"MC`s Businesses From a Sustainability Standpoint" (PDF:2.5MB)

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MC’s Businesses
From a Sustainability
Standpoint
The Starting Point for MC
The Three Corporate Principles
Corporate Responsibility to Society “Shoki Hoko”
Strive to enrich society, both materially and spiritually, while contributing towards the preservation
of the global environment.
Integrity and Fairness “Shoji Komei”
Maintain principles of transparency and openness, conducting business with integrity and fairness.
The Spirit of the Three Corporate Principles Lives On
Contributing to Society Even
in Troubled Times
Passing the Spirit of the Three Corporate
Principles to Future Generations
In 1920, the Japanese economy fell into recession
and was in a state of disarray following a post-WWI
boom and due to plummeting stock prices caused by
the tightening of monetary policy. The old Mitsubishi
Trading Company (Mitsubishi Shoji Kaisha ─
disbanded in 1947), which had only just been
established in 1918, had to endure extremely difficult
circumstances and was forced to suspend dividends
for three years from 1919.
Faced with these circumstances, Koyata Iwasaki,
the first chairman of the old Mitsubishi Shoji Kaisha,
and fourth president of Mitsubishi, called a meeting
for all office general managers＊1 at headquarters.
Standing before the assembled managers, who were
resigned to being blamed for the company’s results, he
used the occasion to explain the need to question the
economic function of trade and the responsibility of
trading companies to producers and consumers. An
excerpt of his speech is as follows:
“We must wholeheartedly embrace competition, but
we must compete fairly. And I want us to compete
in terms of quality, not quantity. However, we must
be careful not to get so caught up in competing that
we use any means to justify the end. This would be
regrettable in light of our founding traditions. We
mustn’t speculate with the aim of profiteering, so as
to get rich quick.”
Based on the leadership of Mr. Iwasaki, the Three
Corporate Principles were formulated in 1934 as
the core values for the company. The spirit of these
principles has been kept alive by successive generations
of employees and remains to this day the touchstone
for fulfilling our responsibilities to the global
environment and society as we conduct business.
For instance, when we conduct business in a new
region, we communicate with all local stakeholders
including the people that live there. We engage in
business mindful of contributing to the development
of local communities such as by taking into account
the natural environment, creating jobs, and improving
living environments. This approach extends across
entire value chains, from upstream resource
development and procurement to downstream sales
and services.
Today the spirit of the Three Corporate Principles
remains the cornerstone of our organizational and
corporate culture and represents what Mitsubishi
Corporation stands for. As a good corporate citizen,
we will ensure that the spirit of the Three Corporate
Principles lives on through our core businesses.
＊1 General managers of Mitsubishi Corporation bases in Japan and overseas are generally
referred to as office general managers.
International Understanding through Trade “Ritsugyo Boeki”
Expand business, based on an all-encompassing global perspective.
( The modern day interpretation of the Three Corporate Principles, as agreed at the Kinyokai meeting of the 28 companies
that constitute the so-called Mitsubishi group in January 2001.)
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The first issue of the in-house newsletter
published in 1954 featured the Three
Corporate Principles
Mitsubishi Corporation Sustainability Report 2009
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Contributing to Safe, Comfortable
Transportation
──── Transport Systems Business
3, which will link Cairo with Cairo International Airport, is
proceeding toward a scheduled opening date in 2011 with
technical cooperation involving the transfer of Japan’s railcar
manufacturing technologies to Egyptian manufacturers. As
the coordinator for this project, MC is thus helping Egypt in
its efforts to produce railcars domestically.
For Local Communities
The merits of railways are being revisited around the world as a means of public transportation with a lower
environmental impact than automobiles and planes.
In countries with underdeveloped infrastructure in particular, demand for railways as a means of city
transportation is increasing due to the air pollution and economic losses that stem from chronic traffic congestion.
MC is responding to the needs of these countries through its railways and other transport systems businesses.
Enhanced transportation infrastructure naturally raises convenience for locals; but it also contributes to the
advancement of regional communities, alleviating traffic congestion, easing environmental problems and creating
jobs, among other benefits.
Activities in Cairo, Egypt
MC’s railway business activities began with the delivery
of Japanese-made steam locomotives to India in 1955.
