
concentrated on a system for and workers’ appreciation of the quality-related
responsibilities of the production lines.
Clarifying those responsibilities of the production lines, the company has
striven to improve product quality and workers’ awareness on the matter.
Prime examples of activities in this area include the improvement of quality
and productivity through shop floor management (SFM), the enhancement of
traceability, and the keeping production areas clean and organized.
Improvement of quality and productivity through SFM
Shop floor management (SFM) brings together those responsible for production
Development
process quality
Production
process quality
After-sales
service quality
processes at daily morning meetings to engage in short-term, direct discussion
of matters such as parts delivery status and troubles with equipment. It makes it
possible to determine “who should do,” “when we should do,” “what we should
MFTBC’s technological capabilities
do” what and when on the spot, enabling better products to be delivered more
efficiently and speedily to the customer.
Enhancement of traceability
Development Process Quality -Development
of Easy-to-Build, Easy-to-Maintain Vehicles
Traceability has been enhanced by establishing a process for identifying the
First, let’s look at the quality management process in the development phase.
This makes it possible to prevent defective products from advance to
This process is intended to ensure quality from the start of development, in order
downstream. In the unlikely event that a defective product does escape detection
to offer products meeting the needs and expectations of customers and society.
and advance to the next stage, prompt and precise action can be taken to deal
The development departments (design and test) are already working together
with it.
with the product departments on development of new products. In order to move
to a higher rung, they have introduced a new mechanism for improving quality
production records of the each parts assembled into vehicles and components.
Keeping production areas clean and organized
from development, preparation for production, and manufacturing, through
By keeping the production areas clean and in order, latent factors that could
after-sales service. For example, efficient assembly on the production line, and
result in poor quality can be removed, ensuring sustainable quality in a stable
maintenance/repair during after-sales service, are taken into account during the
working environment.
development phase itself, helping to ensure quality. The objective is to nip in
the bud anything that could cause a problem later in the flow from production to
after-sales service.
Enhancement of Quality of After-Sales Service
There is, in addition, MFTBC’s Fuso product development process called the
Thirdly, there is the after-sales service quality management process. It is vital
“FPD process.” FPD was migrated to the CVDS2.0 process shared by Daimler
that we ensure the quality of the vehicles that our customers use day in and day
Trucks in 2010, and this has since been updated to CVDS3.0. These processes
out, and we must respond immediately to resolve any customer complaints that
make it possible to eliminate the causes of defects at each quality gate so that
might arise. We therefore constantly endeavor to provide ever better after-sales
they do not remain in the development process, thereby enabling smoother
service.
transitions to the mass production stage for all kinds of products.
We swiftly gather feedback and deal with queries on quality from customers. We
then identify any important items of information that need to be shared within
27
the company to resolve issues. Issues must be resolved as quickly as possible
to minimize inconvenience to customers, and one effective strategy that we
have adopted to assist in this process is to create “launch teams” when new
products are launched. These teams cut across different departments and other
CVDS (Commercial Vehicle Development System)
CVDS in outline
organizations within the company to respond quickly to early incoming data
Revamping its conventional “Fuso Product Development” (FPD) process to
following a launch.
incorporate concepts drawn from the Daimler Trucks’ “Commercial Vehicle
In March 2011, we also launched a hotline for putting customer support queries
Development System” (CVDS), MFTBC completed its full-scale migration to
from regional dealers and distributors through to head office in order to enable
the group’s shared CVDS 2.0 process in 2010. The migration to CVDS 2.0 not
issues to be dealt with more speedily. The scope and nature of the work involved
only reflects our commitment to quality, but also represents a further step on
in each process is defined and responsibilities for quality are made clear.
the road to global information sharing and the implementation of improvements
MFTBC will continue to actively pursue quality improvements so as to continue
throughout the entire Daimler Trucks.
to deliver products meeting the needs and expectations of our customers.
