SUSTAINABILITY REPORT 2023

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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Contents
Editorial Policy.......................................................................................................................................................................03
Corporate Overview..........................................................................................................................................................04
Commitment of Top Management......................................................................................................................06
Corporate Philosophy and Policy...........................................................................................................................08
Sustainability Management.......................................................................................................................................09
Corporate Strategy and Sustainability.............................................................................................................12
MITSUBISHI MOTORS’ Materiality...........................................................................................................................15
Stakeholder Engagement............................................................................................................................................22
Feature: MITSUBISHI MOTORS’ Taking on the Challenge of Becoming Carbon Neutral....25
ESG Performance Report
Environment............................................................................................................................................................................29
Environmental Plan Package....................................................................................................................................30
Environmental Management....................................................................................................................................33
Responding to Climate Change and Energy Issues....................................................................................36
Resource Recycling Initiatives.................................................................................................................................54
Prevention of Pollution.................................................................................................................................................57
Conservation of Water Resources.........................................................................................................................61
Preservation of Biodiversity......................................................................................................................................63
Social..............................................................................................................................................................................................65
Delivering Products Which Help Prevent Traffic Accidents..................................................................66
Improvement of Product, Sales, and Service Quality...............................................................................70
Contribution to Local Economy through Business Activities..............................................................76
Human Resources Management............................................................................................................................79
Promotion of Work Style Reforms in Response to the New Normal  
(Diversity, Work-Life Balance)..................................................................................................................................81
Stepping up Human Resource Development.................................................................................................85
Promoting Occupational Health and Safety...................................................................................................88
Respect for Human Rights.........................................................................................................................................91
Achieving a Sustainable Supply Chain................................................................................................................95
Promoting Social Contribution Activities..........................................................................................................99
Governance............................................................................................................................................................................104
Corporate Governance...............................................................................................................................................105
Executive Remuneration..........................................................................................................................................109
Internal Control...............................................................................................................................................................110
Risk Management.........................................................................................................................................................111
Compliance........................................................................................................................................................................112
Members of the Board...............................................................................................................................................117
ESG Data...................................................................................................................................................................................118
Environmental Data Related to Products and Business Activities...............................................118
Human Resource-Related Data...........................................................................................................................122
Governance-Related Data.......................................................................................................................................125
GRI Standards Reference Chart...........................................................................................................................126
Third-Party Assurance.................................................................................................................................................136
Third-Party Opinion.......................................................................................................................................................137
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Purpose of Publication
MITSUBISHI MOTORS publishes the Sustainability Report to comprehensively and continuously 
inform stakeholders and promote an understanding of the MITSUBISHI MOTORS Group’s sustain-
ability approach and initiatives.
Scope of This Report
MITSUBISHI MOTORS CORPORATION and its Group companies in Japan and overseas
Period Covered and Reporting Frequency
Period covered: FY2022 (April 1, 2022 to March 31, 2023) 
When appropriate, the Report also includes some historical and recent data 
from outside the reporting period.
Reporting frequency: Once each year
Date of Publication
October 31, 2023
Reference Guidelines
• GRI Standards (Global Reporting Initiative)
• Task Force on Climate-related Financial Disclosures (TCFD)
• Environmental Reporting Guidelines (2018 edition) issued by the Ministry of the Environment  
of Japan
Inquiries
MITSUBISHI MOTORS CORPORATION
Sustainability Promotion Department
1-21, Shibaura 3chome, Minato-ku, Tokyo, 108-8410
TEL. +81-3-3456-1111
Disclaimer
MITSUBISHI MOTORS’ current plans, strategies, assurances, business forecasts, and other non-
historical matters indicated in this Sustainability Report include future predictions as of the time 
of publication.
Please note that these expectations, predictions, and forecasts include risk and volatility factors 
and hypotheses, and may significantly diverge from actual future results.
Editorial Policy
l Integrated Report 
https://www.mitsubishi-motors.com/en/investors/library/anual.html
l Corporate Governance Report 
https://www.mitsubishi-motors.com/en/sustainability/pdf/governance.pdf
System for Disclosing Information on Sustainability
l Global Website: “Sustainability” 
https://www.mitsubishi-motors.com/en/
sustainability/
 Sustainability Report
• Sustainability (ESG) 
infomation
• Focus on information that 
is comprehensive and 
continuous
Financial information
Non-financial information
Integrated and 
concise 
information
Specialized and
Comprehensive
 information
This Report
 Integrated Report
• Financial and non-financial 
information with a direct 
connection to the 
Company’s management 
strategy
• Focus on information that 
is integral and concise
INTEGRATED REPORT
2023
For the year ended March 31, 2023
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Performance Highlights
(million yen)
FY2018
FY2019
FY2020
FY2021
FY2022
Net Sales
2,514,594
2,270,276
1,455,476
2,038,909
2,458,141
Operating Income
111,815
12,788
(95,321)
87,331
190,495
Ordinary Income
119,850
(3,843)
(105,203)
100,969
182,022
Net income  
attributable to  
owners of the parent
132,871
(25,779)
(312,317)
74,037
168,730
Production Volume by Region
(Thousands of units)
FY2018
FY2019
FY2020
FY2021
FY2022
Japan
661
620
367
420
457
Overseas
780
717
447
604
562
   Asia
752
697
434
579
542
   Others 
28
20
13
25
20
Total
1,441
1,337
814
1,024
1,019
Sales Volume by Region
(Thousands of units)
FY2018
FY2019
FY2020
FY2021
FY2022
Japan
104
95
73
75
92
Overseas
1,140
1,032
728
862
742
   North America
173
160
113
156
133
   Europe
236
215
144
131
61
   Asia
481
433
294
331
310
   Oceania
102
88
72
97
88
   Others
148
136
105
147
150
Total
1,244
1,127
801
937
834
Global Sales and Production Volumes
FY2022
Production
Results
(Thousands
of units)
1,019
Japan
45%
Overseas
55%
Asia
53%
Asia
31%
Others
24%
Others 2%
FY2022
Sales Results
(Thousands
of units)
834
Japan
11%
Overseas
89%
Europe
7%
North
America
16%
Oceania 11%
Corporate Overview (As of March 31, 2023)
Company Name
MITSUBISHI MOTORS CORPORATION
Established
April 22, 1970
Head Office
1-21, Shibaura 3 chome, Minato-ku, Tokyo, 108-8410
Business Description
MITSUBISHI MOTORS Group carries out development, 
production and sales of vehicles and vehicle parts and 
engages in the financial businesses.
Brand Name
MITSUBISHI MOTORS
Capital Stock
¥284,382 million
Number of Shares 
Issued and Outstanding 
(Common Stocks)
1,490,282,496 (including treasury stock)
Group Companies
Consolidated Subsidiaries: 35
Equity-Method Affiliates: 17
Number of Employees
Consolidated: 28,428  Non-consolidated: 13,671
Please see our global website for details on product information.
https://www.mitsubishi-motors.com/en/products/
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Principal Facilities
Head Office
Vehicle Production Facilities
Power Train/Part Production Facilities
Development/Design Facilities
Tokachi Research & 
Development Center
PCMA Rus
Mitsubishi Motor R&D Europe GmbH
(MRDE)
GAC Mitsubishi Motors Co., Ltd. (GMMC)
Mitsubishi Motors (China) Co., Ltd. 
(MMCh)
Japan
Mitsubishi Motors
Vietnam Co., Ltd. (MMV)
Mitsubishi Motors Philippines
Corporation (MMPC)
Asian Transmission
Corporation (ATC)
Mitsubishi Motors Krama Yudha
Indonesia (MMKI)
Mitsubishi Motors (Thailand) 
Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)
Mitsubishi Motors R&D of America, Inc.
(MRDA)
Head Office
Tokyo Design
Okazaki Plant
Research & Development Center
EV Research & Development Center
Design Center
Kyoto Plant - Kyoto
Kyoto Research &
Development Center
Mizushima Plant
Kyoto Plant - Shiga
Japan
Worldwide
Production 
Facilities
Vehicles
Japan, China, Thailand, Indonesia, the Philippines, Vietnam and Russia
Power Train/Parts
Japan, China, Thailand and the Philippines
Development/Design Facilities
Japan, United States, Germany, China and Thailand
Growth Drivers
ASEAN, Oceania
Concentrate management re-
sources into these core business 
regions, and aim to grow sales 
volume, market share and revenue
Leverage Regions
Latin America,  
Middle East / Africa
Second pillar of business  
development maximizing use of 
ASEAN products
Advanced Technology  
Promotion Regions
Japan, North America,  
Europe, China
Move to advanced  
technologies by leveraging  
the Alliance / partners
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Commitment of  
Top Management
In recent years, issues concerning sustainability, such 
as responding to climate change and respecting human 
rights, have become increasingly important to corpo-
rate management. Additionally, the development of 
technologies such as AI and IoT is drastically transform-
ing the concept of automobiles traditionally a means of 
transportation for people and goods, and the automo-
tive industry is heading into a major transition era.
	
While the future outlook remains uncertain due to 
factors such as rising raw material and labor costs, as 
well as volatile exchange rates, MITSUBISHI MOTORS will 
strive to address global challenges such as achieving 
carbon neutrality, building a sustainable mobility busi-
ness, and establish a workplace where respects human 
rights and enables diverse human resources to thrive. 
We will continue to tackle the challenge of “transform-
ing ourselves” and the challenge of “strengthening our 
management foundation to adapt to the new era.”
	
Furthermore, we will thoroughly refine Mitsubishi 
Motors-ness, which is “The provision to customers of 
a fulfilling mobility life that awakens their adventurous 
spirit on the basis of reliability backed up by technol-
ogy that achieves “Eco-friendly x Safety Technology, 
Peace of Mind and Comfort,” and aim to achieve a sus-
tainable society and sustainable growth of our Group.
Taking on the Challenge of Achieving Carbon  
Neutrality by 2050
We recognize that responding to the global challenge 
of achieving carbon neutrality by 2050 is critical to 
determine the future of our company.
	
Positioning climate change countermeasures as 
one of the key issues in the development of our busi-
ness strategy, and by reflecting measures to respond 
to climate change risks and opportunities in the “En-
vironmental Plan Package” that defines the direction 
and targets of environmental initiatives and business 
strategies, we will take on the challenge of enhancing 
our resilience as a company by ensuring sustainable 
business growth and mitigating future risks.
	
Specifically, we have identified and evaluated 
long-term, medium-term, and short-term risks and 
opportunities, and have specified “tightening of fuel 
efficiency/CO2 and ZEV regulations,” “introduction and 
expansion of carbon pricing,” and “growing demand 
for electrified vehicles” as items with particularly 
large impact. For these items, we are analyzing the 
impact on our business and considering counter-
measures based on multiple scenarios published by 
international organizations.
	
Last year, we declared our commitment to achieve 
carbon neutrality by 2050 for the entire supply chain, 
and also launched the realization as part of Environ-
mental Vision 2050. Furthermore, this year, we have 
revised certain of our Environmental Targets 2030 
and set milestones toward achieving carbon neutrali-
ty by 2050.
	
We aim to achieve a ratio of 50% electrified ve-
hicle sales by FY2030, reaching 100% by FY2035. In 
order to meet the various needs of the global market, 
we will leverage the technologies of the Alliance and 
introduce optimal electrified vehicles (electric vehi-
cles, plug-in hybrid vehicles, and hybrid vehicles) in 
accordance with the energy situation and infrastruc-
ture development in each country and region at the 
appropriate time. Based on the new mid-term busi-
ness plan “Challenge 2025” announced in March 2023, 
we plan to introduce a total of nine electrified vehicle 
models over the next five years.
	
In terms of business operations, we have set a tar-
get to reduce CO2 emissions by 50% compared to the 
FY2018 level by FY2030. To achieve this goal, we will 
promote energy-saving activities and the introduc-
tion and expansion of renewable energy. Additionally, 
Commitment of Top Management
Thoroughly refining the “Mitsubishi Motors-ness,”  
for further growth and taking on challenges  
in the next era.
Takao Kato
Member of the Board 
Representative Executive Officer, 
President & CEO 
MITSUBISHI MOTORS CORPORATION
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Commitment of  
Top Management
we will collaborate with major suppliers and logistics 
companies to reduce CO2 emissions across the supply 
chain, promoting reductions in CO2 emissions at the 
phases of production and procurement of raw mate-
rials and parts, as well as in the logistics area, includ-
ing transportation of products. 
Pursuing the Potential of Mobility
In order to survive in this era of dramatic change, 
MITSUBISHI MOTORS will take on the challenge of 
digital transformation and explore new business 
initiatives. For example, we are conducting pilot ex-
periments utilizing used electrified vehicle batteries 
as storage batteries to adjust power supply and 
demand, as well as utilizing in vehicle batteries as 
emergency power sources during power outages 
caused by disasters. By exploring the potential of 
business opportunities such as energy management 
and battery utilization that are unique to an auto-
mobile manufacturer, we will build a foundation for a 
full-scale deployment.
Creating a Rewarding Work Environment and  
Promoting the Development of Human Resources
In order to achieve and enhance corporate value amid 
the rapidly changing business environment, it is cru-
cial for us to hire and develop talented individuals, as 
well as focusing on employee retention. It is import-
ant to create an environment where each individual 
can work with a sense of fulfillment, fully utilize their 
abilities, and thrive both physically and mentally. Rec-
ognizing that our employees are our greatest assets, 
we have identified “Promoting diversity and inclusion, 
and enhancement of employee engagement” as new 
materiality. In the process of identifying this materi-
ality item, our management team engaged in discus-
sions to ensure that it should be easily understand-
able and shared by all employees.
	
In order to support the new mid-term business 
plan, “Challenge 2025,” and further promote the ac-
tive participation of our employees in future growth, 
we have set directions for our talent strategy: “build 
a better place to work,” “enhance learning opportu-
nities/reskilling programs,” and “secure/cultivate a 
diverse workforce.” We will promote human resource 
development on these priority items.
Continuing to Strengthen Human Rights Initiatives
In order to achieve sustainable growth and expand our 
business globally, respect for human rights is essen-
tial. The Group has established a Human Rights Policy 
that prohibits discrimination and aims to eliminate 
unfair labor practices. Following the implementation 
of human rights assessments at our headquarters and 
three factories in Japan in FY2021, in FY2022 we con-
ducted our first human rights assessment overseas 
at Mitsubishi Motors (Thailand) Co., Ltd. (MMTh), a key 
production base in the ASEAN region. Through a hu-
man rights due diligence framework, we identify the 
negative impacts of our business activities on human 
rights and work to prevent such impacts.
	
With regard to respect for human rights in the 
complex supply chain of the automotive industry, we 
strive to ensure awareness through measures such 
as obtaining agreement from our business partners 
on our Supplier CSR Procurement Guidelines. We also 
conduct CSR assessments of our suppliers, using 
third-party agencies. In terms of sourcing raw materi-
als and producing parts, we collaborate with relevant 
business partners to address serious human rights vi-
olations such as child labor and forced labor and work 
to eliminate them. We will continue to strengthen our 
efforts, including those involving the supply chain.
Reinforcing Sustainability Management
Considering our belief that responding to sustainabil-
ity is a crucial priority for the Group’s management, 
we have appointed executive officers and department 
heads as responsible individuals for each materiality. 
As chairman, I oversee the progress of these efforts 
through the Sustainability Committee, and key issues 
such as climate change measures are deliberated and 
reported to the Board of Directors.
	
In addition, to heighten awareness among our 
executives, in FY2022 we added “CO2 emissions from 
business activities” and “employee engagement” as 
indicators for determining medium- to long-term 
performance-linked compensation.
	
Based on our Vision and Mission, and prioritiz-
ing compliance and continuously strengthening and 
enhancing our corporate governance are key man-
agement priorities. By meeting the expectations of 
our shareholders, customers, and all stakeholders, we 
aim to achieve sustainable growth and enhance our 
corporate value.
	
We will continue to be highly transparent and 
strengthen sustainable management throughout  
the company.
Takao Kato
Member of the Board
Representative Executive Officer, President & CEO
MITSUBISHI MOTORS CORPORATION
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Corporate Philosophy and Policy
MITSUBISHI MOTORS’ Philosophy System
Our company’s corporate activities are based on the 
“Three Principles,” which are positioned as the basic 
principles common to the Mitsubishi Group. For each 
employee, aim to realize the “Vision” through carry 
out the “Mission” by practicing the “MMC WAY*1” that 
shows the minimum necessary attitude and behavior 
and the “Global Code of Conduct*2” that all executives 
and employees must comply with.
	
We contribute to the realization of a sustain-
able society while deepening mutual understanding 
through dialogue with various stakeholders through 
business activities in each country and region cen-
tered on familiar products such as cars.
The “Three Principles,” which is the spirit of Mitsubi-
shi’s founding, is positioned as a fundamental philos-
ophy common to the Mitsubishi Group.
MITSUBISHI MOTORS has formulated our corporate 
vision and mission to serve as common guiding prin-
ciples for the employees of the MITSUBISHI MOTORS 
Group as we look toward the future. The automo-
bile industry is in a period of major change, and our 
business environment is also undergoing substantial 
changes. Under these circumstances, the Vision (the 
society we want to create) and Mission (how to real-
	
In the automobile industry, technological inno-
vations are being born one after another due to the 
diversification of power trains, the intelligence of  
cars, and the shift to IoT, and the role of automobiles 
has changed from “cars” as hardware to “mobility”  
as a whole transportation system. Under such a  
major transition, we are committed to research and 
develop the potentialities of mobility broadly and to 
provide all people with possible opportunities to go 
wherever they want, to see whatever they want, and 
meet whomever they want, at any time. The “Vision” 
includes our desire to promote new challenges and 
economic activities of individuals and contribute to 
the revitalization of society as a whole by streamlin-
ing and optimizing the movement of people.
MMC WAY
The attitudes and actions 
that each and every employee need to 
practice to fulfill our mission. 
VISION
The society
we want
to create
MISSION
How to realize the vision
Global Code of Conduct
Standards that all executives and
employees must comply with
*1: Please see page 79 for details on the “MMC WAY.”
*2: Please see page 112 for details on the “Global Code of Conduct.”
Mitsubishi Group Three Principles
Vision & Mission
Shoki Hoko
= Corporate Responsibility to Society
Strive to enrich society, both materially and spiritual-
ly, while contributing towards the preservation of the 
global environment.
Shoji Komei
= Integrity and Fairness
Maintain principles of transparency and openness, con-
ducting business with integrity and fairness.
Ritsugyo Boeki
= Global Understanding through Business
Expand business, based on an all-encompassing  
global perspective.
ize the Vision) specify how we become more proactive 
to exert a positive influence on society.
VISION
Create vibrant society by realizing the potential of mobility
MISSION
1. Provide new experiences for our customers with cre-
ative products and service excellence.
2. Make positive contributions to the sustainable devel-
opment of our society.
3. Act sincerely as a trusted company.
4. Enhance stakeholder value by leveraging the Alliance.
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Sustainability Management
Interest toward realizing a sustainable environment, 
society and economy has been growing, as is illus-
trated by such initiatives as the Sustainable Develop-
ment Goals (SDGs) adopted by the United Nations, the 
Paris Agreement going into effect and growing ESG 
investment. In recent years, corporate initiatives have 
also placed a growing emphasis on these areas.
	
In particular, on the environmental front, climate 
change and energy problems are becoming more se-
rious worldwide, and the automotive industry is see-
ing changes on a scale said to occur only once in 100 
years. These changes include new technologies, such 
as connectedness and autonomous driving, as well as 
car sharing and other new business models.
	
MITSUBISHI MOTORS recognizes that various chal-
lenges in the environmental, social, and governance 
fields pose risks to the Company’s sustainable growth. 
At the same time, the Company views tackling soci-
etal issues as an opportunity for new business and 
strives to mitigate risks such as reducing greenhouse 
gases from its business activities. 
We have established the Sustainability Committee, 
which is chaired by the executive officer, president & 
CEO, to promote sustainability initiatives throughout 
the MITSUBISHI MOTORS Group. MITSUBISHI MOTORS 
has identified material issues as important issues 
that we should wrestle from various problems in the 
environmental, social, and governance fields. The 
Sustainability Committee confirms the risks and op-
portunities identified from a long-term perspective 
by those responsible for each materiality initiative.
	
At the same time, the Sustainability Committee 
deliberates and decides on initiative targets based 
on the external environment and stakeholder needs 
and expectations from a medium-term perspective, 
and uses the PDCA cycle by checking progress. 
	
We have a structure in which important matters 
such as reviewing material issues and the overall 
status of sustainability activities are deliberated and 
reported by the Board of Directors.
Overview of Sustainability Committee  
Board of Directors
Executive Committee
Sustainability Committee
(Administrative office: Sustainability Promotion Department)
Group companies
Deliberation
and Reporting
Deliberation
and Reporting
Plan
Summary of the previous fiscal year ➡
Formulation of plans for
the current fiscal year
Check
Progress of the plan for the fiscal year / 
Revision of the plan
Action
Do
Related internal divisions
Sales division
Corporate division
Product strategy,
engineering, and
TCS division
Production and
procurement divisions
Approach to Sustainability
Framework for Promoting Sustainability
Proceedings
On the environmental front, the Sustainability Com-
mittee discusses our efforts to achieve carbon neu-
trality, which is a global issue, and to enhance dis-
closure in line with the Task Force on Climate-related 
Financial Disclosures (TCFD) Recommendations. On 
the social front, we discuss initiatives involving human 
rights, which are an area companies are increasingly 
being called upon to address.
	
We provide timely disclosure of the Sustainability 
Committee’s proceedings on our website. Please refer 
to the following.
WEB  https://www.mitsubishi-motors.com/en/sustainability/
management/susc-summary/
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
<Meetings convened> 3 times
<Principal matters for deliberation and reporting>
	 • Review of material issues
	 • Review of FY2021 initiatives on the material 
issues and activity plans for FY2022
	 • Initiatives to achieve carbon neutrality
	 • Response to the TCFD recommendations
	 • Human rights initiatives
	 • FY2022 disclosure policy
	 • Initiatives to foster a sustainability mindset, etc.
FY2022 Achievements of  
the Sustainability Committee
Sustainability Committee members (As of July 2023)
Category
Position or Scope of Authority
Chair
Executive Officer, President & CEO
Vice-chair
Executive Officer (responsible for Internal Control Promotion/General Administration/Corporate Affairs)
Committee  
members
Executive Officer, Executive Vice President (responsible for Engineering/Product Strategy/TCS*1/Design)
Executive Officer, Executive Vice President (responsible for Sales)
Executive Officer, Executive Vice President (CFO)
Senior Executive Officer (responsible for Corporate Governance)
Senior Executive Officer (responsible for Production/Procurement)
Corporate Officer, Division General Manager, Corporate Strategy Management Division 
Division General Manager, PD*2 Office
Person in Charge of Materiality Initiatives
Material Issue Targeted
*Indicates leaders of initiatives from multiple divisions
Executive Officer (responsible for Product Strategy), 
Division General Manager, Product Strategy Division Responding to Climate Change and Energy Issues
Corporate Officer, Division General Manager, Human 
Resources Division
“Promoting diversity and inclusion, and enhancement of 
employee engagement” 
Stepping up Human Resource Development
Promoting Occupational Health and Safety
Corporate Officer, Division General Manager, Mobility 
Business Division
Responding to Climate Change and Energy Issues
Corporate Officer, Division General Manager, EV 
Powertrain Engineering Development Division 1
Responding to Climate Change and Energy Issues
Resource Recycling Initiatives
Corporate Officer, (responsible for ASEAN & Oceania) Contribution to Local Economy through Business Activities*
Division General Manager, General Administration, 
Sustainability Division
Responding to Climate Change and Energy Issues*
Resource Recycling Initiatives*
Promoting Social Contribution Activities*
Division General Manager, Vehicle Engineering De-
velopment Division 1
Delivering Products which Help Prevent Traffic Accidents
Resource Recycling Initiatives
Prevention of Pollution
Division General Manager, Production Engineering Division Contribution to Local Economy through Business Activities
Division General Manager, SCM*3 Division
Responding to Climate Change and Energy Issues
Division General Manager, Internal Control Promotion Office Strengthening Governance and Ensuring Compliance
Division General Manager, TCS*1 Division
Improvement of Product, Sales, and Service Quality*
Division General Manager, Production Strategy Plan-
ning Division
Responding to Climate Change and Energy Issues
Resource Recycling Initiatives
Division General Manager,  
Procurement Management Division
Responding to Climate Change and Energy Issues
Achieving a Sustainable Supply Chain
Division General Manager, Global Sales Development Division Improvement of Product, Sales, and Service Quality
Division General Manager, Global After Sales Division Improvement of Product, Sales, and Service Quality
Division General Manager, Domestic Sales Division
Improvement of Product, Sales, and Service Quality
Promoting Social Contribution Activities
Observers
Members of the Board and the Audit Committee
Corporate Officer Division General Manager, Legal & Corporate Governance Division
Audit Committee Office, Assistant to Full-Time Members of the Audit Committee
General Manager, IR Office of Corporate Strategy Management Division
General Manager, Public Relations Department
General Manager, Financial Planning Office
*1 Total Customer Satisfaction   *2 Program Director   *3 Supply Chain Management
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
In May 2019, MITSUBISHI MOTORS announced its sup-
port for the United Nations Global Compact (UNGC), 
the universal principle regarding human rights, labor, 
the environment and anti-corruption advocated by 
the United Nations. The UNGC are voluntary behav-
ioral principles for companies and organizations that 
were proposed by then-Secretary-General Kofi Annan 
at the World Economic Forum (Davos Conference) in 
1999. As a global company, we believe that respect 
for human rights and anti-corruption initiatives are 
very important. Accordingly, that same year we par-
tially revised the MITSUBISHI MOTORS Global Code 
of Conduct, clarifying our efforts related to respect 
for human rights and anti-corruption. In addition, we 
have established a Human Rights Policy that commits 
us to promoting business activities that emphasize 
human rights.
	
Based on the 10 principles of the UNGC, as a good 
corporate citizen we will continue our activities toward 
the realization of the sustainable growth of society.
	
Please see the following for specific activities in 
the four areas stipulated in the Global Compact.
Human rights	
: P91-94
Labor	
: P88-90
The environment	: P29-64
Anti-corruption	 : P115
MITSUBISHI MOTORS conducts penetration activities 
throughout the year so that executives and employ-
ees can deepen their understanding of sustainability 
and practice sustainability initiatives through their 
daily work. At the end of each fiscal year, we conduct 
an employee awareness survey to confirm the degree 
of penetration. We use the survey results to strength-
en and improve each measure and reflect them in 
activities in the following fiscal year.
<Examples of Activities in FY2022>
• Online training related to sustainability in general 
6,927 participants
• Training on overall sustainability tailored to each  
job rank 
Conducted 19 times 
(Entry-level employees, mid-career employees, 
manufacturing staff candidates, newly appointed M2 
employees <Managers>, newly appointed M1 em-
ployees <General Managers>)
• Distribution of messages from management related 
to sustainability 
Distributed three times
• Distribution of a newsletter related to sustainability 
Distributed six times
Instilling Sustainability Awareness  
within the Company
Participation in the United Nations 
Global Compact
Participation in External Organizations
External Initiatives Supported or Referred to
 Japan Business Federation (Keidanren)
 Japan Automobile Manufacturers Association, Inc.
 Society of Automotive Engineers of Japan, Inc.
 Global Compact Network Japan (GCNJ)
 United Nations’ Sustainable Development Goals (SDGs)
 United Nations Global Compact (UNGC)
 Core Labor Standards of the International Labour 
Organization (ILO)
 Organization for Economic Co-operation and Develop-
ment (OECD) Guidelines for Multinational Enterprises
 ISO 26000 Guidance to Social Responsibility
 Keidanren Charter of Corporate Behavior
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Corporate Strategy and Sustainability
In developing MITSUBISHI MOTORS’ mid-term busi-
ness plan, through internal activities called "15-Year 
Plan” with a global view of the world 15 years from 
now in mind, we established a road map in the three 
areas of technology, regional communities, and the 
mobility business. 
	
We believe that there are three major societal 
changes that will bring about significant transition in 
the environment surrounding the automotive industry 
over the next 15 years.
	
The first is the global challenge of climate change. 
In the automotive industry, we see advances in bat-
teries and biofuels as supporting the achievement of 
a carbon-neutral.
	
The second is the customer image. Generation Z, 
Formulating a Long-Term Road Map
who are digital natives and prioritize experience and 
empathy, will be the core automotive purchasing 
group and user group in future, and we believe that 
this will greatly change marketing and sales activities 
going forward. 
	
The third is the diverse and ever-evolving digital 
technologies. We recognize that incorporating these 
evolutions is essential for enhancing our competitive-
ness in areas such as autonomous driving, connected 
car service, and the mobility business.
Long-Term Road Map
2020
2025
2030
2035
Societal
Changes
Increased awareness of CN
Generation Z (prioritize Experience, Empathy, and Time Performance)
Digital Technology Evolution (Comms(5G/6G), DX, AI, Robotics, and Metaverse)
To Generation α...
Initiatives to achieve CN / Battery evolution
Mid-Term 
Business Plan
Vehicle
Electrification
Business
Form
Regional
Strategy
DX/
New Business
“Small but Beautiful”
Mainly ICE
Global rollout
Clarifying regional roles and securing profit for each region
Use of digital tech 
in business
Vehicle sales
After sales
Vehicle sales + securing profit in new business areas
Deeper collaboration with partners
(energy management, etc.)
Fully fledged rollout of new business using digital tech
Mainly HEV / PHEV / BEV
Mainly BEV
ICE / HEV / PHEV / BEV mixed
System upgrade
DX
Value chain expansion
New business challenges
Focus area selection
and role clarification
“Challenge 2025”
Please see page 7 of the presentation on our website for details of the Long-Term Road Map.
WEB  https://www.mitsubishi-motors.com/content/dam/com/ir_en/pdf/financial/2023/230310-2.pdf?20230808
Revised Targets
CO2 emissions from business activities  
(Total Emissions of Scope 1 and 2)
-40% → -50%
             (Compared to FY2014)     (compared to FY2018)
Added Targets
z Ratio of electrified vehicles sales   100% by FY2035
z Promoting CO2 emission reduction activities through 
collaborations with suppliers/transporters in the 
fields of procurement and logistics
z Provision of energy management services utilizing 
electrified vehicles and used batteries
In our previous mid-term business plan, “Small but 
Beautiful,” we emphasized strengthening environmen-
tal technologies with a focus on plug-in hybrid electric 
vehicles (PHEV). In November 2020, we announced the 
Environmental Plan Package (Environmental Policy, 
Revising Environmental Targets 2030
Environmental Vision 2050, and Environmental Targets 
2030) that sets our direction and targets for environ-
mental initiatives looking ahead to the next 30 years. 
	
In response to the increasing interest in carbon 
neutrality, in September 2022, we declared our com-
mitment to achieving carbon neutrality throughout 
our supply chain and revised our Environmental Vision 
2050 accordingly. Furthermore, in February 2023, we 
revised our Environmental Targets 2030, specifically 
raised our FY2030 business activities CO2 emissions 
reduction target by “- 50% compared with the FY2018 
level,” maintaining our current targets of “ - 40% 
compared with the FY2010 level” for average CO2 
emissions from new vehicles and “50% for FY 2030 “ 
for the electrified vehicles sales ratio, we have also 
established a lofty target of “100% in FY2035” for the 
electrified vehicles sales ratio. In order to solve the 
global issue of climate change, We will continue to 
make steady progress in these initiatives.
Please see page 31 for details on “Environmental Tar-
gets 2030.” 
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
We developed the new mid-term business plan, 
“Challenge 2025,” announced in March 2023, perform-
ing backcasting the road map for the technology, 
regional communities, and mobility business sectors 
outlined in our “15-Year Plan.” 
	
In “Challenge 2025,” we have set three major chal-
lenges to achieve the sustainable growth of MIT-
SUBISHI MOTORS amid the significant environmental 
changes that surround us.
	
Firstly, it is a regional strategy to establish a stable 
revenue base. We set the global market into three 
categories* and after clarifying the role of each re-
gion, we work to establish and strengthen the abso-
lutely stable revenue base.
Overview of Our New Mid-Term  
Business plan, “Challenge 2025”
The 3 major Challenges in “Challenge 2025”
	
Particularly in the ASEAN, which we have catego-
rized as a growth driver, from FY2023, we will roll out 
a series of new products that encapsulate “Mitsubishi 
Motors-ness.” We will work to improve the brand value of 
Mitsubishi Motors by closely linking those products and 
opportunities for customers to experience them. And in 
ASEAN countries we will grow the number of sales out-
lets, increase area coverage, improve store facilities and 
customer interaction methods, improve convenience for 
customers through digitalization, and take other actions 
to achieve quality improvement in both sales and services.
* We categorize our core business regions, the ASEAN and Oceania 
regions, as “GROWTH DRIVERS”; Latin America, the Middle East, 
and Africa, where we horizontally roll out our ASEAN products, 
as “LEVERAGE REGIONS”; and Japan, North America, and Europe, 
which need environmental technologies such as electrification, 
ADAS and other safety technologies, as well as the utilization of 
vehicle data among other things, as “ADVANCED TECHNOLOGY 
PROMOTION REGIONS.” 
Please see page 5 for details on “Principal Facilities.”
<Related materiality>
Please see page 70 for details on “Improvement of 
Product, Sales, and Service Quality.”
Please see page 76 for details on “Contribution to 
Local Economy through Business Activities.”
	
Secondly, it is “working towards carbon neutral-
ity.” As the automotive maker that was the first in 
the world to achieve mass production of BEV and 
SUV PHEV models, we will bolster our development of 
electrification technology, while collaborating within 
the Alliance. Over the next five years, we will roll out 
nine electrified vehicles in the market. Our numerical 
targets for the environment are set on a Tank-to-
Wheel basis. By combining the quietness and pleasant 
acceleration performance that are the attractive fea-
tures of electrified vehicles with durability and reliabil-
ity in technology and four-wheel control that forms 
our DNA, we will introduce to the market electrified 
vehicles that embody “Mitsubishi Motors-ness.” We 
will continue to work on car manufacturing that com-
bines ever-evolving IT and digital technologies with 
comfortable and advanced interior spaces, aiming to 
create a more attractive and fulfilling mobility life that 
awakens their adventurous spirit. Additionally, we will 
strengthen our efforts in further electrification, not 
only by reducing battery costs but also by minimizing 
cost of ownership for our customers through energy 
management and the reuse of used batteries. 
	
We will also aim to reduce emissions of green-
house gas that originate from our business activities. 
For details, please see the following
• ”Environmental Plan Package”: P30
• ”Environmental Targets 2030”: P31
• Materiality “Responding to Climate Change and Ener-
gy Issues”: P36
Establishment/ 
Strengthening of Absolutely 
Stable Revenue Base
Enhance profitability  
in ASEAN / Oceania
Business improvement in  
Advanced Technology  
Promotion Regions  
(Japan / North America / Europe)
Strengthening electrification 
development and Alliance for the 
2nd phase of xEV lineup  
enhancement (FY2026-2028)
Boosting action for  
Scope1-3 of CO2 reductions 
(Production/Procurement)
Data Sales
Battery Reuse
Energy Management
In-house IT infrastructure  
renewal / Digital Human Resources 
development
Enhance profitability in other 
regions with ASEAN products 
(Latin America, Middle East/Africa)
Digitalization / Expansion  
into New Business Areas
Working toward  
Carbon Neutrality
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
	
Thirdly, it is “digitalization/expansion into new 
business areas.” Based on the assumption that the 
digital natives who are Generation Z will become the 
core automotive purchaser and user group, we will 
renew our IT infrastructure in operations and go for-
ward with digital transformation.
	
Furthermore, we believe that electrification and 
the evolution of digital technology will provide op-
portunities for new business such as energy man-
agement and the data business. During the period of 
the new mid-term business plan, we will explore the 
possibilities of new business, and work to build an in-
frastructure for a subsequent full-scale undertaking.
	
As the business environment changes rapidly, the 
key for us to grow sustainably and achieve improved 
corporate value is “employees.” In FY2022, we had 
many discussions of the ideal standards for Mitsub-
ishi Motors. We updated our action guideline “MMC 
WAY,” by taking on ever more challenges that each 
and every one of our employees faces in uncharted 
areas with the aim of meeting the expectations of our 
stakeholders and contributing to the realization of a 
sustainable society. In order to establish a fulfilling 
workplace, foster talent, and ensure a diverse work-
force as the basis for implementing the “MMC WAY,” 
we will promote the following initiatives which are 
aligned with our management strategy.
<Strategic Human Resources Priorities >
z Build a better workplace
z Enhance learning opportunities/reskilling programs
z Secure/cultivate a diverse workforce
<Related materiality>
Please see page 79 for details on “Human Resources 
Management.”
“Mitsubishi Motors-ness”
In order to encourage customers to choose our prod-
ucts, we have redefined “Mitsubishi Motors-ness” in 
our new mid-term business plan, “Challenge 2025.” 
	
“Mitsubishi Motors-ness” means providing cus-
tomers with a fulfilling mobility life that awakens their 
adventurous spirit on the basis of reliability backed 
up by technology that achieves “Eco-friendly x Safety 
Technology, Peace of Mind and Comfort.” 
	
 We aim to bring joy to the lives of our customers 
by providing them with something new, not to men-
tion those who drive uncharted path, but also those 
simply want to expand their world a little even if they 
are anxious about driving. 
	
We will thoroughly refine our unique value, of “Mit-
subishi Motors-ness,” and convey to it to our custom-
ers to gain their understanding and empathy. In this 
way, we will strengthen our brand and promote the 
penetration of value-oriented businesses.
Pursuing “Mitsubishi Motors-ness”
Durability 
and  
Reliability
Four-wheel 
control 
(S-AWC) 
Comfortability
Reliable even in adverse conditions 
thanks to a design philosophy nurtured 
on almost all road surfaces and in almost 
all environments around the world
Provide innovative driving  
performance and reliability on 
almost any road surface
Excite drivers and passengers with 
a comfortable and advanced 
interior with ever-advancing IT
What is Mitsubishi Motors-ness? 
The provision to customers of a fulfilling mobility life that awakens their  
adventurous spirit on the basis of reliability backed up by technology that  
achieves “Eco-friendly x Safety Technology, Peace of Mind and Comfort”
Electrification
The world’s first mass-produced 
BEV and globally recognized PHEV 
at the core
Environmentally friendly 
and enable activities close 
to nature
Help contribute to carbon 
neutrality with  
Commercial EV
Enable our customers to 
experience an exciting  
adventure with confidence
Reliable and useful when 
needed in natural disasters, 
power cuts, etc.
Returning home with peace 
of mind from safety  
technology for just about 
every adventure
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
MITSUBISHI MOTORS’ Materiality
MITSUBISHI MOTORS, with recognition of importance 
of the United Nations Sustainable Development Goals 
(SDGs), identified material issues as the important issue 
that we should wrestle from various challenges in the 
fields of environment, social and governance in FY2018.
	