Today, MC supplies railcars and equipment, and constructs,
operates and maintains complete railway systems overseas,
fulfilling the roles and offering the functions demanded of
railway management. Railway projects span many years and
cost enormous sums of money. Through its involvement, MC
is helping to bring these major undertakings to fruition.
MC’s activities in Egypt began in 1962 when it delivered
street cars to the Heliopolis development company. Since
then, we have continued trading activities, delivering more
than 1,400 railcars thus far to railway operators in Egypt.
The Cairo Metro subway stands out as one of the most
noteworthy projects. Opened in 1987, it is the African
continent’s only subway line. Comprising 2 lines today that
stretch for 65 kilometers in total, the Cairo Metro subway
has become a main arterial line, carrying some 2.5 million
passengers per day. It is now so interwoven with the lives of
Cairo residents that it is regarded as one of Egypt’s foremost
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When railways are built, it is common practice for
construction to go ahead only after an environmental survey
is conducted and the fulfillment of conditions such as
compliance with country laws and regulations is confirmed.
To achieve even greater transparency, dialogue is held with
environmental groups and public comment is also solicited.
In Dubai, United Arab Emirates (UAE), the Dubai Metro
is scheduled to begin first-stage operations in 2009. The
Dubai Metro is the world’s longest fully automated railway
with 76 kilometers of track. MC is participating in this
project as a member of a five-company consortium. In
addition to supplying rolling stock, signaling equipment,
communications and station facilities, this project also
involves civil engineering and construction work necessary to
build elevated tracks, tunnels and stations. The consortium
will also maintain the railway system under contract for three
years after it opens. The Dubai Metro has already created
many jobs, with some 30,000 people working on the project,
and completion of this transport system in a highly motorized
society like Dubai is expected to ease congestion that can
choke economic growth. For these reasons, the project has
considerable social significance and is highly anticipated by
locals.
Amid the worldwide reassessment of railways as an
environmentally friendly means of transport, a CDM ＊1
application has been approved for the construction of a railway
in India. “The opening of a railway can change people’s lives
and lifestyles. We’re convinced of that and it’s for that reason
that we are developing our transport system business in Egypt
and other places,” says Takeo Kato, Transportation Systems
Unit, Ship Aerospace & Transportation Systems Division,
Machinery Group.
A Japanese-made railcar is unloaded at the Port of
Alexandria, Egypt.
Cairo Metro subway railcars are
designed with Cairo’s weather and
regional characteristics in mind, so as
to facilitate maintenance, when sand or
dust gets into precision equipment.
Dubai Metro
＊1: Clean Development Mechanism (CDM) is one of the Kyoto Mechanisms incorporated in
the Kyoto Protocol for creating emission credits. Projects carried out by industrialized
countries that reduce emissions in developing countries earn credits issued according
to the volume of reductions.
MC’s Worldwide Transport System Business
public works projects, even to the extent that it has been
referred to as the “Fourth Pyramid” after the three pyramids
in the Giza Necropolis.
Helping Egypt to Make Railcars
MC delivered 60 Japanese-made railway cars to the Cairo
Metro subway in 1993. Robust and dependable, Japanesemade railcars have earned a worldwide reputation. Cairo
Metro Organization, the operator of the railway at the
time, requested railcars that were made with regional
characteristics in mind such as in terms of weather,
climate and national character. MC met those demands,
supplying new railcars with the cooperation of Japanese
manufacturers.
The government of Egypt views railways as an important
national industry and is channeling efforts into the domestic
production of railcars. For this reason, some of the railcars
MC delivered are being assembled in Egypt by a local
rolling stock manufacturer under the technical supervision
of Japanese manufacturers. Furthermore, Cairo Metro Line
MTR Corporation
(Hong Kong)
Delhi Metro Rail Corporation
(India)
Taiwan High Speed Rail Corporation
(Taiwan)
The copyright is preserved and licensed by Taiwan High Speed Rail Corporation
Stakeholder Message
Mitsubishi Corporation is known as one of the
major suppliers of railway cars and our first
transaction with them was in 1993 after they
supplied us with railcars for the Number 1
Line (Helwarn–Elmarg). Thanks to Mitsubishi
Corporation’s past performance we entered
into a long-term maintenance contract with
them for our Number 2 Line starting in August
2008. Although the time period for this contract
was about to expire, we actually extended
the contract for an additional three months
because we valued their service flexibility and
efficiency.
We highly appreciate Mitsubishi
Corporation’s superb ability to contribute to
safe transportation within the region.