Process of CVDS
CVDS is a comprehensive process for developing vehicles and components
Quality Month
(power train related engines, transmissions, axles and aftertreatment) from start
Quality Month was held for the 52nd time in 2011, and this year’s activities
of a product project to mass production, throughout the company. It will allow
included “Fuso Quality Day” on November 4 and “Fuso Quality Forum” on
us to sustainably improve the development process based on the knowledge
November 18.
and experience of project experts in the Daimler Trucks. In order to ensure
Quality Day gave our domestic local sales departments and overseas dealers the
transparency in each project and to achieve targets, global collaboration,
opportunity to give presentations on the “voice of the customer,” followed by
including sharing management of contents, schedules and actual work, will be
group discussions of “what can be done for the customer from tomorrow.”
implemented.
For the Quality Forum, we invited experts from outside the company to talk
on subjects such as the revival of Japanese quality and raising of customer
Benefits of introduction of CVDS
satisfaction. Illustrated with concrete examples, these provided fresh and
(1) Improved efficiency of product development through front loading
meaningful insights that will help shake up attitudes to quality improvement
“Front loading” in the sense of moving tasks forward entails ascertaining
activities in the future. The following activities were also undertaken during
market needs of vehicles from the customer’s perspective at an early stage
Quality Month.
and incorporating this knowledge into parts specification requirements. This
Promotion of Quality Month
minimizes the work that must be expended later on modifying designs, resulting
in more efficient product development.
“Q flags” were raised at all our plants and research centers, and panels, posters,
(2) Ensuring Process Quality through Quality Gate and Process
and slogans were displayed to boost employee’s motivation to improve quality .
Management
Distribution of booklets
◇Defining Processes and Value Standards
In CVDS, deliverables (targets) are clearly defined as the product passes through
Quality Month booklets were distributed in all workplaces to introduce details
each quality gate, affording a ready grasp of what should be done at each stage
and fruits of quality activities in other companies.
of development. The same process definition can be applied to all projects in
MFTBC and the Daimler Trucks.
◇Preemptive Resolution through Process Transparency
The Fuso Product Executive committee (F-PEC) is responsible for determining
whether products pass quality gates or not. F-PEC confirms that each product
meets the established criteria and gives approval. The system also allows
problem issues to be quickly identified and addressed.
Fuso Quality Day
28
Customer Advice Center
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
Promotion of people-friendly products
Low-floor buses
inquiry promptly, appropriately and with sincerity, and to maintain or improve
Starting with the release of Japan’s first large low-floor “non-step” bus in 1997,
the customer’s satisfaction. Valuable feedback from customers is in addition
MFTBC has striven to comply with standard specifications for certification of
shared throughout the company to help our product development, sale, and
low-floor buses and to promote the spread of such buses. The Aero Star large
service activities deliver greater customer satisfaction.
route bus was joined by the medium route bus Aero Midi in 2011, creating a
lineup capable of meeting needs for a variety of situations.
MFTBC Customer Advice Center
Telephone: 0120-324-230 (Toll free throughout Japan)
Hours: Monday - Friday (excluding certain holidays)
Providing Information to Customers
MFTBC makes a range of pertinent information available to its customers
Aero Midi medium-duty route bus
through its website. Included is information on products and technology, the
corporation itself, press releases, environmental efforts and recalls. In the page
Spacious stepless floor area
on recalls, customers can automatically check whether their own vehicles are
The Aero Midi has a spacious flat “non-
subject to recalls, improvement measures or service campaigns.
step” floor area between the front and center
doors, making it easier for passengers with
reduced mobility to board and alight and
safer for everyone to move around on board.
Rosa minibus
The Rosa minibus has also been remodeled to boost environmental and safety
performance and make the lineup more “people friendly.”
MFTBC website:( http://www.mitsubishi-fuso.com/)
Publication of MFTBC newsletters
Rosa minibus
The quarterly “Useful Fuso Information” and monthly “Fuso Truck & Bus
Magazine” are published to provide useful information to our customers.
DUONIC® dual-clutch AMT
Use of the same DUONIC® system as used in the Canter light-duty truck reduces
gear shift shock, resulting in a smoother run and fluid acceleration.