During the identification process, we conduct-
ed repeated examinations from the perspective of 
stakeholders’ concern and impact on the Company, 
and held hearings with experts. After that, we repeat-
ed discussions about our material issues at the Sus-
tainability Committee, and the decision was made at 
the Executive Committee.
	
In recent years, social trends related to sustainabil-
ity have changed substantially and rapidly. After care-
fully considering the most salient impacts our Com-
pany has on the economy, environment and human 
rights, we are flexibly reviewing material issues and 
enacting measures as necessary. We aim to respond to 
stakeholders’ needs and expectations as a result.
Flexibly Reviewing Materiality Based on  
Social Conditions and Awareness of Issues
In FY2020, in light of changes in social conditions due 
to the aggravation of environmental problems and the 
COVID-19 pandemic, MITSUBISHI MOTORS’ material is-
sues were reviewed after discussions at the Sustainabil-
ity Committee and resolved by the Board of Directors.
1. Materiality on “Environment”
The Environmental Plan Package, which we formulat-
ed in FY2020, positioned “Pollution prevention” as a 
priority environmental issue along with “Action to cli-
mate change” and “Resource circulation.” Accordingly, 
in terms of MITSUBISHI MOTORS’ materiality, we have 
raised the impact on our company of “Prevention of 
pollution” (on the horizontal axis of the figure) from 
“very high” to “extremely high.”
2. Materiality on “People”
In FY2020, considering our responses to the new nor-
mal triggered by the COVID-19 pandemic, we have re-
viewed the material issues of “Work style reform” and 
“Diversity” and merged them into “Promoting work 
style reform in response to new normal conditions 
(Diversity, Work-life balance).” Through the review, we 
have presented the directions to enhance organiza-
tional capabilities and corporate value by creating an 
environment where diverse employees can maximize 
their individual abilities and play an active role.
	
In FY2022, given the need to enhance human 
capital investment toward our sustainable growth 
and higher corporate value, after discussions in the 
Sustainability Committee, we reviewed our materi-
al issues and made the following resolutions in the 
Executive Committee.
	
The response to the material issues we set in 
FY2020, “Promotion of work style reforms in response 
to the new normal (diversity, work-life balance),” 
achieved certain results during the period of COVID-19 
pandemic by expanding flexible work styles based on 
remote work. As economic activity around the world 
has gradually returned to normal, we recognize that 
the need for employee engagement is more import-
ant than ever before. Understanding that “employees 
are capital that support the Company’s growth, we 
acknowledge the importance of recruiting and pro-
moting diverse talent, recognizing each individual's 
differences, and providing a workplace environment 
and equal opportunities where they can thrive. 
	
Based on this understanding, we have revised “Pro-
motion of work style reforms in response to the new 
We selected candidates, taking into consideration 
the SDGs, the GRI standards and external assess-
ments of the Company’s sustainability activities.
    Furthermore, we have set evaluation criteria to 
determine priorities based on the scope of im-
pact of our activities (boundary) and consistency 
with business risks.
Relevant individuals involved in practical-level 
operations within the company met multiple 
times to exchange opinions and confirm the 
priorities of measures from the perspective of 
impact on the company’s business.
Interviews were conducted with five experts who 
are familiar with social issues. We reviewed im-
portant issues that the Company should address 
from the perspective of its impact on society 
(economy, environment and people). 
The Sustainability Committee verified the mate-
riality matrix that reflects internal and external 
opinions, and Executive Committee gave its final 
approval. We also set KPIs for each material is-
sues and assigned people to oversee them.
Identification Process
Sorting through Issues and Setting Evaluation Standards
Internal investigation
Interviews with outside experts
Deciding the Materiality and Setting KPIs
STEP
1
STEP
2
STEP
3
STEP
4
Identifying and Reviewing Materiality
normal (diversity, work-life balance)” to “Promoting 
diversity and inclusion, and enhancement of employee 
engagement” and have indicated a direction to further 
strengthen initiatives related to human resources.
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
The Materiality Identified
High
Very high
Extremely high
Impact of the Company on society (economy, environment and people)
Extremely high
Very high
High
: Environment
E
: Social
S
: Governance
G
Resource recycling initiative (P54)
Prevention of pollution (P57)
Strengthening human resource development (P85)
E
E
S
S
S
G
S
S
E
S
S
Responding to climate change and energy 
issues (P36)
Delivering products which help prevent traffic 
accidents (P66)
Improvement of product, sales, and service 
quality (P70)
Contribution to local economy through 
business activities (P76)
Promoting diversity and inclusion, 
and enhancement of employee engagement*
Strengthening governance and ensuring 
compliance (P104)
E
Preservation of biodiversity (P63)
Promoting occupational health 
and safety (P88)
Promoting social contribution 
activities (P99)
Achieving sustainable 
supply chain (P95)
Conservation of water 
resources (P61)
E
E
S
Impact on the Company’ s business
* Please see page 81 for details on “Promoting work style reform in response to new normal conditions (Diversity, Work-life balance)”
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
Targets
l 12.4
l 12.5
Target
l 3.9
Target
l 6.3
Targets
l 8.7
l 8.8
Targets
l 12.4
l 12.5
Target
l 3.9
Target
l 6.4
Target
l 15.5
Target
l 8.8
Target
l 15.4
Target
l 13.1
Target
l 10.2
Target
l 11.5
Target
l 3.6
Target
l 4.4
Target
l 8.5
Targets
l 5.4
l 5.5
Target
l 8.7
Target
l 16.5
Targets
l 12.2
l 12.5
Target
l 10.2
Targets
l 9.2
l 9.4
Target
l 4.4
Target
l 13.1
Target
l 17.7
Target
l 11.5
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
MITSUBISHI MOTORS needs to reinforce its manage-
ment base in order to respond to the various changes 
taking place in the automotive industry, look at the 
business environment from a long-term perspective, 
and respond to medium- to long-term risks and op-
portunities. To achieve these goals, we recognize the 
importance of setting annual targets on materiality 
initiatives from a medium- to long-term perspective.
	
In FY2021, we took the following steps to set an-
nual targets for individual materiality initiatives.
	
First, we took a long-term perspective, using 30 
years as our time horizon (the period used when for-
mulating Environmental Vision 2050) for responding 
to environmental issues we consider essential in order 
to conduct business activities. In the Environmental 
Policy, we particularly focused on climate change, re-
source circulation and pollution prevention. For other 
material issues, we looked ahead to 2030, which is the 
target year for the United Nations’ Sustainable De-
velopment Goals (SDGs). We clarified the social issues 
(risks) the Company recognizes from a long-term 
perspective, as well as the effects (opportunities) that 
could be obtained by addressing these issues. After 
deliberating with the division general managers in 
charge of implementing the material issues, we clari-
fied the direction of response.
	
Looking from the medium-term perspective, or 
three years into the future, we worked with the divi-
sion general managers responsible for implementing 
the material issues to identify the external environ-
ment and stakeholders’ needs and expectations. We 
Medium Term (Next Three Years)
We consider stakeholders’ needs, 
expectations, and the direction of our 
initiatives in light of the external 
environment over the medium term, 
taking into account our mid-term business 
plan or looking forward three years.
Long Term
Policies and directions in responding 
to long-term risks and opportunities
2025
2024
2023
2026
2040
2022
2050
2030
Annual Targets
KPIs and targets for 
material issues 
in FY2023
Backcasting
Reflecting Medium- to Long-term Perspectives when Setting Annual Targets Related to Materiality
then set medium-term action targets. The Sustain-
ability Committee deliberated the medium- to long-
term aspects of respective material issues, including 
risks and opportunities, as well as the appropriate-
ness of the annual targets and indicators.
	
Starting FY2022, we have been reviewing the 
medium to long-term aspects of each material issue 
and setting annual targets and indicators. We are 
progressing with our initiatives based on this review. 
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Materiality
Risks
Opportunities
Impacts
E
Responding to  
Climate Change and 
Energy Issues
z As regulations on fuel economy, CO2 and ZEVs* are strengthened, 
failure to comply could make the Company susceptible to fines, credit 
costs or increasing costs for technology development to achieve 
regulatory compliance.
z The Company could incur higher procurement costs, such as for elec-
tricity and raw materials, due to the introduction of carbon taxes or 
other carbon pricing.
z More frequent and intense meteorological disasters that damage pro-
duction facilities or supply chain interruptions could halt production.
z We could increase sales by enhancing our lineup 
of electrified vehicles and other products that help 
reduce CO2 emissions.
z We could meet new demand for emergency power 
sources for use during meteorological disasters.
z We will contribute to the realization of a 
society more resilient to climate change as 
we move toward net-zero CO2 emissions 
through the growing proliferation of elec-
trified vehicles and renewable energy.
Resource Recycling 
Initiatives
z The cost of procuring raw materials could increase due to resource 
constraints, such as the depletion of precious metals or other natural 
resources.
z The Company could face increasingly stringent regulations, such as 
on the use of recycled materials and recycling, and rising costs to 
respond to them.
z The corporate image could suffer from a delayed response to re-
source recycling.
z We could stabilize procurement costs by reducing 
our dependence on depleted resources.
z It might be possible to reduce costs by using re-
sources more efficiently and reusing waste.
z We could heighten competitiveness through 3R de-
sign and more advanced recycling technologies.
z We could find more opportunities to make use of 
used batteries.
z The corporate image could be enhanced by appeal-
ing to our efforts to contribute toward a recy-
cling-oriented society.
z We will contribute to a resource-recy-
cling- oriented society by minimizing input 
resources and maximizing resource effi-
ciency.
Prevention of  
Pollution
z The cost of managing hazardous substances could rise if regulations 
are become more stringent in response to increased damage to hu-
man health and the loss of ecosystems.
z The company could become subject to lawsuits, fines or sanctions in 
the event of a serious leak into the air or water.
z Environmental problems at a supplier could disrupt the supplier’s 
operation and halt our parts procurement.
z The Company’s image could suffer in the event of a delayed response 
to initiatives.
z We could reduce costs through more efficient 
management, including of the supply chain.
z By reinforcing management, including of the sup-
ply chain, we could supply products that deliver 
reassurance and safety, as well as maintaining 
competitiveness.
z Managing in accordance with standards more 
rigorous than those imposed by regulations could 
enhance the corporate image.
z We will contribute toward a society free of 
environmental pollution by reducing the 
environmental impact of our products and 
the pollution resulting from our business 
activities.
Conservation of  
Water Resources
z Water shortages and water pollution could raise the uncertainty and 
cost of securing water resources.
z Flooding and other damage arising from climate change could halt 
operations and reduce earnings.
z We could face higher costs in response to increasingly stringent regu-
lations on water withdrawal and discharge.
z We could lessen the impact of water stress by 
reducing our dependence on water resources.
z We could reduce costs by reducing water use and 
increasing the water reuse rate.
z Based on the impact climate change, re-
source extraction and pollution have on wa-
ter resources (concentrated rainfall, droughts, 
water pollution and water shortages), we will 
address these issues, helping to reduce water 
risk and preserve water resources.
Preservation of  
Biodiversity
z The loss of ecosystems could lead to environmental changes that 
raise the uncertainty and cost of procuring resources.
z Land use for business operations could cause ecosystem losses, re-
ducing our corporate image.
z Avoid the loss of ecosystems that could lead to 
environmental changes that raise the uncertainty 
and cost of procuring resources.
z Prevent a decline in the corporate image by allevi-
ating and recovering from the impact on ecosys-
tems due to land use for business operations
z Based on the impact climate change, 
resource extraction and pollution have 
on the ecosystem (species extinction and 
change, reductions and disappearance 
of habitat and migratory regions), we will 
address these issues to help reduce eco-
system losses.
z Enact measures that are in harmony with 
local biodiversity.
* Zero emission vehicles (ZEVs) are electric vehicles (EV) and fuel cell vehicles that emit no exhaust gases. Automotive regulations in the US state of California state that for manufacturers that sell more than a 
certain number of units in the state, a certain percentage of those units must be ZEVs.
Materiality (Risks/Opportunities/Impacts)
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Materiality
Risks
Opportunities
Impacts
S
Delivering Products 
which Help Prevent 
Traffic Accidents
z An increase in serious accidents as drivers age
z A rise in accidents due to a surge in automobile ownership in emerg-
ing markets
z Maintain the brand and expand sales by introduc-
ing advanced technologies
z Contribute to the realization of a mo-
bility society with zero traffic accidents 
through penetration and expansion of 
safety technologies
Improvement of 
Product, Sales, and 
Service Quality
z Quality problems that originate in product or service quality
z Enhance loyalty and win new customers by provid-
ing high-quality products and services
z Increase customer satisfaction by providing 
product quality and sales and service quality 
that exceeds customer expectations
Contribution to 
Local Economy 
through Business 
Activities
z Investing in the ASEAN from around the world, leading to concerns 
about labor shortages and rising personnel costs.
z Economic development could lead to increasing income disparities 
within the region.
z Strengthen management base by developing hu-
man resources.
z Ongoing capital expenditure could improve the work-
ing environment and raise productivity and efficiency.
z Develop and address issues in the regions 
where we do business
Promoting diversity 
and inclusion, and 
enhancement of 
employee engage-
ment
z Human resources gathering at companies that offer diversity and a 
comfortable working environment.
z The impact on business due to a decrease in communication
z The potential to secure excellent human resources, 
creating value from a diverse perspective
z Higher productivity through improved quality of 
remote work
z Enhance corporate value by building an 
organization in which diverse human re-
sources can play an active role
z Deliver value through the creation of a 
more productive work environment
Stepping up  
Human Resource 
Development
z A decrease in productivity and organizational weakening due to re-
mote working.
z A delayed response to social or environmental changes could reduce 
competitiveness.
z Higher productivity, a more resilient organization
z Enhanced competitiveness due to an increase in 
highly specialized personnel
z Enhance corporate value by strengthening 
managers’ management skills
z Provide value by improving ability to respond 
flexibly to changes in the environment
Promoting  
Occupational  
Health and Safety
z Workplace accidents, increases in the number of people with lifestyle 
diseases or mental health disorders, or damage to the physical and 
mental health of employees could adversely affect our corporate 
image and obstruct our business continuity.
z Ensure business stability by creating safe and 
secure workplaces and promoting physical and 
mental health
z Increase engagement by providing an 
environment where each employee can 
work and play an active role in a rewarding, 
healthy and energetic manner, both physi-
cally and mentally
Achieving a  
Sustainable  
Supply Chain
z Production delays and stoppages and increased costs due to supply 
chain disruptions caused by external factors
z Inability to source raw materials and damage to corporate value due 
to delays in addressing social and environmental issues, including 
human rights violations in the supply chain.
z By establishing a stable supply chain, ensure a 
system to conduct procurement in the event of 
emergencies
z Maintain social credibility through responsible be-
havior throughout the supply chain, by respecting 
human rights and ensuring compliance
z Enhance business continuity by strength-
ening the BCP* system in cooperation with 
industry associations and government
z Reduce impact on human rights and the 
environment by raising the level of CSR 
throughout the supply chain (addressing 
human rights issues at suppliers, such as 
conflict minerals)
Promoting Social 
Contribution  
Activities
z An increase in large-scale disasters due to climate change
z Disparities in economic development and inequality
z Provide reassurance and support safety through 
further expansion of disaster cooperation agree-
ments and by quickly putting support systems in 
place in times of disaster
z Contribute to communities’ social development 
through ongoing activities that meet regional needs
z Ensure the safety and security of commu-
nity life
z Foster local communities by utilizing in-
dividual employees’ skills, know-how, and 
our products
G
Strengthening  
Governance and  
Ensuring  
Compliance
z Corporate malfeasance becoming an increasing social problem
z Increasing number of cyberattacks and other issues related to infor-
mation leaks, as well as their increasing severity
z Business interruptions due to natural disasters or outbreaks of infec-
tious diseases
z Ensure soundness and transparency by establish-
ing a robust governance system, and earn society’s 
trust
z Ensure safety and sustainability of corporate busi-
ness through enhanced risk management
z Ensure business continuity and confidence 
in the Company by further strengthening 
governance, such as by ensuring compliance 
with laws and regulations, and the appropri-
ateness and efficiency of business execution
z Ensure business continuity and confidence 
in the Company by properly identifying risks, 
preventing them from materializing, and min-
imizing their impact when they do materialize
* BCP: Business continuity plan
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Materiality
External Environment
Stakeholders’ Needs and Expectations
Medium-Term Targets
E
Responding to 
Climate Change and 
Energy Issues
z More than 140 countries and regions pledging to be carbon neutral by 
2050.
z COP26, held in 2022 (United Kingdom) provided an opportunity for 
major countries to announce increases in the targets for 2030.
z Various national governments considering or announcing lower CO2 
and higher fuel economy standards, making electrified vehicles man-
datory, banning the sale of vehicles with internal combustion engines, 
strengthening regulations on life cycle assessments (LCA).
z Acceleration of global efforts to reduce CO2 emissions with the release 
of the Sixth Assessment Report of the IPCC*1 in March 2023
z As interest in environmental considerations 
mounts, growing expectation for carbon neutrality 
across the supply chain.
z Growing ESG investment (investors promoting 
changes in corporate activities)
FY2030 targets:
z Average CO2 emissions from new vehicles: 
-40% 
(Tank to Wheel, compared with FY2010)
z Ratio of electrified vehicle sales: 50%  
(100% by FY2035)
z CO2 emissions from business activities: 
-50% 
(Scope 1 and 2 total emissions, compared 
with FY2018)
z Work with major suppliers to promote 
activities for reducing CO2
z Cooperate with logistics companies on 
activities for reducing CO2
z Provide energy management services utiliz-
ing electrified vehicles and used batteries
z Implementation of climate change adapta-
tion measures
Resource Recycling 
Initiatives
z An increasing shift toward a circular economy
z The manifestation of waste-related issues in Japan and overseas 
(such as emerging markets limiting imports)
z The increasingly strict EU Batteries Regulation (calls for disclosure of 
amounts of reused materials, among other items)
z Plastics causing the marine pollution problem
z Mounting demands for environmental consider-
ation
z Growing ESG investment (investors promoting 
changes in corporate activities)
z Expanding adoption of non-fossil-based 
plastic
z Achievement of zero direct landfill waste 
(less than 0.5%)
z Reuse of batteries used in electrified 
vehicles
Prevention of Pol-
lution
z Increasingly stringent regulations on emissions in various countries 
and regions
z Increasingly stringent regulations on chemical substances in various 
countries and regions
z Increasingly stringent regulations on the export and import of hazard-
ous waste (plastic waste)
z Mounting demands for environmental consider-
ation
z Growing ESG investment (investors promoting 
changes in corporate activities)
z Conformance to regulations on use of haz-
ardous substances in products
Conservation of 
Water Resources
z Climate change resulting in extreme weather events, resulting in envi-
ronmental changes and increasingly severe water shortages
z Growing populations and urban development in emerging markets 
exacerbating water pollution
z Plastics causing marine pollution
z Mounting demands for environmental consider-
ation
z Growing ESG investment (investors promoting 
changes in corporate activities)
z Promote climate change countermeasures 
and initiatives targeting resource recycling 
and pollution prevention
z Manage the amount of water used based 
on water risks at each production facility, 
and monitor the quality of discharged water
Preservation of 
Biodiversity
z Enhanced international conservation in accordance with an assess-
ment report published in May 2019 by IPBES*2
z Adoption of the Kunming-Montreal Global Biodiversity Framework 
at the 15th Conference of the Parties to the Convention on Biological 
Diversity in December 2022
z Mounting demands for environmental consider-
ation
z Growing ESG investment (investors promoting 
changes in corporate activities)
z Promote climate change countermeasures 
and initiatives targeting resource recycling 
and the prevention of pollution
z Promote community-based initiatives to 
address environmental issues
*1 IPCC: Intergovernmental Panel on Climate Change
*2 IPBES: Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services
Materiality (External Environment/Stakeholders’ Needs and Expectations/Medium-Term Targets)
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Materiality
External Environment
Stakeholders’ Needs and Expectations
Medium-Term Targets
S
Delivering Products 
which Help Prevent 
Traffic Accidents
z Laws and regulations related to traffic accidents, heightened govern-
ment safety targets
z Increasingly stringent standards for information disclosure testing 
and assessment, such as NCAP
z Customers: Growing expectations for active safety 
technologies
z Local communities: Providing a safe means of mo-
bility for all people
z Provide customers with safe, secure and 
comfortable means of mobility with the 
environment at the core
Improvement of 
Product, Sales, and 
Service Quality
z Increasingly diverse customer needs as vehicles become more ad-
vanced (electrification, intelligence)
z Increase in vehicle off-board functions (connected, link with smart-
phones)
z Customer perspective: Sense of satisfaction in rela-
tion to quality through various contact points with 
products and MITSUBISHI MOTORS
z Business perspective: Ensure compliance, and 
maintain and enhance management to ensure 
against losing trust on the quality front
z Earn top-level customer evaluations in five 
countries in our core ASEAN market (Thai-
land, Indonesia, the Philippines, Vietnam, 
and Malaysia), as well as in Australia and 
our home market of Japan
Contribution to 
Local Economy 
through Business 
Activities
z In the ASEAN
- Promoting initiatives toward a carbon-neutral society
- Multiple free trade agreement networks are being expanded, facilitat-
ing exports and imports.
z Regional development through employment, hu-
man resource development, investment, technol-
ogy transfer, exports, the environment and social 
contribution
z Conducting business with an emphasis on 
contributing to all stakeholders and society
z Concentration of management resources 
with a business focus on the ASEAN
Promoting diversity 
and inclusion, and 
enhancement of 
employee engage-
ment
z Requests to provide a comfortable working environment for diverse 
human resources
z Provide a fair working environment tailored to indi-
vidual circumstances
z Grow the business by securing excellent human 
resources
z Create a comfortable work environment in 
which a diverse workforce can thrive
Stepping up  
Human Resource 
Development
z Remote working leading to a lack of communication and growing 
sense of isolation
z A rapidly changing environment surrounding the auto industry (CASE, 
MaaS)
z Secure personnel who have strong management 
capabilities
z Provide training that matches the environment and 
the times
z Improve skills in management and training
z Formulate education policies tailored to 
the environment and the times
Promoting  
Occupational  
Health and Safety
z A growing number of people with mental health disorders and life-
style diseases
z Help employees respond to environmental, age and 
lifestyle changes
z Calls for business continuity
z Prevent mental health disorders stemming 
from environmental changes, and maintain 
employees’ physical and mental health
z Promote health and safety management 
systems and ensure compliance with safe-
ty-related laws and regulations
Achieving a  
Sustainable  
Supply Chain
z Growing awareness of human rights and the environment in interna-
tional society
z Expectations of business continuity and enhanced 
trust
z Achieve stable and sustainable procure-
ment through collaboration and coordina-
tion with suppliers
Promoting Social 
Contribution  
Activities
z Around the world, subsequent disasters stemming from extreme 
weather, such as heat waves, droughts and flooding due to heavy rains
z Increasing disparity and inequality in economic development due to 
conflicts, natural disasters, pandemics, etc.
z Expectations of disaster support in emergencies 
and reconstruction support
z Expectations of humanitarian assistance
z Provide assistance and solve social issues 
based on disaster cooperation agreements
z Contribute to a sustainable society by each 
employee utilizing technologies, expertise, 
and products to meet the challenges of an 
increasingly diverse society
G
Strengthening  
Governance and  
Ensuring  
Compliance
z Revision of business-related laws and regulations
z Business interruptions due to natural disasters or outbreaks of  
infectious diseases
z Frequent information leaks and business interruptions due to  
cyberattacks and other issues
z War, terrorism, political instability, deterioration of public safety and 
other factors in our key markets
z Expectations of business continuity and  
enhanced trust
z Maintain a robust governance structure by 
achieving effective and efficient operation 
of the internal control system
z Enact thorough compliance to prevent 
serious incidents
z Mount an emergency response when  
risks emerge, strengthen internal informa-
tion sharing
z Gather and analyze information on cyber-
attacks, and enhance technical counter-
measures and employee training
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Stakeholder Engagement
MITSUBISHI MOTORS believes that its stakeholder 
relationships is important to its achievement of sus-
tainable corporate growth, through dialogue and oth-
er forms of engagement, the Mitsubishi Motors Group 
clarifies its responsibilities and issues, and strives on a 
daily basis to improve its operations. 
	
By further deepening dialogue with our diverse 
stakeholders, we will continue to sincerely address 
society’s expectations and challenges and incorporate 
our understanding of them into our business activities.
Through business, MITSUBISHI MOTORS and the our Group are involved with a host of individuals and organiza-
tions. From the standpoint of realizing a sustainable society and enhancing our corporate value, we have iden-
tified our most important stakeholders as consumers and our customers, business partners, shareholders and 
investors, employees and local communities.
Dialogue with Stakeholders
(For details on stakeholder initiatives, refer to the pages enclosed in < >.)
Stakeholders
Policies on Dialogue
Opportunities for Dialogue
Frequency
Reflecting Input in 
Our Business
Consumers 
and  
customers
Promote activities that 
better reflect customer 
input in our products 
and services.
Customer Contact Center <p. 73>, sales com-
panies <p. 72>, after-sales services <p. 72>
Ongoing
Promoting customer 
satisfaction activities 
Improving products 
and services
Website, social networks
Ongoing
Customer satisfaction surveys <p. 71>
As necessary
Events, TV/newspaper/magazine advertising, 
email magazine
As necessary
Business  
partners
Engage in communica-
tion aimed at coexis-
tence and coprosperity 
based on mutual trust.
Contact for inquiries, Business Partner 
Helpline <p. 96>
Ongoing
Building relation-
ships aimed at 
coexistence and 
coprosperity based 
on mutual trust
Suppliers Meeting, presentations, events, 
specialized websites
As necessary
Participation in industry organizations
As necessary
Shareholders  
and investors
Disclose business and fi-
nancial information and 
results in an appropriate 
manner and time.
Conduct construc-
tive dialogue aimed at 
sustainable growth and 
enhanced corporate 
value.
IR inquiry contacts
Ongoing
Promoting initiatives 
Targeting sustain-
able growth and 
enhanced corporate 
value
Interviews
As necessary
Financial results briefings
Four times per year
Mid-term business plan briefings
As necessary
Individual initiative briefings
As necessary
Shareholders’ Meeting
Once per year
IR websites
Ongoing
Events, email magazines
As necessary
Integrated report
Once per year
Employees
Two-way communi-
cation for fostering 
teamwork and a sense 
of unity based on the 
principle of mutual trust 
and mutual responsibil-
ity between labor and 
management.
Labor management discussions <p. 90>
As necessary
Creating a safe and 
rewarding working 
environment
Consultation offices (Employee Consultation 
Office, Outside attorney consultation (Help-
line), MITSUBISHI MOTORS Global Hotline) 
<p. 113>
Ongoing
Town hall meetings with Executives
As necessary
Internal websites
Ongoing
Engagement survey <p. 80>
Once per year
Local  
communities
Build good relations 
with local communities.
Engage in dialogue with 
diverse stakeholders to 
resolve social and envi-
ronmental issues.
Local community consultation desks, websites
Ongoing
Promoting initiatives 
to resolve social and 
environmental issues
Collaborations with municipalities <p. 27>
As necessary
Social contributions <p. 99>
As necessary
Community events
As necessary
Plant tours
Ongoing
Basic Approach
Stakeholder Identification
Positive Impact Finance Agreement  
Concluded with MUFG Bank
In March 2022, MITSUBISHI MOTORS signed a loan agreement 
for Positive Impact Finance (a type of financing for corporates 
with unspecified use of funds) with MUFG Bank, Ltd. 
	
In 2018, MITSUBISHI MOTORS identified material issues it 
should prioritize in the fields of the environment, society and 
governance. In 2020, the Company reviewed and revised its 
material issues, taking into account worsening environmen-
tal problems, as well as changing social conditions caused by 
the spread of COVID-19. We announced the Environmental 
Plan Package, which outlines the direction of the Company’s 
environmental efforts for the next 30 years. We are imple-
menting initiatives throughout the organization on this basis. 
	
Thus acknowledging our responsibility as a company that 
produces and sells automobiles, we will work toward specific 
targets in activities that reduce the environmental impact. 
At the same time, we will reinforce our environmental tech-
nologies, hinging on Kei-car segment commercial electric 
vehicles and plug-in hybrid electric vehicles (PHEV), and en-
courage the spread of effective products and technologies. 
In this way, we will contribute toward the development of a 
vibrant and sustainable society.
	
In selecting the themes for this contract, we chose ac-
tivities that contribute to achieving the Sustainable Devel-
opment Goals (SDGs) and align with MITSUBISHI MOTORS’ 
material issues. Mitsubishi UFJ Research & Consulting Co., 
Ltd. conducted qualitative and quantitative evaluations, and 
a third-party opinion was obtained from Japan Credit Rating 
Agency, Ltd. regarding the compliance of the evaluation pro-
cedures with the Principles for Positive Impact Finance and 
the rationality of the evaluation indicators used.
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Responding to customers at Customer  
Contact Center
Website: “Investors”
WEB  https://www.mitsubishi-motors.com/
en/investors/
Conclusion of a disaster cooperation agreement
WEB  https://www.mitsubishi-motors.co.jp/
carlife/phev/dcsp/ (only in Japanese)
Examples of Stakeholder Dialogues
Consumers and customers
If a customer points out issues related to quality or 
defects, we seek to resolve this customer issue in 
collaboration with sales companies and drive further 
quality enhancements. In addition, feedback and opin-
ions about product functionality, or opinions about 
specifications, are shared with relevant divisions and 
used to improve product capabilities even further. We 
also distribute videos of this feedback with images 
and explanations of relevant points on the intranet so 
that employees can access to firsthand customer’s 
opinions. Noteworthy comments and opinions includ-
ing those that are particularly important are periodi-
cally reported to management.
Shareholders and investors
We proactively disclose information to shareholders 
and investors, and strive to ensure transparency and 
credibility through constructive dialogue.
	
Specifically, to enhance understanding of MIT-
SUBISHI MOTORS, we disclose various information 
through our website, issue publications, and hold 
briefings on our mid-term business plan and financial 
results. In addition, we exchange views with investors 
on non-financial information, including environmen-
tal information. In FY2022, we engaged in dialogue 
and exchanges of opinions with numerous domestic 
and international institutional investors and others 
regarding the new Environmental Targets 2030 an-
nounced in our new mid-term business plan, “Chal-
lenge 2025,” which starts in FY2023. 
Local communities
We contribute to the realization of resilient com-
munities through activities that meet local needs. 
As examples of activities that take advantage of 
our products’ distinctive characteristics, we support 
municipalities by entering into disaster cooperation 
agreements and loaning roving COVID-19 vaccine ve-
hicles etc., by utilizing “Mitsubishi’s PHEV,” which can 
store and supply electricity. We will support the safe-
ty and security of the lives of local people with “the 
Power of PHEV Driving and the Power of Electricity.”
	
For details, please see the feature on page 27, as 
well as our website.
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
External Evaluation
Inclusion in ESG Indices
FTSE4GOOD Index Series/FTSE Blossom Japan Index
MITSUBISHI MOTORS CORPORATION has been consecutively 
selected as a constituent of the “FTSE4Good Index Series” and 
the “FTSE Blossom Japan Index,” which were designed by FTSE 
Russell for ESG investment, for the four consecutive years since 
FY2020. (June 2023)
     In addition, MITSUBISHI MOTORS CORPORATION has been con-
tinuously selected as a constituent of the “FTSE Blossom Japan 
Sector Relative Index,” which was newly designed by FTSE Russel, 
for the two consecutive years since FY2022. (June 2023)
Morningstar Japan ex-REIT Gender Diversity Tilt Index
MITSUBISHI MOTORS CORPORATION was selected as a constitu-
ent of “Morningstar Japan ex-REIT Gender Diversity Tilt Index,” 
which was designed for ESG investment. (April 2023)
S&P/JPX Carbon Efficient Index
MITSUBISHI MOTORS CORPORATION is included “S&P/JPX Car-
bon Efficient Index” for environmental stock index, which was 
designed by S&P Dow Jones Indices LLC and the Tokyo Stock 
Exchange, Inc. (March 2022)
To contribute to the realization of a sustainable society, the MITSUBISHI MOTORS Group is working to resolve social issues through its business activities in each country 
and region where it operates. 
	
These efforts have earned recognition from external organizations and resulted in our inclusion in various ESG index constituents.
ESG-Related Assessment
DBJ Environmentally Rated Loan Program
In the Development Bank of Japan, Inc.’s DBJ Environmental-
ly Rated Loan Program, we have been ranked as a company 
with excellent advanced environmental initiatives. We re-
ceived financing on this basis. (June 2022).
CDP
CDP requests thousands of companies, cities, states and 
regions to disclose environmental impacts, and assesses 
their progress through independent scoring methodology. 
The CDP score is disclosed to institutional investors. In 2022, 
MMC’s scores are as follows. (December 2022)
• Climate change: B (Management)
• Water security: B- (Management)
PRIDE Index
In the PRIDE Index, which was designed by “Work with Pride” 
as a criteria for evaluating initiatives related to LGBTQ and 
other sexual minorities in the workplace, we have been con-
secutively awarded Gold certification since FY2018. (Novem-
ber 2022)
The Certified Health & Productivity Management Outstand-
ing Organizations Recognition Program
We were certified as a “2023 Certified Health &
Productivity Management Outstanding Organizations” in the 
large corporation category of the certification system orga-
nized by the Ministry of Economy, Trade and Industry and 
the Nippon Kenko Kaigi. (March 2023)
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
三菱自動車工業株式会社  殿 
 
 
 
 
 
 
          2022 年5 月27 日 
 
 
 
 
 
CERTIFICATE
認定証
This Cer tifies
Dat e
Signature
株式会社日本政策投資銀行 
代表取締役社長 
貴社は『ＤＢＪ環境格付』調査の結果 
環境への配慮に対する取り組みが特に先進的 
であると認められました 
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Sustainability Strategy

Feature
Social
Environment
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
MITSUBISHI MOTORS’ Taking on 
the Challenge of Becoming Carbon Neutral
Feature
Milestones on the Road to Achieve Carbon  
Neutrality
Amid growing calls for companies to curb climate 
change, in September 2022, MITSUBISHI MOTORS 
announced its intention of achieving carbon neutral-
ity by 2050. Accordingly, we envisioned a scenario for 
achieving carbon neutrality by 2050, and examined 
the necessary responses to be taken as well as the 
directions we should pursue. Based on our consider-
ation, as a milestone on the road toward achieving 
carbon neutrality by 2050, we revised the “Environ-
mental Targets 2030” in February 2023, raising the 
CO2 emissions reduction target of our business activ-
ities from the previous -40% compared with FY2014 
to -50% compared with FY2018, setting a new target 
of 100% electrified vehicle sales ratio by FY2035*1. 
Furthermore, in the new mid-term business plan 
“Challenge 2025” unveiled in March 2023, also includes 
“Working toward Carbon Neutrality” as one of the 3 
major challenges, and we position it as a theme to be 
pursued by the entire company.
*1 Please see page 31 for details about Environmental Targets 2030.
Approaches toward Achieving Carbon Neutrality
As for products, starting with our original plug-in 
hybrid electric vehicles (PHEV) and Kei-car segment 
commercial electric vehicles, we will promote electrifi-
cation while leveraging the technologies of Alliance to 
proactively introduce the electrified vehicles that best 
Toward Achieving Carbon Neutrality
meet the energy situation, infrastructure develop-
ment status, and customer needs of each country and 
region. In parallel with our electrification efforts, we 
will work to improve our fuel efficiency technologies 
for vehicles powered by internal combustion engines. 
	
In our business activities, in addition to reinforcing 
energy saving measures as well as pursuing produc-
tivity-enhancing technologies, we will promote fuel 
conversion and the development and introduction of 
next-generation production technologies.
	
Furthermore, we will expand the use of renewable 
energy, centering on the introduction and expansion 
of solar power generation facilities at all major plants.
	
To achieve carbon neutrality throughout the sup-
ply chain, it is essential for us to reduce CO2 emissions 
in the production phase of raw materials and parts, 
as well as in the transportation of products. We will 
promote activities to visualize and reduce CO2 emis-
sions in cooperation with our suppliers. At the product 
disposal stage, we will promote recycling of products 
and materials through the adaptation of low-CO2 ma-
terials and recycling-conscious design.
	
We will also explore various carbon offset options 
for CO2 emissions that cannot be ultimately reduced 
through these efforts. 
	
In addition, beyond our supply chain, we will pro-
mote new mobility businesses that will contribute 
to achieve carbon neutrality across society, such as 
energy management and utilize electrified vehicles as 
well as used batteries. 
<Carbon Offsets>
<Products (vehicle emissions)>
   • Electrification of products (electric vehicles, PHEV, etc.)
   • Improvement of electricity/fuel consumption
<Fuel and Electricity Production>
   Collaboration with governments and related companies
   • Decarbonization of electricity/energy
   • Promotion of carbon-neutral fuels
   • Energy management utilizing used batteries
<Production, Procurement, Logistics, etc.>
   • Enhancement of energy conservation measures
   • Expanding the use of renewable energy
   • Improvement of production/logistics efficiency
   • Development and introduction of next-generation 
     technologies
   • Adoption of low-CO2 materials
   • Promotion of product/material recycling
CO2 emissions
2050
Now
Production, procurement, 
logistics, etc.
Products 
(fuel, electricity 
production)*2
Products 
(fuel, electricity 
production)*2
Products 
(vehicle emissions)*2
2030
FY2030 targets
• CO2 emissions from business activities: -50% 
(compared with FY2018)
• Average CO2 emissions from new vehicles: -40% 
(compared with FY2010)
• Electrified vehicles sales ratio: 50% (100% by FY2035)
CO2 reduction image throughout supply chain
*2 Including new and stock vehicles
Baseline CO2 emissions
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Feature
Social
Environment
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
MITSUBISHI MOTORS Taking up the Challenge of Becoming Carbon Neutral
Feature
MITSUBISHI MOTORS has positioned the mobility busi-
ness as a potential fourth revenue pillar to comple-
ment its existing businesses in vehicle sales, financ-
ing (leasing) and after-market sales. We are working 
on new businesses utilizing vehicle data through 
connected functions and developing new business-
es that contribute to carbon neutrality by utilizing 
connected functions to control vehicles remotely, 
such as charging electrified vehicle batteries at the 
optimal timing even when not in use. In addition, we 
have begun a demonstration project utilizing used 
batteries from secondhand vehicles. This can help 
reduce CO2 emissions generated during the manufac-
ture of products that use lithium-ion batteries, such 
as streetlights. The Company conducts all activities of 
this nature under its “With Partners” policy of collab-
orating with other companies and local governments.
Contributing to Carbon Neutrality through Ener-
gy Management
We are working with the Japan Post Group to use 
electrified vehicles in energy management, by using 
the batteries in vehicles and by utilizing used bat-
teries to supply power during power outages caused 
by disasters, utilizing the Green Innovation Fund on 
these initiatives. Additionally, we are working with the 
city of Okazaki, in Aichi Prefecture, which has been 
designated as a leading region for decarbonization. 
We are promoting various initiatives that focus on 
Pursuing the Possibilities Offered by 
Electrified Vehicles
utilizing used batteries. Building on these experiences, 
we will expand our efforts to include many partners.
	