Eng. Ahmed Abd Elhafez,
Head of Central Department,
Line No. 2 Maintenance,
The Egyptian Company for Metro
Mitsubishi Corporation Sustainability Report 2009
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Responding to Society’s Expectations
From Raw Material Procurement to Retail Sales
──── Supply Chain Management
CSR Action Guidelines for Supply Chains
Surveys and Site Monitoring
MC handles a multitude of products around the world and
accordingly supply chain management is one of the key
areas of focus in our overall commitment to CSR. We request
that our suppliers adhere to our CSR Action Guidelines for
Supply Chains (see below) to help ensure that the products
we deal with have been produced in an environmentally and
socially responsible manner.
These action guidelines, which were first formulated
in February 2008, are published on MC’s website and
communicated directly to our suppliers and other relevant
parties. The guidelines cover the basic environmental and
social standards that we expect all of our suppliers to
adhere to.
MC conducts surveys of suppliers of a range of products,
including those industries where CSR considerations are
particularly impactful, such as agricultural produce and
apparel.
In the fiscal year ended March 31, 2009, replies were
received from 193 companies in 28 countries and regions.
Respondents answered questions pertaining to matters
such as the existence of regulations and legal compliance;
forced labor, child labor and prohibition of discrimination;
environmental conservation; and information disclosure.
No particular problems were identified by this survey, but
as a measure of assurance we have also begun site visits
to key suppliers. In July 2009, we visited two companies
in China to inspect manufacturing work sites, interview
management and monitor the CSR activities of each
company (see below).
Survey Responses for Fiscal Year Ended
March 2009 by Region
Looking Ahead
Supplier surveys and site visits provide a valuable
opportunity to communicate MC’s stance on CSR and
environmental affairs and will therefore be conducted on an
ongoing basis.
MC conducts transactions with a large number of
suppliers throughout the world. Moving forward, the
company plans to continue efforts to ensure that its supply
chain guidelines are well understood by overseas offices and
MC Group companies, while eliciting the understanding and
cooperation of suppliers on a global basis.
OECD
Countries
China
19
97
Asia
Latin
America
29
Africa
11
37
Supply Chain Field Surveys
CSR Action Guidelines for Supply Chains
Mitsubishi Corporation conducts various trading models and must manage supply chains according to the characteristics of each
industry therein. In order to communicate Mitsubishi Corporation’s basic stance regarding supply chains, the company has established
the following “CSR Action Guidelines for Supply Chains” which it expects all suppliers to embrace, understand and abide by:
1. Forced Labor
Suppliers shall employ all employees of their own free
will with no employee being subject to forced or bonded
labor.
2. Child Labor
Suppliers shall not employ people under the minimum
legal working age of the country in question.
3. Safe and Healthy Working Environments
Suppliers shall work to provide employees with safe and
healthy working environments.
4. Freedom of Association
Suppliers shall respect the right of employees to
associate freely and for these groups to negotiate
working environments, wages and other matters with
employers.
5. Discrimination
Suppliers shall strive to ensure equal opportunities in the
work place and shall not engage in discrimination with
regard to recruitment and employment practices.
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6. Abuse and Harassment
Suppliers shall respect employees’ human rights and
must not tolerate abuse or any form of harassment.
7. Working Hours
Suppliers shall ensure that employees’ working
hours and use of leave entitlements are appropriately
monitored so as not to infringe upon any statutory
regulations.
8. Suitable Remuneration
Suppliers shall pay employees at least the statutory
minimum wage and shall not unreasonably reduce wages.
9. Consideration for Environmental Issues
Suppliers shall work to protect the environment and will
consider the environmental impact of their business
activities on local communities and ecosystems.
10. Information Disclosure
Suppliers shall disclose information with respect to the
aforementioned matters in a timely and appropriate
manner.