Improved passenger safety
Several safety features are incorporated, including 3-point ELR passenger seat
belts, to ensure early compliance with the ECE
regulations on occupant safety that entered effect
in July 2012. Additional enhancements include
improved seatback cushioning for top-of-the-line
interior safety.
“Useful Fuso Information”
29
FUSO TRUCK & BUS MAGAZINE
Welfare and Social Activities
Takenoko Program
In order to help high school students in Japan and Germany experience the
Involvement in celebration of 150 years of
friendship between Germany and Japan
culture of the other and promote exchange activities among them, the Takenoko
2011 marked the 150th anniversary of the signing of a treaty of amity,
Program administered by the Japanese-German Center Berlin, supports
commerce, and navigation between Germany and Japan on January 24, 1861,
exchange activities planned and implemented by Japanese and German high
and celebrations took place in the two countries to commemorate the occasion.
schools, by underwriting a portion of the travel expenses. The program was
Being a member of the Daimler Trucks, MFTBC was also involved in a variety of
launched primarily based on a proposal by Daimler and MFTBC, which then set
events held in Japan.
up the “Takenoko Fund” as co-sponsors, in support of the work of the Japanese-
At the 2011 Oktoberfest held at the German school of Tokyo Yokohama (in
German Center Berlin.
Tsuzuki, Yokohama) on October 8, MFTBC provided a Rosa minibus to serve as
the canvas for a children’s art event.
Involvement in “Traffic Safety Program for Mothers and Children”
This is a volunteer program held annually by the Automobile Journalists
The highlight of the program of events was “Deutschlandfest - An der Seite
Japans,” in which MFTBC also took part as one of the sponsors of the
celebrations.
Association of Japan (AJAJ) to promote traffic safety for mothers and children.
MFTBC was sponsored a program
for confirming heavy-duty vehicle
fields of vision and blind spots, and
exhibited the Super Great heavy-duty
truck and Aero Star large route bus as
part of this program.
Traffic Safety Program for Mothers and Children
Rosa covered in children’s artwork
Children painting on the Rosa
Relationships with Local Communities
Partnership with local residents
Plant tours
MFTBC strives to maintain close, harmonious ties with local residents through
MFTBC provided plant tours for local residents, elementary school students, and
the following activities.
others. About 6,400 people visited in FY2011.
Item
Plant tours
Activities
- Tours open to local residents, groups, families of employees, etc.
Total participants: Approx. 6,400 (FY2011)
Collaboration with schools
- Plant tour programs linked with social studies curriculums
Participation in local residents’ associations
- Sponsorship of various events
- Support for local activities and events
- Clean-up activities for neighborhoods
- Participation in Kawasaki’s “City of Flowers and Greenery II Campaign”
Participation in environmental groups
Clean-ups and greening projects for
neighboring areas
Visitors touring a factory
Volunteer activity by supervisors
Family Day
Members of MFTBC’s Supervisors Association
This was held on November 13,
checked and cleaned convex traffic mirrors in
2011, at the Kawasaki Plant’s No.
Nakahara-ku, Kawasaki City and cleaned up
1 Site. Local residents as well
litter around the plant in October 2011.
as employees and their families were invited along to tour the plant, see the
33 company supervisors took part in what was
vehicles on display, and even take some for a test drive. There were attractions
the sixth such activity to date, cleaning around
for the children too, including a live character show and mini games. The event
800 mirrors.
was a roaring success, and drew about 5,000 visitors on the day.
Cleaning convex traffic mirrors
30
Employee-Related Activities
Policies on employment and other arrangements
to accommodate social changes
Introduction of Staff Potential Appraisal (SPA)
The “Staff Potential Appraisal” (SPA) system was introduced in 2010, making
MFTBC’s business has grown increasingly global in nature as it has stepped
it possible to identify potential future managers, make promotions more
up its collaboration with Daimler AG, creating a need for personnel who can
transparent, and increase coordination with human resource development.
act aggressively. MFTBC therefore hires and appoints skilled human resources
according to ability and in a gender-blind manner in accordance with the Equal
Introduction of AC44 (Assessment Center for L4)
Opportunity Employment Act. In order to create better working conditions for
The Assessment Center, where decisions on promotions of staff to L4
women, it assists employees with young children by providing parental leave
management-grade positions are made, was freshly overhauled in 2011 to
and parental working hour arrangements, and it has introduced the employee
achieve harmonization with global standards and ensure the quality of potential
fringe benefit program “Fuso Welfare Plan.”
verification processes and selection of future leaders.