Furthermore, in partnership with Kaluza Ltd. 
of the United Kingdom we have developed a sys-
tem that uses batteries and connected technology 
from our electrified vehicles to remotely control the 
charging of vehicles. This system allows vehicles to 
be charged at the optimal time without relying on 
expensive smart chargers. We will begin a demon-
stration project from FY2023. By charging vehicles 
during times when electricity rates are lower, we aim 
to reduce charging costs and reduce CO2 emissions.
Remote charging system using batteries and 
connected technology
Preferred 
conditions
Driving record, 
battery level, etc.
Charging instructions
Vehicle
data
Link schedules
User
Aggregator
(Kaluza Ltd., United Kingdom)
Electrified vehicle
App registered 
what time 
to charge
Optimal charging schedules 
are calculated by combining 
the charging information of 
many users with information 
from the grid side.
MITSUBISHI
MOTORS’ 
cloud
Toward the Practical Application of Autonomous 
Street Lighting That Does Not Require External Power
We have begun working with MIRAI-LABO Co., Ltd., 
on the development of autonomous street lighting 
that uses battery modules. We installed the first unit 
at our Okazaki Plant in March 2023. Our autonomous 
street lighting systems store solar power generated 
during the day in used electrified vehicle batteries, 
using that power to illuminate LED lights at night. 
The aim is to for the lights to operate continuously 
without external power supplies, and a demonstra-
tion project is underway on the first unit at the Oka-
zaki Plant. Depending 
on test results, we 
hope to commence 
sales in FY2024, 
contributing toward 
carbon neutrality. 
We plan to introduce 
this system to local 
governments and 
factories that want to 
reduce the significant 
maintenance costs 
associated with tradi-
tional streetlights. 
Autonomous street lighting at night
In FY2022, we began two demonstration projects 
at the Okazaki Plant employing used batteries from 
electrified vehicles. 
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Feature
Social
Environment
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Proposing Two Concepts for Utilizing Energy Storage 
Linked to Electrified Vehicle Chargers
As part of our efforts to develop applications for 
used batteries, we have installed equipment for the 
demonstration of two concepts employing used bat-
teries in conjunction with quick chargers and bidirec-
tional chargers at the Okazaki Plant’s M-Tech Lab*1, 
which started the demonstration in January 2023. 
	
Both systems utilize used battery modules. One is 
a storage system that connects to the power line of a 
quick charger and discharges stored power to reduce 
power peaks when fast-charging electrified vehicles. 
The other is a storage unit that connects to a bidirec-
tional charger using the CHAdeMO*2 standard, which 
can be used for V2H*3 and other purposes. The unit 
can be charged even when the electrified vehicle is 
absent, facilitating efficient energy management. 
Moving forward, we will verify the effectiveness and 
M-Tech Lab (conceptual diagram)
Demonstration facility for utilizing used batteries
technical details of these concepts through demon-
stration tests. We aim to collaborate with manufac-
turers of energy storage equipment to introduce 
products at MITSUBISHI MOTORS Group sales outlets 
in the future. 
*1 M-Tech Lab: Test equipment for a smart grid demonstration, our 
first initiative utilizing used batteries, began operating in April 2012.
*2 CHAdeMO: A quick-charging system for electric vehicles, a global 
standard that Japan led the way in standardizing in 2010
*3 Short for “vehicle to home,” V2H is a system that enables electricity 
stored in a car’s battery to be supplied to the home.
We are promoting the DENDO Community Support 
Program, which uses the Company’s plug-in electric 
vehicles (PHEV) to support local governments. After 
concluding disaster cooperation agreements with 
local governments, we provide support by deliver-
ing PHEV that can tap power they have generated 
themselves for use in emergencies. By combining the 
“power of PHEV to provide transportation” and the 
“power of electricity,” we are making people’s lives 
safer and more reliable.
Examples of Activities
1. Disaster Cooperation Agreements with Municipalities
In response to requests from local governments that 
have experienced power outages due to disasters, 
the Company, together with its affiliated dealers, is 
promoting efforts to conclude disaster cooperation 
agreements with local governments throughout Ja-
pan so that “OUTLANDER PHEV” and other electrified 
vehicles that can be used to supply electricity can be 
provided to disaster areas and evacuation centers as 
quickly as possible.
	
As of March 2023, we had cooperation agree-
ments in 47 prefectures around Japan. We will con-
tinue to work with local governments to contribute 
to the peace of mind of local residents through the 
use of electrified vehicles.
Electrified Vehicles and the Realization 
of a Resilient Society  
(DENDO Community Support Program)
MITSUBISHI MOTORS Taking up the Challenge of Becoming Carbon Neutral
Feature
Power storage 
system for 
quick chargers
Power  
storage  
unit
Bidirectional 
charger
Quick 
charger
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Feature
Social
Environment
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
2. Participation in the City of Kawasaki’s “Verifi-
cation of Using Electric Vehicles (EVs) to Supply 
External Batteries for Artificial Respirators in the 
Event of Disaster”
MITSUBISHI MOTORS participated in a demonstra-
tion project in Kawasaki City, Kanagawa Prefecture, 
involving to dispatch electrified vehicles to the Ka-
wasaki Comprehensive Rehabilitation Promotion 
Center where serves as a charging spot for medical 
equipment batteries, to prepare for long-term power 
outages in the event of a disaster. Project participants 
included medically vulnerable children who require 
daily care, such as those using artificial respirators, 
and their families. Participants had the opportunity to 
operate PHEV themselves to provide power*2 to bat-
teries used in the actual artificial respirators, confirm-
ing emergency response measures.
*2 In this verification, dedicated batteries were removed from the 
medical devices for charging; they were not connected directly to 
the medical devices. This verification should not be construed as 
suggesting any change in interpretation of the warning statement 
in user manuals for the “OUTLANDER PHEV” and “ECLIPSE CROSS 
PHEV model,” that the “100V AC Power Supply (1500W) (Cabin Equip-
ment Section)” should “never be used for medical equipment.”  
No checks have been made except for the external batteries for the 
two types of artificial respirators used in the verification. External 
batteries of all artificial respirators have not been validated for use.
Hokkaido
8
Koshinetsu and
Hokuriku
18
Kyushu and
Okinawa
14
Tohoku
48
Kanto
76
Tokai
20
Kinki
33
Chugoku
25
Shikoku
8
Municipalities with 
agreements in place:  250
*1
u Recent agreement status (only in Japanese)
WEB  https://www.mitsubishi-motors.co.jp/carlife/phev/dcsp/
*1 Excluding two-party agreements between affiliated dealers and 
municipalities
3. Signing Comprehensive Collaboration Agreements 
toward the Realization of a Carbon Neutral Society
We have signed comprehensive collaboration agree-
ments with the cities of Kurashiki, in Okayama Pre-
fecture, and Okazaki, in Aichi Prefecture, with a view 
toward realizing a carbon neutral society. As part of 
this effort, in March 2023 we signed a forest pres-
ervation activities collaboration agreement with the 
city of Okazaki. Such activities help preserve forests, 
which perform such functions as absorbing CO2 and 
curtailing landslides. 
	
Through these collaboration agreements, we will 
work together to build a decarbonized society cen-
tered on the spread of our electrified vehicles.
Key points of the collaboration
(1) Working toward the realization of a carbon neutral 
society in the region
(2) Promoting the spread of electrified vehicles
(3) Fostering an understanding of how electrified vehicles 
are useful in decarbonization and disaster preparedness
(4) In addition to the items mentioned above, contrib-
uting to objectives that are mutually agreed upon by 
both parties
Launch of a demonstration 
project for autonomous street 
lighting in cooperation with the 
city of Okazaki, Aichi Prefecture 
(April 2023)
Okazaki, Aichi Prefecture
(June 2022)
Tottori Prefecture  
(September 2022)
Naha, Okinawa Prefecture 
(March 2023)
MITSUBISHI MOTORS Taking up the Challenge of Becoming Carbon Neutral
Feature
Agreements in Place with Municipalities around 
Japan (As of August 4, 2023)
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Environment
Environment
Environmental Plan Package............................................................................................................................30
Structure of the Environmental Plan Package.......................................................................................30
Environmental Policy.............................................................................................................................................30
Environmental Vision 2050................................................................................................................................30
Environmental Targets 2030............................................................................................................................31
Structure for Consideration in Formulation, Steps to Formulation..........................................32
Environmental Management..................................................................................................................................33
Basic Approach, Management Structure..................................................................................................33
Environmental Management System..........................................................................................................34
Promoting Life Cycle Assessment (LCA)....................................................................................................34
Enhancing Disclosure of Environmental Information........................................................................34
Promoting Employee Education and Awareness Activities...........................................................35
Collaborating with Suppliers.............................................................................................................................35
Promoting Environmental Preservation Activities Rooted in the Local Community......35
Environmental Risk Management..................................................................................................................35
Participation in External Associations and Initiatives........................................................................35
Responding to Climate Change and Energy Issues...................................................................................36
Basic Approach..........................................................................................................................................................36
Disclosure Based on the TCFD Recommendations..............................................................................37
Reducing CO2 Emissions across the Supply Chain................................................................................42
Development and Spread of Electrified Vehicles..................................................................................43
Promoting the Use of Electrified Vehicles as a Way of Adopting to Climate Change....46
Development of Improving Fuel Economy Technologies................................................................47
Taking the Initiative in Business Activities Toward Carbon Neutrality......................................49
Introduction of Renewable Energy...............................................................................................................50
Initiatives at Manufacturing Plants...............................................................................................................50
Office Initiatives........................................................................................................................................................51
Dealer Initiatives.......................................................................................................................................................52
Physical Distribution..............................................................................................................................................53
Resource Recycling Initiatives...............................................................................................................................54
Basic Approach..........................................................................................................................................................54
Recycling-Based Design and Development.............................................................................................54
Promote recycling of end-of-life vehicles.................................................................................................55
Initiatives to Reduce Waste Generation and Reuse Resources in Production Activities......56
Prevention of Pollution..............................................................................................................................................57
Basic Approach..........................................................................................................................................................57
Purifying Exhaust Gas while Driving.............................................................................................................57
Reduction of Hazardous Substances...........................................................................................................59
Reduction of In-Cabin VOCs...............................................................................................................................59
Preventing Air Pollution.......................................................................................................................................60
Management of Chemical Substances.......................................................................................................60
Conservation of Water Resources.......................................................................................................................61
Basic Approach..........................................................................................................................................................61
Reduction of Water Withdrawal Volume...................................................................................................61
Reuse of Discharged Water...............................................................................................................................62
Prevention of Water Pollution..........................................................................................................................62
Preservation of Biodiversity...................................................................................................................................63
Basic Approach..........................................................................................................................................................63
Promoting Preservation Activities.................................................................................................................64
Forest Preservation Activities in Japan and Overseas......................................................................64
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Environmental Plan Package
We have been acting in accordance with its Environ-
mental Policy, which was formulated in 1999. Howev-
er, in the 20 years that have passed since that time 
the operating environment has changed, prompting 
us to revise the policy in 2020 to reflect current social 
trends. We recognize that responding to environmen-
tal issues in our business activities is essential, and 
so have newly incorporated a medium- to long-term 
outlook into our policy.
	
Focusing specifically on climate change, resource 
depletion and environmental pollution, we aim to 
contribute to the preservation of water resources and 
biodiversity through initiatives in these areas.
Members of the Paris Agreement, adopted in 2015, 
agreed to limit the rise in average global tempera-
tures to 2°C above levels before the Industrial Revolu-
tion and endeavor to keep the increase to 1.5°C. From 
Environmental Policy
Mitsubishi Motors recognizes that responding to environ-
mental issues through its business activities is essential. Ac-
cordingly, we will engage proactively in specific and effec-
tive measures from a medium- to long-term perspective.
(Directions of initiatives)
1. We will face three specific environmental issues head-
on: climate change, resource depletion and environ-
mental pollution.
2. Given that 2050 is an important landmark for climate 
change on a global scale, we have clarified levels to 
be achieved, in 10-year increments, and are pursuing 
initiatives to this end.
3. We will respond to environmental issues through the 
following activities:
• Unique environmental contributions through our products
• Initiatives at each stage of automobile production, sale 
and use
• Collaboration with business partners, affiliated institu-
tions, governments and local authorities
• Initiatives targeting environmental issues rooted in the 
local community
• Initiatives to determine and reduce environmental 
impact of all related business activities
Environmental Vision 2050
In December 2015, the Paris Agreement was adopted at COP21. Members of this accord agreed to curtail the rise in aver-
age global temperatures to 2°C above levels before the Industrial Revolution and to work to keep the rise to 1.5°C. Given 
such social demands, MITSUBISHI MOTORS believes it can contribute toward the realization of a sustainable society, 
achieving a balance between the progress of humankind and the global environment, through the proliferation of elec-
trified vehicles and the promotion of their use in society.
Anticipating a time 30 years in the future, in October 
2020 MITSUBISHI MOTORS formulated the Environ-
mental Plan Package, which defines the directions 
and targets of its environmental initiatives. This pack-
age establishes the foundation for our directions on 
environment-related management strategy, outlining 
our objectives for realizing a sustainable society, in-
cluding one that is carbon-neutral, as we conduct our 
business activities. The Environmental Plan Package 
comprises the Environmental Policy, which we have 
revised to incorporate our medium- to long-term 
perspective; the Environmental Vision 2050, which 
sets out our vision for society to be achieved by 2050 
and directions for our initiatives; and the Environmen-
tal Targets 2030, which clarifies specific initiatives to 
be achieved by 2030 in accordance with this vision.
this basis, we established initiatives to pursue from a 
long-term perspective, leading up to 2050. In 2018, 
the Intergovernmental Panel on Climate Change (IPCC) 
published the Special Report on Global Warming of 
1.5°C, which calls for society as a whole to achieve a 
net-zero balance between human-caused green-
house gas emissions and absorption.
	
As these measures illustrate, awareness of climate 
change and other environmental issues is rising each 
year. Companies are also being called upon to under-
take more ambitious initiatives.
	
Against this backdrop, we formulated the Environ-
mental Vision 2050, which sets out our vision for 
society to be achieved by 2050, as well as directions 
for our initiatives, with regard to climate change, 
resource circulation and pollution prevention.
Aiming to Become Carbon Neutral by 2050
Regarding “action to climate change,” we have stated 
our commitment toward helping to shape a society 
resilient to the impact of climate change by achieving 
net-zero CO2 emissions. In September 2022, we re-
vised Environmental Vision 2050, incorporating the 
goal of achieving carbon neutrality.
Action to Climate Change
Through electrified vehicles and 
the increased use of renewable 
energy, we aim to become car-
bon neutral and contribute to 
the realization of a society that is 
resilient to climate change.
Resource Circulation
We will contribute to a resource- 
recycling-oriented society by 
minimizing input resources and 
maximizing resource efficiency.
Pollution Prevention
We will contribute toward a 
society free of environmental 
pollution affecting human health 
and the ecosystem by reducing 
the environmental impact of our 
products and the pollution result-
ing from our business activities.
Structure of the Environmental Plan Package
Environmental Policy
Environmental Vision 2050
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
In 2020, Environmental Vision 2050 set out our vision 
for society in 30 years’ time, as well as the directions 
for our initiatives. In line with this vision, MITSUBISHI 
MOTORS formulated Environmental Targets 2030, 
which sets forth items to be addressed in the next 10 
years. When setting these targets, we referred to var-
ious external scenarios and international frameworks.
	
We revised the Environmental Targets 2030 in 
February 2023, setting even higher targets in our 
“action to climate change” to demonstrate our com-
mitment to achieving carbon neutrality. For Scope 1*1 
and Scope 2*2, we raised our target for reducing CO2 
emissions from business activities to the SBT*3 target 
equivalent to a 1.5°C level. For Scope 3*4, in addition of 
an electrified vehicles sales ratio of “50% by FY2030” 
we added“ 100% by FY2035.” We also added qualita-
tive targets related to procurement and distribution. 
These revisions were approved by the Board of Direc-
tors.
*1 Scope 1: A company’s direct emissions (such as from burning fuel)
*2 Scope 2: Indirect emissions, resulting from electricity, heat or 
steam provided by another company
*3 SBT: Short for Science Based Targets, which are greenhouse 
gas emission reduction targets set by companies consistent 
with the Paris Agreement levels 
*4 Scope 3: Indirect emissions other than Scope 1 and Scope 2 
(emissions from other companies and other sources related to 
the company’s activities)
Environmental Targets 2030
Environmental Targets 2030
Underlines indicate revised items.
Issues
Targets 2030 (after revision)
Targets 2030 
(before revi-
sion)
Climate 
Change
Average CO2 
emissions from 
new vehicles*5
-40%  
(compared with 
FY2010)
-40%  
(compared 
with FY2010)
Electrified vehi-
cles*6 sales ratio
50% 
FY2035 100%
50%
CO2 emissions 
from business 
activities*7
-50%  
(compared with 
FY2018)
-40%  
(compared 
with FY2014)
Promoting CO2 reduction activi-
ties with major suppliers
—
Promoting CO2 reduction  
activities in cooperation with 
logistics companies
—
Providing energy management 
services utilizing electrified 
vehicles and used batteries
—
Implementing measures to adapt to climate change
Resource 
Circula-
tion
Expanding adoption of non-fossil-based plastic
Achievement of zero direct landfill waste  
(less than 0.5%)
Reuse of batteries used in electrified vehicles
Pollution 
Prevention
Conformance to regulations on use of sub-
stances of concern in products
Environ-
mental 
Manage-
ment
• Promotion of LCA*8
• Promotion of environmental management 
within the Group and at sales outlets
• Enhancing disclosure of environmental infor-
mation
• Promotion of employee education and aware-
ness activities
• Collaboration with suppliers
• Promotion of grass-roots community envi-
ronmental preservation activities
*5 CO2 emissions per new vehicle while driving. Tank to Wheel
*6 Battery Electric vehicles, plug-in hybrid electric vehicles (PHEV), 
and hybrid electric vehicles
*7 Total of Scope 1 Scope 2
*8 LCA stands for life cycle assessment, which is a technique for 
calculating and evaluating the environmental impact of a prod-
uct from manufacturing to disposal.
*10 Scope 1 and Scope 2
*11 The officially reported emission volume of FY2018 (the benchmark 
year), was 588 thousand t-CO2. This volume includes 43 thousand 
t-CO2 emissions from some equity-method associates. 
For the purposes of target setting, we have revised our base figure 
to 545 thousand t-CO2, as our current method of selecting envi-
ronmental management target companies excludes these equi-
ty-method associates.
Our principal targets and results for FY2022 are out-
lined below.
	
The decrease in CO2 emissions from business 
activities is attributable to the reduction effects of 
energy conservation activities and the installation of a 
solar power system, as well as to the decrease in pro-
duction volume due to the spread of COVID-19, which 
continued on from FY2020.
Ratio of electrified vehicles sold*9
*9 Based on number of wholesale units sold. MITSUBISHI MOTORS 
brand products only.
Average CO2 emissions from new vehicles
CO2 emissions from business activities*10
0%
20%
40%
60%
80%
100%
2030
2022
2021
2020
2019
2010
Benchmark year
(FY)
Target
-40%
-18%
0%
10%
20%
30%
40%
50%
2030
2022
2021
2020
2019
(FY)
Target 50%
11%
8%
7%
7%
0%
20%
40%
60%
80%
100%
2030
2022
2021
2020
2019
2018
Benchmark year*11
(FY)
Target
-50%
-33%
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
MITSUBISHI MOTORS established the Environmental 
Working Group, made up of members from across the 
Company, and proceeded with considerations toward 
the formulation of the Environmental Plan Package.
	
After certain directions had been determined, a 
small circle chaired by the then-CEO moved forward 
to specifics. These were proposed to the Executive 
Committee and Board of Directors and approved.
Structure for Consideration in Formulation
The Environmental Working Group we set up in FY2018 
gathered data related to global social changes, such 
as economic growth and population increase, as 
well as environmental issues. In particular, the group 
looked for information on regions of importance to 
our business, ascertaining the status of local commu-
nities and government environmental policies. We also 
looked at unit sales and the number of vehicles owned 
in each country, arranging this data to match the 
Company’s business characteristics by looking at our 
business data and results of environmental initiatives. 
The group also summarized our efforts to date.
	
Using this data, we then verified each of the en-
vironmental issues and our relationship to them. We 
identified three environmental issues to face head-on: 
action to climate change, resource circulation and pol-
lution prevention. We considered the long-term outlook 
for these environmental issues by studying external 
scenarios from the IEA*2 and IPCC, as well as by running 
our own simulations. We then arranged the issues to 
be addressed by thinking about how to contribute in a 
manner tailored to local communities while maximizing 
our strengths, looking at each market from a region-
al perspective and considering plug-in hybrid electric 
vehicles (PHEV) and other business characteristics.
	
Based on this analysis, we clearly spelled out the 
directions for initiatives indicated in the Environmen-
tal Policy and Environmental Vision and set numerical 
targets for the items in the Environmental Targets. In 
this way, we formulated the New Environmental Plan 
Package, which provides an overall summary of our 
environmental strategies.
	
In addition, we had outside experts review the 
draft package we had formulated, looking at it from a 
stakeholder perspective.
Steps to Formulation
Sustainability Committee
(Chair: CEO*1; members: Division general managers of relevant divisions)
Environmental Working Group
<July 2018 to December 2019>
Leader: 
Technical advisor to the chairman*1
Subleader: Division general manager of the Development 
 
Management Division*1
Secretariat: Sustainability Promotion Department
Members: Corporate departments
• Strategy management
• Human resources
• Public and investor relations
• Asset management
• Finance
Product and business activities departments
• Technology strategy
• Manufacturing
• EV business
• Development management
• Materials technology
• Logistics
• Procurement
• Overseas sales
• Domestic sales
• After-sales service
*1 Positions as of March 2020
Board of Directors
Executive Committee
Small Circle
<January–October 2020>
Members:
• CEO*1
• Co-COO (in charge of engineering)
• Director in charge of production
• Director in charge of sustainability
• Head of corporate strategy
• Division general manager of the 
Development Management Division
• Division general manager of the 
Product Strategy Division
• Division general manager of the 
Production Engineering Division
	Social and economic conditions 
	 Such as economic growth and population increases
	Status of environmental issues 
	 Climate change, resource depletion, envi-
ronmental pollution, loss of biodiversity and 
shortage of water resources
	Trends in key regions (Japan, ASEAN, Oceania, 
others) 
GDP, changes in the population, government 
environmental policies, etc.
	Automobile production and data related to 
the Company 
<Business> 
Unit sales and number of vehicles owned, globally 
and by region
	 <Results of Environmental Initiatives> 
CO2 emissions (Scope 1, 2, 3), amount of waste 
generated, etc.
Gathering of Information
	Verify relationships between environmental 
issues and the Company 
Identify environmental issues to face head-on
	Consider long-term outlook for environmen-
tal issues 
Gather external scenarios on CO2 emissions, 
run our own simulations
	Arrange initiatives to be taken, given our busi-
ness characteristics (markets and products)
Analysis
	Clearly spell out the Environmental Policy and 
Environmental Vision 2050
	Consider and formulate initiatives in the  
Environmental Targets 2030, as well as nu-
merical targets
Formulation
	Conduct review via outside experts
Review
	
Going forward, we will continue to accumulate and 
analyze information on social trends and confirm the 
appropriateness of our Environmental Plan Package.
*2 International Energy Agency
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Environmental Management
Minimizing environmental impact is an essential 
element of MITSUBISHI MOTORS’ sustainable growth. 
To this end, we recognize the importance of reinforc-
ing our environmental management. We also believe 
that the costs of promoting related initiatives are an 
important investment from a long-term perspective.
	
In order to promote environmental initiatives reli-
ably and efficiently, we have constructed a framework 
for environmental management. We are promoting 
Since 1993, we have been holding an Environmental 
Council, which is attended by the Executive Officer, 
President & CEO and officers from each division. The 
Sustainability Committee, chaired by the Executive 
Officer, President & CEO, has met since FY2017, and 
environmental initiatives have been positioned as key 
material issues for us. The committee discusses our 
environmental policies and targets and confirms the 
progress and results from the Environmental Targets 
2030. Items of particular importance are reported to 
the Board of Directors.
	
For the management of target companies, we 
have established selection criteria as a framework for 
the scope of environmental targets and the collection 
and publication of environmental data, and we review 
these criteria on a regular basis.
Management Target Companies (20 Companies) 

As of March 31, 2023
Country
Company Name
Japan
MITSUBISHI MOTORS CORPORATION
Production Affiliates
Country
Company Name
Japan
Suiryo Plastics Co., Ltd.
Thailand
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)
Philippines
Mitsubishi Motors Philippines Corporation (MMPC)
Asian Transmission Corporation (ATC)
Indonesia
Mitsubishi Motors Krama Yudha Indonesia (MMKI)
Vietnam
Mitsubishi Motors Vietnam Co., Ltd. (MMV)
Malaysia
MMC Manufacturing Malaysia Sdn. Bhd, (MMCMM)
Non-Production Affiliates
Country
Company Name
Japan
Mitsubishi Automotive Engineering Co., Ltd.
Mitsubishi Automotive Logistics Technology Co., Ltd.
Higashi Nihon Mitsubishi Motor Sales Co., Ltd.
Nishi Nihon Mitsubishi Motor Sales Co., Ltd.
United States
Mitsubishi Motors North America, Inc. (MMNA)
Netherlands
Mitsubishi Motors Europe B.V. (MME)
UAE
Mitsubishi Motors Middle East and Africa FZE (MMMEA)
Australia
Mitsubishi Motors Australia, Ltd. (MMAL)
New Zealand
Mitsubishi Motors New Zealand Ltd. (MMNZ)
Canada
Mitsubishi Motor Sales of Canada, Inc. (MMSCAN)
Mexico
Mitsubishi Motors de México S.A. de C.V. (MMDM)
Group initiatives, including education and awareness 
activities for employees, and the acquisition of cer-
tifications for environment management systems 
among affiliated companies.
	
We also share information about initiatives on our 
website and through our sustainability report. We 
value opportunities to receive various feedback from 
our stakeholders.
Please see page 121 for details on environmental accounting
Basic Approach
Management Structure
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
In FY2010, MITSUBISHI MOTORS acquired company-
wide integrated ISO 14001 certification. (Previously, 
sites in Japan had acquired this certification individu-
ally.) We are leveraging the ISO 14001 framework and 
engaging in ongoing initiatives to improve business 
activities. The ISO 14001 framework is proving helpful 
in the companywide promotion of the Environmental 
Plan Package we formulated in FY2020.
	
Affiliates in Japan and overseas are also being 
encouraged to acquire ISO 14001 and Eco-Action 21*1 
certification, and they are engaging in environmen-
tal management.
*1 Eco-Action 21 is a certification and registration system based 
on the Environmental Management Systems guidelines formu-
lated by the Japanese Ministry of the Environment for medi-
um-sized companies.
Status of ISO 14001 Certification (As of May 31, 2023)
Development Companies
Mitsubishi Automotive Engineering Co., Ltd.
Production Companies
Suiryo Plastics Co., Ltd.
Mitsubishi Motors Philippines Corporation (MMPC)
Asian Transmission Corporation (ATC)
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)
Mitsubishi Motors Krama Yudha Indonesia (MMKI)
Distribution and After-Sales Service Companies
Mitsubishi Automotive Logistics Technology Co., Ltd.
(Maintenance Service & Logistics Business Division, 
Powertrain Department, Osaka Special Purpose Vehicle & 
Engineering Section of the Vehicle Business Department, 
Mizushima Maintenance Service Section of the Vehicle 
Business Department)
Please see page 52 for a list of the dealers that have received 
Eco-Action 21 certification.
We disclose information about our environmental 
initiatives through our website and sustainability 
report. We will continue to take leverage these initia-
tives to engage in dialogue with institutional inves-
tors and experts about environmental and other 
non-financial information.
Release of Environmental Information on 
Website and in the Sustainability Report
We release information on the concepts and details of 
its environmental initiatives on our website and in the 
sustainability report in order to make its environmen-
tal initiatives more widely known.
For details, see the “Environment” section of our website.
WEB  https://www.mitsubishi-motors.com/en/sustainability/
environment/
Communication with Investors
We engage in dialogue with investors, exchanging 
opinions about environmental and other non-finan-
cial information.
	
In FY2022, we announced our new mid-term busi-
ness plan from FY2023, “Challenge 2025.” For the new 
Environmental Targets 2030 included in this plan, we 
held dialogues and exchanged opinions with many do-
mestic and foreign institutional investors and others.
We perform LCA to determine the environmental 
impact across a product’s life cycle. We evaluate total 
emissions, mainly of CO2, from such processes as 
extracting the resources used in parts and materials, 
producing materials, manufacturing parts, assem-
bling vehicles, producing fuel, driving and disposing of 
disused automobiles.
	
We use LCA to develop advanced parts, electrified 
vehicles and new-model vehicles that help address 
the issues related to climate change and energy. We 
compare life cycle CO2 emissions with those of previ-
ous parts and vehicles.
Examples of LCA Implementation in FY2022
Model
Objective
eK X EV
• Assessing the effect of reductions from the 
gasoline model
• Assessing the ratios for production, use  
and disposal
• Assessing the impact of components
LCA Results for the eK X EV (CO2 emissions ratio)
0%
20%
40%
60%
80%
100%
Production 49%
Production of electricity 46%
Disposal 2%*2
Maintenance 3%
*2 Excluding items that have been removed prior to disposal: 
bumpers, tires, lead batteries, lithium-ion batteries, etc.
	
In light of growing interest in the environmental 
impact across the entire life cycle in individual coun-
tries and regions, we will continue to strengthen our 
Environmental Management System
Promoting Life Cycle Assessment (LCA)
Enhancing Disclosure of Environmental Information
systems and build the foundations to ensure we re-
main abreast of developments related to regulations 
and incentives.
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Having learned from past cases of failing to comply 
with environmental regulations such as those aimed 
at preventing pollution, we make every effort to com-
ply with relevant regulations.
	
We sincerely respond to complaints from neigh-
borhood residents after investigating the situation.
	
In the event that environmental laws and reg-
ulations are violated or an environmental accident 
occurs (such as if regulatory values are exceeded), or 
if we receive a complaint, the corresponding division 
must submit a Legal Non-Conformity Report to the 
Compliance Department and take necessary mea-
sures against the cause. The report clarifies the de-
We are working with external organizations and initia-
tives to achieve carbon neutrality in 2050. 
	
In April 2023, we joined the GX*2 League, based 
on the GX League Basic Concept, announced by the 
Ministry of Economy, Trade and Industry in FY2021. 
	
In addition, in May 2023 we joined the Japan Cli-
mate Initiative (JCI), a network to disseminate infor-
mation and strengthen collaboration among compa-
nies and others working to combat climate change 
toward the realization of a decarbonized society.
*2 GX: Green transformation
Recognizing the rich characteristics of life on land 
and the importance of our connection to this life, we 
promote environmental preservation activities that 
are rooted in the local community. Realizing that 
factory construction and other types of land use have 
a direct or indirect impact on biodiversity, we strive to 
preserve surrounding ecosystems. We do so by care-
fully maintaining connections between factories and 
the natural environments that surround them and by 
maintaining green spaces within factory sites. By par-
ticipating in forest preservation projects in Japan and 
overseas, we strive to select species that are suitable 
to specific regions. In addition, employees work with 
local residents to plant and cultivate trees, engaging 
in activities connected to local communities.
Please see page 63 for details on our preservation of biodiversity.
tails of the case, measures and more, and appropriate 
countermeasures are taken. Furthermore, in order to 
prevent recurrence, initiatives are in place to improve 
work processes, enhance the supervision system, and 
increase employee awareness.
	
In FY2022, we were subject to no fines or admin-
istrative orders stemming from violations of envi-
ronmental laws and regulations*1. However, in two 
instances they exceeded statutory values provided 
under the Air Pollution Control Act.
	
Other than those cases mentioned above, volun-
tary internal checks and monitoring activities uncov-
ered seven cases of legal non-compliance (including 
delays in notification).
	
We responded to these incidents by swiftly taking 
corrective action, introducing measures to prevent 
recurrence and sharing information with other related 
divisions about the incidents and countermeasures to 
stop the occurrence of similar cases.
*1 Refers to 31 environment-related laws and regulations identi-
fied by us, including the Water Pollution Prevention Act and the 
Air Pollution Control Act.
MITSUBISHI MOTORS conducts sustainability-relat-
ed awareness activities throughout the year as part 
of its aims of deepening the understanding of sus-
tainability among all executives and employees and 
contributing toward the realization of a sustainable 
society through routine business activities. Environ-
mental education and awareness are one aspect of 
these activities.
	
In FY2022, we conducted rank-based training and 
distributed videos to employees. In these ways, we 
sought to promote an understanding of our social 
responsibility for realizing a sustainable society, the 
relationship between sustainability and the environ-
ment, and the relationship between environmental 
issues and our business activities.
Please see page 11 for details on our activities to promote an 
awareness of sustainability.
Our suppliers cooperate with us in various initiatives, 
including meeting the requirements of our Green 
Procurement Guidelines. We believe that ongoing 
communication is an important part of the steady 
implementation of initiatives by suppliers. We explain 
the importance of environmental initiatives at our 
Suppliers Meetings, for example, which are attended 
by our suppliers, and strive to engage in communi-
cations to reduce the environmental impact of our 
entire supply chain.
Please see page 97 for details on the Green Procurement Guidelines.
Promoting Employee Education and 
Awareness Activities
Promoting Environmental Preservation  
Activities Rooted in the Local Community
Collaborating with Suppliers
Environmental Risk Management
Participation in External Associations  
and Initiatives
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Responding to Climate Change and Energy Issues
In recent years, extreme weather, such as heat waves, 
droughts and floods due to heavy rain, has caused di-
sasters one after another around the world. The larg-
est cause of these extreme-weather events is climate 
change, and global warming caused by increases in 
CO2 and other greenhouse gases is a major factor.
	
International frameworks for realizing a sustain-
able society, such as the Paris Agreement adopted in 
2015 and the United Nations Sustainable Development 
Goals (SDGs) are making major progress. In particu-
lar, the Paris Agreement has set targets on climate 
change and fostered increased awareness toward 
corporate responsibility. Furthermore, following the 
United Nations Climate Change Conference (COP26), 
held in the United Kingdom from October to Novem-
ber 2021, over 140 countries, including Japan, declared 
their intent to reach “carbon neutrality” by 2050. As 
a result, countries like Japan and the United States 
have raised their greenhouse gas reduction targets 
for 2030. Momentum is now growing rapidly toward 
achieving a decarbonized society. The Sixth Assess-
ment Report of the IPCC*2, released in March 2023, 
highlights the need to reduce global CO2 emissions, 
including other greenhouse gases, by at least 60% 
(CO2 by 65%) compared to 2019 levels by 2035 in order 
to limit the temperature rise to 1.5°C from pre-indus-
trial levels. This suggests that global efforts to reduce 
CO2 emissions will likely accelerate in the future. 
	
Automobiles generate CO2 throughout the life 
cycle, from production to driving and disposal. For this 
reason, MITSUBISHI MOTORS has identified “respond-
ing to climate change and energy issues” as a mate-
rial issue, taking into account its impact on the econ-
omy, environment and people. Furthermore, in the 
Environmental Plan Package, we position this as one 
of the important challenges to address directly, and 
are working to achieve carbon neutrality throughout 
its supply chain by 2050. We have set specific targets, 
and efforts are underway to achieve this goal.
	
To reduce energy consumption and CO2 emissions 
in all business activities, including development, pro-
duction and distribution, as well as offices, we are 
promoting various initiatives, such as electrification 
technologies, the development of fuel-economy-im-
proving technologies, the introduction of low-energy 
equipment in production processes and the use of 
renewable energy in offices and dealers. In particular, 
we which count electrification technologies as one of 
its strengths should be able to work simultaneously 
to realize a sustainable society and achieve sustain-
able growth for us.
	
Our electrified vehicles have large-capacity bat-
teries that can be used in energy management and 
as emergency power sources in times of disaster. 
Through these measures, we are also engaging in 
measures to adapt to climate change.
	
Going forward, we will strengthen our efforts to 
further reduce CO2 emissions with the aim of becoming 
carbon neutral throughout the supply chain by 2050.
*2 Intergovernmental Panel on Climate Change
Basic Approach
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
Progress in FY2022
z Established the Carbon Neutral Council as a  
MITSUBISHI MOTORS structure for realizing carbon 
neutrality by 2050
z Expanded our lineup of Kei-car passenger electric 
vehicles: Launched the “eK X EV” and resumed gen-
eral sales of the “MINICAB MiEV,” a Kei-car segment 
commercial electric vehicle
z Installed solar power generation equipment at a 
paint plant of P.T. Mitsubishi Motors Krama Yudha 
Indonesia (MMKI) (1.75MW)
*1 Until FY2020, we included some equity-method associates 
in our environmental management target companies. How-
ever, these equity-method associates have been excluded 
since FY2021. 
We set the base value 545 thousand t-CO2, which is cal-
culated by subtracting 43 thousand t-CO2, the emission 
amount made by the equity-method associates, from 588 
thousand t-CO2, the officially reported volume of FY2018 
(the benchmark year).
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P20 Materiality
P25 Feature: MITSUBISHI MOTORS Taking up the Chal-
lenge of Becoming Carbon Neutral
P30 Environmental Plan Package
P33 Environmental Management
P118 Environmental Data Related to Products and 
Business Activities
-18%
11%
-33%*1
93 branches
28,710  
thousand t-CO2eq
Average CO2 emissions from new vehicles
(Tank to Wheel, compared with FY2010) 
[FY2021: -14%]
Ratio of electrified vehicle sales
[FY2021: 7%]
CO2 emissions from business activities
(Scope 1 and 2 total emissions,  
compared with FY2018) 
[FY2021: -25%]
DENDO DRIVE STATIONs
(As of end-March 2023)
Scope 3 emissions
[FY2021: 28,294 thousand t-CO2eq]
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
With the issue of climate change growing increasingly 
serious, the Financial Stability Board established the 
Task Force on Climate-related Financial Disclosures 
(TCFD), which in 2017 announced its recommenda-
tions. These recommendations encourage companies 
to disclose information related to climate change so 
that investors can appropriately assess climate-relat-
ed risks and opportunities.
	