Zhangjiagang Guotai United Creation Garments
(Zhangjiagang, Jiangsu)
Nantong Sunrise Industrial and Commercial
(Nantong, Jiangsu)
This company is a member of the Guotai Group, which is made
up of 16 operating companies and 45 factories. The company
has approximately 400 employees with an average age of 25, and
produces mainly knitwear such as sweaters and dresses. In 2004,
Zhangjiagang Guotai United Creation Garments drafted CSR
regulations pertaining to various key areas like legal compliance,
labor conditions, prohibition of child labor and the environment
and regularly reviews these regulations. In 2005, it obtained CoC
(Chain of Custody) supplier certification regarding its CSR from
customers in Japan, the U.S. and Europe. When hiring, it checks
the government-issued identity cards of prospective employees
to ensure they are of legal working age. In terms of environmental
performance, the company has identified manufacturing waste ─
wastewater from washing, textile waste such as cotton waste as
well as packaging waste like bags
and boxes ─ as the main source
of its environmental impact. The
company properly treats waste
and has installed wastewater
treatment equipment to prevent
pollution.
When the company was established in 1997, it was initially engaged
only in trading. In 2003, however, it built a factory and began
producing mainly casual wear for the Japanese market. Today,
it employs around 600 people, with an average age of 30 years
old. In 2006, the company obtained ISO 9001 and ISO 14001
certification as well as CoC certification from major customers and
also undergoes several audits each year. All employees belong to a
labor union, which negotiates changes in working hours and other
terms and conditions of employment with the company. Nantong
Sunrise Industrial and Commercial regards prevention as of
paramount importance in terms of safety management and carries
out maintenance of steam irons and other equipment and facilities
twice a month. Wires inside the factory have also been laid with
safety in mind. Wastewater and energy use (electricity, coal, etc.)
were identified as its main sources
of environmental impacts. The
company not only measures these
impacts but also works to lessen
them by implementing various
steps like cutting energy use
through employing energy-saving
lamps in factories.
Mitsubishi Corporation Sustainability Report 2009
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Supporting Regional Development Globally
──── MC’s Regional Contributions
MC’s Global Network
Accurately Assessing the Current State and Needs of Regional Communities,
Promoting Business and International Contribution Activities
In April 2008, MC launched a medium-term management plan called
INNOVATION 2009 that has as one of its main aims the acceleration
of efforts to tap into global growth. Under this plan, MC began
consolidating its strategic planning activities, and appointed a
Corporate Global Strategy Officer with responsibility for worldwide
strategic planning. This new strategic planning structure was needed
in order to respond and adapt to the global business environment
that has been in constant flux since the onset of the financial crisis
in September 2008. This move is based on the recognition that it is
increasingly important to further assess and understand various local
issues when developing business from one region to the next, and to
be more strategic in how we make business decisions and how we
fulfill our overall commitment to the communities where we operate.
As a global business enterprise, MC must think of how it can
support the countries and regions where it conducts business over
the medium and long terms. MC’s business units both in Tokyo
and around the world are working in a coordinated and cohesive
manner to integrate business strategy and philanthropy in order to
more effectively use our core competencies to help solve various
local issues. Moving forward, MC will leverage its extensive global
network to identify social trends and understand the needs of local
communities where we operate, and we will strengthen our CSR
policies and philanthropic programs accordingly to make them more
effective.
(As of May 1, 2009)
● Office ■ Overseas Regional Subsidiary (Main and branch offices)
Offices: In Japan: 34, Overseas: 200 (In addition, there were 34 Project Offices)
Europe
& CIS
Japan
Middle East
Asia
& Oceania
Latin
America
Africa
Europe & CIS,
Middle East
& Africa
Europe & CIS
In Western Europe, MC is maintaining and strengthening its core
businesses in metals, machinery, chemicals, living essentials and other
areas. In Central & Eastern Europe, Turkey, Russia, the Ukraine and
elsewhere, meanwhile, we are working hard to discover and develop new
projects. Key fields we are concentrating on include solar, wind and other
renewable energy, electric vehicles and next-generation batteries.
Furthermore, in addition to social contribution activities carried out
by each office to contribute to the region, in 1992 MC established the
Mitsubishi Corporation Fund for Europe and Africa (MCFEA). This fund is
conducting activities to promote environmental conservation, education
and research into the environment, and poverty alleviation. In terms of
activities for 2009, MCFEA will provide a grant for two years to support
a forest conservation project in Tanzania, and support the Wildfowl and
Wetlands Trust (WWT) for one year as part of a major initiative to save the
Madagascar Pochard, the world’s rarest species of duck. For details of
these and other activities of MCFEA, please visit the following website:
Web:
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Supporting the Permanent Galleries for Japanese
Culture at the British Museum (UK)
The British Museum and MC signed a 10-year sponsorship
agreement in January 2008 under which MC will be the sole
sponsor of the permanent galleries dedicated to Japanese
culture ＊1 in the Museum. The galleries will feature objects
from the Museum’s extensive Japanese collection, the most
comprehensive in Europe. Moreover, for a two-year period
from September 2008, Mitsubishi Corporation (UK) Plc. will
provide support for a special project manager. This manager
will promote various programs related to the permanent
galleries and special Japan exhibits,
including holding public seminars,
academic symposiums, artists’
exhibitions and workshops for
children.