MFTBC has additionally revised its existing senior program and introduced an
“Age Associate Program” (for re-hiring retired workers) in compliance with the
Personnel training
revised Act on Stabilization of Employment of Elderly Persons in order to provide
All our training programs are based on the “Fuso Training House” approach
employment opportunities and better working conditions for highly experienced
to human resource development. Employees are basically divided into three
older workers, along with mechanisms for ensuring the transmission of
levels (up to three years experience, from three years to pre-management, and
manufacturing know-how to younger workers.
managers and higher), and defines the goal of training and needed individual
capabilities, for each layer. For the promotion of employee training, a framework
for collective management of training concepts, training details, budgets, and
Personnel System
other issues have been established, and such a program has been implemented
that develops leadership and work performance depending on employees’
Operational policy on personnel system
respective responsibilities, jobs, and positions.
The personnel system is a mechanism whereby superiors and subordinates both
grow as they positively communicate, think, work and accumulate successful
Helping employees to balance work and family
experiences. A workable PDCA (plan-do-check-action) cycle and appropriate
MFTBC has been working to promote the work-life balance of its employees. We
communications (feedback in particular) provide the motive force for individual
have exceeded our legal obligations to create an amenable working environment
and company growth.
for employees with young children, and have put in place arrangements that
allow employees of both sexes to choose the work style that best suits their
Personnel system
Clarification of
evaluation standards &
implementation of
feedback interview
stages of life. In December 2011, we were authorized as a “parent-friendly
Evaluation
Rewards
Properly reflecting
duties, responsibilities
and performance
Duties and responsibilities
Basis of the system
Fostering independent
professionals
employer” by the Minister of Health, Labour and Welfare under the Act on
Advancement of Measures to Support Raising NextGeneration Children, which allow us to display the
official “Kurumin” logo. From now on we aim to
encourage wider adoption of this scheme within and
beyond the company and will continue to enhance
Development
our programs for employees with young children or
family members in need of care.
Introduction of LEAD manager evaluation program
In FY2006, MFTBC began introducing Daimler AG’s “Leadership Evaluation
and Development” (LEAD) manager evaluation program. LEAD is used not only
to assess performance, but also to discuss and determine future training and
“Kurumin” mark
Health and Safety
Occupational safety
personnel assignments. This makes it possible to identify training needs and
Based on its 2011 safety and health management policies, MFTBC has
stimulate allocations of human resources between different departments and
formulated a safety and health action plan founded on the principle that “ensuring
regions.
the health and safety of employees comes before all else,” and it continues to
*1. “Sangen Shugi” refers to the Japanese management philosophy of paying attention to genba (the actual scene), genbutsu (actual things), and genjitsu (actual facts). This means visiting the site of a problem when it arises to check actual
things and determine actual conditions (“the facts”), rather than taking decisions away from the scene from behind a desk.
31
further instill awareness of health and safety among employees and create a safe
necessary measures.
and comfortable workplace. Putting the slogan “finding risks, assessing risks,
eliminating risks” into practice, the following three strategies are pursued:
(1) Following compliance standards, managers and supervisors take
Internal communications
responsibility for ensuring safety, and every single employee “always follows
MFTBC recognizes that it is extremely important to share necessary information
the rules.”
properly and in a timely fashion with all employees in every level. This leads to a
(2) “Sangen Shugi”* principles are practiced to lower risk and create a safe and
1
common awareness of the issues in company management.
comfortable workplace.
Intranet
(3) Employees are actively encouraged through communication activities to take
care of their own physical and mental health.