Recognizing the potential of climate change to 
present medium- to long-term risks and opportunities 
that affect its business domains, in July 2021 MITSUB-
ISHI MOTORS expressed its support for the TCFD Rec-
ommendations. Accordingly, we are analyzing the im-
pact of climate change on our businesses and finances 
(scenario analysis). We will reflect the results of scenario 
analysis in our management strategies to enhance the 
resilience of our strategies and improve information dis-
closure in accordance with the TCFD Recommendations.
Governance
a. Board’s oversight of climate-related risks and 
opportunities
We recognize “responding to climate change and en-
ergy issues” as an important management issue and 
identified this as one of our material issues. The Board 
of Directors serves as a forum for the deliberation and 
oversight of strategies, business plans and approach-
es. When important matters related to environmental 
initiatives arise, such as climate change, these matters 
are supervised through deliberation and reporting at 
the Board of Directors. When we revised our Environ-
mental Vision 2050 and Environmental Targets 2030 in 
Examples of climate change-related issues dis-
cussed or reported by the Board of Directors
• Endorsement of TCFD recommendations
• Disclosure in line with TCFD recommendations
• Declaration of intent to achieve carbon neutrality 
by 2050 and revision of Environmental Vision 2050
• Revision of Environmental Targets 2030 
Disclosure Based on  
the TCFD Recommendations
FY2022, we also went through the process of deliber-
ation and reporting at Board of Directors meetings.
b. Management’s role in assessing and managing 
climate-related risks and opportunities
To address climate change and energy issues, we 
Board of Directors
Executive Committee
Carbon Neutral
Council
Subcommittee for
Promote the
Reduction of CO2
from Business
Activities
TCFD Consideration
Team
Structure of Promoting Carbon Neutrality
Deliberation
and reporting
Supervision
Sustainability Committee
Deliberation
and reporting
Deliberation
and
reporting
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
have established the Sustainability Committee, 
chaired by the executive officer, president & CEO, who 
also holds top responsibility for initiatives related to 
climate change. The committee evaluates climate-re-
lated risks and opportunities, discusses response 
measures, and reviews progress and achievements in 
line with the Environmental Targets 2030. Under the 
Sustainability Committee, we have established a body 
consisting of executives responsible for management 
strategy, products, manufacturing, procurement and 
logistics. This organization formulates medium- to 
long-term policies and goals based on the assess-
ment of climate-related risks and opportunities. 
These policies, goals, and their progress are reported 
by the respective heads of each area at the Sustain-
ability Committee for review and deliberation. The 
organization generally meets three times per year, 
Chair
Members
Roles
Meeting 
frequency
Executive  
Officer,  
President & CEO
Executive Officer, 
Executive Vice 
President/senior 
executive officer/
general managers 
of relevant divisions
Monitoring Progress 
toward the Environmental 
Targets 2030
Three 
times a 
year
Executive Officer, 
Executive Vice 
President  
(responsible for 
Engineering/
Product Strate-
gy/TCS/Design)
Relevant executive 
officers/general 
managers of rele-
vant divisions
Formulate medium- and 
long-term policies and 
targets based on the as-
sessment of climate-relat-
ed risks and opportunities 
toward the realization of 
carbon neutrality by 2050
Four times a 
year (Newly 
established 
in FY2023)
Senior Executive 
Officer respon-
sible for Produc-
tion/Procure-
ment
General managers of 
relevant divisions/
plant managers/
representatives of 
affiliated companies/
Sustainability Pro-
motion Department
Draft action plans for re-
ducing CO2 in areas of busi-
ness activity, promotion of 
specific measures, etc.
Twice a year
People in the 
general manager 
class at relevant 
divisions
Identify and assess cli-
mate-related risks and 
opportunities, consider sce-
nario analysis, etc.
Meets as 
necessary 
(Five times 
in FY2022)
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
and particularly important matters are deliberated 
and decided by the Board of Directors. 
	
In recognition that addressing sustainability is a 
high priority management issue, in FY2022, the MIT-
SUBISHI MOTORS Group added ESG-related items as 
an indicator for determining medium- to long-term 
performance-linked compensation for Executive Of-
ficers. Specifically, in relation to the environment, we 
introduced “CO2 emissions from business activities” as 
an indicator to measure progress in addressing the 
escalating climate change issue. 
Recognized climate-related risks and opportunities
Category
Item
Assumed Impact on MITSUBISHI MOTOR’S Business Activities
Timing of the 
Impact*
Degree of 
impact
Transition 
risks
Policies and  
regulations
Strengthening of regulations for fuel 
economy/CO2 and zero-emission 
vehicles
• Increased development/procurement/production costs to comply with stricter regulations
• Increase in fines and credit purchase costs due to non-fulfillment of regulations
Medium/long 
term
Large
Introduction and expansion of  
carbon pricing
• An increasing tax burden on our emissions due to the introduction and expansion of carbon taxes and other 
sorts of carbon pricing, as well as higher prices on carbon, and higher costs due to a price shift toward the 
procurement, production and logistics stages
Medium/long 
term
Large
Markets
Changes in the energy mix
• Higher energy costs due to a rise in electricity prices resulting from the increased introduction of renewable 
energy and carbon-neutral sources of electricity, such as hydrogen
Medium/long 
term
Medium
Tight supply and demand for raw 
materials (rare metals)
• Rise in the cost of raw materials (such as rare metals) and components due to growing demand for storage 
batteries
Medium/long 
term
Medium
Changes in user awareness and 
behavior
• Decrease in sales volume due to the development of public transportation infrastructure and the proliferation 
of sharing in urban areas
Medium/long 
term
Medium
Reputation
Increasingly stringent assessment 
by ESG institutions and stakeholders • Decline in our social image and share price
Short/medi-
um term
Medium
Physical 
risks
Acute
Increasing frequency and intensity of 
meteorological disasters
• Damage to buildings and facilities caused by typhoons and torrential rains, and the suspension of operations 
at production facilities due to supply chain disruptions (delays in the supply of parts stemming from damage 
to suppliers and the disruption of transportation routes)
Short/medi-
um/long term
Large
Chronic
Rise in average temperatures
• Rising (energy) cost of air conditioning to maintain the work environment and employee health
Short/medi-
um/long term
Small
Rise in ocean levels
• Increased flooding and surge in the instance of storms due to rising sea levels, resulting in operational shutdowns at 
manufacturing facilities and increased investment in disaster countermeasures
Short/medi-
um/long term Medium
Opportunities
Products 
and  
services
Growing demand for electrified 
vehicles
• Expand sales of electrified vehicles by improving product capabilities and taking advantage of government and 
municipal measures to promote electrified vehicles
• Increase sales of electrified vehicles and V2X-related equipment/services in line with the growing value of 
electrified vehicles as energy infrastructure
• Boost sales of electrified vehicles that can help supply power in response to growing demand to securing 
sources of emergency power in times of disaster
Medium/long 
term
Large
Energy 
sources
Advancement in energy technologies
• Reduce energy costs by promoting energy conservation activities and the introduction of renewable energy
Medium/long 
term
Medium
* Timing of the impact 
Short term: Up to three years; medium term: three to 10 years; long-term: more than 10 years. Some issues impacts have already occurred as a result of the recent international situation.
Strategies
a. Short-, medium- and long-term climate-related risks 
and opportunities the organization has identified 
We consider climate-related risks and opportunities to 
be an important perspective in the formulation of our 
business strategy. We are identifying and evaluating 
short-term, medium-term, and long-term risks and 
opportunities, as well as analyzing the impact on our 
business based on multiple climate scenarios. We are 
also considering countermeasures in response to these 
risks and opportunities. As particularly high-impact 
migration risks, we identified the “strengthening of 
regulations for fuel economy/CO2 and zero-emission 
vehicles” and the “introduction and expansion of car-
bon pricing.” We identified “increasing frequency and 
intensity of meteorological disasters” as a physical risk. 
While these risks may affect our business in various 
ways, we recognize that responding appropriately to 
these risks will lead to greater sales of electrified vehi-
cles and new business opportunities.
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
b. Impact of climate-related risks and opportunities on the organization's business, strategic, and financial plans
MITSUBISHI MOTORS recognizes that climate-related issues may affect its business, strategies, and financial plans, and reviews its strategies and plans from time to time in 
light of climate-related risks and opportunities.
Impact on strategies and plans
Business area
Recognized impact
Incorporation into strategies and plans
Products and  
services
To realize a carbon-neutral society, various countries and regions are strengthening 
regulations for fuel economy/CO2 and zero-emission vehicles. These will affect our 
product development, production and procurement strategies.
Our Environmental Targets 2030 set the goals of “a 40% reduction in CO2 emissions 
from new vehicles (compared to FY2010)” and an “electrified vehicle sales ratio of 50% 
(100% by FY2035).” In line with these objectives, looking to 2030 we are promoting 
efforts to develop electrified vehicles and improve the fuel efficiency of internal com-
bustion engine vehicles. In the five years to 2027, we plan to introduce nine electrified 
vehicle models.
Supply chain, value 
chain
In the automobile manufacturing and sales business, greenhouse gases such as CO2 
are emitted not only during the manufacture of products, but throughout the entire 
value chain. 
    As climate change advances, the worldwide risk of increasingly frequent and severe 
occurrences, such as typhoons and floods, is mounting. If our supply chain or value 
chain is affected by such events, our plants’ operations could be affected.
The Environmental Targets 2030 call for us to cooperate with major suppliers and 
logistics companies to promote efforts to reduce CO2 throughout the supply chain. In 
response to the risk of supply chain disruption, we are working with key parts suppliers  
to formulate BCPs* so suppliers can quickly restore operations in the event of a disaster.
Investment in R&D 
We are promoting investment in R&D to address increasingly stringent and new regu-
lations for fuel economy/CO2 and zero-emission vehicles in the countries and regions 
where we operate. These moves will affect our R&D costs for electrified vehicles and 
other products. 
The Environmental Targets 2030 set a target of an “electrified vehicle sales ratio of 
50% (100% by FY2035).” To meet this objective, looking to 2030 we will promote R&D 
to develop electrified vehicles and improve the fuel efficiency of internal combustion 
engine vehicles. We are budgeting ¥70 billion in R&D expenses related to electrification 
in FY2025. We have also earmarked ¥55 billion in capital expenditures related to elec-
trification in FY2025.
Adaptation and miti-
gation measures
Our business could be affected by countries and regions introducing or expanding car-
bon taxes and emissions trading systems, as well as by rising energy costs.
The Environmental Targets 2030 set the goal of “reducing CO2 emissions from our 
business activities by 50% (compared to FY2018).” To reach this objective by 2030, we 
will promote energy conservation activities and the introduction and expansion of 
renewable energy.
* BCP: Business continuity plan
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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c. Resilience of the organization’s strategy, taking into consideration different climate-related scenarios, including a 2°C or lower scenario
Based on climate scenarios and future information from organizations such as the International Energy Agency (IEA) and the Network for Greening the Financial System 
(NGFS), we considered the “less than 2°C scenario*1,” which assumes actions by society to avoid climate change as of 2030 and 2050. We also looked at a “growth scenario*2,” 
which assumes national policies continue to grow more stringent. Under these scenarios, we examined the risks and opportunities, focusing on areas with significant impact 
on MITSUBISHI MOTORS’ business activities. 
	
In FY2022, we conducted an analysis that expanded the scope beyond our own operations and the product usage stage to include the procurement stage. The results of 
analysis related to the impact on our business of the associated risks and opportunities are as described below.
*1 Set with reference to the IEA’s “Announced Pledges Scenario (APS)” and the NGFS’s “Net Zero 2050”
*2 Set with reference to the IEA’s “Stated Policies Scenario (STEPS)” and the NGFS’s “Current Policies”
Impact of Risks and Opportunities on MITSUBISHI MOTOR’S Business Activities
Scenario
Risks/Opportunities
Impact on MITSUBISHI MOTOR’S business
Key countermeasures
Item
Less 
than 
2°C
Strengthening of 
regulations for 
fuel economy/
CO2 and ze-
ro-emission 
vehicles
Risks
• Need for both developed countries and emerging 
markets to comply with stricter regulations
• Increasing likelihood of noncompliance
• Higher development/procurement/production costs
• Fines and credit purchase costs increase if regulations are 
not met
• Reduce costs by taking advantage of the 
alliance, such as by standardizing compo-
nents
• Promote electrification, including PHEV and 
EV
• Promote new mobility businesses such as 
energy management using electrified 
vehicles and used batteries
Opportunities • Growing demand for electrified vehicles
• Increased sales of electrified vehicles and expansion of 
the value chain related to electrified vehicles
Introduction and 
expansion of 
carbon pricing
Risks
• Introduction and expansion of carbon taxes, causing 
carbon prices to rise
• Increased direct and indirect tax burdens and higher costs 
at the procurement, production and logistics stages
• Promote energy conservation activities and 
introduce renewable energy
• Promote reduction efforts in cooperation 
with suppliers
Opportunities • Promotion of energy-saving technologies
• Increasing use of renewable energy
• Lower energy costs
Growth
Increasing 
frequency and 
intensity of 
meteorological 
disasters (flood-
ing, inundation)
Risks
• Increased possibility of factory damage and supply 
chain disruptions due to frequent and severe heavy 
rain and flooding
• Damage to production and development facilities
• Lower earnings due to operational shutdowns due to 
damage to our own factories and suppliers
• Review BCP, assuming such factors as heavy 
rain and flooding
• Promote risk mitigation initiatives in collabo-
ration with suppliers
Opportunities • Greater demand for electrified vehicles, owing to 
growing need to secure emergency power sources
• Increased use of electrified vehicles that can help supply 
emergency power
• Reduce costs by taking advantage of the 
alliance, such as by standardizing compo-
nents
• Promote electrification of PHEV/EV
• Promote new mobility businesses such as 
energy management using electrified 
vehicles and used batteries
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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MITSUBISHI MOTORS’ Response Measures Based on 
Risks and Opportunities
MITSUBISHI MOTORS will incorporate measures to ad-
dress climate-related risks and opportunities into our 
Environmental Plan Package*1 and business strategies, 
which set forth the direction and goals of our environ-
mental initiatives. In this way, we are promoting initia-
tives to reduce future risks, ensure sustainable busi-
ness growth and enhance our resilience as a company.
	
In September 2022, we stated our aim of achiev-
ing carbon neutrality throughout our supply chain by 
2050. In February 2023, we revised the Environmental 
Targets 2030 to serve as a milestone along the path 
to achieving carbon neutrality by 2050. 
	
On the product front, we will take our own plug-
in hybrid electric vehicles (PHEV) and commercial 
electric vehicle in the Kei-car segment as a starting 
point. To meet various needs in the global market, we 
will leverage the Alliance’s technology and introduce 
optimal electrified vehicles*2 at the appropriate tim-
ing, taking into consideration the energy situation and 
infrastructure development status in each country 
and region. Working toward carbon neutrality is one 
of the key challenges stated in Challenge 2025, the 
new mid-term business plan we announced in March 
2023. We will develop electrified vehicles and step up 
our efforts in the Alliance as we work toward the sec-
ond phase of our plan to reinforce electrified vehicles 
(FY2026–2028). Over the next five years, we plan to 
introduce nine electrified vehicle models. 
	
In our business activities, we will seek to minimize 
energy use and transition to renewable sources of 
energy to reduce CO2 emissions. Across the supply 
chain, we will collaborate with business partners, re-
lated companies and organizations, and governments 
and municipalities to reduce CO2 emissions at the pro-
duction stage (through raw materials and parts) and 
in logistics (including products). We will also promote 
renewable energy and charging infrastructure, utilize 
carbon-neutral fuel and promote V2X*3. 
	
We believe the spread of electrified vehicles rep-
resents a chance to do new business in the form of 
reuse of used batteries, energy management, and data 
business using vehicle driving and battery data, and in 
collaboration with our partners and municipalities we 
will grow a mobility business that contributes to carbon 
neutrality, which represents a unique opportunity for us 
as an automotive maker, into a fourth pillar of revenue 
after vehicle sales, financing (leasing), and after sales*4.
*1 Please see page 30 for details on the Environmental Plan Package.
*2 Electrified vehicles: Battery-powered electric vehicles, plug-in 
hybrid electric vehicles (PHEV), and hybrid electric vehicles (HEV)
*3 V2X: A general term encompassing vehicle to home (V2H) and 
vehicle to grid (V2G), among others
*4 Please see page 26 for details on the mobility business.
Risk Management
a. Organization’s processes for identifying and as-
sessing climate-related risks
We have established a cross-functional team under 
the Sustainability Committee to conduct scenario 
analysis based on the recommendations of the Task 
Force on Climate-related Financial Disclosures (TCFD). 
We have identified and assessed climate-related risks 
and opportunities that could affect our business, con-
sidering their potential occurrence and impact levels. 
We have incorporated goals and action plans for ad-
dressing climate-related risks and opportunities that 
have a particularly significant impact, and are moni-
toring progress through the Sustainability Committee.
b. Organization’s processes for managing climate-re-
lated risks
The climate-related risks, opportunities, and corre-
sponding measures identified by the Sustainability 
Committee have been assigned to responsible ex-
ecutives at the executive officer level. We have set 
KPIs and are implementing a PDCA cycle. Additionally, 
reports on critical risks and opportunities requiring 
prompt action are provided to the Board of Directors, 
which decides on appropriate responses.
	
In FY2018, MITSUBISHI MOTORS identified mate-
rial issues*5 as the important issue that we should 
wrestle from various challenges in the environmental, 
social, and governance fields. “Responding to climate 
change and energy issues” is recognized as one of the 
most critical issues. During the identification process, 
we conducted repeated examinations from the per-
spective of stakeholders’ concern and the impact on 
us and conducted hearings with experts. Based on 
this, we had extensive discussions within the Sustain-
ability Committee and made the final decision in the 
Executive Committee.
*5 Please see page 15 for details on materiality.
Metrics and Targets
a. Metrics used by the organization to assess cli-
mate-related risks and opportunities in line with its 
strategies and risk management processes
We formulated the Environmental Plan Package in 
2020. Through electrified vehicles and the increased 
use of renewable energy, we aim to become carbon 
neutral by 2050 and contribute to the realization of 
a society that is resilient to climate change. We also 
formulated the Environmental Targets 2030, which 
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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clarifies specific initiatives to be achieved by 2030 in 
accordance with this vision. As major indices to be 
monitored and evaluated under “Action to Climate 
Change,” which MITSUBIHI MOTORS positioned as a 
topmost issue, we set a target for Scope 1 and 2*1 
in the category of “CO2 emissions from our business 
activities.” We also set a target of reducing emissions 
under Scope 3*1, Category 11 (Use of sold products), 
which accounts for around 70% of total emissions 
throughout our supply chain, as well as “reduction in 
CO2 emissions from new vehicles” and “ratio of electri-
fied vehicles sales.”
*1	 Scope 1: A company’s direct emissions (such as from burning fuel)
	
Scope 2: Indirect emissions, resulting from electricity, heat or 
steam provided by another company
	
Scope 3: Indirect emissions other than Scope 1 and Scope 2 
(Such as emissions due to the use of sold products)
b. Scope 1, 2 and 3 GHG emissions and related risks
MITSUBISHI MOTORS calculates CO2 emissions based 
on a GHG protocol. The table below shows actual CO2 
emissions in Scope 1, 2, and 3 for the period from 
FY2018 to FY2022. 
	
To ensure our information is reliable and transpar-
ent, we have obtained independent third-party certi-
fication for our Scope 1 and 2 emissions.
<Scope 1, 2 and 3 Emissions >
Unit
FY2018 FY2019 FY2020 FY2021 FY2022
Scope 1 x103 t-CO2
119
110
80
92
95
Scope 2 x103 t-CO2
469
416
285
319
271
Scope 3 x103 t-CO2 eq 42,580 35,429 20,286 28,294 28,710
Total
x103 t-CO2 eq 43,168 35,955 20,651 28,705 29,076
In its Environmental Targets 2030, we have set tar-
gets for reducing CO2 emissions from new vehicles 
and business activities. We are also working to de-
crease CO2 emissions across the supply chain in rela-
tion to corporate activities.
	
To calculate CO2 emissions across the supply chain, 
in addition to emissions resulting from our own busi-
ness activities (such as from our fuel use and from the 
generation of electricity we use), we determined emis-
sions from the procurement and transport of raw ma-
terials, vehicle during driving, and at the disposal stage. 
In FY2022, across the supply chain our CO2 emissions 
were 29,076 thousand tons of CO2 equivalent.
Data (pp. 118–119): CO2 emissions, Scope 3 breakdown, energy 
input (primary, secondary energy)
Reducing CO2 Emissions across 
the Supply Chain
c. Targets used to manage climate-related risks 
and opportunities, and performance against 
those targets
We are promoting a host of measures based on the 
Environmental Plan Package, which we formulated 
in 2020. We are developing electrified vehicles and 
technologies to improve fuel efficiency, introducing 
energy-saving equipment in production processes 
and using renewable energy in factories, offices 
and dealerships. 
	
The Environmental Plan Package comprises the En-
vironmental Policy, which incorporates our medium- to 
long-term perspective, the Environmental Vision 2050, 
which sets out our vision for society to be achieved by 
2050 and directions for our initiatives, and the Envi-
ronmental Targets 2030, which clarifies specific ini-
tiatives to be achieved by FY2030 in accordance with 
this vision. We have positioned the actions for climate 
change, resource circulation and pollution prevention 
as three environmental issues that we will directly ad-
dress and have set specific targets for these themes. 
	
As we position “action to climate change” as a 
topmost priority, in September 2022 we stated our 
aim of achieving carbon neutrality throughout the 
supply chain by 2050, and we revised the Environ-
mental Vision 2050 accordingly. In March 2023, we 
announced revised Environmental Targets 2030 to 
serve as a milestone along the path to achieving car-
bon neutrality by 2050.
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
Major FY2030 Targets and Progress
Indicators
FY2030 
Target
FY2035 
Target
FY2022
Result
Average CO2 emissions 
from new vehicles
(Tank to Wheel,  
Compared to FY2010)
–40%
–18%
Ratio of electrified  
vehicles sales
50%
100%
11%
CO2 emissions from  
business activities
(Total Scope1 and 2, 
compared to FY2018)
–50% 
–33%*2
*2 Until FY2020, we included some equity-method associates in 
our environmental management target companies. However, 
these equity-method associates have been excluded since 
FY2021, as we organized a method of selecting environmental 
management target companies. 
We set the base value 545 thousand t-CO2, which is calculated 
by subtracting 43 thousand t-CO2, the emission amount made 
by the equity-method associates, from 588 thousand t-CO2, 
the officially reported volume of FY2018 (the benchmark year).
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In our Environmental Targets 2030, MITSUBISHI 
MOTORS set the target of achieving a 40% reduction 
in average CO2 emissions from new vehicles by 2030 
(compared with FY2010 levels). To meet this target, 
we have raised our target ratio of electrified vehicle 
sales to 50% by 2030 and to 100% by FY2035. This 
change focuses our core technologies on responding 
to climate change and energy issues through elec-
trified vehicles, which emit low CO2 while driving, and 
concentrates on their development. Centering on our 
strength in plug-in hybrid electric vehicles (PHEV), 
we will expand our lineup of electrified vehicles, 
thereby promoting their popularization and use in 
society and contributing toward the realization of a 
sustainable society.
Electric Vehicles (EV)
Electric vehicles (EV) are driven by electricity in battery, 
so they emit no exhaust gases such as CO2 while driving.
	
We released the “i-MiEV” as the world’s first 
mass-produced Electric Vehicle (EV) in 2009. In addi-
tion to its environmental performance, the “i-MiEV” 
performed better than conventional gasoline engine 
vehicles on acceleration starting from maximum 
torque. In 2011, we launched the “MINICAB-MiEV,” a 
Kei-car segment commercial electric vehicle (EV). In 
2012, we began offering the “MINICAB-MiEV TRUCK,” 
also an electric vehicle (EV) in the Kei-car segment. 
These technologies are the foundation of next-gener-
ation electrified vehicles, such as PHEV.
	
We believe that expanding the lineup of Kei-car 
EV, which are expected to be used in more everyday 
situations, will be the key to the spread of electrified 
vehicles. Accordingly, in June 2022 we launched the 
“eK X EV,” a new EV in the Kei-car segment, and in 
November 2022 we have reopened general sales of 
the “MINICAB-MiEV,” a commercial battery-powered 
vehicle in the Kei-car segment. We will continue to 
focus on the development of EV to contribute toward 
the realization of a carbon neutral society.
TOPICS
Reopened General Sales of the “MINICAB-MiEV,” a 
Kei-Car Segment Commercial Electric Vehicle (EV).
The “MINICAB-MiEV” is a one-box-type vehicle that in-
corporates the EV systems of the “i-MiEV,” which has a 
proven track record in the world's first mass-produced 
electric vehicle. This system includes a drive battery 
and a small, lightweight and highly efficient motor. 
We have paid careful attention to the layout of the EV 
components, such as the drive battery, resulting in a 
spacious cargo area, as well as excellent driving stabili-
ty and comfort thanks to a low center of gravity.
	
Sales of the only domestically produced commercial  
Kei-car segment electric vehicle, the “MINICAB-MiEV,” 
began in December 2011, primarily targeting the do-
mestic delivery industry. After temporarily ceasing 
production at the end of March 2021, we continued 
offering the model to some corporate customers. How-
ever, with the increasing focus on carbon neutrality and 
the acceleration of decarbonization efforts in various 
sectors, such as logistics and local governments, de-
mand for Kei-car segment commercial EV has grown. In 
response, in November 2022 we resumed general sales 
to meet the demand for sustainable business activities 
and carbon reduction initiatives. 
	
In 2024, we plan to begin producing the “MINI-
CAB-MiEV” overseas for the first time, at PT. Mitsubishi 
Motors Krama Yudha Indonesia (MMKI).
Development and Spread of  
Electrified Vehicles
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
Our History of Developing Electrified Vehicles
EV
PHEV
i-MiEV
World’s first mass-produced EV
MINICAB-MiEV
OUTLANDER PHEV
ECLIPSE CROSS  
PHEV model
OUTLANDER  
PHEV model
eK X EV
2009
2011
2013
2020
2021
2022
1964
Start of R&D on  
electric vehicles (EV)
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Plug-in Hybrid Electric Vehicles (PHEV)
PHEV are powered by electricity stored in batteries 
and by the motor, using the engine to generate elec-
tric power when the battery level is low. Concern over 
the driving range is no longer an issue as it offers the 
advantages of electric vehicles (EV): powerful driving, 
superb quietness and high stability.
	
Our journey in PHEV began with the “OUTLAND-
ER PHEV” in 2013, followed by the “ECLIPSE CROSS 
PHEV model” in 2020 and the launch of the All-New 
“OUTLANDER PHEV model” in 2021. At low to medi-
um speeds, the PHEV system uses electric power 
from the battery, but when the battery level is low, it 
generates electric power during operation using the 
engine while also supplying power to the motor and 
battery. Furthermore, during high-speed driving, the 
vehicle is driven by the engine and simultaneously 
assisted by the battery-powered motor. In this way, 
the drive mode is automatically selected according 
to the situation. CO2 emissions are substantially lower 
than conventional gasoline engine vehicles, delivering 
outstanding environmental performance.
Launching the New “OUTLANDER PHEV model” in 
Australia and North America
“OUTLANDER PHEV” Tops Vehicle Sales in the PHEV 
Category in Japan in FY2022
Following its initial launch in Japan in December 2021, 
we launched the new “OUTLANDER PHEV model” in 
August 2022 in Australia, in Canada and the United 
States in November, and in Puerto Rico in December. 
The All-New “OUTLANDER PHEV model” is a flagship 
model that brings together the essence of our electri-
fication and four-wheel control technologies Based on 
the “majestic” concept, the body, chassis, power train, 
etc. have all been redesigned and evolved. As a result, 
both the attractive features of a SUV such as power-
ful driving performance on roads and all manner of 
terrain, comfort and livability, and versatile usability, 
as well as attractive features of an electrified vehicle, 
such as powerful and smooth acceleration and safe 
and secure driving in all driving situations, have been 
greatly enhanced.
Sales in Japan of the “OUTLANDER PHEV,” our cross-
over SUV, reached 17,059 units* in FY2022, topping the 
PHEV category for the second straight year. 
	
Another crossover SUV model, the “ECLIPSE CROSS 
PHEV model,” came second in this category, with sales 
of 4,485 units. Together totaling 21,544 units, these 
sales put us at the top of Japan’s PHEV category for 
the second consecutive year, with a market share of 
approximately 54%.
* Including previous models
TOPICS
TOPICS
OUTLANDER PHEV
ECLIPSE CROSS PHEV model
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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CO2 Reduction
Driving Range
Power Supply Capability
Using the LCA*4 concept, which is based on 
calculations of total environmental impact from 
production to disposal, MITSUBISHI MOTORS be-
lieves PHEV system is the most environmentally 
friendly electrical drive systems.
*1 Hybrid electric vehicle
*2 Electric vehicle
*3 CO2 emissions during driving include CO2 emissions generat-
ed when electricity to charge the battery is generated.
*4 LCA stands for life cycle assessment, which is a technique 
for calculating the environmental impact of a product from 
manufacturing to disposal.
It is possible to use only the electric motor 
without consuming gasoline for short trips, such 
as for everyday commuting and shopping. The 
motor and engine can also be used in combi-
nation to extend the driving range, using the 
engine to generate the electricity when battery 
levels run low.
Via a bi directional (V2H*5) charger, the electricity 
in the battery and the engine’s generating capa-
bilities can be used in combination to supply elec-
tricity for up to 12 days*6. It can also be used as an 
emergency power source in times of disaster.
*5 Short for “vehicle to home,” V2H is a system that enables 
electricity stored in a car’s battery to be supplied to the home.
*6 For the All-New “OUTLANDER PHEV model” Potential supply 
capacity is calculated by MITSUBISHI MOTORS (calculations 
assume approximately 10 kWh per day for general household 
power consumption and do not include the conversion effi-
ciency of the V2H equipment and/or similar device).
HEV*1
CO2 emissions
PHEV
EV*2
Production
Disposal
High level of CO2 emitted 
during driving
Relatively less CO2 emitted
during production and driving*3
Higher level of CO2 emitted during production*3
Production/disposal
Driving
On longer trips, powered by electricity 
and sometimes gasoline
Powered 100% by electricity 
for short trips
PHEV
PHEV
＋
Supply electricity for up to 12 days
(Based on general household consumption)
PHEV
The Values Plug-in Hybrid Electric Vehicles (PHEV) Provide:
Note: Based on MITSUBISHI MOTORS’ estimate of actual CO2 emis-
sions in 2025. LCA values vary depending on such factors as 
CO2 emissions during power generation and lifetime mileage.
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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TOPICS
We are implementing a joint demonstration project involving DeNA, Ricoh Japan, and Kei-car electric  
vehicles to achieve efficient operations and energy management in our respective companies.
MITSUBISHI MOTORS, along with DeNA Co., Ltd. and Ricoh 
Japan Co., Ltd., conducted a joint demonstration project 
from September 2022 to the end of January 2023 to 
promote the adoption of electric vehicles by businesses. 
The project aimed to achieve efficient operation of Kei-
car electric vehicles and energy management.
	
To achieve carbon neutrality by 2050, companies in 
Japan face the pressing need to convert their fleets of 
business vehicles to Kei-car electric vehicles and other 
similar options. Kei-car electric vehicles, both for pas-
senger and commercial use, offer cost advantages over 
larger vehicles, but they have smaller battery capac-
ities. To meet the diverse operational needs of busi-
nesses, vehicles need to incorporate efficient charging 
strategies and operational plans that take into account 
charging timing, among other factors. In this demon-
stration project, three “MINICAB-MiEV”s, which are the 
only Kei-car segment commercial electric vehicle in 
Japan, were used as sales vehicles at Ricoh’s Saitama 
branch. We collected vehicle information such as op-
erational and charging data, as well as power usage 
data at the office, in order to analyze the operation of 
electric vehicles at the branch. Based on this analysis, 
we proposed an appropriate number of vehicles for the 
branch and developed an optimal operational plan that 
incorporates smart charging and 
shifts charging to off-peak times, 
to achieve efficient utilization of 
Kei-car electric vehicles and reduce 
the branch’s peak power con-
sumption (energy management).
<Flow of the joint demonstration project >
By leveraging the large-capacity batteries on its 
electric vehicles (EV) and PHEV to supply electricity, 
MITSUBISHI MOTORS is contributing to measures in 
various countries and industries to adapt to climate 
change and energy issues. We are applying these to 
such areas as areas as energy management, V2X* and 
use as emergency power sources in times of disaster.
* A general term encompassing vehicle to home (V2H) and vehicle 
to grid (V2G), among others
Promoting the Use of Electrified Vehicles 
as a Way of Adopting to Climate Change
“MINICAB-MiEV” used in the demon-
stration project
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
EV data (IoT device)
Platform to link EV data
Energy management system (EMS)
Battery charger
Operating results/operation plan
Analysis of vehicle operation
Operating days, 
operating hours, 
distance traveled, 
travel speed, remaining 
battery capacity, CO2 
emissions/reduction, 
etc.
Charging time, 
number of units 
charged, amount of 
charging, facility 
electricity demand 
curve, etc.
Charging and power analysis
Electricity results/charging plan
Peak shift, smart charging
Verification of energy  
management effectiveness
Power-receiving 
facility
Facility
Most energy- 
efficient  
equipment
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MITSUBISHI MOTORS is continuously promoting the 
development of powertrain technologies to reduce 
fuel consumption and improve energy efficiency. 
Idle-Stop “AS&G”
AS&G is an idling stop function that automatically 
stops and starts the engine. This has a major ef-
fect on improving the fuel economy because no 
fuel is consumed when at a stop. When fitted with 
a coasting stop function, AS&G stops the engine 
while decelerating.
Hybrid System
The new “OUTLANDER” model for China employs a 
new 48V BSG hybrid system, which is also employed 
in the eK series (excluding the “eK WAGON”) with 
12V system. The power generated from deceleration 
efficiently charges the lithium-ion battery, and the 
motor assists the engine during acceleration, result-
ing in a torquey, fuel-efficient ride and smooth en-
gine stopping and starting.
* Short for “belt-driven starter generator,” the BSG adds motor 
functionality to the generator, using a belt drive to assist engine 
startup and providing power assistance. 
Variable Valve Timing Mechanism
Mitsubishi Innovative Value timing Electronic Control 
System (MIVEC)
The MIVEC is a variable valve timing mechanism for 
minimizing fuel consumption. The intake valve lift is 
continuously varied according to the operating con-
dition to minimize air intake energy loss, resulting in 
improved fuel efficiency.
Exhaust side
Intake side
Variable lift 
sensor
Variable cam 
phase system
MIVEC engine
Variable lift 
electric actuator
Continuously variable 
valve lift system
Gasoline Direct-Injection Turbo Engine
The “ECLIPS CROSS” adopts a 1.5L downsized direct- 
injection turbo engine (4B40). By precisely controlling 
in-cylinder injection and intake port injection based 
on driving circumstances, this engine delivers superior 
fuel economy and a clean exhaust gas. By combin-
ing an exhaust manifold integrated with the cylinder 
head, intake and exhaust MIVEC, and a compact tur-
bocharger with an electric wastegate actuator, the 
engine optimizes supercharging pressure control 
to respond as the driver demands, thus delivering a 
comfortable and powerful driving.
	
The “OUTLANDER” for the Chinese market is 
equipped with a next-generation 1.5L downsized di-
rect injection turbocharged gasoline engine, which is 
an improved version of the 4B40 engine. Additionally, 
it is combined with a hybrid system that incorporates 
a 48V BSG. This system assists during start-up and 
acceleration with the motor, achieving a high level of 
performance and fuel efficiency.
Development of Improving Fuel 
Economy Technologies
Motor
Engine
Lithium-ion
battery
Hybrid system on the “eK X”
Direct injection turbocharged 
gasoline engine (4B40)
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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Sustainability Strategy
Diesel Turbo Engines
The new “TRITON” model we unveiled in Thailand in 
July 2023 is equipped with a new 2.4L diesel turbo en-
gine. The weight and friction losses of the engine are 
reduced due to the optimally designed key compo-
nents such as the cylinder block, piston and connect-
ing rods. Additionally, the fuel injection system has 
been upgraded to the next generation, providing high 
performance while achieving excellent fuel efficiency 
and clean exhaust gas characteristics.
Deceleration Energy Recovery
(Power Generation Control)
By using the energy generated during deceleration 
to centrally charge the battery, we aim to reduce the 
engine's power generation during driving conditions 
such as idling, acceleration and cruising, resulting in 
improved fuel efficiency.
Employing a 1.5L Downsized Gasoline Direct Injection Turbo Engine
The new “OUTLANDER” we launched for the Chinese 
market in November 2022 is equipped with an im-
proved 1.5L downsized gasoline direct injection turbo 
engine and a 48V BSG hybrid system.
	 	 The enhanced engine uses the following items to 
meet the b class (National 
6b) of China’s National 
6 emission standards 
and improve output and 
fuel efficiency, achieving 
torquey yet fuel-efficient 
driving performance.
1. 48V belt-driven starter generator (BSG) hybrid system
	
The 48V BSG (generator with motor functionality) 
offers excellent power generation efficiency, utiliz-
ing energy from deceleration to generate electricity 
and charge a dedicated battery. During acceleration, 
it assists the engine with the power generated, 
helping to reduce gasoline consumption and im-
prove fuel efficiency. Additionally, this motor can 
restart the engine quickly and quietly.
2.	Low-pressure exhaust gas recirculation (EGR)  
system with water-cooled intercooler
	
To address the issues of falling fuel efficiency while 
climbing and when accelerated powerfully common 
to downsized turbo engines, we have adopted a 
low-pressure EGR system. This system recirculates 
EGR gases, which have passed through a catalyst, 
back to the air intake in front of the intercooler. 
After passing through the intercooler, the cooled 
EGR gases flow into the combustion chamber. This 
improves combustion efficiency and helps to im-
prove fuel efficiency during high power output. 
	