＊1: The Mitsubishi Corporation Japanese Galleries
Africa
In addition to engaging in commercial
transactions in automobiles, general
merchandise, foods, chemical raw
materials and other products, we are
active in infrastructure development,
which will be essential to regional growth.
We are also focusing on projects that
may come to fruition in the future with
an eye on securing metals and energy
resources. Given the extent of the need
for sustainable economic development in
Africa, we are also promoting CSR and
environmental activities as important
aspects of our business strategy in this
region.
Besides developing and trading energy
resources, we continue to engage in
petrochemical, chemical fertilizer and other
businesses. With countries in the Middle
East introducing new energies as part of their
national strategies, we also see opportunities
to contribute to regional development in the
infrastructure and environmental businesses.
Youth Center Extends a Helping Hand
to Disadvantaged Children
North
America
China
Middle East
MC and leading Egyptian conglomerate
Orascom Telecom have teamed up to
support a program for helping street
children. A signing ceremony for the project
was held in September 2008. In the fiscal
year ended March 31, 2009, MC donated
¥12 million to help build a youth center and
fund educational programs in Egypt, where
the issue of street children has become a
major social problem. Built alongside the
Suez Canal, the new youth
center offers one-on-one
counseling and brings in
specialist social workers to
participate in educational
programs.
Regional Contribution in Mozambique
MC is a shareholder in Mozal S.A.R.L (MOZAL) ＊2, an aluminum smelting
company in Mozambique. MOZAL is devoted to giving back to the
local community and every year US$5 million from business profits is
contributed to Mozal Community Development Trust (MCDT). MCDT
supports small businesses, helps build social infrastructure and provides
assistance in various areas such as public health, education, sports
and cultural initiatives. The education field is a special area of focus and
so far MCDT has built 10 elementary schools and 1
junior high school. In December 2008, construction
of a schoolhouse for an industrial high school was
completed. Activities are continuing with the goal of
eventually building industrial high schools in all 10 of
Mozambique’s provinces.
＊ 2: MOZAL’s shareholders are MC, global resources major BHP
Billiton Ltd., the government of Mozambique, and the Industrial
Development Corporation of South Africa Ltd.
www.mcfea.org
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Supporting Regional Development Globally ── MC’s Regional Contributions
China
Europe
& CIS
Japan
North
America
China
Middle
East
Japan
Asia
& Oceania
Latin
America
Africa
Americas
North America
The U.S. has slipped into recession due to the financial
crisis that began in the fall of 2008. However, the Obama
administration has moved to rebuild the country, in part,
by promoting a green economic development agenda, with
increased federal government support for the development
of renewable energy and other businesses that address
pressing environmental concerns. While establishing a
firmer footing in existing businesses, we will focus on
developing new business in anticipation of changes that
are being implemented to revive and reshape U.S. industry
going forward.
In January 2008, Mitsubishi International Corporation
(MIC) established the position of Chief Sustainability
Officer (CSO) for North America, reflecting MC’s overall
commitment to conducting business in a more socially and
environmentally sustainable manner. Among the activities
in the fiscal year ended March 31, 2009, environmental
and CSR surveys and SWOT analyses were conducted in
all divisions and an internal CSR education program was
initiated. In December 2008, MIC also announced a CSR
vision for North America. In April 2009, Koichi Komatsu
was appointed president of MIC and also took over as
CSO. The following June, MIC ran its first-ever CSR
education program for senior executives in North America.
In addition, employees continue to actively take part in
volunteer activities and through Mitsubishi Corporation
Foundation for the Americas (MCFA), MIC is supporting
environmental conservation programs on an ongoing
basis. For more information about the activities of MCFA,
please go to the following website:
Web:
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www.mcfamericas.org
The strength of MC’s branches and branch
offices in Japan is that they operate on the
cutting-edge of business. They leverage this
strength to detect developments in regional
industries and customers in response to
changes in economic conditions, and based
on this information work with MC Group
companies throughout Japan to better serve
customers. In this way, they are strengthening
core businesses as well as developing
promising fields.