Since December 2007, MFTBC has integrated its
intranet with Daimler AG’s intranet, “Employee
25
Accidents resulting in lost workdays/disabilities
Overall incidence rate:
Total number of accidents per million working hours
Accidents without lost workdays
20
Overall incidence rate
2.0
1.8
1.6
1.4
Overall incidence rate
Accidents
Annual safety performance of production operations
Portal.” The Employee Portal integrates 25
formerly separate intranets operated by Daimler
Trucks’ operations around the world, allowing
users everywhere to access and share news
15
1.2
and information on Daimler AG and Daimler
1
Trucks as a whole as well as previously available
10
0.8
information. Logging in is ID and password
0.6
protected, enabling information access to be restricted to designated users.
0.4
In 2012, employees at all our distribution operations in Japan also gained to
5
0.2
0
00
01
02
03
04
05
06
07
08
09
10
0
access to the portal.
11 (Year)
Road safety
Newsletter
We
publish
a
In order to prevent traffic accidents involving employees, traffic safety and traffic
m o n t h l y n e w s l e t t e r,
manner guidance for drivers, cyclists and pedestrians, was offered. Moreover,
“FUSO TIMES,” to all
during the national traffic safety weeks, the improvement of employee’s
employees. It provides
consciousness about traffic safety was intended as part of employee education,
a wide range of
through events such as a lecture given by the manager of the traffic department
information, for example,
of the police station with jurisdiction, traffic safety guidance at a nearby
management information
intersection, danger prediction trainings, and so on.
including messages from
Operation of risk assessments
MFTBC conducts ongoing health and safety risk assessments using risk
management techniques. This involves identifying risks and hazards in the
Employee Portal
company executives and
FUSO TIMES
information about various events and individual department’s activities.
Townhall meetings
workplace, estimating the risks as determined by combining the severity
Townhall meetings attended principally by all management-level personnel are
of potentially resulting work accidents (including health disorders) with
held regularly. At these meetings, the CEO and other executives talk directly to
the possibility of their occurrence, determining the order of priority of
participants about the company’s direction, policies, and so forth. Question and
countermeasures according to the scale of the risks, investigating measures to
answer sessions are also held. In 2011, “FUSO 2015 Townhall Meetings” were
eliminate or mitigate the risks, and recording the results. Introduction of this
held at several sites to share with all our employees, including those at affiliates,
risk assessment program commenced in 2009. Beginning with one workplace
details of the FUSO 2015 corporate vision being pursued by the company
chosen as a model, company risk assessment operating procedures have been
as a whole. Also since 2011, monthly “FUSO 2015 Days” have been held in
drawn up and rolled out by providing appropriate training to personnel in
workplaces to discuss progress on attaining the FUSO 2015 targets. Important
production operations. Training was expanded to development operations from
information is communicated to
the second half of the year, further helping to reduce accidents.
individual employees through small
Countermeasures for Asbestos
MFTBC has conducted work for removing asbestos, based on the result of
meetings held in each department,
supplemented by use of the intranet,
newsletters, and related blogs.
investigations of buildings where asbestos was possibly used. Moreover,
MFTBC has investigated the past work which dealt with asbestos and has taken
FUSO 2015 Townhall Meetings
32
Plant Report (Performance in FY2011)
Environmental data on each plant of MFTBC and the affiliates in FY2011 are as follows. The limits shown are the strictest established under relevant laws, ordinances and environmental protection
agreements applicable to those plants. In the case of emissions into the atmosphere, maximums are shown. Type 1 designated chemicals shoes use is one ton per year or more are shown in the
following PRTR tables.
Environmental data on Plants of MFTBC See P.19 for CO2 emissions from MFTBC.
Kawasaki Plant
Number of employees: 3,400
◎Atmosphere
Substances
NOx
◎Substances covered by PRTR (Kawasaki)
Equipment
Unit
Result
Boilers
ppm
130
45
Substance
no.