    In low-pressure EGR systems, the intake path be-
comes longer as EGR gas passes through the inter-
cooler, which can lead to a delayed engine response. 
To address this issue, we used a water-cooled 
intercooler to significantly shorten the distance the 
EGR travels to reach the combustion chamber. This 
enhances the engine’s responsiveness, avoiding 
unnecessary accelerator operation and helping to 
improve fuel efficiency.
3.	High-pressure fuel injection system
	
We use newly developed high-pressure fuel pumps 
and injectors to improve combustion by better mix-
ing fuel and air, lowering emissions and contributing 
to fuel efficiency.
4.	Gasoline particulate filter system (GPF)
	
We have developed a system that uses a filter to cap-
ture particulate matter from the exhaust gas of gas-
oline engines. Once a certain amount has built up, the 
system combusts the particulate matter to remove it. 
This system helps to purify exhaust emissions.
5.	Switching valve to control the flow route of cooling 
water (multi control valve)
	
To enhance engine heat management, we have 
introduced an electromagnetic valve that controls 
the coolant flow flexibly, thereby optimizing water 
temperature. This helps the engine warm up quickly, 
reduces friction losses, and improves fuel efficiency.
6.	Variable capacity oil pump
	
By continuously adjusting the oil discharge rate to 
the required volume and maintaining an optimal hy-
draulic pressure, we minimize the oil pump’s work-
load, improving fuel efficiency.
TOPICS
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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Sustainability Strategy
To become carbon neutral, MITSUBISHI MOTORS will 
approach the issue from both the “demand side” 
(energy consumption) and the “supply side” (energy 
generation and procurement). To clarify our activities, 
Person in charge of the initiative: Division General Manager,
Production Strategy Planning Division
Production Engineering: 
Division General Manager, 
Production Engineering Division
Domestic plants: Plant managers
Overseas plants: 
People in charge of production companies overseas
Development (business sites): 
Division General Manager, 
Development Management Division
Sales companies: Presidents of sales companies
Electricity procurement: 
Division General Manager, 
Procurement Communication Division
Gathering/sharing of information: 
General Manager, 
Sustainability Promotion Department
In charge of promoting overall activities
(Business Activity Carbon Neutral Promotion Office)
Subcommittee to Promote the Reduction of CO2
(Chair: Senior Executive Officer in charge of Production/Procurement)
Promotion structure and responsible parties
Taking the Initiative in Business  
Activities Toward Carbon Neutrality
we have formulated a medium- to long-term road-
map toward carbon neutrality. Following this plan, we 
are working to develop future technologies, improve 
production processes and expand the introduction of 
renewable energy. 
	
We have established the CO2 Reduction Promotion 
Subcommittee as an infrastructure of the Sustainabil-
ity Committee. The subcommittee, which has mem-
bers from production, development and sales com-
panies in Japan and overseas, aims to help the entire 
MITSUBISHI MOTORS Group achieve carbon neutrality 
in its business activities. The subcommittee shares 
information on the progress of action plans, actual 
CO2 emissions, and other pertinent data. It also drafts 
reduction measures, considers future technologies, 
and deliberates the future energy mix.
“Seven Approaches” to Become Carbon Neutral
Customers
Painting process
Press process
Supply side
Carbon
neutral
Demand side
Production management
Dealers
Energy storage
(reutilizing used batteries)
Plants
Electricity
Gas
CO2
Production of plastic parts
Production of battery packs
Welding process
Casting and forging processes
Testing process
Engine machining and assembly process
Body assembly
(1) Making manufacturing
      processes more efficient
(5) Introducing renewable energy
      (such as solar power generation)
(6) Promoting the procurement 
      of renewable energy
(7) Offsetting/
      recovering carbon
(2) Promoting energy-saving 
      activities
(3) Promoting the electrification 
      of motive power
(4) Developing new-generation 
      technologies
Demand side: Work to minimize energy consumption
Supply side: Transition to low-cost, stable renewable energy
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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Sustainability Strategy
MITSUBISHI MOTORS is actively seeking to use renew-
able energy in its operations, taking into consideration 
the energy situation at each site. To do so, we are in-
troducing in-house renewable energy generation and 
purchasing renewable energy from energy suppliers.
	
We believe solar power offers us an important way 
to achieve carbon neutrality, and we are proactively 
introducing solar power generation at our locations. In 
FY2022, we installed 1.75MW of solar panels at Mit-
subishi Motors Krama Yudha Indonesia (MMKI) and 
began generating power there. We also added 0.3MW 
of panels at the Okazaki Plant. In total, these panels 
should reduce emissions by 1,900t of CO2 annually. 
Furthermore, we are preparing to install solar power 
generation capacity at Asian Transmission Corpora-
tion (ATC), Mitsubishi Motors Philippines Corporation 
(MMPC), and the Mizushima Plant. We also have plans 
to expand the installation areas at sites where solar 
power generation is already utilized.
Starting to Use Solar Power Generation Equipment 
(Rooftop of the Paint Plant) (MMKI)
We set up a 1.75MW solar power system on the roof 
of a paint plant at Mitsubishi Motors Krama Yudha 
Indonesia (MMKI), and the system began generating 
electricity in February 2023. The system is expected to 
generate 2,400MWh of power per year, reducing annual 
CO2 emissions by 1,800t.
	
Following the paint plant, MMKI is planning to 
gradually install solar panels at its vehicle assembly and 
welding plants, as well. 
Solar power generation equipment on MMKI’s paint plant
TOPICS
Introduction of Renewable Energy
To reduce CO2 emissions from production activities, 
we have established a medium- to long-term road-
map to achieve carbon neutrality in each area of 
production technology—pressing, welding, painting, 
assembly and powertrain—and we are developing 
future technologies and improving production pro-
cesses to this end.
	
We are incorporating a variety of plans into our an-
nual capital investment plans and implementing them. 
We are improving the efficiency of production equip-
ment, using electric equipment instead of the use of 
fuels, steam or compressed air, and upgrading general 
equipment to more energy-saving models. 
	
In energy-saving activities involving participants 
from production sites and production technology 
and motive power departments, we are working to 
improve the operation of energy-intensive processes 
such as painting and casting. We also review the op-
eration and management of power supply equipment 
such as boilers and compressors, and strive to pre-
vent air leaks and other losses. These activities focus 
on operational improvements following the introduc-
tion of new facilities.
Initiatives at Manufacturing Plants
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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MITSUBISHI MOTORS is also promoting the use of 
renewable energy and introducing various types of 
energy-saving equipment in areas other than manu-
facturing, such as at R&D and head office locations.
	
Part of the electric power used at the Research 
and Development Building (Okazaki, Aichi Prefecture) 
and head office (Minato-ku, Tokyo) is supplied by 
renewable energy, thanks to the erection of rooftop 
solar power system and making use of the Trad-
able Green Certificates System*2. Also, CO2 emissions 
are being reduced by using energy-saving electrical 
equipment and air conditioners.
	
In July 2020, we began tracking electricity use and 
power generation per capita at our Research and De-
velopment Building, comparing these figures with other 
offices, and using digital signage to show year-on-year 
comparisons by month. In these ways, we are working 
to increase employee awareness about saving energy.
*2 This system is used to trade environmental added value of 
renewable energy generated from natural energy sources using 
renewable energy certificates issued by a certificate issuer and 
confirmed by a third-party organization.
Digital signage at Research and Development 
Building (Okazaki)
Office Initiatives
Reducing the Use of Compressed Air by Introduc-
ing a Rotary Drainage System (Kyoto Plant)
Reusing Waste Heat from the Exhaust of (RTO*1) 
Equipment (MMTh)
The compressors used to produce compressed air ac-
count for about 20% of the energy used by the Kyoto 
Plant. Accordingly, decreasing the plant’s consumption of 
compressed air is a priority for reducing CO2 emissions. 
	
In FY2022, we introduced a centrifugal device to 
drain water in the process of cleaning engine cylinder 
heads, instead of the compressed air we had used 
previously. This change significantly reduced the use of 
compressed air. We expect to eventually achieve 95% 
reduction in energy consumption, lowering annual CO2 
emissions by 40 tons. We plan to gradually roll out this 
improved process to other lines and facilities.
TOPICS
TOPICS
Overview of heat exchangers and equipment actually installed
Jig for fixing cylinder heads
Overview of rotary  
drainage system
Heat exchanger
(Gas to liquid)
RTO exhaust
gas Inlet: 100°C
Outlet: 80°C
Outlet: 70°C
Warm water
for heating
Inlet: 50°C
Removing moisture 
by blowing com-
pressed air
<Before  
introduction>
Workpiece rotated to 
remove water with 
centrifugal force
<After  
introduction>
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh) has imple-
mented various measures at its new paint plant to op-
timize the thermal balance in the painting process. One 
measure involves a heat exchanger that utilizes waste 
heat from RTO exhaust gas, which began operating in 
January 2023, resulting in significant energy savings. 
	
In the painting process, we had been using the heat 
from RTO exhaust gas from the drying process in a 
gas-to-gas heat exchange. Now, we have also installed a 
gas-to-liquid heat exchanger in the process following the 
drying process to utilize the heat from the exhaust gas 
at around 100°C to reheat the water used in the painting 
facility from 50°C to 70°C. As a result, we expect to reduce 
the amount of gas used to heat water by more than 30%, 
lowering annual CO2 emissions by 550 tons.
*1 RTO: regenerative thermal oxidizer
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MITSUBISHI MOTORS encourages our dealers in Japan 
to acquire Eco-Action 21 certification and carry out 
activities such as reducing the amount of energy and 
water they use, lowering the amount of waste they 
produce, and promoting the widespread use of elec-
trified vehicles.
	
Eco-Action 21 is an environmental management 
certification and registration system based on guide-
lines recommended by Japan’s Ministry of the Environ-
ment. Eco-Action 21 has the following three features.
• The environmental management framework is easy 
for small and medium-sized businesses to configure 
and operate.
• The system enables organizations to track and man-
age their CO2 emissions, working toward zero CO2.
• The system facilitates thorough management of 
compliance with environmental laws and regulations.
For details on Eco-Action 21, see the website of the system’s cen-
tral secretariat (only in Japanese).
WEB  https://www.ea21.jp/
Rolling out the DENDO DRIVE STATION across Japan’s Prefectures
MITSUBISHI MOTORS seeks to put DENDO DRIVE STATIONs into operation in pre-
fectures across Japan. DENDO DRIVE STATIONs are next-generation dealerships 
where visitors can experience the appeal of electrified vehicles, including their use 
as power sources in times of disaster and their contribution to the environment.
	
In FY2022, we opened up a location—Ageo (Saitama Prefecture)—bringing the 
number of locations in Japan to 93.
	
By deploying DENDO DRIVE STATION branches across Japan, we will increase 
the significance of electrified vehicles by diversifying their energy sources and 
communicating their value as sources of electric power in times of disaster.
See our website for details on our next-generation dealerships, called DENDO DRIVE STA-
TIONs. (only in Japanese)
WEB  https://www.mitsubishi-motors.co.jp/carlife/phev/dendo/index.html
Electrified Vehicle Charging Facilities
Electricity generated by the solar power 
system is used to charge electrified 
vehicles through V2H*2 equipment.
Lifestyle Corner 
In a corner designed to look like a typ-
ical household dining area, we conduct 
a “1500W experience demonstration” to 
show how daily life can go one, even during 
disasters, by using just a 100V AC power 
supply (1500W) from an electrified vehicle.
Exterior
TOPICS
Dealers That Have Acquired “Eco-Action 21” Certification (As of July 1, 2023)
Company
Aomori Mitsubishi Motor Sales Co., Ltd. 
Toyama Mitsubishi Motor Sales Co., Ltd.
Kyushu Mitsubishi Motor Sales Co., Ltd.
Higashi Nihon Mitsubishi Motor Sales Co., Ltd. Toyama Diamond Motors Co., Ltd.
Oita Mitsubishi Motor Sales Co., Ltd.
Ibaraki Mitsubishi Motor Sales Co., Ltd.
Fukui Mitsubishi Motor Sales Co., Ltd.
Kumamoto Mitsubishi Motor Sales Co., Ltd.
Sobu Mitsubishi Motor Sales Co., Ltd.
Kyoto Mitsubishi Motor Sales Co., Ltd.
Nagasaki Mitsubishi Motor Sales Co., Ltd.
Tokai Mitsubishi Motor Sales Co., Ltd.
Nishi Nihon Mitsubishi Motor Sales Co., Ltd.
Ishikawa Chuo Mitsubishi Motor Sales Co., Ltd.
Sunen Mitsubishi Motor Sales Co., Ltd.
Shiga Mitsubishi Motor Sales Co., Ltd.*1
Mie Mitsubishi Motor Sales Co., Ltd.
Nishiowari Mitsubishi Motor Sales Co., Ltd.
Fukuyama Mitsubishi Motor Sales Co., Ltd.
Gunma Mitsubishi Motor Sales Co., Ltd.
*1 Certification received for the Kyoto Mitsubishi Motor Sales Co., Ltd. Group
Dealer Initiatives
Ageo Branch/Clean Car Ageo   Ageo Mitsubishi Motor Sales Co., Ltd.
Nationwide map of DENDO DRIVE STATIONs
*2 V2H: Vehicle to home, V2H is a system that enables electricity stored in a car’s battery to be supplied to the home.
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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Working to Reduce CO2 Emissions from  
Logistics in Japan
MITSUBISHI MOTORS is actively promoting initiatives 
to reduce CO2 emissions of production parts, accesso-
ries and transportation of vehicles. Key activities for 
improvement of logistics efficiency include packaging 
improvements, increasing of truck filling ratio, and 
consolidating cargoes to reduce weight and distance 
(ton-kilometers*). In addition to these in-house ef-
Focused Distribution Routes for Reducing CO2 Emissions
Supply Route
Complete Build-up Vehicles Distribution, etc.
Supplier
MITSUBISHI
MOTORS
Plant
Distribution
Base
(Including
Ports and
Stations)
MITSUBISHI
MOTORS
Plant
Truck
Train
Train
Truck
Trailer
Boat
Train
Trailer
Trailer
Truck
Truck
Truck
Complete
Build-up
Vehicles
Parts
Engines and
transmissions
Port
Vehicle dealers
Vehicle dealers
Parts dealers
Waste
Waste disposal
contractors
Knock-down
parts
Port
forts, we are collaborating with logistics partners to 
promote eco-driving, transportation equipment up-
grades and modal shifts. We are also working with our 
alliance partners to shorten travel distances through 
joint transportation and sharing the use of logistics 
facilities. In addition to these proactive and compre-
hensive measures, we are considering collaborating 
more closely with logistics partners to encourage the 
introduction of vehicles that do not run on fossil fuels.
* Ton-kilometer (t-km) is a measurement corresponding to the 
transport of one ton of cargo over a distance of one kilometer.
Capturing CO2 Emissions from Overseas Affiliates
We understand the importance of collecting and 
disclosing CO2 emissions volumes from distribution 
throughout the supply chain, including overseas, and 
we are promoting initiatives in this regard.
	
We have already begun collecting data from our 
main overseas plants, Mitsubishi Motors (Thailand) 
Co., Ltd. (MMTh), Mitsubishi Motors Krama Yudha 
Indonesia (MMKI) and Mitsubishi Motors Vietnam 
Co., Ltd. (MMV), to make their CO2 emissions from 
distribution visible. Going forward, we will continue 
working to confirm and improve the accuracy of the 
data collected. In addition to expanding the scope to 
include other overseas plants, we will start visualiza-
tion efforts targeting overseas sales subsidiaries. As 
a result, we hope to expand our understanding of CO2 
emissions from distribution.
Vehicle transport in Thailand
Physical Distribution
Target
l 9.4
Targets
l 13.1
l 13.2
l 13.3
Targets
l 7.2
l 7.3
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Sustainability Strategy
Resource Recycling Initiatives
The rise in populations and economic growth in 
emerging markets is leading to a rise in the consump-
tion of minerals, fossil fuels and other resources.
	
MITSUBISHI MOTORS is working to use fewer re-
sources and use them more effectively. We believe 
we can add more value to vehicles in manufacturing 
process. This believe underpins our belief that effec-
tive resource use is an important priority. The Envi-
ronmental Plan Package positions resource recycling 
as an environmental issue to engage in directly, and 
we are contributing to a resource-recycling-oriented 
society by minimizing input resources and maximizing 
resource efficiency.
	
Countries and industry groups are formulating 
various initiatives in order to promote automobile 
recycling and correct processing. In response, the 
Company set targets to improve the ease of recy-
cling, reduce the use of lead, and introduce recycled 
parts for new vehicles when the “MITSUBISHI MOTORS 
Recycling Initiative” was established in 1998. We have 
continued to engage in this initiative.
	
With regard to waste generated by our business 
activities, to achieve the goal set in Environmental 
Targets 2030 of “zero direct landfill waste (less than 
0.5%),” we are working to reduce waste generated 
outside the company and reuse resources. In FY2022, 
our management target companies achieved zero 
direct landfill waste (less than 0.5%).
Data (pp. 120): Generated waste, generated waste and externally 
disposed waste (MITSUBISHI MOTORS along), raw material inputs
Under vehicle recycling legislation in Japan, Europe 
and China, automobile manufacturers are obligated to 
consider recycling when developing products.
	
We conduct design and development that actively 
incorporates not just recycling, but all aspects of the 
3Rs including reduction and reuse. We have imple-
mented the 3Rs in the stage starting with concep-
tual design in accordance with our unique “Recycling 
Plan Guidelines.”
	
With regard to wires and harnesses, and motors, 
we have improved detachability and ease of recycling 
in accordance with the “Harness Design Guidelines.”
	
At dealers, bumpers recovered or replaced during 
repairs are recycled for battery trays and other exte-
rior parts. We are also promoting the increased use 
in other parts of recycled materials and non-fos-
sil-based plastic used in vehicles, such as biomass 
plastics. Recycled materials such as clothing are used 
for silencer parts such as dashboards, and biomass 
plastics are used for interior parts such as steering 
wheel garnishes.
Basic Approach
Recycling-Based Design and Development
Targets
l 12.2
l 12.5
Progress in FY2022
z Promoted strengthening adoption of non-fossil-
based plastic
z Began development of autonomous street lighting 
by reusing batteries from electrified vehicles
z Installed energy storage facilities for the demon-
stration of two concepts employing used batteries 
in conjunction with quick chargers and bidirectional 
chargers at the Okazaki Plant’s M-Tech Lab, which 
started the demonstration in January 2023
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P20 Materiality
P30 Environmental Plan Package
P33 Environmental Management
P118 Environmental Data Related to Products and 
Business Activities
Less than 0.5%
Direct landfill waste
(Management Target  
Companies: 20)
[FY2021: less than 0.5%]
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Using Thermoplastic Resin
The “XPANDER CROSS,” which was launched in 2019, 
uses easily recyclable thermoplastic resin for exterior 
and interior parts.
Main parts (indicated in green)  
that use thermoplastic resin
Exterior
Interior
TOPICS
gun the development of autonomous street lighting 
by reusing batteries from electrified vehicles. In April 
2023, autonomous street lighting was installed in the 
Okazaki Plant and we began a demonstration experi-
ment. These lights require no external power supplies, 
but use solar power, used batteries from electrified 
vehicles and recycled steel. In the event of disaster or 
power failure, such street lights continue to function 
and without having to be turned off. With the aim of 
commencing sales by in FY2024, the FY2023 demon-
stration experiment will obtain data on batteries and 
other items during use, and verify the practicality of 
the system, considering factors such as the number 
of days when the sun does not shine. 
	
In Japan, Europe and North America, we have 
begun creating a system for collecting used batteries. 
The aim is to develop recycling technologies for and 
properly dispose of batteries for electric vehicles and 
plug-in hybrid electric vehicles.
Response to Automobile Recycling Laws in Japan
Since the End-of-Life Vehicle Recycling Law was en-
acted in Japan in 2005, we have been accepting used 
automobile shredder residue (ASR*1), airbags, and 
fluorocarbons for recycling.
	
Regarding ASR recycling, we participate in ART*2 in 
order to jointly process ASR. As a result of the cre-
ation of new processing facilities and other measures, 
the ASR recycling rate in FY2022 was 96.8%, substan-
tially above the statutory standard of 70% in effect 
since 2015. We will continue to develop new recycling 
facilities to ensure the stable processing of ASR.
*1 Automobile shredder residue
*2 Automobile Shredder Residue Recycling Promotion Team 
established by 13 companies, including Nissan Motor Co., Ltd., 
Mazda Motor Corporation and MITSUBISHI MOTORS.
MITSUBISHI MOTORS encourages the recycling of end-
of-life vehicles to reduce the environmental impact 
of waste from these vehicles. In Japan, the Europe-
an Union and other regions, we promote recycling 
in accordance with the automobile recycling laws of 
each country. We comply carefully with the evolving 
automobile recycling laws that are being introduced 
in emerging countries in Asia.
	
The Environmental Targets 2030 identify the 
reuse of batteries used in electrified vehicles as one 
item to be addressed. From the perspective of con-
serving resources, we are undertaking initiatives to 
utilize used batteries.
Reuse of Batteries Used in Electrified Vehicles
Used electrified vehicle batteries retain sufficient 
storage capacity to make them useful for other appli-
cations, so from the perspective of conserving re-
sources we are working to effectively reuse electrified 
vehicle batteries. To ensure these batteries can be 
effectively used for storage, we are conducting verifi-
cation using a large-scale rooftop solar power system 
at the Okazaki Plant and built a power storage system 
that employs used batteries from the “OUTLANDER 
PHEV” (previous model).
	
In January 2023, we installed demonstration equip-
ment for electrified vehicle quick chargers and bidirec-
tional chargers at the Okazaki Plant, and the demon-
stration has begun. We intend to conduct effectiveness 
of the concept and technical verification, with the aim 
of introducing the system at our dealers and other 
locations in the future. (Please see page 27 for details.)
	
In addition, with MIRAI-LABO Co., Ltd., we have be-
Promote recycling of end-of-life vehicles
Targets
l 12.2
l 12.5
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ESG Data
Commitment of  
Top Management
Sustainability Strategy
	
MITSUBISHI MOTORS outsources the treatment of 
airbags and fluorocarbons to the Japan Auto Recy-
cling Partnership (JARP).
	
In addition, for the effective use of recycling fees 
deposited from customers, we proactively work on 
increasing the recycling rate by conducting efficient 
recycling and proper processing of these three items.
	
We accept for recycling three items identified 
by Japan’s End-of-Life Vehicle Recycling Laws (ASR, 
airbags and fluorocarbons). As part of a project to 
support the advancement of automobile recycling, 
we engaged in the following two R&D projects from 
August 2021 to March 2023.
1) Research to restore the physical properties of PP 
resin*1 recovered from ASR and expand the use of 
non-fossil-based plastic.
2) In the aim of realizing a low-carbon society, re-
search to verify the applicability of technology to 
diagnose battery degradation, quickly and to a high 
degree of accuracy, that can facilitate the reuse 
and closed-loop utilization of drive batteries
	
We have joined the “LiB Joint Recovery System” 
established by the Japan Automobile Manufacturers 
Association and work to efficiency recovery lithium-ion 
batteries (LiBs). The system started operating in Oc-
tober 2018 to properly dispose of used LiBs with the 
Japan Auto Recycling Partnership as a contact point.
*1 Polypropylene resin, a general-purpose polymer composed of 
carbon and hydrogen
We are working to reduce the amount of waste gen-
erated through manufacturing by improving its pro-
duction processes. As for the generated waste, we 
reduce treatment costs and continue to improve the 
sorting and treating methods to utilize it as resources.
Effective Use of Resources and Recycling
Recycling Promotion in the EU
Response to the EU’s Directive on the Recycling of 
End-of-Life Vehicles
In the EU, in accordance with the End-of-Life Ve-
hicles Directive*2 established in 2000, automobile 
manufacturers or importers must accept and recycle 
end-of-life vehicles. Also, in 2003, the ELV Directive*3 
was enacted, specifying ease of recycling as a certifi-
cation requirement.
	
We built a system of acceptance and recycling in 
line with the actual situation of EU member countries 
centering on our European subsidiary Mitsubishi Mo-
tors Europe B.V. (MME).
*2 “Directive of the European Parliament and of the Council on 
End-of- Life Vehicles”
*3 End-of-Life Vehicles
Provision of Dismantling Information
In the EU, automobile manufacturers must provide 
dismantling information for new model vehicles to 
treatment operators. The company provides such in-
formation on a timely basis by using the International 
Dismantling Information System (IDIS) jointly devel-
oped by automobile manufacturers.
Response to the EU’s Directives on Approval for Vehi-
cle Models for Recyclability
In the EU, satisfying the minimum 95% recyclabili-
ty rate is a requirement for type approval of vehicle 
models, and the company established a system that 
satisfies the requirements of this directive. Our ve-
hicles sold in the EU meet the requirements of the 
directive under this system.
	
Going forward, we will continue to acquire recy-
clability approval for all new models sold in the EU.
Initiatives to Reduce Waste Generation and 
Reuse Resources in Production Activities
Targets
l 12.2
l 12.5
Reuse within
the process
Reuse within
the company
Valuable sale
Reuse within
the company
Valuable sale
Material recycling
Thermal recycling
Simple incineration
Direct to landfill
Rate of Effective Use
High
Low
Valuable
materials
Waste
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Prevention of Pollution
Vehicles are products that can affect human health 
and biodiversity through the emission of environmen-
tal pollutants and chemical substances during busi-
ness activities or product use.
	
MITSUBISHI MOTORS aims to contribute to the 
realization of a pollution-free society and has posi-
tioned it as one of the key challenges in its Environ-
mental Plan Package. We are working to reduce the 
environmental impact of our products and the pollu-
tion resulting from our business activities. 
	
In the stage of product development, along with 
reducing noxious components of exhaust gases and 
promoting the development of fuel economy improv-
ing technologies and electrification technologies, we 
strive to manage hazardous substances. In production 
processes, we are endeavoring to reduce air pollut-
ants emitted from out plants by voluntarily enacting 
activity standards that are stricter than legal require-
ments. In order to reduce the impact on the environ-
ment from air pollutants and chemical substances, 
we engage in the prevention of pollution throughout 
all our business activities.
Basic Approach
In addition to developing and popularizing electrified 
vehicles, which emit little exhaust while driving, we 
are endeavoring to develop and improve gasoline and 
diesel vehicles that emit fewer hazardous substances.
Purifying Exhaust Gas while Driving
Improving Gasoline Engine Vehicles
In the 1960s, emissions of carbon monoxide (CO), 
hydrocarbons (HC) and nitrogen oxides (NOx) were 
restricted by regulations, and those restrictions have 
gradually been tightened since. 
	
We have taken various measures since such regu-
lations were first introduced. Currently, our products 
are compliant with stricted emission regulations, 
thanks to the advanced technologies such as elec-
tronically controlled fuel injectors for combustion 
control, gasoline particulate filter (GPF) systems, and 
improved catalyst technologies.
Improving Diesel Engine Vehicles
For diesel engine vehicles, emissions of CO, HC, NOx, 
and particulate matter have been regulated in some 
countries and regions, such as Japan, United States 
and European countries, since the 1970s.
	
Since such regulations were first introduced, we 
have taken measures including improving the com-
bustion technology. To comply with these regulations, 
we have developed and produced clean diesel engines 
by systemizing combustion control technologies such 
as variable geometry turbocharger and high pressure 
fuel injection system, as well as after-treatment tech-
nologies such as NOx trap catalyst, diesel particulate 
filter, and urea selective catalytic reduction system.
Targets
l 12.4
l 12.5
Target
l 3.9
Target
l 6.3
Progress in FY2022
z Eliminated the use of kerosene by electrifying air 
conditioners (Mizushima Plant)
z Obtained information on GADSL*1 regulated sub-
stances, upgraded our management system, and 
switched parts and made design changes in accor-
dance with the ELV*2 directive in order to properly 
manage hazardous substances in products.
*1 Global Automotive Declarable Substance List, a list to 
facilitate the exchange of information on environmentally 
hazardous substances, created by consensus of a group of 
automotive manufacturers in various countries
*2 End-of-life vehicles
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P20 Materiality
P33 Environmental Management
P118 Environmental Data Related to Products and 
Business Activities
WEB  Atmosphere/Wastewater Quality/PRTR-designated 
Pollutants Data (FY2022 Results) 
https://www.mitsubishi-motors.com/en/sustainability/esg/
factory_archive2023.html
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
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Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Clean Diesel Engine Systems
VG*1 Turbocharger
Continuously controlling the variable nozzle of 
the turbine optimally boosts power to the engine 
throughout its full operating range, improving fuel 
efficiency and reducing PM emissions.
*1 Variable geometry
Common Rail Fuel Injection System
Particulate matter and NOx can be generated due to 
incomplete combustion. In our vehicles, this is sup-
pressed using a high-pressure fuel pump, common 
rail accumulator that stores highly pressurized fuel, 
and electronically controlled fuel injectors.
Diesel Particulate Filter (DPF)
A DPF, a filter that removes particulate matter by col-
lecting and burning it, substantially reduces emissions 
of particulate matter.
Urea Selective Catalyst Reduction (SCR) System
Nitrous oxides (NOx) from diesel engines’ emissions 
are reduced and purified using an aqueous urea solu-
tion (AdBlue®*2), breaking them down into non-pollut-
ing nitrogen and water.
*2 Registered trademark of the Verband der Automobilindustrie (VDA)
Targets
l 12.4
l 12.5
Target
l 3.9
Target
l 6.3
[Clean Diesel Engine System (4N14 Engine)]
Turbocharger
Intake
Intercooler
Fuel pump
Common rail
Oxidation
catalyst
DPF catalyst
Aqueous urea tank
NOx
reduction
Injection of AdBlue®
Exhaust
gas
Urea SCR catalyst
Urea SCR system
NH3 reduces NOx
into H2O and N2.
Engine
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
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Commitment of  
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Sustainability Strategy
In accordance with the reduction targets of the Japan 
Automobile Manufacturers Association, Inc. (JAMA) 
and the EU’s end-of-life vehicles directive (a recycling 
law), MITSUBISHI MOTORS is working to reduce the 
use of four substances (lead, mercury, cadmium, and 
hexavalent chromium). We are also taking measures 
to comply with regulations on the use of hazardous 
substances in each country in compliance with the 
REACH regulation*1 concerning substances and the 
Convention on POPs*2.
	
At present, in addition to four substances and 
other heavy metals, the use of VOCs*3, bromine-based 
flame retardants and various other substances is 
regulated. Regulations similar to European ones are 
being enforced in developing countries in Asia as well.
	
We are working to voluntarily reduce hazardous 
substances by setting internal technical standards.
*1 REACH stands for “Registration, Evaluation, Authorisation and 
Restriction of Chemicals.” Enacted on June 1, 2007, the REACH 
regulation is a general system to register, evaluate, authorize 
and restrict the use of substances
*2 Persistent Organic Pollutants
*3 Volatile Organic Compounds
Data (p. 119): Emissions of Sulfur Oxide, Nitrogen Oxide, VOC (Vol-
atile Organic Compounds) and Ozone-Depleting Substances
Reduction of Hazardous Substances
To provide customers with a healthy and safe cabin 
space, we work to reduce VOCs inside the cabin.
	
VOCs are organic compounds that are easily vol-
atilized at room temperature such as formaldehyde 
and toluene. These compounds are thought to cause 
sick building syndrome, and may irritate the eyes, 
nose, and throat. In an automobile cabin, they are 
mainly generated by adhesives and paint used in inte-
rior parts.
	
Please see the JAMA website for details regarding 
the Voluntary Guidelines.
WEB  https://www.jama.or.jp/english/news/past/release/2005/ 
050214.html
Progress
We are working to develop materials with low VOC 
emissions to reduce in-cabin VOCs.
Example of Measures to Reduce VOCs
Carpet
Reduced aldehydes in pile adhesives
Seat
Reduced organic solvents in fabric adhesives
Ornaments Reduced VOCs by using spun-dyed high-
gloss interior parts
Management of Material Data by IMDS
Data on the hazardous substances contained in ve-
hicle parts delivered by suppliers are collected by the 
IMDS*4, an international system for collecting such 
data. Together with overseas, we utilize the collected 
data under a globally centralized internal system for 
reducing hazardous substances.
	
In cooperation with suppliers, we are complying 
with the REACH regulation, a general system for the 
registration, evaluation, authorization, and restriction 
of substances used in the EU.
	
In FY2022, we renovated our internal management 
system to properly manage hazardous substances in 
products by incorporating information on GADSL-reg-
ulated substances. We collect IMDS data inputted by 
suppliers and utilize the system to automatically de-
termine the compliance status with regulations if any 
newly regulated substances are found in components, 
based on the content and materials used. We also 
implemented component replacement and design 
changes in accordance with the ELV Directive.
*4 International Material Data System
Reduction of In-Cabin VOCs
Targets
l 12.4
l 12.5
Target
l 3.9
Target
l 6.3
Flow of Data Collection through IMDS
Suppliers
IMDS
Hazardous
Substance
control
Internal
system
MITSUBISHI MOTORS
Data input
Data input
request
Data
download
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
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Sustainability Strategy
Reduction of VOC Emissions from Production 
Processes
MITSUBISHI MOTORS is applying the waterborne 3WET 
paint method*1 to the painting process to reduce 
VOC emissions. In Japan, we use this method at the 
Mizushima Plant and the Okazaki Plant. Overseas, the 
system is used on the No. 3 paint line at Mitsubishi 
Motors (Thailand) Co., Ltd. (MMTh).
	
We are also upgrading our robotic and other 
painting systems, reducing the amount of paint used 
by adjusting production lots and collecting more used 
thinner. Through these moves, we are reducing VOC 
emissions from vehicle production.
*1 With this method, water-soluble paints are used for the 
middle and top coats. Solvent-based paint is used only for the 
clear overcoat.
Data (p. 119): VOCs
New paint plant (MMTh)
Preventing Air Pollution
Appropriate Management of Chemical Substances
We have introduced a chemical substance manage-
ment system for using chemical substances. Before 
deploying substances, we examine their physical and 
Management of Air Pollutants
We follow laws and regulations to manage the con-
centrations and amounts of such air pollutants as 
nitrogen oxides (NOx), sulfur oxides (SOx) and soot 
emitted in production processes.
	
In addition, we are promoting the replacement of 
equipment that uses fossil fuels such as kerosene with 
electric devices, including electric heat pumps, to si-
multaneously reduce air pollutants and CO2 emissions. 
Management of Chemical Substances
Eliminating the Use of Kerosene through Electri-
fication (Mizushima Plant)
At the Mizushima Plant, in FY2022 we replaced the 
air conditioners in the main building and PR Center 
with electric air conditioners, transitioning from kero-
sene-powered absorption chiller-heaters to fully elec-
trified systems. 
	
This move reduced kerosene use within the plant to 
zero, lowering atmospheric pollutants such as NOx and 
particulate matter, as well as achieving an annual re-
duction of 50 tons of CO2 emissions due to energy-sav-
ing effects.
TOPICS
Targets
l 12.4
l 12.5
Target
l 3.9
Target
l 6.3
chemical properties and the details of usage plans, as 
well as legal requirements, conduct risk assessments. 
Finally, we judge whether they can be introduced and 
educate workers well. We also use this system to 
conduct centralized management of the most recent 
Safety Data Sheet (SDS) information. In addition, we 
use data from this system to ascertain the quantity 
of PRTR*2 substances used and report on their usage 
and emissions to Ministry of Economy, Trade and In-
dustry, as well as other aspects of legal compliance.
*2 PRTR: Pollutant Release and Transfer Register
Appropriate Management of Hazardous Waste
We manage hazardous waste to avoid importing or 
exporting hazardous waste that is restricted by the 
Basel Convention on the Control of Transboundary 
Movements of Hazardous and Their Disposal*3.
	
We also transport and treat waste produced in Ja-
pan appropriately, based on various legal requirements.
*3 This convention stipulates international frameworks and 
procedures related to restrictions on international transfer of a 
certain types of waste.
Appropriate Management of Waste Containing 
PCBs
Harmful polychlorinated biphenyls (PCBs) are con-
tained as insulation oil in transformers and con-
densers that were manufactured a long time ago. 
We process waste containing PCBs appropriately, in 
accordance with the Act on Special Measures con-
cerning Promotion of Proper Treatment of PCB Waste.
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
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Environment
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Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Conservation of Water Resources
Due to the increasing population and changes in the 
natural environment caused by climate change, wa-
ter supply and demand are becoming tighter in more 
regions, and social concern for the preservation of 
water resources are increasing.
	
MITSUBISHI MOTORS requires a large amount of 
industrial water, city water, and groundwater, etc., for 
the automobile production process and discharge of 
water into sewage lines and rivers, etc. In regions where 
water risk is high, it is essential to consider the impact 
that water withdrawal and discharge from our business 
activities have on the surrounding environment.
	
At each plant , we comply with various legal re-
quirements, such as the one on the quality of dis-
charged water. In addition, we work to reduce water 
withdrawal amounts and introduce water recycling 
Water Withdrawal Source and Drainage of Each Plant
Plant
Water Withdrawal 
Source
Drainage
Okazaki Plant
(Okazaki, Aichi Pref.)
Yahagi River
Kanda River 
Tributary →
Kanori River
Kyoto Plant –Kyoto
(Kyoto, Kyoto Pref.)
Lake Biwa
Sewage line
Kyoto Plant –Shiga
(Konan, Shiga Pref.)
Lake Biwa
Sewage line
Mizushima Plant
(Kurashiki, Okayama Pref.)
Takahashi River
Hakken 
River →
Mizushima 
Port
Mitsubishi Motors  
(Thailand) Co., Ltd. (MMTh)
Nong Pla Lai  
Reservoir, etc.
Sewage line
Mitsubishi Motors Krama 
Yudha Indonesia (MMKI)
Lake Jatiluhur
Sewage line
technologies based on the status of water resource 
management in individual countries and regions.
	
Water is required for the operations of our business 
partners. We are aware of the importance of water 
risk management throughout the entire value chain.
Basic Approach
We are striving to reduce water withdrawal volumes 
by reusing washing water used in production pro-
cesses for pre-washing and by circulating cooling 
water and temperature control water.
	
At the Okazaki Plant and at PT. Mitsubishi Motors 
Krama Yudha Indonesia (MMKI), we have set up rain-
water storage tanks in order to reuse rainwater.
	
At the Okazaki Plant, we have also set up equip-
ment to filter groundwater so that it can be used to 
supply drinking water to employees and those who 
live nearby, in case any disasters occur.
Data (p. 120): Withdrawn water volume
Rainwater storage tanks 
(Okazaki Plant)
Groundwater membrane 
filtration equipment 
(Okazaki Plant)
Reduction of Water Withdrawal Volume
Target
l 6.4
Progress in FY2022
z Put in operation and improve of operation at a dis-
charged water recycling plant at Mitsubishi Motors 
(Thailand) Co., Ltd. (MMTh)
z Completed an effluent treatment facility and asso-
ciated sludge dewatering equipment to treat emis-
sions from the Mizushima Plant’s paint plant, sheet 
metal plant, and in other production processes.
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P20 Materiality
P33 Environmental Management
P118 Environmental Data Related to Products and 
Business Activities
WEB  Atmosphere/Wastewater Quality/PRTR-designated 
Pollutants Data (FY2022 Results) 
https://www.mitsubishi-motors.com/en/sustainability/esg/
factory_archive2023.html
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Sustainability Strategy
The MITSUBISHI MOTORS Group has introduced 
wastewater recycling technologies, taking into con-
sideration the situation regarding water resource 
management at each facility location. Currently, dis-
charged water recycling plants are operational at PT. 
Mitsubishi Motors Krama Yudha Indonesia (MMKI) and 
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh). 
	