International Student Scholarships
Support for a Seasonal Exhibition
at The New York Botanical Garden
─ Kiku: the Art of the Japanese Chrysanthemum ─
MIC was a presenting sponsor for two years of a seasonal
exhibition displaying the art and beauty of Japanese
chrysanthemums at The New York Botanical Garden. This
exhibition showcased traditional styles of growing the
Japanese chrysanthemum, while also highlighting the artistry
of traditional Japanese gardens and bonsai techniques. MIC
was instrumental in drumming
up support to make the
exhibition a success, including
soliciting donations from the
Japanese business community
in New York.
Latin America
Latin America is blessed with an
abundance of metal and energy
resources, as well as food
resources, and its importance
as a source of vital natural
resources has been growing.
Besides continuing to discover
new business opportunities in
energy and mineral resource
development, we plan to focus
on new energy, environment and
water-related businesses as well
as strategic CSR activities that
will help facilitate sustainable
development in the region.
Since 1991, MC has provided scholarships
to international students attending
Japanese universities (undergraduate
and graduate school levels). In the fiscal
year ended March 31, 2009, MC provided
support to 105 international students.
Furthermore, during the year, 18 schools
in 12 countries were added to the MC
International Scholarship program, which
now totals 29 schools in 22 countries. In
addition, MC held informal get-togethers
with the students at its headquarters
and branches in the Kansai, Chubu and
Kyushu areas.
Tree-Planting Project in Guizhou, China
The China Green Foundation, one of China’s largest NGOs, aims
to contribute to environmental conservation through support for
afforestation activities on a national level to prevent desertification
and soil erosion. It is also contributing to economic development in
impoverished areas through the harvesting of fruit trees and other
activities. MC donates to projects organized by this foundation. At
the end of February 2008, 40 MC staff members from 12 offices
across China, including Beijing, Shanghai and Guangzhou, gathered
to take part in a greenification project in Kaili, Guizhou, one of the
foundation’s projects. This was a rare opportunity for the staff
members to meet each other, and work together to plant the trees.
It was also an opportunity to talk
with local government authorities
and local residents.
Asia
& Oceania
Despite the difficult economic environment, we are working
to promote infrastructure projects, as well as businesses that
target domestic demand in the region, which are relatively strong
and still growing. At the same time, we continue to develop the
resource and energy fields and are strengthening our hand in new
fields such as environment, new energy and agriculture in order
to lay down the foundations for future growth. Ongoing efforts to
bolster partnerships with important customers are another aspect
of our strategy in the region as we seek to develop international
contribution activities that align with regional needs.
Supporting Agricultural Development in India
Assisting Coffee Plantations
in Colombia
As an environmental and CSR
activity in the field of agriculture,
since 2003 MC has been supporting
small coffee bean growers in
Colombia in a government-led
project intended to promote safe
and sustainable livelihoods. MC is
providing financial support totaling
US$1 million over 10 years to the
joint business project involving the
office of the Colombian president,
the National Federation of Coffee
Growers of Colombia (FNC) and
regional communities. The funds will
MC is expanding transactions in growing domestic markets in China,
exporting competitive Chinese-made products and engaging in
other activities in China in cooperation with leading local companies.
We are aiming to create businesses in a variety of fields, such
as infrastructure, a focus of the Chinese government, as well as
medicine, education, the environment, energy conservation and the
service industry, to contribute to China’s further progress.
be allocated to 2,880 small farming
families in 10 cities in 7 provinces for
three purposes: increasing quality
and productivity; farmer education
and training; and environmental
protection.
In November 2008, MC began a program through the MS
Swaminathan Research Foundation＊3 to contribute to the
development of agriculture in India. Under the program, which
aims to eradicate poverty, improve the living standards of farmers
and increase the productivity of agriculture, MC will contribute
US$150,000 a year over 5 years to the Foundation. In the fiscal
year ended March 31, 2009, MC supported
a training development program for
ethnic minorities in the Koraput district of
Orissa in the eastern part of India, where
agriculture is a way of life. Activities for
future fiscal years will be decided each
year in consultation with the Foundation.
＊3: A foundation established in New Delhi in 1988 by Dr. MS Swaminathan, who is
referred to as the father of India’s “green revolution.”
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