Heating system
ppm
150
60
1
Ovens
ppm
250
60
53
Gas turbines
Boilers
Dust
Regulation
50,963
80
188
N,N-Dicyclohexylamine
1,131
0.05
0.005
207
2,6-Di-tert-butyl-4-cresol
2,678
3
Xylene
g/m N
0.25
0.01
239
Organotin compounds
1,816
Gas turbines
g/m3N
0.025
0.01
296
1,2,4-Trimethylbenzene
16,533
30
103,476
9,229
mg/L
300
22
SS
mg/L
300
Oil
mg/L
5
Total nitrogen
mg/L
150
Total phosphorus
mg/L
20
Copper
mg/L
3
ND
Zinc
mg/L
3
Manganese
mg/L
1
Nakatsu Plant
Min.
Average
7
13
15
7.6
10.5
3.5
ND
2.1
15
6.7
11.2
2.7
0.6
1.6
ND
ND
0.45
0.1
0.24
0.2
ND
0.2
300
Toluene
309
Nickel compounds
392
Normal hexane
400
Benzene
453
Molybdenum and its compounds
Public water
Eliminated
Consumed
47
5,132
11,256
6,138
225
11,975
54,065
26,084
Waste
47
326
2,593
791
0
13
2,665
182
1,635
16,503
140
805
Total
Recycled
Drainage
341
Ovens
BOD
97
3,475
39,904
50,727
431
277
18,559
98
18,461
3,244
86
3,157
1,744
0.3
325,098
66,666
0
485
0.2
1,030
2,155
21,612
713
105,225
128,953
*Figures may not sum due to rounding.
Number of employees: 175
◎Atmosphere
◎Substances covered by PRTR (Nakatsu)
Equipment
Unit
Regulation
Result
Boilers
ppm
130
80
Substance
no.
Heating ovens
ppm
200
120
80
g/m3N
0.3
0.01
0.25
0.001
Boilers
3
Heating ovens
g/m N
Unit
Regulation
Max.
Min.
Average
BOD
mg/L
300
9.4
1.1
5.2
SS
mg/L
300
1.1
ND
1
Oil
mg/L
5
ND
ND
ND
Total nitrogen
mg/L
150
13
7.3
10.1
Total phosphorus
mg/L
20
ND
ND
ND
Copper
mg/L
3
ND
ND
ND
Zinc
mg/L
3
ND
ND
ND
Manganese
mg/L
1
ND
ND
ND
(kg/year)
Emissions
Transferred
Amount used
Atmosphere Public water Drainage
Waste
Substance
Recycled
Eliminated
Consumed
Xylene
5,831
75
5,757
296
1,2,4-Trimethylbenzene
6,385
33
6,352
300
Toluene
1,086
16
13,302
124
Total
◎Drainage
Substances
143,313
10
Max.
Dust
6,260
0.005
Regulation
NOx
28,833
70
Unit
Substances
Ethylbenzene
0.05
g/m N
Atmosphere
Transferred
2,966
ppm
◎Drainage
Substances
Amount used
Zinc compounds (water-soluble)
g/m3N
3
Heating system
Substance
(kg/year)
Emissions
1,071
0
0
0
0
0
13,180
Environmental data on Plants of MFTBC’s Affiliates
Mitsubishi Fuso Bus Manufacturing Co., Ltd.
◎Atmosphere
Substances
Equipment
Unit
Regulation
NOx
Boilers
ppm
150
Dust
Boilers
g/m3N
0.1
Result
43
Not measured
Substance
no.
Unit
Regulation
Max.
Min.
Average
BOD
mg/L
20
7.5
1.1
4.4
SS
mg/L
30
23.0
1.0
7.5
Oil
mg/L
3
1.1
N.D.
N.D.
Substance
1 Zinc compounds (water-soluble)
71 Iron(III) chloride
80 Xylene
18,500
Regulation
Result
NOx
Boilers
ppm
150
32
Dust
Boilers
g/m3N
0.1
0.001
2,200
2,200
1,200
1,200
17,300
17,000
302 Naphthalene
1,000
1,000
309 Nickel compounds
8,100
3,500
4,600
0
412 Manganese and its compounds
8,200
4,100
4,100
0
17,800
2,100
Substances
Regulation
Max.