MMKI has been utilizing a water recycling plant 
since its establishment in 2017. In FY2022, its waste-
water recycling rate reached 67%.
	
In addition, in January 2022 MMTh began operat-
ing its first discharged water recycling plant, in con-
junction with the start of operations of a new paint 
plant. By starting and improving operations in FY2022, 
in January–March 2023 the wastewater recycling rate 
rose to 83%.
Data (p. 120): Withdrawn water volume
Wastewater recycling plant (MMTh)
Reuse of Discharged Water
To prevent water pollution in areas surrounding 
plants, we measure and manage the quality of dis-
charged water based on legal requirements. We also 
conduct surveys and confirmations regarding the 
quality of groundwater and soil pollution. In this way, 
we confirm that no toxic substances are being dis-
charged to the outside area. In order to quickly detect 
abnormalities in discharge water quality due to such 
factors as rainfall, we set up a surface oil detector* in 
front of outlets leading from the plant to public water 
and continuously monitor discharge water conditions. 
We carry out continuous monitoring so that water 
discharged from the plant does not affect the envi-
ronment outside the site. In the event of an accident, 
we respond quickly to prevent pollution from spread-
ing, report to the local authorities and disclose infor-
mation to the community.
* Detects the presence of oil by capturing changes in reflectance 
as the reflectance of oil is greater than that of water.
Observation well (Okazaki Plant)
Surface oil detector 
(Okazaki Plant)
Prevention of Water Pollution
TOPICS
Upgrading Industrial Wastewater Treatment  
Facilities and Sludge Dewatering Equipment 
(Mizushima Plant)
At the Mizushima Plant, we are gradually upgrading 
waste water treatment facilities that have deteriorated 
over time. After upgrading urine and domestic waste-
water treatment facilities in FY2021, in FY2022 we up-
dated wastewater treatment facilities, including those 
for the paint plant and sheet metal factory, along with 
the accompanying sludge dewatering equipment. The 
upgraded facilities began operating in March 2023. 
	
We have installed a high-speed coagulation and 
sedimentation device in our wastewater treatment 
facility, allowing us to reduce processing time, optimize 
space utilization, and stabilize the quality of treated 
water. Additionally, by utilizing natural gradients for 
water transfer and reducing the number of pumps, we 
have increased energy efficiency, reducing annual CO2 
emissions by an estimated 50 tons. 
	
By updating the filter press dewatering equip-
ment to improve the dewatering performance of our 
sludge dewatering equipment, we expect to reduce the 
amount of sludge treated as industrial waste by ap-
proximately 15%, or 70 tons per year.
Industrial wastewater treatment facilities and the green site of 
the former treatment plant (Mizushima Plant)
Target
l 6.4
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

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Environment
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Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Preservation of Biodiversity
All living things are intricately connected in various 
relationships and live in balance. We benefit from this 
biodiversity in our lives.
	
MITSUBISHI MOTORS both directly and indirectly 
impacts on biodiversity due to land use (including the 
construction of plants), the release of chemical sub-
stances from plants, and the greenhouse gas emitted 
from the use of our products and business activities. 
Meanwhile, climate change is transforming regional 
environments, which has a major direct impact on 
ecosystems. We believe it is a priority to enact climate 
change countermeasures, protecting biodiversity so 
that we can continue to enjoy its blessings.
	
We formulated the “MITSUBISHI MOTORS Group 
Guidelines for the Preservation of Biodiversity” in Au-
gust 2010 and promote conservation activities.
	
Our business sites in Japan are not located in or 
adjacent to protected areas according to the Nature 
Conservation Act and prefectural codes. However, 
we conducted surveys on ecosystems in order to 
understand the impact our business activities have 
on biodiversity. 
	
To protect water sources and fostering environ-
mental awareness among our employees, we con-
duct forest preservation and interact with the local 
community through volunteer employee activities in 
Japan and overseas. 
Basic Approach
Target
l 15.5
MITSUBISHI MOTORS Group
Guidelines for the Preservation of Biodiversity
The MITSUBISHI MOTORS Group will continue to track and 
reduce its impact on biodiversity, recognizing that the 
activities of humankind can both benefit from and affect 
the diversity of living organisms. To this end, the entire 
Group will take on initiatives for preventing global warm-
ing and environmental contamination, and promote the 
recycling and efficient use of resources, while engaging 
in activities that pay consideration to biodiversity.
1.	 Consideration to biodiversity in business activities
	
We will track and reduce the impact of business ac-
tivities on biodiversity by conserving energy, reducing 
the generation of waste, and curtailing the release of 
chemicals. At the same time, we will also pay consid-
eration to neighboring communities when making use 
of land for factory construction and other purposes.
2.	Consideration to biodiversity in products
	
We will promote fuel efficiency, exhaust gas 
countermeasures and recycling-friendly design of 
our products, while striving to select and use materi-
als that pay consideration to the environment.
3.	Education, understanding and self-awareness
	
We will continue to educate the entire Group from 
management to employees on the front lines to 
share a common understanding and develop a 
self-awareness of the relationship between business 
activity and biodiversity.
4.	Cooperation and collaboration with society
	
These activities will be promoted in cooperation 
with all stakeholders including the supply chain, 
stockholders, local governments, local communities, 
non-profit organizations (NPOs) and non-govern-
mental organizations (NGOs).
5.	Information disclosure
	
We will strive to disclose and disseminate the con-
tent and results of these activities to customers and 
local communities.
Progress in FY2022
z Promoted preservation activities that leverage the 
results of ecosystem surveys at locations in Japan
    • At the Kyoto Plant, continued to manage a biotope* 
and cultivated rare aquatic plants
    • At Kyoto Plant-Shiga, engaged in wetland conser-
vation and cultivation of rare white egret flower
z Conducted tree-planting and cultivation activities in 
Japan and overseas
    • Planted and cultivated trees at Pajero Forest  
(Yamanashi Prefecture)
    • In FY2023, signed a forest preservation activities 
collaboration agreement with the city of Okazaki, 
Aichi Prefecture, ahead of the start of operations 
of the Okazaki Outlander Forest
    • Conducted tree-planting projects in the Philippines 
and Thailand
* A biotope is a space where organisms can live in natural 
surroundings.
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P20 Materiality
P33 Environmental Management
WEB  Biodiversity Data 
https://www.mitsubishi-motors.com/en/sustainability/esg/
biodiversity-related_data/
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Commitment of  
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Sustainability Strategy
Employees clearing away  
invasive herbaceous plants
White egret flower blooming
the “Relaxation Plaza,” a green space on the campus, 
and rare aquatic plants such as Pricky water-lilies and 
water hollyhock are being cultivated in a pond within 
the plaza.
	
The seedlings of the rare aquatic plants were sep-
arated out by “SUSTAINA KYOTO,” an environmental 
education center within the Kyoto City Southern Clean 
Center. Seeds of pricky water-lilies and water holly-
hock that grew well in the pond were collected, and 
some of them were returned to “SUSTAINA KYOTO” in 
November 2022. 
Kyoto Plant-Shiga
Preservation of Wetlands Where White Egret 
Flowers Bloom
We are working to protect the rare white egret flow-
er by preserving wetlands located within the plant. 
Employees regularly remove invasive herbaceous 
plants such as broomsedge bluestem and maintain 
the wetland environment, which gives the white egret 
flower room to bloom every summer.
Relaxation Plaza
Pricky water-lilies 45cm  
in diameter
Since 2006, the Company has been conducting forest 
preservation activities in the “Pajero Forest” (approxi-
mately 7.23 hectares) located in Hayakawa-cho, Ya-
manashi Prefecture, in collaboration with the town of 
Hayakawa and OISCA. In March 2023, we also signed a 
forest preservation activity collaboration agreement 
with the city of Okazaki, Aichi Prefecture, where our 
manufacturing plant is located. We have named the 
forests in the Nukata area of Okazaki (approximately 
50.7 hectares) as the “Okazaki Outlander Forest” and 
will engage in activities such as afforestation, under-
growth clearing, thinning, removal, pruning, and main-
tenance of walking trails and work paths.
	
In collaboration with the Philippines Department of 
Environment and Natural Resources (DENR), Mitsubishi 
Motors Philippines Corporation (MMPC) initiated a re-
forestation project in March 2018, with a plan to plant a 
cumulative total of 100 hectares over a period of ap-
proximately five years. So far, MMPC has planted trees 
on 62.2 hectares. In the final year, 2023, the we aim to 
complete the plan by planting mangroves and other 
trees on 37.8 hectares in Infanta, Quezon Province. 
	
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh) and 
a non-profit organization, the Mitsubishi Motors 
Thailand Foundation (MMTF), began a reforestation 
project in FY2021. In 2022, as part of the “Root for 
Sustainability” project, we planted trees on 40 rai (6.4 
hectares) of land in Nakhon Ratchasima province. 
Forest Preservation Activities in Japan and Overseas
Signboard unveiling ceremony 
at “Okazaki Outlander Forest” 
(Okazaki, Aichi Prefecture)
Planting trees in Thailand
Ecosystem Surveys at Business Sites in Japan
Production of vehicles requires large-scale plants. 
MITSUBISHI MOTORS believes that assessing the 
impact that the use of land in company business has 
on local biosystems is important to our biodiversity 
protection initiatives. Based on this concept, we con-
ducted ecosystem surveys at our domestic business 
sites with largescale land, such as our factories with 
support from consultancies related to biodiversity. 
Ascertaining biosystems not only in domestic busi-
ness sites but also in the surrounding environment 
by means of field surveys and documentary research 
leads to maintenance measures that are in harmony 
with local biodiversity.
Locations Where Ecosystem Surveys Were Conducted
Fiscal Year
Location
2013
Kyoto Plant-Shiga
2015
Okazaki Plant
2017
Mizushima Plant/Kyoto Plant-Shiga*
2018
Tokachi Research & Development Center
2019
Kyoto Plant-Kyoto
2021/2022
Kyoto Plant-Kyoto*
* A monitoring survey was conducted to confirm the preservation 
effects of the measures.
Kyoto Plant-Kyoto
Cultivating Rare Plants in Cooperation with the 
Local Community
Based on an ecosystem survey conducted, we learned 
that the Kyoto Plant serves as a refuge where certain 
plants and insects can survive locally, and we found 
that this area was an important environment in terms 
of preserving regional diversity. To create a habitat 
for dragonflies and other insects, we built a biotope in 
Promoting Preservation Activities
Target
l 15.5
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Environment

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Social
Social
Delivering Products Which Help Prevent Traffic Accidents......................................................66
Basic Approach, Management Structure..................................................................................................66
Development of Safety Technology.............................................................................................................67
Traffic Safety Education and Promotion...................................................................................................69
Improvement of Product, Sales, and Service Quality....................................................................70
Basic Philosophy and Quality Policy..............................................................................................................70
Improving Product Quality, Vehicle Quality Evaluations and Guarantees Based on  
   a Customer Perspective, Improving Perceived Quality.................................................................71
Improving Sales Quality, Improving Service Quality, Use of Customer Voice......................72
Management System.............................................................................................................................................74
Contribution to Local Economy through Business Activities..................................................76
Basic Approach, Management Structure, Employment...................................................................76
Human Resource Development, Investment, Technology Transfer.........................................77
Export, Environmental and Social Contribution....................................................................................78
Human Resources Management....................................................................................................................79
Human Resources Strategy, The Type of People We Look for (MMC WAY),  
   Promotion Structure..........................................................................................................................................79
Conducting Engagement Surveys, Human Resource Evaluation,  
   Fair Compensation System............................................................................................................................80
Promotion of Work Style Reforms in Response to the New Normal 
   (Diversity, Work-Life Balance).....................................................................................................................81
Basic Approach, Initiatives toward a Flexible Working Style, Promoting Diversity.........81
Promoting Women’s Participation and Advancement in the Workplace...............................82
Promoting a Work-Life Balance, Increasing Employment of Senior Workers,  
   Promoting Employment of People with Disabilities.......................................................................83
Global Action, Promote LGBTQ Awareness, Participating in Initiatives Outside 
   the Company..........................................................................................................................................................84
Stepping up Human Resource Development........................................................................................85
Basic Approach..........................................................................................................................................................85
Training and Education........................................................................................................................................86
Career formation and evaluation...................................................................................................................87
Promoting Occupational Health and Safety.........................................................................................88
Basic Approach, Management Structure..................................................................................................88
Initiatives to Ensure Workplace Safety.......................................................................................................89
Responses to COVID-19, Labor-Management Relations.................................................................90
Respect for Human Rights..................................................................................................................................91
Basic Approach, Human Rights Policy........................................................................................................91
Management Structure, Human Rights Due Diligence......................................................................92
Complying with the Human Rights Policy.................................................................................................93
Access to Remedy...................................................................................................................................................94
Achieving a Sustainable Supply Chain.......................................................................................................95
Basic Approach..........................................................................................................................................................95
Management Structure, Supplier CSR Guidelines.................................................................................96
Efforts to Become Carbon Neutral throughout the Supply Chain, 
   Green Procurement Guidelines....................................................................................................................97
Working with Suppliers to Improve Quality, Promotion of Localization 
   Initiatives for Business Continuity Plans in the Supply Chain,  
   Participating in Outside Initiatives............................................................................................................98
Promoting Social Contribution Activities................................................................................................99
Basic Approach and Policies..............................................................................................................................99
Society, Traffic safety........................................................................................................................................100
Environment, People..........................................................................................................................................101
MITSUBISHI MOTORS STEP Funds and Matching Gift Program.................................................102
Support for Disaster-Stricken Areas.........................................................................................................103
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Social

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Delivering Products Which Help Prevent Traffic Accidents
MITSUBISHI MOTORS is aware of its responsibility 
towards traffic safety as an automaker, and we 
have identified “Delivering products which help 
prevent traffic accidents” as a key part of our sus-
tainability activities.
	
Approximately 1.35 million people are lost in traffic 
accidents worldwide every year.* As vehicle ownership 
increases in emerging countries in particular, traf-
fic accident fatalities are also on the rise. Reducing 
the number of traffic accidents is an urgent matter 
globally. A target was adopted for Target 3.6 of the 
Sustainable Development Goals (SDGs) at the 74th UN 
General Assembly held in 2020. This target calls for 
halving the number of global deaths and injuries from 
road traffic accidents between 2021 and 2030.
	
We are upholding the safety philosophy towards a 
car society with zero traffic accidents. To this end, we 
are taking action from two perspectives: developing 
and disseminating safety technologies and promoting 
traffic safety education.
*2018 World Health Organization (WHO) survey
Basic Approach
Progress in FY2022
z The new “Delica Mini” (launched in May 2023) is cer-
tified as a Safety Support Car S Wide Models.
z Furthermore, its forward collision mitigation brake 
and pedal misapplication prevention device are cer-
tified as achieving a certain degree of performance 
under the MLIT’s Performance Certification System.
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P21 Materiality
16 vehicle models
15 vehicle models
16 vehicle models
12 vehicle models
Safety Support Car S Wide 
Models
[FY2021: 17 vehicle models]
Models Certified by the Min-
istry of Land, Infrastructure, 
Transport and Tourism (MLIT) 
as Having Forward Collision 
Mitigation Braking 
[FY2021: 15 vehicle models]
Models Certified by the MLIT 
as having Pedal Misapplication 
Prevention Devices 
[FY2021: 17 vehicle models]
Models adopting the Collision 
Safety Technology “RISE”  
(Excluding Vehicle Models  
Provided by OEM) 
[FY2021: 12 vehicle models]
With regard to product development, the product 
safety committee has established guidelines and a 
strategy for safe development based on the MITSUB-
ISHI MOTORS’ safety philosophy. The committee also 
formulated an automobile safety framework as our 
approach to safety technology. We are conducting 
initiatives based on three points: 
1. Technology to help prevent traffic accidents  
(active safety)
2. Technology to mitigate damage from traffic acci-
dents (passive safety) 
3. Avoidance of dangers, both in hardware and soft-
ware, assumed as industrial products (fundamental 
product safety)
	
We are also working to enhance the management 
structure by educating R&D personnel, promoting 
awareness of the safety philosophy and automobile 
safety framework.
Management Structure
Target
l 3.6
Automobile Safety Framework
A
c
c
i
d
e
n
t
P
r
e
v
e
n
t
i
o
n
M
i
t
i
g
a
t
i
o
n
 
A
c
c
i
d
e
n
t
 
D
a
m
a
g
e
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r
a
f
fi
c
 
S
a
f
e
t
y
F
u
n
d
a
m
e
n
t
a
l 
P
r
o
d
u
c
t 
S
a
f
e
t
y
Realizing
zero
accidents
H
a
r
d
w
a
r
e
A
u
t
o
m
o
b
il
e 
S
a
f
e
t
y
S
o
f
t
w
a
r
e
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Social

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
By reflecting a variety of safety technologies in our 
products, MITSUBISHI MOTORS aims to help our cus-
tomers drive in safety, peace of mind and comfort.
Active Safety Technology to “Avoid Crashes”
We are working to develop and install various active 
safety technologies to help to eliminate traffic acci-
dents preemptively.
MITSUBISHI MOTORS Safety Sensing [MMSS]
Using millimeter-wave radar and cameras, these 
technologies help to detect the risk of accidents and 
help prevent, avoid or mitigate damage.
Examples of Preventive Safety Features
Function
Description
Forward Collision  
Mitigation Brake  
System
Detects vehicles and pedestri-
ans ahead. If there is a risk of 
collision, the system alerts the 
driver or applies the brakes to 
help avoid a collision or mitigate 
collision damage.
Forward Collision  
Prediction Warning
Monitors two vehicles in front of 
the traveler. It detects a change 
in the situation ahead which is 
difficult to see from the driver, 
and alerts the driver with an 
alarm and a display.
Lane Departure  
Warning System and 
Lane Departure  
Prevention Function
The warning system monitors 
the lane markers ahead of the 
vehicle and provides alarms 
and displays to alert the driver 
if the vehicle appears likely to 
drive out of the lane. In addition, 
the Lane Departure Prevention 
Function takes control of the 
brakes for a short period of 
time, helping to keep the vehicle 
in its lane.
Adaptive Cruise  
Control System
This system automatically 
follows the vehicle ahead by 
accelerating, decelerating or 
stopping. By helping to maintain 
a set distance between vehicles, 
the system reduces the burden 
on the driver.
Ultrasonic  
Misacceleration  
Mitigation System
When the driver drives forward 
or in reverse, the system helps 
to prevent acceleration caused 
by misoperation of the gear 
shift or accelerator pedal.
Automatic High Beam
Automatically switches between 
low beams and high beams by 
detecting whether there is an 
approaching vehicle or vehicle 
ahead, the ambient lighting con-
ditions, and other factors, help-
ing safer nighttime driving.
Development of Safety Technology
Scope of Support Cars Expanded
Safety support cars are vehicles equipped with ad-
vanced technologies that support safe driving. It is a 
new automotive safety concept, as an effort to help 
prevent traffic accidents among senior drivers, being 
promoted in Japan through collaboration between 
the government and private sectors. Vehicles are 
classified into the following categories: “Safety Sup-
port Cars” or and “Safety Support Cars S” (Basic, Basic +, 
and Wide) depending on the features in each vehicle. 
We are expanding our lineup of Safety Support Car S 
Wide Models.
Safety Support Car Models (As of June 2023)
Safety Support Car S Wide Models
OUTLANDER PHEV model
ECLIPSE CROSS PHEV model
ECLIPSE CROSS gasoline model
RVR
DELICA D:5	
DELICA D:5 URBAN GEAR
eK X EV 	
eK X
eK WAGON	
eK SPACE
Delica Mini
DELICA D:2 	
DELICA D:2 CUSTOM
TOWN BOX
MINICAB VAN*	
MINICAB TRUCK*
Note: Some grades are excluded.
	
In addition, our forward collision mitigation braking 
system and pedal misapplication prevention device 
have been certified as achieving a certain degree of 
performance under the Ministry of Land, Infrastruc-
ture, Transport and Tourism’s “Advanced Safety Tech-
nology Performance Evaluation Certification System.”
Target
l 3.6
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
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Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Vehicles which Pedal Misapplication Prevention
Device can be retrofitted
eK WAGON (2013–2019) 	 eK CUSTOM (2013–2019)
eK SPACE (2014–2020) 	
eK SPACE CUSTOM (2014–2020)
MIRAGE (2012-2023) 	
DELICA D:5 (from 2007)
Body Structures that “Protect People”
In the event of a collision, it is crucial to have a ve-
hicle body structure that mitigates the impact on 
passengers and provides adequate space. MITSUBISHI 
MOTORS has adopted the Reinforced Impact Safety 
Evolution (RISE) body, and enhance collision safety 
performance in all directions: front, rear, and sides.
	
For example, the “OUTLANDER gasoline model,” 
which launched in North America in April 2021 and the 
“OUTLANDER PHEV model,” which also launched in 
Japan in December 2021, use a front-to-rear straight 
frame structure that can efficiently absorb collision 
energy. The vehicle interior (cabin) uses high-ten-
sile-strength steel, as in the past. In addition, hot-
stamped ultrahigh-tensile-strength steel is used to 
achieve enhanced passenger safety while reducing 
weight.
	
We are also pursuing safety with regard to pedes-
trians, as well as drivers and passengers. For example, 
we have adopted energy-absorbing structures in the 
hood, cowl top, windshield wipers and other parts to 
mitigate injury to pedestrians’ heads. Energy-absorb-
ing structures that help to protect pedestrians’ legs 
are used in bumper faces and headlights, for example.
RISE Body used in the “OUTLANDER PHEV model”
Certified Models (As of June 2023)
(Forward Vehicles) Forward Collision Mitigation Braking System
(Pedestrians) Forward Collision Mitigation Braking System
OUTLANDER PHEV model
ECLIPES CROSS PHEV model*1
ECLIPES CROSS gasoline model*1
DELICA D:5*2	
DELICA D:5 URBAN GEAR*2
eK X EV 	
eK X
eK WAGON	
eK SPACE
Delica Mini
DELICA D:2 	
DELICA D:2 CUSTOM
TOWN BOX
MINICAB VAN*3	
MINICAB TRUCK*3
*1 For some grades, forward vehicles only
*2 Forward vehicles only
*3 For some grades only
Pedal Misapplication Prevention Device
OUTLANDER PHEV model
ECLIPES CROSS PHEV model
ECLIPES CROSS gasoline model
RVR*4
DELICA D:5*4	
DELICA D:5 URBAN GEAR*4
eK X EV 	
eK X
eK WAGON	
eK SPACE
Delica Mini
DELICA D:2 	
DELICA D:2 CUSTOM
TOWN BOX
MINICAB VAN*5	
MINICAB TRUCK*5
*4 Forward only
*5 For some grades only
Models Adopting  
(As of June 2023: Excluding Models Provided by OEM)
Reinforced Impact Safety Evolution (RISE)
OUTLANDER PHEV model
ECLIPES CROSS PHEV model
ECLIPES CROSS gasoline model
RVR
DELICA D:5	
DELICA D:5 URBAN GEAR
eK X EV	
eK X
eK WAGON	
eK SPACE
Delica Mini
MINICAB-MiEV
Target
l 3.6
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Social

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
We seek to reduce the number of traffic accidents by 
conducting traffic safety education and promoting 
awareness. In these ways, we are working to raise 
safety awareness throughout society.
Dissemination of Traffic Safety Information
Automobile Safety Facts Guide Website
We disseminate information on website on the proper 
use of equipment and other topics that require driv-
ers’ special attention so that drivers will use automo-
biles more safely.
Automobile Safety Facts Guide
WEB  https://www.mitsubishi-motors.co.jp/support/safety/
popup/index.html
(only in Japanese)
Traffic Safety Education and Promotion
Avoidance of Dangers Assumed as  
Industrial Products
On the hardware (physical) side, MITSUBISHI MOTORS 
uses flame-retardant materials, employ isolation 
structures on high-voltage components and use oth-
er technologies to enhance safety and security.
	
On the software side, we use firewalls on vehicle 
networks and employ encrypted communications to 
reduce the risk of cyber threats via electrical equip-
ment mounted in vehicles.
Results of Major Third-Party Safety Assessment (As of June 2023)
Region
Third-Party Evaluation
Rating
Model
Japan
JNCAP*1
5☆
OUTLANDER PHEV model
ECLIPES CROSS gasoline model
eK X EV
Australia
ANCAP*1
5☆
OUTLANDER PHEV model
OUTLANDER gasoline model
ECLIPES CROSS PHEV model
ECLIPES CROSS gasoline model
United States
IIHS*2
2022 Top Safety Pick+
OUTLANDER gasoline model
2023 Top Safety Pick
OUTLANDER PHEV model*3
Latin America
Latin NCAP*1
5☆
OUTLANDER gasoline model
ASEAN
ASEAN NCAP*1
5☆
ECLIPES CROSS gasoline model
*1 Abbreviation of New Car Assessment Program. An automobile safety testing and assessment program implemented by a third-party  
organization in each country or region.
*2 Abbreviation of Insurance Institute for Highway Safety.
*3 Vehicles produced after May 2023
Target
l 3.6
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Environment
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ESG Data
Commitment of  
Top Management
Sustainability Strategy
Improvement of Product, Sales, and Service Quality
Progress in FY2022
Based on the Quality Policy revised in April 2019, MIT-
SUBISHI MOTORS adopted compliance as a fundamental 
requirement, and have been working on quality im-
provement in four categories: product quality, perceived 
quality,  sales quality and service quality, to enhance 
quality at every touch point from the time to consider 
purchasing a product to the time to own the vehicle.
	
Product quality includes the initial quality that 
customers experience immediately after purchasing a 
new vehicle, and durability quality that customers ex-
perience through their ownership period. We sincerely 
listen to the opinions of customers and deal with any 
issues from the field, and are strengthening our sys-
tem to make improvements quickly.
	
In addition, we are working on improvement in 
perceived quality such as the usability, comfort, and 
appearance that customers perceive when they see, 
feel, and use our products.
Brand Value
Attractive Quality
Quality Mindset
(Human Resources/Scheme)
Risk Management from a Compliance Perspective
Product
Quality
(Initial/
Durability)
Perceived
Quality
Sales
Quality
Service
Quality
The Four Quality Pillars Supporting Brand Value
MMC Quality House
Basic Philosophy and Quality Policy
z Product quality: Achieved objective for warranty 
claim rate of three months in service for new vehicles
z Sales quality: In the FY2022 Sales Satisfaction Index 
(SSI) survey, achieved targets in four*1 countries out 
of five*2 in the ASEAN region
z Service quality: In the FY2022 Customer Service In-
dex (CS) survey, achieved targets*1 in four countries 
out of five*2 in the ASEAN region
*1 Target: Achieve top three ranking in industry surveys, or in-
house survey target adjusted to equivalent level.
*2 Five focus ASEAN countries: Thailand, Indonesia, the Philip-
pines, Vietnam, Malaysia
Improving Product Quality
• Quickly and accurately analyze voices/opinions/
complaints/issues from customers regarding trou-
bles and product quality, and work on product quali-
ty improvement.
• Strengthened connected, electrification, and other 
new technologies.
Improving sales quality
• To achieve industry-leading sales quality, worked to im-
prove the hospitality of sales staff, digitalize the negoti-
ation process, and reinforce strengthen store facilities. 
• Ranked No. 1 in Vietnam in industry survey for the 
first time
• In Thailand, Indonesia, and Malaysia, set and achieved 
targets through in-house surveys.
Improving service quality
• Working with new car sales department to improve 
the quality of customer service provided by dealer 
service staff, including booking service appoint-
ments, customer reception, and detailed explana-
tions of maintenance, in order to improve CSI and 
retain customers until their next vehicle purchase.
• Ranked No. 1 in Vietnam in industry survey for the 
first time, and also achieved in-house survey target.
• In Thailand, Indonesia, and Malaysia, achieved in-
house survey targets.
• Ranked No. 1 mass-market brand in the U.S. in J.D. 
Power’s CSI survey. Improved customer satisfaction 
through local distributor’s continuous effort to im-
prove dealer operations, as well as prompt response 
to defects and recalls. Also succeeded to increase the 
number of service customers from the previous year.
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P21 Materiality
	
Regarding sales quality and service quality at 
dealers, we are continuously making improvements 
by listening closely to customers, making proposals 
and responding to their needs to achieve high levels 
of customer satisfaction. We aim for top-level quality 
from the customers perspective to ensure customer 
satisfaction at every touchpoint.
Perceived
Quality
Perceived
Quality
Purchase
Sales
Quality
Initial
Quality
Service
Quality
Durability
Quality
Reject
Retention
Ownership Cycle
Customer Feedback
Outflow
Quality Policy
Quality is the fundamental requirement to support our 
business.
1. Commit to excellence in Product, Sales, and Service 
Quality exceeding customer expectations
2. Focus on Quality of Management to continuously 
improve overall company performance.
3. Comply with laws and global regulations to gain trust 
on MMC quality.
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
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Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Dealing appropriately not only with issues related 
to safety but also with opinions and complaints 
about merchantability is essential to improve cus-
tomer satisfaction.
	
Regarding sold vehicles, MITSUBISHI MOTORS focus 
on troubles that occur within 3 and 12 months of 
sales, and are working on reducing initial issues. The 
quality division collaborates with R&D and production 
divisions to speed up resolution and reduce com-
plaints from customers.
	
Regarding new models, to secure the initial quali-
ty, we hold a cross-functional activity called “Oobeya 
activities,” where employees from various divisions 
including R&D, Production, Service, Quality, and Pro-
curement divisions gather from when shipment starts 
to consider and implement countermeasures for any 
problems that may occur. This approach enable us to 
improve initial quality more quickly.
	
In addition, we are working or improving process-
es in the development stage to address issues that 
are not troubles, but that have caused customer dis-
satisfaction, so that they can be improved in future 
new models.
Improving Product Quality
We are working on quality improvement with an 
emphasis on customer perceptions from the devel-
opment stage in order to achieve high levels of cus-
tomer satisfaction not only at the time of considering 
purchase, but throughout their car life after purchase.
We evaluate quality using customer perspective 
quality evaluation system called AVES* on prototype 
vehicles under development, vehicles undergoing 
quality verification and production vehicles to be sold 
to customers. 
	
The evaluation consists of a static evaluation, in 
which confirm the appearance of the interior and 
exterior, and a dynamic evaluation, in which the ve-
hicle is actually driven and confirm noise, vibration, 
steering stability, and the operation of various in-ve-
hicle functions. Evaluations are conducted from the 
customer's perspective by internal qualified experts 
called AVES evaluators, who confirm whether the 
targeted quality standards have been achieved. 
	
AVES plays an important role in “Start of production 
judgment” and “Delivery judgement” of new models, as 
well as in maintaining constant quality guarantees on 
production vehicles. Accordingly, these evaluations are 
performed thoroughly from the customers’ perspective.
* AVES: Alliance Vehicle Evaluation Standard. Quality evaluation 
system used across the Renault-Nissan- Mitsubishi Alliance, in 
which evaluators who have in-house qualification evaluate vehi-
cles in order to check more than 300 quality assessment criteria 
established from the customers’ perspective.
Improving Perceived Quality
Vehicle Quality Evaluations and Guarantees 
Based on Customer Perspective
Attractive quality
“Mitsubishi Motors-ness” lies in a  
level of quality that surpasses other  
companies and leads customers  
to make purchasing decisions.
Fundamental quality 
is rising every year.
Fundamental quality
The level of quality normally 
expected by the customer for 
the product
	
Perceived quality consists of two qualities. The 
fundamental is “fundamental quality” which custom-
ers typically expect from a product, and unless this 
level is achieved, customers will not purchase. In addi-
tion, the quality level that allows customers to recog-
nize that our quality exceeds that of other companies 
and gives them a sense of “MITSUBISHI MOTORS-ness” 
will lead to customers making purchasing decisions. 
This is the area of “attractive quality.” 
	
By improving “attractive quality,” we create products 
that customers can sense and choose from our unique 
appeal. In addition, by improving “fundamental quality,” 
we create products that can be used for a long time.
	
We will continue our efforts to improve the per-
ceived quality to ensure that customers feel more 
satisfied than expected  when they touch or continue 
to use our products in their daily lives, and that they 
repurchase our products.
	
In addition, we are working on improving the 
perceived quality through efforts such as developing 
colors and materials that are tailored to the specific 
needs of customers and are environmentally friendly 
in regional color design. 
Philosophy of Improving Product Quality
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Commitment of  
Top Management
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MITSUBISHI MOTORS aims for top level customer’s 
satisfaction and act in concert with sales companies 
to improve the quality of sales and become a brand 
that customers support and identify with.
Cooperation with Domestic Sales Companies
Domestic sales companies are promoting IT-based 
business negotiation styles as part of their efforts to 
offer proposals that meet customer needs and pro-
vide a new business negotiation experience. For ex-
ample, we have introduced tablet devices to provide 
visually appealing product descriptions and to con-
duct service quality surveys to customers who visit 
our stores. By promptly capturing customer feedback 
through these surveys, we are able to make timely 
improvements. Additionally, we share successful ex-
amples that have led to improved customer satisfac-
tion with our nationwide sales companies, encourage 
them to engage in improvement activities and further 
enhance customer satisfaction.
Cooperation with Overseas Sales Companies
Cooperation with sales companies in each country 
and region is essential for achieving high customer 
satisfaction overseas. MITSUBISHI MOTORS provides 
product information to sales companies on a daily ba-
sis. In addition, we hold periodic online meetings with 
sales companies in individual countries, and strives to 
gather comments and opinions from local customers, 
such as market information and product requests 
gathered through interviews. In these ways, we strive 
to gather input from local customers.
Improving Sales Quality
	
Sales companies in each country and region are 
working to digitalize the sales process. They are 
devising ways to further satisfy customers in each 
country and region, by conducting online negotiations 
and sales, and by introducing smartphone apps. We 
train salespeople both in person and online. In addi-
tion, we support sales companies’ efforts to improve 
customer satisfaction by sharing good practices of 
their sales quality improvement activities in each 
country and region.
Appropriate Product and Service Information 
Disclosure
In compliance with the laws and regulations of each 
country and region, we strive to provide product and 
service information and labeling displays.
At dealers, providing “Good quality service” from the 
customer’s perspective is important from the time of 
vehicle purchase.
	
 We are striving to improve our on-site customer 
support (communication skills and technical capabili-
ties) in collaboration with our Japanese and overseas 
dealers, in order to ensure customer satisfaction and 
encourage repeat purchases.
Inheriting Service Skills in Japan
We have established unique service skill certification 
program for dealer staff. We offer an appropriate 
training for each certificated staff member to enhance 
their capabilities of actual customer services. To ensure 
uninterrupted education even when affected by the 
COVID-19 pandemic, we have been focusing on well-de-
Improving Service Quality
veloped e-learning and online training. We will continue 
striving to make further improvements in training.
	
Additionally, from FY2023 we will resume in-per-
son education, aiming to provide an even more com-
prehensive training.
	
We have seven Technical Centers across Japan 
and organizes technical meet-ups, seminars and 
technical expert visits, supporting dealers for highly 
technical advice and swift customer service.
Inheriting Service Skills Overseas
To ensure the same and high-quality customer ser-
vices around the world, we have introduced glob-
al-common-standard training and certification pro-
gram for automobile technicians aiming to advanced 
customer services.
	
As in Japan, online training in other countries is 
also available via internet. It delivers ceaseless op-
portunity for dealer staff to sophisticate their com-
petence in spite of the impact of COVID-19 pandemic. 
Supporting from our technical experts are, of course, 
available at global dealers regarding such as highly 
technical advice.
Our mission is to provide customers with a rich ex-
perience and satisfy them with their car life through 
attractive products and excellent after-sales services. 
To this end, we collect and analyze valuable customer 
feedback received from domestic and overseas sales 
companies and customer service centers, and our 
quality, development, production, sales, and service 
division work together to earnestly improve quality.
Use of Customer Voice
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Improving Quality through Customer Voice
Dealers conduct detailed interviews with custom-
ers regarding troubles and the conditions in which 
they occurred.
	
This information provided to us by dealers is 
shared primarily by the quality department with relat-
ed departments.
	
In addition, by using the system to analyze issues 
occurring in specific models, customer complaints 
of troubles (quality information), and repair records, 
we can quickly grasp troubles information and take 
countermeasures, which leads to quality improvement.
Customer Service Center initiatives
To serve more customers, MITSUBISHI MOTORS' Cus-
tomer Contact Center receives inquiries via phone, 
email, and chat, including on weekends and holidays. 
The various comments and information from cus-
tomers are managed in a database. Of the comments 
and information, matters regarding quality and issues 
are addressed in collaboration with dealers and are 
used for further quality improvements. In addition, 
feedbacks and complaints about merchantability and 
specifications, are shared with relevant divisions and 
used to improve product appeal even further. Note-
Contacts Received at the Customer Contact Center  
in FY2022
a) Breakdown of inquiries
Electrified
Vehicles
Service-related
23%
Number of contacts: approx. 35,000
a) Inquiries 89%
Other 5%
Requests for 
materials 2%
b) Opinions and
     comments 11%
Service-related
(recalls, 
inspections,
repairs, etc.)
20%
Vehicle body related
(specifications,
equipment, etc.)
50%
b) Breakdown of opinions and comments
Vehicle
body
related
51%
Service-
related
34%
Other
15%
worthy comments and opinions including those that 
are particularly important are periodically reported to 
the top management. 
	
In addition, we do not outsource the work of our 
customer Service center, instead our employees 
communicate directly with customers, maintaining 
a high quality of response, while also ensuring that 
customer feedback is accurately reflected in our 
products through smooth cooperation with each 
responsible department.
	
This leads to improvements in products and services.
Customer Support for Recalls and  
Other Field Campaigns
We have systems to provide information to cus-
tomers timely in the case of implementing field 
campaigns such as recalls for safety issues. We send 
direct mail to affected customers and advise to have 
the vehicle inspected and repaired (free of charge) 
at the dealer as soon as possible. We also post infor-
mation on our website so that customers can check 
whether their vehicles are subject to a recall and the 
status of repairs.
	