Min.
Average
BOD
mg/L
300
52.0
13.0
32.1
SS
mg/L
300
20.0
5.1
9.7
Oil
mg/L
5
1.9
ND
1.2
7,027
5,136
5,000
5,380
2007
2008
5,000
0
0
300
0
0
49,400
0
0
10,500
2009
Substance
0
0
2006
2007
2008
2009
2010
2011
(FY)
(kg/year)
Emissions
Transferred
Amount
used
Atmosphere Public water Drainage Waste
Recycled Eliminated Consumed
53 Ethylbenzene
10,359
9,060
1,299
0
80 Xylene
27,467
21,237
6,230
0
300 Toluene
42,844
17,019
25,826
80,670
47,316
Total
3,982
2006
6,580
2,100
Substance
no.
7,925
0
6,840
◎Substances covered by PRTR
5,786
Unit
6,550
Sagami Plant
10,000
(ton-CO2)
◎Drainage
7,410
0
297 1,3,5.-Trimethylbenzene
◎CO2 emissions
Unit
1,500
296 1,2,4-Trimethylbenzene
Equipment
8,890
0
2,100
79,800
10,206
10,000
(ton-CO2)
0
5,400
17,000
◎CO2 emissions
0
1,100
239 Organotin compounds
Total
Substances
3,700
11,000
5,400
◎Atmosphere
Recycled Eliminated Consumed
3,700
12,100
300 Toluene
PABCO Co., Ltd
(kg/year)
Emissions
Transferred
Amount
used
Atmosphere Public water Drainage Waste
53 Ethylbenzene
◎Drainage
Substances
◎Substances covered by PRTR
0
0
33,355
0
0
0
0
2010
2011
(FY)
NOx: General term for Nitrogen Oxides, which cause acid rain and produce photochemical oxidants. BOD: Biological Oxygen Demand, a primary index for measuring contamination by organic substances in rivers. The higher the value, the
less clear the water. SS: Suspended Solids, small particles of solid pollutants - 2mm diameter or less - that are suspended in liquids. ND: Not Detected (Not Detectable); Does not mean “none,” but below the applicable limit of detection.
Eliminated: Amount transformed into other substances by incineration, decomposition or reaction
33
Helping to recover from the devastation
of the Great East Japan Earthquake
We wish to offer our sincere condolences and prayers for all
those who lost their lives in the Great East Japan Earthquake
Steadfast support for the customer
on March 11, 2011, together with our sincere sympathies to
Trucks and buses have had an essential contribution to
all who have been affected by the disaster.
make to the recovering process in areas affected by the
Our thoughts are with everyone in the devastated areas and
earthquake and tsunami. We have been providing full backup
those of our customers affected by the disaster, and we have
in necessary areas with the aim of bringing all our branches
been doing what we can as a company to assist their earliest
back to normal as soon as possible to ensure supplies and
possible recovery.
servicing of vehicles.
The last of our branches to reopen for business as normal
was our particularly severely damaged Sennan Branch, in
Contributing to the earliest possible recovery
at the devastated areas
Miyagi Prefecture, which fully reopened on September 3,
2011, thanks to the unstinting efforts of local staff and the
Working through the Nippon Foundation, Daimler AG has
donated 2 million euros (approximately 230 million yen)*
1
and 50 vehicles to assist the recovery in the affected region
assistance of countless other employees.
MFTBC will continue to provide full support to assist the
recovery process.
stretching over four prefectures (Iwate, Miyagi, Fukushima,
and Ibaraki).
These vehicles continue to play an important role in recovery
work in frontline of the affected areas, where they are put to
use as the local conditions dictate, in order to help restoring
ordinary to people’s lives.