Refer to the site below for recall information.
WEB  http://www.mitsubishi-motors.co.jp/support/recall/
This site contains the Japanese market information
(only in Japanese).
Number of Recalls/Service Campaigns and Affected 
Vehicles in Japan
No. of cases
No. of units
FY2018
13 cases
Approx. 298,000 units
FY2019
15 cases
Approx. 590,000 units
FY2020
19 cases
Approx. 655,000 units
FY2021
13 cases
Approx. 492,000 units
FY2022
13 cases
Approx. 142,000 units
Customer
Contact Center
Service/
Quality Divisions
Service/
Quality Divisions
Development
division/
Production
division
Liaise
Liaise
Liaise
Contact
Customers
Sales
companies
Contact
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Sustainability Strategy
MITSUBISHI MOTORS analyzes quality information to realize “Being evaluated as top-level quality by customers,” 
and set specific objectives, discuss and implement countermeasures, and regularly follow up with the status  
of improvements.
	
Also, regarding information from customers about vehicle issues provided by dealers, we have established 
systems for quick discussion, decision, and implementation, by collecting and sharing information with related 
departments on a daily basis.
Meeting
Meeting 
Frequency
Chair
Members
Objectives
Quality Strategy 
Committee  
(QSC)
Quarterly
The Executive Officer, 
President & CEO or 
directors in charge*1
Executive Vice President 
responsible for Engineering, 
Senior Executive Officer 
responsible for Production, 
division general managers 
related to sales, service and 
product quality
Deliberation and decision of strate-
gic topics in quality relating to sales, 
service and products
Quality of  
Management  
Committee  
(QMC)
Quarterly
Top management of 
QMS*2
Division and plant general 
managers, responsible per-
son of direct departments
Sharing of best practices related to 
enhancing companywide manage-
ment quality, responding to external 
examinations, reporting on items 
requiring correction and lateral 
deployment
Quality  
Management  
Meeting  
(QMM)
Monthly
Top management of 
QMS*2
Division general managers 
and supervisors in special-
ist positions (section head 
or higher) of divisions relat-
ed to product quality
Confirmation of progress toward 
product quality targets, consider-
ation and deliberation concerning 
effectiveness of improvement 
measures, provision of a forum for 
resolution in the event of troubles
*1 If delegated by the Executive Officer, President & CEO
*2 The person responsible for quality management system implementation, designated by the Executive Officer, President & CEO or the 
Executive Officer, President
QMS*3 ISO 9001 Initiatives
To achieve “product quality and sales/service quali-
ty that exceeds customer expectations,” continuous 
improvement of company-wide management qual-
ity is essential. Therefore, not only divisions directly 
involved in product quality and sales/service quality, 
but all divisions are working on management quali-
ty improvement throughout the company, and have 
obtained ISO 9001 certification.
	
To continuously improve management quality, we 
are implementing the following.
1) Plan and implement annual plans with quantita-
tive objectives
2) Confirm progress at first-half and full-year man-
agement reviews
3) Share opportunities for improvement through 
internal audits
4) Use certification bodies to conduct examinations 
(surveillance, recertification)
	
In addition, our overseas production plants have 
similarly obtained ISO9001 certification, and continue our 
initiatives to ensure that our products, produced and 
sold around the world, have product quality and sales 
and service quality that exceed customer expectations.
*3 Quality Management System
Management System
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Commitment of  
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Sustainability Strategy
Understanding Customer Needs
We are conducting an educational activity called 
“Customer Voice Seminar” with the aim of giving each 
employee an opportunity to think about customer 
needs by listening to actual “customer voices.”
	
For new employees and Mid-career employees, we 
incorporate it into the introductory training curriculum, 
and also provide many opportunities to consolidate a 
customer-oriented mindset, such as training for pro-
moted employees and voluntary participation courses.
	
In addition, we have set up and regularly update 
a “Customer Voice Course” video site on our intranet, 
which enables employees to watch them at any 
time while working from home or during their free 
time at work.
Developing Customer Orientation
We are supporting employees interested in acquiring 
Advisory specialist for consumers’ affairs qualifica-
tion, which is a business qualification from the Prime 
Minister and Minister of Economy, Trade and Indus-
try, with the objective of considering needs from the 
consumers’ perspective and improving the quality of 
products and services.
	
 As of April 1, 2023, we have 60 qualification holders, 
making us 12th among Japanese companies and 2nd 
among Japanese automakers*3. In addition, approxi-
mately 70% of our qualification holders work in depart-
ments related to manufacturing and quality, and utilize 
their wide range of knowledge and sensibilities in man-
ufacturing vehicles from the customer’s perspective.
*3 Research by Japan Industrial Association
Advisory specialist for consumers’ affairs
Product
Strategy/
Development
56%
Corporate
Affairs
9%
Quality
15%
Sales
12%
Others (procurement/
production) 8%
Developing Quality Mindset
Since FY 2014, MITSUBISHI MOTORS has been holding 
Quality Forums in all business locations in Japan as 
part of our initiatives to encourage each employ-
ee to review and improve the quality of their work, 
thereby leading to quality improvements in prod-
ucts, human resource, and ultimately company's 
brand power and reliability.
	
Since FY2018, we have expanded the Quality Fo-
rum to our overseas locations, Mitsubishi Motors 
(Thailand) Company Limited (MMTh) and PT. Mitsubishi 
Motors Kurama Yudah Indonesia (MMKI), and it has 
become well established. We are planning to expand 
this initiative to other locations in the future. 
	
Amid restrictions due to COVID-19, in FY2022, we 
have resumed physical exhibitions in addition to on-
line exhibitions on a dedicated website.
Number of Participants
Domestic forums
Overseas forums 
(Thailand, Indonesia)
FY2018
4,550
1,880
FY2019
6,200
800*1
FY2020
6,200*2
2,310*2
FY2021
6,000*2
2,850*2
FY2022
6,800*2
2,700*2
*1 Due to COVID-19, held only in Indonesia
*2 Due to COVID-19, held online
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Commitment of  
Top Management
Sustainability Strategy
Contribution to Local Economy through  
Business Activities
Local subsidiaries take charge of planning and imple-
menting activities in line with initiatives that target 
material issues in the ASEAN, such as “contribution to 
local economy through business activities.” Our sales 
division, which maintains administrative and super-
visory functions, is responsible for promoting these 
initiatives. In the four countries where our production 
bases are located (Thailand, Indonesia, the Philippines 
and Vietnam), every six months we check with local 
subsidiaries on the rate of progress and results of 
initiatives, reporting to the management team via the 
Sustainability Committee.
Markets in the ASEAN have been affected by the 
COVID-19 pandemic. To help reinvigorate the econo-
my and facilitate growth, we believe it is our mission 
to continue to create employment in the region. We 
employ approximately 1 thousand people in FY2022, 
in the four countries where we have production bas-
es: Thailand, Indonesia, the Philippines and Vietnam. 
In FY2023, we will use local human resources in line 
with our business plans.
MITSUBISHI MOTORS has been developing business 
in the ASEAN since prior to the rise of motorization, 
and we have grown up alongside these countries 
while developing close ties with the region based on 
the idea that “regional development” is “MITSUBISHI 
MOTORS development.”
	
In this region, where we have undertaken busi-
ness activities for many years, we are working proac-
tively to address local social issues. To promote joint 
growth, we will invigorate the region, cultivate the 
market, understand consumers’ needs and reinforce 
our own brand. In these ways, we believe we can si-
multaneously achieve regional development and our 
own development. “Challenge 2025,” the new mid-
term business plan we announced in March 2023, 
calls for the concentration of management resources 
on the ASEAN—a core area of business. In addition, in 
the aim of achieving further growth MITSUBISHI MO-
TORS will conduct higher and stable spending on R&D 
and capex, which will include increased expenditure 
on electrification, IT and new business as a propor-
tion of total expenditure. One of our material issues 
is “contribution to local economy through business 
activities.” In accordance with this aim, by developing 
our business in the ASEAN, we will contribute to the 
local economy through employment, human re-
source development, investment, technology trans-
fer and exports.*1 
	
In addition, by responding to social needs specific 
to the ASEAN, we will engage in initiatives that lever-
Management Structure
Employment
Basic Approach
Target
l 13.1
Target
l 10.2
Targets
l 9.2
l 9.4
Target
l 4.4
Target
l 17.7
Target
l 11.5
Progress in FY2022
z Employment creation in the ASEAN: Continued 
to create local employment at four consolidated 
companies in Thailand, Indonesia, the Philippines, 
and Vietnam
z Major human resource development and technolo-
gy transfers in the ASEAN: provided scholarships to 
vocational training schools and technical universi-
ties, provided training vehicles, conducted educa-
tion and training courses (Thailand, Indonesia, the 
Philippines, Vietnam), established a new paint plant 
and commenced mass production (Thailand)
z Major exports to the ASEAN: Continued to export 
vehicles from Thailand and Indonesia (exported ve-
hicles: [Thailand]: TRITON, PAJERO SPORT, MIRAGE, 
Attrage [Indonesia]: XPANDER)
z Started joint study of Kei-car segment commercial 
electric vehicle in Thailand and Indonesia with lo-
gistics companies and state-owned postal service. 
Also began projects to install solar power systems 
at hospitals in Thailand, projects to install rooftop 
solar power systems at factories in Indonesia and 
the Philippines, and promoted other activities that 
help reduce environmental impact.
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P21 Materiality
11 thousand people
384 thousand units
291 thousand units
93 thousand units
Annual creation of employment
Number of local employees 
(including non-full-time  
employees)
(Thailand, Indonesia,  
the Philippines, Vietnam)
Annual vehicle exports
Vehicle exports (Thailand)
Vehicle exports (Indonesia)
age our technologies and services in the areas of the 
environment and social contribution, as well.*2
*1 Please see page 15 for details on identifying material issues
*2 Please see pages 76–78 for specific examples
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Sustainability Strategy
In the ASEAN, which is working to become more 
industrially advanced, MITSUBISHI MOTORS helps by 
providing experience in automobile manufacturing, 
sales and service. In addition to cultivating special-
ized expertise and skills, we cultivate people who are 
involved in manufacturing and foster local economic 
growth. In FY2022, each country conducted train-
ing and on-the-job training (OJT), combining face-
to-face and online training depending on status of 
COVID-19 infections. 
• In Thailand, we conducted online sales and service 
training for around 40 thousand employees and 
dealer staff.
• In Indonesia, we conducted training to enhance 
operational skills for around 250 local employees 
according to their business level. 
• In the Philippines, we conducted education and 
training aimed at enhancing local employees’ oper-
ational skills and productivity. Around 6,900 people 
took part in these efforts to enhance their level  
of specialization. 
	
In FY2023, we plan to continue providing training 
courses and OJT according to conditions in each country.
We continue to make capital investments in plants, 
which support local economic growth.
	
In FY2022, we decided to produce the Kei-car 
segment commercial electric vehicle “MINICAB-MiEV” 
locally in Indonesia and to expand export destinations 
for other models, and we are continuing to invest in 
this area. In addition, as we see substantial room for 
growth in the ASEAN and Oceania, our core business 
regions, our new mid-term business plan, “Challenge 
2025,” calls for stable or increased levels of R&D and 
capital expenditure from 2026 onward to respond to 
an upcoming era of major transformation.
Human Resource Development
Investment
We continue to support the enhancement of manu-
facturing capabilities and strengthening of competi-
tiveness through local production in various countries, 
with a focus on the ASEAN, our driver of growth.
	
In FY2022, we promoted the overseas transfer of 
manufacturing technologies, including electrified ve-
hicles developed in Japan, through the preparation for 
production of new models such as the “TRITON” pickup 
truck, compact SUVs, and the “MINICAB-MiEV,” which is 
our first electric vehicle to be produced overseas.
	
To enhance manufacturing competitiveness, we 
have introduced the Buddy system (sharing a com-
Technology Transfer
mon destiny), and we are forming Buddy partner-
ships between our overseas and domestic factories. 
This allows for the implementation of various mea-
sures to enhance competitiveness and the transfer 
of expertise, from the launch of new vehicle models 
to mass production operations. 
	
In addition, we are actively promoting the adop-
tion of solar power generation in our efforts to cre-
ate environmentally friendly factories. We have in-
stalled solar panels not only in our newly established 
painting plant in Thailand, but also in our plants in 
Indonesia and the Philippines. By transferring the 
technology and know-how of solar power generation 
that we have cultivated in Japan to our overseas 
production facilities, we are working towards more 
environmentally friendly factories. 
	
Furthermore, we implemented vocational training 
support and technical education activities for local 
personnel from technical universities and vocational 
training schools in Thailand, Indonesia, the Philip-
pines, and Vietnam. This included providing schol-
arships, internship vehicles, conducting educational 
workshops, organizing online seminars for teachers, 
and offering education programs for the children 
of employees involved in the automotive indus-
try. These initiatives aimed to facilitate technology 
transfer and enhance the vocational training of local 
talent in the region.
	
In FY2023, we will continue to support the ad-
vancement of the regional manufacturing industry. 
Target
l 13.1
Target
l 10.2
Targets
l 9.2
l 9.4
Target
l 4.4
Target
l 17.7
Target
l 11.5
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Sustainability Strategy
In the ASEAN, there is an increasing focus on ad-
dressing environmental regulations, prompted by a 
growing demand to realize a carbon-neutral society. 
In response, we are leveraging our expertise and 
knowledge in EV technology to help resolve social 
challenges in the region.
	
In FY2022, we verified environmental develop-
ments to promote EV adoption through demonstra-
tion experiments using our Kei-car electric vehicle, 
the “MINICAB-MiEV,” in collaboration with national 
postal services and logistics companies in Thailand 
and Indonesia. Additionally, to reduce CO2 emissions 
we initiated the “Solar for Lives” environmental gov-
ernment-collaboration project, installing solar power 
Hospital with a rooftop solar power system 
installed as part of the “Solar for Lives” envi-
ronmental project
Charging of “MINICAB-MiEV,” 
which are being used in  
a joint study
Environmental and Social Contribution
Exports generate foreign currency, which supports 
the continuous growth of the local economy. Mit-
subishi Motors (Thailand) Co., Ltd. (MMTh) is our 
largest overseas production base. Leveraging this 
strategic location, we export key models (including 
pickup trucks and SUVs) to ASEAN countries and 
globally. FY2022 marked an easing of the restric-
tions on movement imposed as measures to combat 
COVID-19, as well as the lifting of border closures. As 
a result, exports improved year on year. Specifically, 
we shipped 29 thousand units from Thailand and 93 
thousand units from Indonesia, reaching our annual 
targets for both countries. In FY2023, we will contin-
ue to enhance a mutually comprehensive structure 
for production within the ASEAN, as well as promote 
exports to other ASEAN countries and the rest of 
the world.
New “XPANDER CROSS”
Export
Target
l 13.1
Target
l 10.2
Targets
l 9.2
l 9.4
Target
l 4.4
Target
l 17.7
Target
l 11.5
generation facilities at hospitals in Thailand. Fur-
thermore, we are implementing projects in Indonesia 
and the Philippines to install solar panels on factory 
rooftops to generate power. In FY2023, we will con-
tinue to promote electrified vehicles in the ASEAN 
and engage in activities that help reduce environ-
mental impact.
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Commitment of  
Top Management
Sustainability Strategy
Human Resources Management
MITSUBISHI MOTORS believes that “human resourc-
es” are the key to achieving sustainable growth and 
enhancing corporate value, especially amid a rapidly 
changing business environment.
	
In FY2022, our president and management team 
engaged in discussions to determine the ideal path 
for the Company, taking employee feedback into 
account. As a result, we have updated our behavioral 
guidelines, the “MMC WAY,” which outline the princi-
ples that the Company values. 
	
As a company and as individuals, we will share 
the new “MMC WAY,” which embodies what is im-
portant in our lives, and work together as one to 
take on challenges as we work toward our goals. 
	
Furthermore, we will continue to create fulfilling 
workplaces and invest in human resource development 
as the basis for putting the “MMC WAY” into practice.
< Strategic Human Resources Priorities >
l Build a better place to work
l Enhance learning opportunities/reskilling programs
l Secure/cultivate a diverse workforce 
MITSUBISHI MOTORS has summarized the attitudes 
and actions that employees need to practice to fulfill 
our mission. We have encapsulated this information 
into five concrete and easy-to-understand keywords 
and shared them with employees as the “MMC WAY.”
	
The first two items in the new “MMC WAY” em-
phasize key values. They call on us to “think of our 
customers first” as the foundation for earning “soci-
ety’s trust” and to “contribute to the advancement of 
society” through our corporate activities. These items 
incorporate the message that every employee must 
remember our raison d’être: satisfying customers and 
contributing to society through corporate activities. 
	
With the other three items, we have expressed 
important elements in the previous “MMC WAY” 
more specifically and clearly.
	
The “MMC WAY,” our behavioral guideline for 
employees, is reflected in the personnel evaluation 
system. It introduces a multi-faceted competency 
evaluation based on three pillars: the “MMC WAY,” 
“human resource development and organizational 
management,” and “expertise.” This aims to promote 
the dissemination of shared values and encourage 
proactive employee growth.
Human Resources Strategy
The Type of People We Look for (MMC WAY)
MMC WAY
1.	 Think of Our Customers, Strengthen Trust
2.	Enrich Society
3.	 Welcome All Facts, Share Difficult News First
4.	Conduct and Challenge Yourself Professionally
5.	 Respect All, Work as a Broader Team
MITSUBISHI MOTORS has established the Human 
Resources Development Council, consisting of the 
Executive Officer, President & CEO and other mem-
bers of the management team to promote and im-
plement human resources strategies that are linked 
to management strategies. The council continues 
to discuss and examine the development of human 
resources at various levels, from securing excellent 
personnel to nurturing individuals from young and 
mid-level professionals to management leaders.
	
We are formulating an optimal personnel plan 
that incorporates strengthening the expertise of each 
function that supports our business to develop pow-
ertrain control system for electric vehicles, expanding 
the scope of various elemental technologies, promot-
ing carbon neutrality, driving digitalization, and explor-
ing new business areas. We recognize that personnel 
are the source of the Company’s competitiveness and 
Promotion Structure
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Commitment of  
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Sustainability Strategy
The Company has continued to conduct engagement 
surveys (employee surveys) since FY2013. This survey 
aims to visualize the state of the Company, the en-
tire organization, and employees, and to address the 
We have introduced multifaceted competency 
(behavioral) evaluation systems for general man-
agers and section managers, as well as for general 
employees, based on a performance achievement 
evaluation using a target management system, the 
“MMC WAY” (our action guidelines), human resource 
development and organizational management, and 
expertise, respectively. 
Conducting Engagement Surveys
Human Resource Evaluation
We introduced a remuneration system that allows 
for appropriate compensation based on the degree 
of contribution, and weight of the roles and respon-
sibilities of each employee. We provide the system to 
enhance each employee’s career and motivation. In 
conjunction with raises given annually based on in-
dividual performance, raises are also given according 
to advances in career.
	
We comply with local laws and regulations re-
garding wage levels and set wage levels according to 
job classifications, taking into consideration industry 
levels. There are no discrepancies in wages based on 
race, nationality, sex, or other such reasons.
Data (p. 125): Wage levels
Fair Compensation System
treasure. Therefore, we are working to create a work-
place where employees can work with peace of mind 
and showcase their abilities, expanding opportunities 
for development, including education and training 
to encourage employee challenges and growth, and 
analyzing the internal and external environment and 
market trends surrounding the Company to attract 
talented individuals. Through open discussions at hu-
man resources development meetings, we review and 
evaluate existing measures and initiatives, as well as 
consider and deliberate new initiatives. 
	
For FY2023, we are making preparations to im-
plement specific measures that will support the 
mid-term business plan, “Challenge 2025,” with a 
focus on the following key areas of our human re-
source strategy: “Build a better place to work,” “En-
hance learning opportunities/reskilling programs,” 
and “Secure/cultivate a diverse workforce.” 
	
In particular, we will organize specific operation-
al policies for free location and work arrangements 
that take into consideration childcare and nursing 
care, implement training programs to strengthen 
next-generation leadership, promote personnel 
exchange with overseas affiliates for the purpose 
of utilizing the Group’s human resources on a global 
basis, and create an environment in which diverse 
human resources, including women, elderly persons, 
and persons with disabilities, can play an active role. 
challenges revealed by the results, thereby reinvig-
orating individuals and organizations and promoting 
an improvement in employee engagement. 
	
Based on the analysis of the survey results, we 
have conducted feedback sessions with executives, 
department heads, and respective departments to 
promote actions for improving engagement. In partic-
ular, to enhance the organization and human resource 
management, we organized workplace workshops 
and internal seminars, such as “Drive your team,” for 
department heads to improve the quality of manage-
ment. The survey results are also used as reference 
data during human resources development meetings 
attended by senior executives to discuss the future 
direction of human resources development. This helps 
us take action as a company to continuously enhance 
employee engagement.
	
Additionally, to improve employee engagement, we 
believe that “proactive career development support” is 
crucial. With this in mind, in FY2022 we established a 
new open application framework for the Global Ca-
reer Development Program (GCDP), an overseas work 
training program for young employees, allowing any 
employee who meets the requirements to apply. 
	
We have positioned these systems as manage-
ment-enhancing tools aimed at general managers and 
section managers with the objective of revitalizing the 
organization. In doing so, we aim to: (1) Share organi-
zational objectives and foster a sense of responsibility 
for achieving these objectives, (2) Enhance incentives 
for achieving objectives, (3) Enforce mindset and be-
havior expected from employees, and (4) Make ap-
pointments and promotions according to merit.
	
For non-management personnel, our aims are 
(1) Sharing organizational objectives and instilling a 
sense of responsibility for achieving them, (2) Raising 
transparency and employee approval of evaluations 
and employee treatment, and (3) Promoting the es-
tablishment of shared values.
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Sustainability Strategy
Promotion of Work Style Reforms in Response to the New Normal  
(Diversity, Work-Life Balance)
MITSUBISHI MOTORS views “people” as the key to cre-
ating “sustainable growth” and “improving corporate 
value” in the significant-changing automobile indus-
try. We therefore believe in the importance of realiz-
ing an environment where each and every person can 
perform meaningful work and demonstrate his or her 
To promote and implement flexible working styles 
that enable diverse employees to fulfill their potential, 
in FY2020 we established the “Flexible Working Styles 
Consideration Committee,” which is chaired by the 
Executive Officer, President & CEO. This committee 
has been discussing matters to be addressed over 
the medium to long term. Based on the direction of 
its initiatives, in FY2021 relevant departments within 
the Company took over the promotion items from 
Initiatives toward a Flexible Working Style
Basic Approach
abilities, and where people can work enthusiastically 
and in good health, both physically and mentally.
	
The COVID-19 pandemic has prompted us to chal-
lenge the conventional approach toward “going to the 
office” to work, instead encouraging more flexible work 
styles that are less location- and time dependent. To 
leverage diverse human resources to create value, we 
are creating a working environment that helps individ-
uals maximize their capabilities. In this way, we aim to 
achieve increases both in work productivity and quality 
of life, helping to realize a better work–life balance.
the committee and are continuing the initiatives. Key 
initiatives are outlined below.
Area of work 
(remote work)
To provide a more comfort-
able working environment than 
before, we eliminated the maxi-
mum number of hours and days 
for remote work. In addition, we 
allow work to be conducted at 
any location, even outside the 
home, that meets requirements.
IT domain
Improve IT infrastructure and sig-
nificantly increase the maximum 
number of VPN connections
Provide IT support 
tools
Introduce communication tools 
to enhance communication 
between at-home working and 
remote locations
Increase in IT literacy
Share knowledge and usage ex-
amples at the departmental level 
to promote the use of communi-
cation tools
Target
l 8.5
Targets
l 5.4
l 5.5
Progress in FY2022
z Conducted a survey on attitudes toward diversity 
and work-life balance
z Implemented training on managers promoting male 
paternity leave
z Introduced measures at the organizational level to 
strengthen communication based on engagement 
survey results
*1 Percentage of assistant managers
*2 For FY2022, the rate of people taking childcare leave and 
other leave for the purpose of childcare was calculated ac-
cording to the Childcare and Family Care Leave Act. In FY2021, 
only the rate of people taking childcare leave was calculated
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P21 Materiality
P79 Human Resources Management
P122 Human Resources-Related Data
13.1%
68.4%
2.33%
Percentage of female instructors in  
technical fields*1
[FY2021: 12.2%]
Percentage of male employees taking 
childcare leave*2
[FY2021: 16%]
Percentage of employees with disabilities
[FY2021: 2.44%]
Diversity Promotion Policy
We aim to respond to change and heighten organizational capabilities by incorporating diverse viewpoints and ap-
proaches through the different abilities and characteristics of each employee. In this way, we will create vehicles of-
fering new levels of attractiveness and value. We are promoting Di@MoND (Diversity @MITSUBISHI MOTORS New Drive) 
activities to create an environment where employees can maximize their individual abilities and play an active role.
Diversity @ Mitsubishi Motors New Drive
We aim to respond to change and heighten organizational capabilities by incor-
porating diverse viewpoints and approaches through the different abilities and 
characteristics of each employee. In this way, we will create vehicles offering 
new levels of attractiveness and value. We are promoting Di@MoND (Diversity 
@MITSUBISHI MOTORS New Drive) activities to create an environment where 
employees can maximize their individual abilities and play an active role.
MITSUBISHI MOTORS aims to grow sustainably while 
responding to the significant changes in the business 
Promoting Diversity
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Commitment of  
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Sustainability Strategy
MITSUBISHI MOTORS promote “women’s participation 
and advancement in the workplace” as a priority issue. 
Since 2014, we have been selecting female managers 
and manager candidates to join the Working Women’s 
Empowerment Forum, led by the Japan Institute for 
Women’s Empowerment & Diversity Management.
	
From 2017, we have also been sending manager 
candidates to seminars hosted by the Aichi Gender 
Inclusion in the “Morningstar Japan ex-REIT  
Gender Diversity Tilt Index”
MITSUBISHI MOTORS has been selected as one of the 
constituent stocks in the “Morningstar Japan ex-REIT 
Gender Diversity Tilt Index,” which was designed by 
Morningstar for environmental, social, and governance 
(ESG) investing. 
	
We rated in “Group 1,” the highest rating on a 
five-tier scale, in an index that focuses on companies 
with a well-established gender diversity policy that is 
ingrained in their corporate culture and that promise 
equal opportunities for employees regardless of gender. 
TOPICS
Promoting Women’s Participation and 
Advancement in the Workplace
List of work-life balance assistance programs
Programs
Overview
Childcare Pregnancy leave
Can be taken for the designated period of time applied for in advance, between becoming pregnant and 
the day prior to maternity leave (may be taken multiple times)
Maternity leave
Six weeks prior to birth and eight weeks after birth
Spousal maternity 
leave
When a spouse gives birth, the employee can take up to two days of leave between the day before and 
14 days after the date of birth or expected date of birth.
Childcare leave
Can be taken up to the end of April of the following fiscal year after the child’s third birthday
Leave to care for 
newborns
Up to four weeks of leave can be taken within eight weeks of the (expected) date of birth. Partial em-
ployment during the leave period is also possible.
Child nursing leave
Can be taken until the end of the fiscal year of the child’s 12th birthday (one child: up to 5 days; two and 
over: up to 10 days; first five days are paid in both cases)
Reduced working hours 
for childcare
Four-, five-, six-, or seven-hour work shifts can be chosen until the end of the fiscal year of the child’s 
12th birthday (combined use with the flextime system is also available)
Nursing  
care
Nursing care leave
Aggregate total of three years can be taken per person receiving nursing care
Short-term nursing 
care leave
If one person receiving nursing care: up to 5 days; if two or more people receiving nursing care: up to 10 
days (first five days are paid in both cases)
Reduced working 
hours for nursing care
Available until the reason for the nursing care no longer exists. Employees can elect to work, four-, five-, 
six-, or seven-hours per day, and are also eligible for flextime work.
Miscella-
neous
Life plan leave
Employees can take up to 10 days leave per year for various predefined purposes such as receiving 
treatment for non-work-related injury/illness, caring for family, childcare, infertility treatment, partici-
pating in volunteer activities, and language studies
Accumulation of  
unused paid leave
Employees can accumulate unused annual paid leave up to four days per year to a maximum of 40 days 
which can be used for predefined purposes. (E.g., receiving treatment for non-work-related injury/ill-
ness, caring for family, childcare, participating in volunteer activities, and infertility treatment)
Flextime system
System that lets employees set their own working hours with no core time under predefined conditions 
on prescribed work days
Telecommuting 
system
System that allows employees to work from a location other than their own or family home, as long as 
certain conditions are met, and to pay an allowance
Reemployment sys-
tem
Eligible for employees who resigned due to pregnancy, the birth of a child, childcare, nursing care, 
marriage, moving due to spouse work transfer, or other reasons recognized by the Company, with an 
applicable period within five years after resignation
Accompanying leave
Temporary leave system for employees to accompany spouses who have been transferred in Japan or 
overseas or are studying abroad, with an applicable period of from one month to five years
Target
l 8.5
Targets
l 5.4
l 5.5
Equality Foundation.
	
Based on the “Act on Promotion of Women’s Par-
ticipation and Advancement in the Workplace,” in April 
2021 we formulated an action plan to promote wom-
en’s advancement, setting 15% as our target ratio for 
female assistant managers, which we are working to 
achieve by March 2024.
Action Plan to Promote Women’s Advancement PDF  [5MB]
(only in Japanese)
Data (p. 122): Status of Women Promoted to Management and 
Executive Positions
and market environment resulting from diversifying 
customer needs and technological innovation. To this 
end, it is important for employees with different values 
and ideas to work together to create automobiles with 
new appeal and value. With respect for employee diver-
sity including race, nationality, ethnicity, gender, sexual 
orientation, gender identity, age, ability or religion, we 
are making efforts to create environment where each 
person can energetically work without difficulty.
	
To promote and achieve diversity, we are pursuing 
Di@MoND activities by the Diversity Promotion Office 
based on the “Diversity Promotion Policy” we established 
in July 2014. By embracing diversity, our aim is to lever-
age employees’ diverse characteristics in a manner that 
will contribute to the mutual growth of the Company 
and each individual employee. Initially, Di@MoND activi-
ties prioritized women’s participation and advancement 
in the workplace. Now, we are also working to provide 
working environments that are comfortable for all.
Data (p. 122-123): Number of employees, number of employ-
ees by region, number of locally hired managerial employees 
at overseas subsidiaries, status of female managers, status of 
female executives, employee makeup, number of new graduates 
hired, number of mid-career employees
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Sustainability Strategy
our facilities. Dia•Kids Okazaki was opened at the Oka-
zaki site in April 2017, followed by Dia•Kids Tamachi at 
our head office building in February 2019.
	
On the working environment development front, 
to further encourage male employees to take child-
care leave in accordance with the enforcement of 
the revised Childcare and Family Care Leave Act, in 
FY2022 we conducted training for managers and 
seminars for expectant fathers and mothers.
Helping Employees to Balance Work and  
Nursing Care
As society ages, we believe it is important to help 
employees balance work and nursing care.
We have set up contact points where employees 
can consult with nursing care specialists as required 
via email or on the phone. Furthermore, we organize 
regular nursing care seminars delivered by outside 
instructors to provide basic information about how 
they can balance their work and nursing care. In 
FY2022, approximately 170 people attended the online 
seminar, which was held simultaneously in all regions. 
	
As a new initiative, we also have made on-de-
mand viewing available to suit the convenience of 
each participant. 
With the goal of handing down skills and technologies 
and securing a talented workforce that makes the 
most of its knowledge and experience, we operate a 
program to reemploy senior workers after their retire-
ment. As of June 2023, there were 850 reemployed 
 Increasing Employment of Senior Workers
Aiming to achieve a workplace where everyone can 
work, we actively hire people with disabilities in a 
wide range of occupations. In FY2022, the percent-
age of employees with disabilities at the Company 
was 2.33%, which exceeds the statutory level. We will 
continue to promote additional employment while 
improving the work environment.
	
On a consolidated basis, the Company employs 
174 people with disabilities, including physical, men-
tal and intellectual abilities. At our head office, we 
have installed wheelchair- and ostomate-compati-
ble toilet facilities, creating a working environment 
amenable to employees with disabilities.
	
We also promote the employment of people with 
disabilities through MMC WING, a special-purpose 
subsidiary established in April 2007. This company 
employs 64 workers with intellectual disabilities at 
the Okazaki and Mizushima plants. MMC Wing, now in 
its 16th year since establishment, has received many 
inquiries about employment from “Hello Work” Public 
Employment Security Offices, the prefectural em-
ployment and support center for disabled persons, 
and special needs schools, and has established a 
high profile in the region. To help support the em-
ployment of people with disabilities, we proactively 
accept requests from employment support facilities 
and special needs schools to try on-site training, 
Promoting Employment of People with Disabilities
Target
l 8.5
Targets
l 5.4
l 5.5
workers, engaged in handing down techniques and 
training the next generation.
Dia•Kids Okazaki  
(within the Okazaki site)
Dia•Kids Tamachi, a day-care 
center for employees  
(within the head office building)
Promoting a Work-Life Balance
MITSUBISHI MOTORS is enhancing our work-life balance 
assistance programs to accommodate the diverse 
work styles of our employees. In FY2017, we introduced 
the telecommuting and accompanying leave systems 
to accommodate diverse work styles and life events. In 
FY2018, we established the “Work-life Balance Support 
Concierge” within the Company, from which employ-
ees can seek advice on the programs suitable for their 
individual childcare and nursing care needs. Following 
feedback from employees who had sought advice, we 
relaxed the criteria for child nursing leave, short-term 
nursing care leave and the telecommuting system. In 
August 2021, we revised the telecommuting system in 
an effort to create an environment that fosters more 
productive and highly flexible working styles.
Data (p. 123-124): Number of persons taking childcare leave 
and retention of returnees, people utilizing major programs to 
promote work-life balance
Helping Employees to Balance Work and Childcare
We actively support employees who seek to balance 
work and childcare.
	
We have established on-site daycare centers at 
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As part of the support offered to our workforce of 
non- Japanese employees, which is increasing year 
by year, MITSUBISHI MOTORS has established prayer 
rooms at our head office and Okazaki sites that are 
Prayer room in our head office
Prayer room in the Okazaki area
Hand- and foot-wash-
ing facilities
indicting the direction 
of worship
Global Action
Our human rights policy* defines “respect for human 
rights of our stakeholders” and states that we will not 
tolerate unfair discrimination or harassment based on 
such factors as gender, sexual orientation or gender 
identity, and will respect diversity. Furthermore, the 
MITSUBISHI MOTORS Global Code of Conduct, which all 
employees and executives are bound to comply with, 
clearly states: “Respect Human Rights and Diversity, 
Provide Equal Opportunity.”
	
Based on these ideas and policies, we are striving 
to improve the workplace environment and internal 
systems in order to create a comfortable working en-
vironment where LGBTQ people can play an active role 
in the Company. In our employee system, the defini-
tion of marriage includes same-sex relationships, and 
employees in such relationships can take marriage 
and childcare leave and use Company housing. Since 
FY2018, we have held seminars to help provide basic 
knowledge to aid in accurately understanding LGBTQ 
issues and increasing supporters known as “Allies.” 
Approximately 240 people attended the seminar in 
FY2022. Some 11,440 employees took part in e-learn-
ing. Upon request, employees who have taken the 
Promote LGBTQ Awareness
Awarded PRIDE Index Gold Rating
In the PRIDE Index, which was designed by “Work with 
Pride” as a criteria for evaluating initiatives related to 
LGBTQ and other sexual minori-
ties in the workplace, we have 
been consecutively awarded 
Gold certification since FY2018. 
We will continue to create work-
place environments that are 
friendly for all employees.
TOPICS
We have pledged our support to the Business for 
Marriage Equality campaign, which invites compa-
nies to join us in calling for equality in marriage. 
	
Business for Marriage Equality is a campaign 
spearheaded by three Japanese non-profit orga-
nizations in an effort to visualize companies that 
support the legalization of same-sex marriage. MIT-
SUBISHI MOTORS actively strives to fulfill its social 
responsibility and contribute to the achievement of 
the United Nations Sustainable Development Goals 
(SDGs). By endorsing this campaign, we aim to fur-
ther contribute to SDG numbers 5 (Gender Equality) 
and 10 (Reduced Inequalities). 
Participating in Initiatives  
Outside the Company
Target
l 8.5
Targets
l 5.4
l 5.5
course can receive “ally stickers” to make the promo-
tion more visible.
* See our website for details of our human rights policy.
WEB  https://www.mitsubishi-motors.com/en/sustainability/ 
society/human_rights/pdf/human_rights_policy.pdf
available to people of all religions and denominations. 
These rooms are open to customers, suppliers and 
other stakeholders who visit our sites. A facility for 
cleansing parts of the body before worship has also 
been set up in the prayer room at the Okazaki site.
Data (p. 122): Number of employees by region, number of locally 
hired managerial employees at overseas subsidiaries
teaching people with disabilities opportunities about 
group activities and work processes.
	
As the presence of supportive instructors is 
essential for promoting and providing stable em-
ployment for people with disabilities, in FY2021 we 
started to offer an internship program for university 
students preparing for employment to help them 
understand the work of instructors as an opportu-
nity to come into contact with a diverse range of 
people and occupations.
Data (p. 124): Number of hired people with disabilities
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Stepping up Human Resource Development
MITSUBISHI MOTORS’ educational structure is sup-
ported by three pillars: the “Three Principles,” a 
statement of the Mitsubishi Group’s management 
principles; our Corporate Vision and Mission; and 
the “MMC WAY,” guidelines for daily behavior. We 
have clarified the abilities and skills necessary to put 
these principles or behavior into practice. We also 
specified the ideal model for each job classification 
and introduced respective curricula based on both.
Introduction of selective
reinforcement training
(1) Ideal to be pursued
(2) Training
(off-the-job-training)
Promotion of awareness/
development based on 
results of assessment
Revitalization of
HRD communication
Introduction of
PDCA cycle for HRD
(3) Human resource
development (HRD) systems
MMC Companywide Education
MMC WAY
Corporate Vision and Mission
Three Principles
Provision of development
experience/opportunities
based on results of assessment
Check of preferred career/
stocktaking of skills
Performance evaluation/
feedback interview
(4) Practical training
(on-the-job training)
Required human resource model
Ability requirements
Enhancement of objective
ability assessment
(Quality Gates assessment)
Criteria for ability development
(dimensions)
Awareness-raising for 
MMC WAY (some training)
Education Pillars of MITSUBISHI MOTORS
Basic Approach
	
Employees also discuss their personal vision for 
the future during annual interviews with their su-
periors. Sharing such visions between superiors and 
subordinates leads to achievement of human re-
source development with deeper understanding.
Target
l 4.4
Progress in FY2022
z Company-wide, rolled out on-site workshops and oth-
er awareness measures in conjunction with the up-
date to the employee behavior guideline (MMC WAY)
z Created an original e-learning program to improve 
the skills of evaluators in accordance with changes 
to the personnel system, and encouraged all evalu-
ators to take part in the program
z Phased the introduction of DX-related courses into 
training programs by level
*1 Training led by the Human Resources Division (excluding 
division-specific training)
*2 MMC WAY penetration and practical implementation based 
on employee engagement survey results
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P21 Materiality
P79 Human Resources Management
P122 Human Resources-Related Data
117,845 hours
1.08 days
¥9,414
Degree of  
penetration*2
         77%
Level of practical 
implementation*2
        68%
Total training hours per year*1
[FY2021: 96,770 hours]
Training time per employee*1
[FY2021: 0.87 days]
Training cost per employee*1
[FY2021: ¥6,171]
[FY2021: Degree of penetration 
and practical implementation: 
66%*2
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ees utilizing e-learning, and selective training in which 
employees voluntarily choose a program to attend.
Consideration for Training Methods in  
Response to a Changing Environment
To respond to the changing environment and boost 
its organizational capabilities, we have put in place 
a training system that cultivates personnel in a 
systematic manner, from entry-level employees to 
general managers.
	