Removing debris and sludge piled in front
of the Sennan Branch
Zetros loading debris in Yamada Town, Iwate
The Sennan Branch, back in business almost
six months later on September 3, 2011
What we can do
Zetros and Canter working in tandem
(Ishinomaki City, Miyagi Prefecture)
Responding to the strong desire of our employees around
the world to help people in the devastated areas, labor
and management at Daimler launched a widely supported
fundraising campaign. The monetary donations raised were
sent to the devastated areas along with various forms of
other contributions and relief supplies. Many of MFTBC’s
employees have also volunteered to assist with recovery
work, and have been helped to do so by both labor and
management.
Canter in use as a children’s traveling library in Ishinomaki City, Miyagi Prefecture
*1. Based on the exchange rate at the time that donations were collected (March 2011).
34
This report was produced in an environmentally-friendly
manner using FSC-certified paper.
Published: December 2012
Mitsubishi Fuso Truck and Bus Corporation
Corporate External Affairs & Environmental Management
1-1-2, Kashimada, Saiwai-ku, Kawasaki-shi, Kanagawa 212-0058, Japan
TEL: +81-44-330-7700 (Main Number)
FAX: +81-44-330-5832
∼Environmental and Social Report 2012 QUESTIONNAIRE∼
Corporate External Affairs & Environmental Management,
Mitsubishi Fuso Truck and Bus Corporation (FAX: +81-44-330-5832)
Thank you for your interest in MFTBC’ s Environmental and Social Report 2012.
It would be greatly appreciated if you could take a few moments to complete this questionnaire and return it by fax to the above number.
Q1.
Q2.
Q3.
Q4.
Q5.
Q6.
Q7.
Q8.
In what capacity did you read MFTBC’ s Environmental and Social Report? (Multiple answers allowed)
□ Customer □ Supplier □ Environmental officer at a company or other organization
□ Environmental NGO/NPO □ Research/educational institute, etc. □ Student □ Media organization
□ Government agency □ Financial institution □ Investor □ Resident living near MFTBC facility
□ Employee or officer of MFTBC affiliate □ MFTBC employee or officer □ Other (Please specify:
What in the report were you interested in? (Multiple answers allowed)
□ TOPICS (1) □ TOPICS (2) □ TOPICS (3) □Environmental Management
□ Research and Development □Procurement □Production □ Activities of Overseas Affiliates
□ Logistics □Sales Activities □Recycling □Compliance □Relations with Customers
□ Welfare and Social Activities □ Relationships with Local Communities
□ Employee-related Activities □ Plant Report (Performance in FY2011)
□ Other (Please specify:
What in the report would you like to see improved in future issues? (Multiple answers allowed)
□ TOPICS (1) □ TOPICS (2) □ TOPICS (3) □Environmental Management
□ Research and Development □Procurement □Production □ Activities of Overseas Affiliates
□ Logistics □Sales Activities □Recycling □Compliance □Relations with Customers
□ Welfare and Social Activities □ Relationships with Local Communities
□ Employee-related Activities □ Plant Report (Performance in FY2011)
□ Other (Please specify:
What is your overall opinion of the report?
(1) Volume of information :□ Good □ Fairly good □ Passable □ Lacking a bit □ Lacking
(2) Quality of information :□ Satisfied □ Fairly satisfied □ Passable □ A bit dissatisfied □ Dissatisfied
(3) Clarity
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(4) Number of pages
:□ Too many □ Somewhat too many □ Appropriate □ Rather not enough □ Not enough
Only answer if you read the FY2011 report.
What in the report did you think was better than that in the FY2011 report?
(
What in the report did you think was worse than that in the FY2011 report?
(
How would you evaluate MFTBC’ s activities in reducing environmental impact?
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Reason (
How would you evaluate MFTBC’ s social activities?
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If you have any other comments, please tell us. (If you need more space, please attach another sheet.)
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Thank you for completing this questionnaire. We would be grateful if you would also provide the following additional information
about yourself, to the extent you are willing.
Name
Name
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TEL
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Your opinions, comments and personal information will be maintained and managed with utmost care by our company, and the information will be used to
improve future reports. Being careful about the handling of the information that can identify individuals.

Environmental and Social Report - Mitsubishi Fuso Truck and Bus

Transcription

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