As in FY2021, in FY2022 we provided interactive 
online training with a focus on group work, shifting 
away from traditional lecture-based training. How-
ever, we also conducted some hierarchical training 
programs, such as training for newly appointed divi-
sion managers, in a face-to-face format as we look 
to the post-COVID era, and worked to incorporate 
both online and in-person training methods.
	
The ability of each individual is the key to corpo-
rate growth in a situation where the future is diffi-
cult to predict. Recognizing this, we will continue to 
study and implement mechanisms that help employ-
ees cope with changes in the environment and sup-
port their personal growth.
Data (p. P124): FY2022 training results
MITSUBISHI MOTORS’ Education Program
Based on the education pillars, sections in charge of 
education with the Human Resources Division have 
put in place a training program for the systematic 
development of human resources, from entry-level 
employees to general managers.
	
We plan and implement a variety of employee 
training programs, including not only training curricu-
lum based on employee job classification, but also se-
lective training for managers, training for all employ-
Training and Education
Target
l 4.4
Job Classification 
(required human 
resource model)
Training for each job rank
Training 
across all job 
ranks
Global
Training 
for newly 
promoted 
employees
Reinforcement 
training
Training for 
candidates 
for promotion
Institutional 
training
Mindset/ 
Skills
English
General  
managers (M1) 
(innovation leader)
Section  
managers (M2) 
(management  
professional)
Assistant  
Manager 
(a leader of  
practical work)
Main Staff 
(a key player in the 
execution of work)
Staff 
(a professional in 
the operational 
work)
Clerical Staff 
(efficiently carries 
out operations)
*1 Mid-career employees undergo fundamental business skills follow-up training corresponding to third year training.
*2 To be conducted within third year training and entry-level employee training program, respectively.
*3 GCDP: Global Career Development Program
Engineer training
Training for expats to be dispatched to 
foreign affiliates
Training for mentors of new graduates
Training for mid-career employees
Selective training (GCDP*3 program, etc.)
Evaluator Training
Measures for improving TOEIC score (TOEIC score range from 300 to 695)
Leadership 
training for 
organizational 
transformation
Training for 
newly Promot-
ed M1
Training for 
newly promot-
ed M2
Training for 
newly promot-
ed Assistant 
Manager
Training for 
newly promot-
ed Main Staff
Entry-level 
employee 
training
Entry-level 
employee 
training
Training for 
M1 candidates 
(assessment)
Third year 
training*1
Third year 
training*1
Second year 
training
Global mindset 
training*2
Global mindset 
training*2
Second year 
training
Selective 
reinforce-
ment raining 
(e-Learning)
Selective rein-
forcement train-
ing (e-Learning)
Training for M2 
candidates
Training for 
M2 candidates 
(assessment)
Training for 
Assistant 
Manager  
candidates
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Sustainability Strategy
Personnel System
Regarding career formation, we have put in place a 
system which enables employees to proactively set 
their own goals based on their achievements, capa-
bilities, and life plans, while elevating their capacity 
to achieve these goals.
	
As a specific career development method, em-
ployees participate in interviews with their supe-
riors every year. The interviews are held based on 
their Career Development Plans in which employees 
describe a future career course they hope to take 
and their medium- to long-term career design by 
reflecting on their past career. The aim of this inter-
view is to have employees build an objective picture 
of their challenges and then proceed along a career 
path they have formed for themselves with convic-
tion and a high degree of motivation.
Fostering Global-Minded Human Resources
In line with increases in both overseas production 
and sales volumes, MITSUBISHI MOTORS is placing 
emphasis on developing human resources who are 
capable of adopting a transglobal perspective and 
performing in the global business field.
	
English language skills are essential when 
working with stakeholders outside Japan, so we 
offer employees training designed to systematically 
improve their English skills, including beginner and 
intermediate courses aimed at improving basic 
skills. We also offer local language courses for 
employees who will be stationed in non-English-
speaking countries.
	
In addition to language training, we run a program 
in which younger employees are dispatched to non-
English-speaking emerging countries for three years 
(one year of language training + two years of work 
experience at a local affiliate). Plans are also in place 
for training programs at overseas subsidiaries.
Career formation and evaluation
Target
l 4.4
Supporting Lifelong Education
In accordance with the Revised Act for the 
Stabilization of Employment of Older Persons, which 
went into effect in April 2021, we are promoting 
the reemployment of retirees aged 60 and over to 
steadily pass on the skills, knowledge and experience 
of our skilled workers.
	
We are also working to support the lifelong career 
development of our employees. For instance, we 
regularly hold Good Life Seminars, a joint undertaking 
with the labor union geared toward employees aged 
50 and over, where we give post-retirement life 
planning advice.
FY2022 Seminars for Future Good Life
Number of seminars
4 in total across the company
The number of participants
55
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
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Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Promoting Occupational Health and Safety
MITSUBISHI MOTORS believes ensuring the health and safety of employees is the foundation of corporate activ-
ities. Accordingly, based on a Health and Safety Management Policy we are undertaking related measures on an 
ongoing basis, including through offices for on-site cooperation.
Basic Approach
Target
l 8.8
Progress in FY2022
z Operated “remote safety training schools,” which 
enhance the ability to predict danger through  
visual experiences
z Assessed compliance with safety-related laws and 
regulations at each factory, as well as technical 
centers, parts centers and subsidiaries and affili-
ates in Japan
z Promoted an outside EAP*4, a type of “mental  
health program”
*1 Number of accidents with or without loss of workdays per 
1 million working hours
*2 Number of accidents with loss of workdays per 1 million 
working hours
*3 (Total number of new mental health patients ÷ total num-
ber of workers)×12
*4 Short for Employee Assistance Program. This employee 
support program seeks to improve individual and work-
place health by implementing organizational mental health 
measures, offering health consultations on individual 
physical or mental health issues, and addressing compli-
ance and other issues.
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P21 Materiality
P79 Human Resources Management
P122 Human Resources-Related Data
0.31
0.06
0.76%
7,228 people
Overall accident rate*1
[FY2021: 0.20]
Accident rate with loss of 
workdays*2
[FY2021: 0.03]
New mental health patient 
incidence rate*3
[FY2021: 0.62%]
Attendance at  
“safety training schools”
(of which, 4,873 attended  
remote safety training schools)
[FY2021: 2,842]
Basic Policy
1.	We will undertake companywide activities with emphasis on each process of the PDCA cycle to eliminate workplace 
risks and hazards with safety taking priority over all else. Within each activity, confirmation, follow-up, and improve-
ment will be carried out successively and continuously.
2.	Workplace supervisors from senior management down will implement comprehensive health and safety manage-
ment measures under their own responsibility with an awareness that ensuring health and safety is the foundation 
of management. They will strive to create a workplace culture of discipline with consideration for others and a strict 
attitude of not engaging in, not allowing others to engage in, and not overlooking unsafe conduct. All workplace su-
pervisors will also work to create a workplace culture that fosters open communication where subordinate personnel 
feel that they can say anything through honest dialogue at any time and to raise awareness of health and safety.
3.	Each employee shall observe basic rules and conduct guidelines relating to safety to protect their own safety and 
endeavor to create healthy workplaces with no accidents by conducting on health and safety activities in cooperation 
with all MITSUBISHI MOTORS personnel with a strong commitment to complying with decisions that they have made 
and decisions that have been made by others.
4.	Companywide efforts shall be made to create clean and comfortable work environments, prevent disease, and pro-
mote the health and physical well-being of each employee.
5.	Health and safety management shall be implemented in accordance with the MITSUBISHI MOTORS Health and Safety 
Management System.
At MITSUBISHI MOTORS, the “Central Production 
Committee” comprises the lead officer, heads of 
production sites, and labor union representatives. 
The committee meets annually to assess the status 
of measures taken over the year to address such 
issues as occupational safety, traffic safety, natural 
disaster preparedness and health management and 
Management Structure
sets quantitative targets for health and safety in the 
coming year, determines priority measures and takes 
action to achieve the targets.
	
Each time a workplace accident occurs, the situa-
tion is reported to the Executive Officer, President & 
CEO and other members of senior management, and 
we respond according to their instructions such as 
ascertaining current conditions and introducing mea-
sures to prevent recurrence.
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Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
MITSUBISHI MOTORS works to create safe and secure 
workplaces where all employees can dedicate them-
selves to their work with a feeling of reassurance. In 
particular, we strive to prevent accidents in production 
sites, which account for most workplace accidents. In 
order to prevent these, we identify unsafe conditions in 
all work situations and make improvements. Additionally, 
we create safe workplaces by carrying out mutual safety 
checks at production sites by senior officials and work-
place supervisors to identify hazards. Other measures 
include adopting improvement proposals and requests 
raised by employees. We also established “safety training 
schools” at each business site to raise hazard awareness 
and conduct hands-on hazard training so that all em-
ployees can experience hazardous situations firsthand. In 
FY2022, 2,355 people took part in this training.
	
In addition, “remote safety training schools,” which 
enhances the ability to foresee danger through video 
experience, was implemented at some business sites, 
with 4,873 people taking the course.
	
In FY2022, our accident rate was 0.32 (excluding 
hospitalization), which is slightly lower than the av-
erage for the Japanese automobile industry, at 0.33, 
but exceeds our target, of 0.26. By category, we ex-
perienced 11 accidents, five of which were a result of 
unsafe conditions. In addition to having safety train-
ing schools at our production sites, in FY2023 we will 
implement measures such as conducting experiential 
training utilizing external facilities. Through these 
measures, we aim to increase awareness of the dan-
gers that exist in daily life and enhance the ability to 
anticipate and prevent disasters. 
Initiatives to Ensure Workplace Safety
	
As for assessing our compliance with safety-relat-
ed laws and regulations, we use checklists to conduct 
self-checks of each workplace and to conduct reciprocal 
checks on other workplaces to ensure thorough compli-
ance. We are increasing the thoroughness of our com-
pliance. In FY2020, we checked technical centers and 
parts centers. In FY2021, we expanded the scope to in-
clude subsidiaries and affiliates in Japan, and by FY2024 
we will complete physical checks at all relevant loca-
tions. At our overseas plants, compliance assessments 
were performed at Mitsubishi Motors (Thailand) Co., Ltd. 
(MMTh), Mitsubishi Motors Philippines Corp. (MMPC) and 
P.T. Mitsubishi Motors Krama Yudha Indonesia (MMKI).
Data (p. 124): Accident rate
Mental and Physical Health Initiatives
The well-being of each and every employee is a driv-
ing force for enhancing corporate value and achieving 
sustainable growth. We regard the preservation and 
enhancement of employee health as one of its im-
portant management challenges. We have set forth 
“The Health Declaration” below and established a sys-
tem to work together as one company at domestic 
locations, promoting health management. In March 
2023, we were certified as a “2023 Certified Health & 
Productivity Management Outstanding Organizations” 
in the large corporation category of the certification 
system organized by the Ministry of Economy, Trade 
and Industry and the Nippon Kenko Kaigi.
	
Given that mental health issues have accounted 
for more than half of absences due to illness in recent 
years, we have positioned mental health measures as 
a company-wide priority issue and have introduced 
an outside Employee Assistance Program (EAP), a 
type of “mental health program.” We also offer con-
sultation on individual issues, provide mental health 
education and offer support programs to improve the 
workplace. To improve the workplace environment, 
we have implemented training programs and work-
place improvement initiatives with the aim of enhanc-
ing communication within the workplace. However, 
in FY2022 the number of new sick days taken due to 
mental illness rose 14% year on year, and work-related 
concerns continued to account for around 80% of all 
cases. Accordingly, in FY2023 we will continue to pri-
oritize prevention with the aim of encouraging care of 
subordinates by superiors and improving workplace 
environments. Meanwhile, we arrange face-to-face 
sessions with industrial physicians or counselors for 
employees determined to be experiencing high levels 
of stress based on the results of annual stress checks. 
To provide care for individuals, we have established 
external counseling services as a point of contact for 
employees to easily consult with someone about their 
concerns. We also conduct interviews with industrial 
doctors and counselors for employees who are es-
timated to have high levels of stress based on the 
results of the annual stress checks. Additionally, we 
conduct interviews for employees who are new to the 
Company and may still be unfamiliar with their duties 
and find it difficult to seek guidance.
“The Health Declaration” of MITSUBISHI MOTORS
The foundation for our employees having fulfilling work 
and personal lives is the mental and physical health of all 
employees and their families as well as the creation of 
an environment that allows them to work enthusiasti-
cally. MMC will actively promote each employee’s health.
Target
l 8.8
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Environment
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Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
MITSUBISHI MOTORS has been affected by the 
COVID-19 pandemic in a variety of ways. Recognizing 
that business continuity and the health of our em-
ployees are topmost priorities, we have taken swift 
measures while remaining abreast of government 
trends and other developments in Japan and overseas.
	
In May 2023, the Japanese government recatego-
rized COVID-19 as a Class 5 infectious disease under 
Specific Initiatives
• Daily disinfection of com-
mon areas
• Installation of shielding cur-
tains on production lines
• Temperature checks of em-
ployees and visitors
• Erection of shields in the 
cafeteria, spacing out 
seating, encouraging silence while 
eating, and other measures
Shields in the cafeteria 
(Mizushima Plant)
Seats in the dining area are numbered, making it easier to 
maintain a seating record (Okazaki Plant).
Responses to COVID-19
the Infectious Diseases Act. Since then, we have been 
reviewing and implementing appropriate responses to 
various infection control measures within each region 
and department. At the same time, we continue to 
maintain basic infection prevention measures to pre-
vent the occurrence of clusters in the workplace and 
ensure the safety and peace of mind of our employees.
Preventing and Containing Infection
To protect the health of our employees, we have 
notified all employees about efforts to prevent and 
contain infection.
l A call for attention to efforts to prevent and con-
tain infection and instructions for how to respond 
if feeling ill or if infected or in close contact with 
those who are
l Consistent rules to apply when working at all sites, 
such as social distancing at business sites and of-
fices, temperature checks and cafeteria measures
l Employees are required to adhere to the guidelines 
provided by the Ministry of Foreign Affairs regard-
ing infection risk levels worldwide and any addi-
tional precautions implemented by the Ministry of 
Health, Labour and Welfare for strengthened quar-
antine measures upon entry into Japan, both for 
overseas business trips and for visits from overseas 
to Japan.
Implementation of Telecommuting to Prevent 
the Spread of Infection
We recommended teleworking for employees con-
cerned about the high risk of infection from using 
public transport, as well as employees with existing 
illnesses that placed them at increased risk from the 
disease. We also monitor conditions at headquarters 
(Tokyo) and in other prefectures, maintaining the ratio 
of people telecommuting in each area at a certain 
We support the basic principles of the Universal Dec-
laration of Human Rights, the United Nations Global 
Compact, the Core Labor Standards of the Interna-
tional Labour Organization and the OECD Guidelines 
for Multinational Enterprises, and guarantees funda-
mental labor rights to employees.
	
Our labor agreement stipulates that the labor 
union has the three rights of labor (the right to orga-
nize, the right to collective bargaining, and the right 
to collective action).
	
As of April 2023, our labor union had 12,958 mem-
bers, which accounts for all employees except officers 
and managers.
Status of Labor-Management Communications
The labor-management council is regularly held along 
with collective bargaining as an opportunity for labor 
management discussions. These discussions aim to 
share information about issues such as working con-
ditions and the working environment, and labor and 
management then work together to solve these issues.
	
In FY2022, 59 discussions were held between our 
headquarters and union headquarters, and many 
discussions were also held between offices and union 
branches in each business site.
	
For important topics such as major changes in 
working conditions, we organize a labor-management 
expert committee and make decisions after careful 
consideration and discussions and management.
	
We are also working to build good relationships 
with labor unions at overseas affiliates in accordance 
with the labor laws and regulations of each country.
Labor-Management Relations
Target
l 8.8
level. (In May 2023, we halted the recommendation of 
remote work as an infection-prevention measure.)
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Environment
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Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Respect for Human Rights
Based on the idea that respect for human rights is 
the foundation of our business activities, MITSUBISHI 
MOTORS supports the United Nations Global Compact 
(UNGC), in which the United Nations advocates the 
10 principles in the four categories of human rights, 
labor, environment, and anticorruption. As a partici-
pating company, we support and respect international 
standards and norms such as “the International Bill of 
Human Rights,” “the United Nations Guiding Principles 
on Business and Human Rights,” “the ILO’s Declaration 
on Fundamental Principles and Rights at Work,” and 
“the Organization for Economic Cooperation and Devel-
opment (OECD) Guidelines for Multinational Enterpris-
es.” Based on the 10 principles of the UNGC, as a good 
corporate citizen we will continue our activities toward 
the realization of the sustainable growth of society.
	
We established our Human Rights Policy after con-
sultation with experts and approval by the Executive 
Committee, with the aim of conducting our business 
activities in a manner that respects the human rights 
of our stakeholders. This policy outlines fundamental 
matters such as support and respect for international 
standards and norms regarding human rights, and 
matters for compliance. The policy also stipulates 
specific measures to prevent and reduce negative im-
pacts on human rights, to provide remedial measures, 
and to provide education for officers and employees. 
This policy has been translated into English and made 
Our Human Rights Policy stipulates the following con-
tent, as well as items to be complied with and addressed.
l Recognition of initiatives on respect for human 
rights as essential factors in the fulfillment of our 
social responsibility
l Compliance with the Human Rights Policy by all 
of the executives and employees, and respect for 
fundamental human rights throughout our busi-
ness activities
l Support and respect for international standards 
and norms
l Compliance with the national laws and regulations 
in each market where we operate
l Where conflict exists between internationally 
recognized human rights and national laws, seek-
ing of ways to honor the principles of international 
human rights
[Compliance items]
1.	 Prohibition of Discrimination
2.	Elimination of Unjustifiable Labor Practices
3.	Freedom of Association, Labor and Management 
Dialogue
4.	Ensuring Access to “Decent Work”
5.	Community Involvement
[Initiatives]
1.	 Human Rights Due Diligence
 l MITSUBISHI MOTORS will identify, prevent, or 
mitigate negative impacts on human rights which 
may be caused by our business activities through 
the application and support of human rights due 
diligence processes.
2.	Remediation
 l Where MITSUBISHI MOTORS identifies that it has 
caused or contributed to a negative impact on 
human rights, we will provide for or cooperate in 
remediation processes.
3.	Ensuring Transparency and Accountability
 l MITSUBISHI MOTORS will provide appropriate edu-
cation or training to all executives and employees.
 l We will ensure that our Group companies comply 
with this policy, and we will request that our busi-
ness partners respect human rights.
 l We will disclose our initiatives on respect for hu-
man rights.
The full text of the Human Rights Policy, including annotations, 
can be found here:
WEB  https://www.mitsubishi-motors.com/en/sustainability/ 
society/human_rights/pdf/human_rights_policy.pdf
Human Rights Policy
Basic Approach
available on our website to all employees of Group 
companies in Japan and overseas.
	
In the MITSUBISHI MOTORS Global Code of Conduct, 
“Respect Human Rights and Diversity, Provide Equal 
Opportunity,” specifies that discrimination, retaliation 
and harassment are not permitted in any form or to 
any extent, and that the diversity of suppliers, custom-
ers, executives, employees and local communities shall 
be respected in addition to respecting human rights.
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ESG Data
Commitment of  
Top Management
Sustainability Strategy
MITSUBISHI MOTORS’ efforts addressing respect for 
human rights are mainly focused on the sustainability, 
human resources and procurement departments. The 
Executive Officer in charge of sustainability, acting as 
the person in charge of promoting initiatives on respect 
for human rights, reports the status of human rights 
risk assessment and related measures to the Sustain-
ability Committee, which is held three times a year. 
Members of the Sustainability Committee share the 
details of these reports with their departments, pro-
moting companywide efforts to respect human rights.
	
In addition, considering human rights violations to 
be a risk to the survival of the Company, we integrate 
human rights into the company-wide risk manage-
ment systems under the Internal Control Committee, 
positioning them as one of the priority risks and man-
aging them appropriately. 
	
As for the internal system for promoting an 
awareness of human rights, the Corporate Officer in 
charge of human resources leads the promotion of 
awareness training. As one aspect of our human rights 
awareness education, human rights themes are incor-
porated into shared materials used in various training 
programs, and in each business site human resources 
department works to raise employees’ human rights 
awareness. We also participate in events held by the 
Industrial Federation for Human Rights, Tokyo, and 
the Mitsubishi Group Human Rights Enlightenment 
Committee (organized by Mitsubishi Group compa-
nies), of which we are a member, and attend confer-
ences and research meetings held by other external 
organizations. (In FY2022, we spent a total of 70 days 
participating in training sessions.) We also use the lat-
est information obtained through our participation in 
these events in our human rights awareness activities 
Through a human rights due diligence framework, we 
work to identify negative impacts our business activ-
ities have on human rights and strive to prevent or 
mitigate such impacts.
	
Our employees are one of our crucial stakeholders 
and compromising their dignity and fundamental rights 
could lead to a decrease in engagement and have a 
significant negative impact on our products and quality.
	
Accordingly, we recognize that human rights 
of employees, such as labor conditions, health and 
safety are significant risks for our business activities 
and stakeholders. Based on this understanding, we 
conduct human rights assessments(*) as part of our 
human rights due diligence. In FY2021, we conducted 
human rights assessments at our headquarters and 
three domestic plants, and in FY2022, at Mitsubishi 
Motors (Thailand) Co., Ltd. (MMTh), our main produc-
tion base in the ASEAN. By engaging an external eval-
uation organization we ensured the objectivity of the 
assessments and their alignment with international 
standards. During the assessments, we evaluated the 
human rights impact through employee involvement, 
including one-on-one interviews between evaluation 
organization and employees with various attributes. 
	
The assessment conducted in FY2022 confirmed 
that the human rights of MMTh employees are gen-
erally in a positive state, and there were no significant 
impacts on the business or employees. 
	
In our human rights assessment activities, we are 
working to mitigate human rights risk through the 
following processes.
1. Summarize assessment results
2. Identify matters requiring improvement and the 
department in charge
3. Monitor implementation status
4. Report to the Sustainability Committee
* Examples of assessment items: Wages (payroll records, overtime, 
unfair wage deductions), child labor (employment under 15), forced 
labor (freedom of movement and retirement), discrimination 
(harassment), health and safety (training and education, evacua-
tion disaster prevention), and remedies (consultation services) are 
evaluated in consultation with an external evaluation organization, 
using ILO standards and industry initiatives as reference.
The Human Rights Due Diligence Process
<FY2022 Results>
l STEP 1 Determined human rights issues to be addressed by the Company based on the International Bill of Human Rights 
and other human rights guidelines
l STEP 2 Identified employee working conditions, health and safety as risks with high human rights impact and identified 
sites for assessment 
l STEP 3 Conducted human rights assessment on Mitsubishi Motors (Thailand) Co., Ltd. (MMTh) in collaboration with an 
external evaluation organization
l STEP 4 Based on the assessment results, enact measures to mitigate and prevent human rights risks
l STEP 5 Monitor mitigation and preventive measures for effectiveness (from FY2023)
STEP 1
Determine 
scope
Continue  
monitoring
Enact mitigation and 
preventive measures
Conduct  
assessment
Identify risks
STEP 2
STEP 3
STEP 4
STEP 5
Sustainability Committee
Human Rights Due Diligence
Management Structure
and utilize the knowledge we gain from these activi-
ties in our inhouse training programs.
Please see page 110 for details on our internal control systems.
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Commitment of  
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Sustainability Strategy
for employees who perform well. This system aims 
to improve employee motivation and enhance their 
abilities. To ensure that these efforts are appropri-
ately evaluated, we hold annual labor–management 
negotiations and implement reviews and revisions as 
necessary based on labor–management agreements.
Data (p. 123): Wage levels
Community Involvement
In our efforts to maintain harmony with the local 
community, we contribute to society by utilizing each 
and every employee’s skills and know-how as well as 
our technologies and products.
Consideration for Human Rights in Work and 
Investment
As we believe that positive relationships based on 
mutual understanding between employees and ev-
eryone in the community are essential to the sustain-
ability of our business, when establishing business 
sites or related facilities, we give consideration to the 
cultural values of the country and region including 
customs and religions.
In-House Education and Training
In order to encourage all employees to cultivate their 
respect for human rights, the Company is offering 
courses that deepen understanding toward human 
rights within its training programs tailored to each job 
rank, beginning with entry-level employee training. In 
FY2022, we conducted a total of 510 hours of human 
rights training for 530 employees, including entry- 
We do not charge applicants and hired employees any 
fees and costs related to recruitment. Pay slips clear-
ly state any legal deductions; we do not make unfair 
deductions, but regularly pay employees their full 
dues. We do not retain employees’ passports or other 
identifications or prevent them from movement. Em-
ployees are free to choose whether to enter or leave 
the dormitories.
Freedom of Association and Labor–Manage-
ment Dialogue
The Company respects its employees’ right to asso-
ciate, and we engage in sincere dialogue with em-
ployees to resolve various types of issues. Regarding 
collective agreements with labor unions, we recognize 
employees’ freedom to engage in legitimate union ac-
tivity, including collective bargaining. We clearly state 
that employees who engage in such activities will not 
be subject to disadvantageous working conditions or 
other sanctions.
Ensuring Access to Decent (Rewarding and 
Humane) Work
To ensure decent work, in addition to complying with 
individual countries’ laws and regulations, we conduct 
activities focused on respect for human rights, based 
on international norms (such as the International Bill 
of Human Rights and the ILO’s Declaration on Fun-
damental Principles and Rights at Work). We have 
designed our personnel system to ensure that em-
ployees are compensated at a level that allows for a 
stable livelihood, while also providing higher rewards 
Coinciding with Human Rights Day on December 10, 
to raise awareness, each year MITSUBISHI MOTORS’ 
Executive Officer, President & CEO disseminates a 
message to all officers and employees regarding re-
spect for human rights, emphasizing the importance 
of sincere words and actions, as well as enhancing 
awareness of our human rights policy and explaining 
the importance of our human rights initiatives. 
	
Our policies and activities for promoting and real-
izing respect for human rights are described below.
Prohibiting Discrimination
The Company requires executives and employees to 
respect diversity and to create equal opportunities 
with no allowance for unfair discrimination or harass-
ment on bases such as race, skin color, nationality, 
ethnicity, family origin, sex, sexual orientation, gender 
identity, age, disability, language or religion.
	
Also, we emphasize the importance of diversity in 
our training programs, and we encourage our employ-
ees to work together with respect for diverse values.
Eliminating Unjustifiable Labor Practices
The Company does not tolerate slavery labor, in-
cluding human trafficking, child labor, forced labor 
or other unjustifiable labor practices, and strives to 
eliminate such practices.
	
To ensure against such practices, we verify po-
tential employees’ ages to ensure statutory require-
ments are met when entering into labor agreements. 
Complying with the Human Rights Policy
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Commitment of  
Top Management
Sustainability Strategy
level employees, mid-career employees and newly 
promoted managers (department general managers 
and section managers). Details of the training are 
described below.
Newly 
promoted 
general 
managers
Raising awareness of social and internal 
human rights issues required for workplace 
management, sharing information to pro-
mote respect for human rights, prevention 
of harassment, response in the event of 
occurrence, etc.
Newly 
promoted 
managers
Recent topics related to human rights, 
harassment prevention, responding to 
incidents when they occur, and the role of 
management
Mid-career 
employees
Recent topics regarding human rights.
The relation between our business and hu-
man rights, etc.
Entry-level 
employees
The significance of corporate initiatives 
regarding human rights.
Fundamental knowledge regarding human 
rights, etc.
	
To promote awareness of sexual minorities among 
our employees, MITSUBISHI MOTORS has been con-
ducting seminars at each business site since FY2018. 
In addition, we also conduct an internal e-learning 
course covering basic knowledge of LGBTQ issues.
Training Programs in FY2022
Number of 
Participants
Attendance 
Rate
Entry-level employee training
129
100%
Mid-career employee training 
(newly promoted)
171
100%
Newly promoted manager 
training
233
100%
Seminars to raise under-
standing of LGBTQ issues
240
—*1
LGBTQ e-learning course
11,439
—*1
*1 Attendance ratio not disclosed for voluntary attendance
In order to make timely responses in cases where a 
human rights related issue occurs within the compa-
ny, we have established internal and external consul-
Supply Chain Considerations
We conduct appropriate transactions, which includes 
not causing human rights violations against its busi-
ness partners. We determine transaction prices and 
delivery dates following thorough consultation with 
individual suppliers.
	
In addition, we promote two-way communication 
with our business partners through management 
based on the Supplier CSR Guidelines.
	
The guidelines include provisions on respect for 
human rights, including the elimination of discrimi-
nation and the prohibition of child labor and forced 
labor, and we request that suppliers take human 
rights into consideration. To enhance the guidelines’ 
effectiveness, we obtain Supplier Commitment agree-
ments from our business partners.
	
In addition, based on their CSR evaluations by 
third-party organizations, we evaluate business part-
ners on “labor and human rights,” and we ask them to 
make improvements as necessary.
Requests to Sales Companies
At sales companies, we carry out initiatives to provide 
a work environment with consideration for the health 
and safety of employees and we prohibit acts that 
infringe on human rights.
Access to Remedy
tation offices (helplines) and the MITSUBISHI MOTORS 
Global Hotline, which offers assistance in multiple 
languages*2 for whistle blowing and consultation for 
employees. The MITSUBISHI MOTORS Global Hotline 
has established contact points in 10 countries to han-
dle reports from employees of the Company and its 
major affiliates in a total of 13 languages*3.
	
We have also established the Customer Contact 
Center*4 for customers and the Business Partner 
Helpline*5 for suppliers. These hotlines receive reports 
and requests for consultations regarding human 
rights issues.
	
Confidentiality and user anonymity is guaranteed 
at all of these consultation offices. We ensure that 
whistleblowers and people who seek consultation are 
not treated unfairly or discriminately. If an internal in-
vestigation is deemed insufficient, and we determine 
that an investigation at a business partner’s company 
is necessary, we collaborate with the business part-
ner’s compliance personnel and respond accordingly. 
In such case, in advance of further investigation, we 
enter into an agreement with the business partner to 
strictly prohibit searching for the whistleblower based 
on the obtained information and engaging in retalia-
tory actions.
*2 For information on the establishment of Internal and External 
Consultation Offices (Helplines) and the MITSUBISHI MOTORS 
Global Hotline, please see page 113.
*3 The MITSUBISHI MOTORS Global Hotline is available in Japanese, 
English, Chinese (simplified and traditional), Korean, Tagalog, In-
donesian, Thai, Vietnamese, German, Dutch, French and Spanish.
*4 For further information regarding the Customer Contact Center, 
please see page 73.
*5 For further information regarding the Business Partner Help-
line, please see page 96.
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Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Achieving a Sustainable Supply Chain
In April 2018, MITSUBISHI MOTORS, Renault and Nissan 
established the APO (Alliance Purchasing Organiza-
tion), a joint purchasing organization that integrates 
the three companies’ purchasing functions. This orga-
nization carries out its activities with the three shared 
pillars of trust, respect, and transparency as its ba-
sic principles. The alliance members are exchanging 
information on CSR in the supply chain, as well, and 
moving forward with these activities.
	
We and our overseas production plant bases con-
duct business directly with around 800 companies, 
including suppliers of raw materials and parts and 
business partners providing services, advertising and 
logistics. We recognize that the Company’s business 
activities have a significant impact on these compa-
nies, as well as on an even greater number of Tier 2 
and other suppliers.
	
Based on this understanding, all processes, from 
the procurement of raw materials to the manufac-
ture of parts and products to the end delivery, re-
quire responsible behavior that takes such factors as 
the environment and human rights into account.
	
To achieve sustainable growth throughout the 
supply chain, we have formulated “Supplier CSR 
Guidelines” and work together with all our business 
partners on CSR initiatives.
	
In response to one aspect of our CSR that become 
of particular importance in recent years, the envi-
ronment, we have formulated “Green Procurement 
Guidelines” and are promoting initiatives throughout 
the supply chain. As compliance with both guidelines 
is a priority in our procurement activities, our exec-
utives take advantage of opportunities such as sup-
plier briefings to request that the entire supply chain 
thoroughly comply with the guidelines.
Please see page 91 for details on respect for human rights.
Basic Approach
Targets
l 8.7
l 8.8
Targets
l 12.4
l 12.5
Target
l 3.9
Progress in FY2022
z Exchanged opinions and enhanced communications 
with suppliers at Suppliers Meetings
z Supported business partners to undergo third-par-
ty evaluations to reinforce supply chain CSR
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P21 Materiality
Cumulative 83%
80 cases/year
Conducted supplier  
CSR evaluations  
by third-party organization 
(Purchase amount basis)
[FY2021: 70%]
Conducted supplier process 
audits
[FY2021: 47 cases]
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ESG Data
Commitment of  
Top Management
Sustainability Strategy
Expansion of Guidelines
Through the “Supplier CSR Guidelines,” we promote 
collaborative activities with our suppliers from the 
same point of view. The scope of these activities 
covers all suppliers and includes labor practices, en-
vironment management, and compliance.
	
Having reestablished these guidelines in February 
Formulating Guidelines and Confirming  
Them through Agreements and Declarations 
of Conformity
To ensure compliance with its “Supplier CSR Guide-
lines” and “Green Procurement Guidelines,” MITSUBISHI 
MOTORS has business partners submit Supplier Com-
mitment to the “Supplier CSR Guidelines” and Declara-
tions of Conformity to Regulations on Substances of 
Concern to the “Green Procurement Guidelines.”
	
We ensure the effectiveness of our business 
partnerships by having new business partners sub-
mit these documents before commencing transac-
tions, and by continuously confirming the status of 
the agreement afterwards.
Communicating with Suppliers
Providing suppliers with appropriate information and 
two-way communication is essential for supply chain 
management. At the end of every fiscal year, we hold 
a Suppliers Meeting to make our policy for the next 
fiscal year well-known. In FY2022, this meeting
was held in March 2023 and attended by approxi-
mately 300 companies. We also participate in the 
“MITSUBISHI MOTORS Cooperation Council,” a volun-
tary organization of around 180 supplier companies 
that facilitates small-scale meetings between the 
management teams of suppliers and our own Com-
pany. (These small-scale meetings were held a total 
of nine times, involving approximately 20 companies 
each time.) The meetings help foster closer commu-
nication at the management level.
Establishing a Business Partner Helpline
As part of our efforts to adhere to the METI guide-
lines, we have established a Business Partner Help-
line for the suppliers of our procurement division.
	
The helpline receives opinions and comments 
from business partners, quickly identifies compli-
ance issues or concerns, such as legal or regulatory 
infractions or unfair practices in our procurement 
activities, and promptly rectifies them, striving to 
achieve even fairer business transactions.
Ensuring Knowledge of the Guidelines within 
the Company
As part of managing the Supplier CSR Guidelines 
and the Green Procurement Guidelines, we work to 
ensure that the guidelines are known within us. We 
conduct training for all new employees involved in 
procurement (both entry-level employees and new 
mid-career employees), as well as training when em-
ployees are transferred from other divisions to the 
procurement division.
Management Structure
Supplier CSR Guidelines
Targets
l 8.7
l 8.8
Targets
l 12.4
l 12.5
Target
l 3.9
2019, we have clarified CSR evaluations of business 
partners and the actions to be taken in the event of 
noncompliance. We have expanded these efforts to 
include our major overseas bases—Mitsubishi Mo-
tors (Thailand) Co.,Ltd. (MMTh), PT Mitsubishi Motors 
Krama Yudha Indonesia (MMKI), Mitsubishi Motors 
Philippines Corp. (MMPC)—and received Supplier 
Commitment agreements from suppliers at our ma-
jor overseas production bases.
PDF  Supplier CSR Guidelines
Policies on Conflict Minerals
The “conflict minerals” (tin, tantalum, tungsten and 
gold) and cobalt produced in the Democratic Re-
public of the Congo and neighboring countries have 
become a source of funding for armed groups, re-
sulting in serious violations of human rights.
	
To ensure that we are not complicit in human 
rights abuses through the procurement of these 
conflict minerals, we promote responsible procure-
ment by clearly specifying in our Supplier CSR Guide-
lines the prohibition of child labor, forced labor, and 
the nonuse of conflict minerals as raw materials.
Improving CSR in the Supply Chain through 
Third-Party Evaluations
To level up suppliers’ CSR, MITSUBISHI MOTORS uses 
the same third-party evaluations as its alliance part-
ners, Renault and Nissan. Also in FY2022, many busi-
ness partners had undergo third-party evaluations. 
We plan to continue expanding the number of busi-
ness partners who undergo evaluations in FY2023, 
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ESG Data
Commitment of  
Top Management
Sustainability Strategy
Expansion of Guidelines
In its Green Procurement Guidelines, we ask business 
partners to acquire and renew external certifications of 
environment management systems, as well as to man-
age hazardous substances, promote the 3Rs (reduce, 
reuse and recycle), submit LCA*2 data to allow us to 
understand the lifecycle environmental impact, reduce 
environmental impact in business activities, and reduce 
their environmental impact related to logistics.
	
In addition to Japan, we have introduced the 
Green Procurement Guidelines at overseas produc-
tion bases, adjusting the guidelines to account for 
actual conditions in each country and operational 
details at each location. These companies are also 
applying the guidelines to their business partners.
PDF  Green Procurement Guidelines
*2 LCA stands for Life Cycle Assessment, which is a technique 
for calculating and evaluating the environmental impact of a 
product from manufacturing to disposal.
Collection of Materials and Hazardous Sub-
stance Data through IMDS
To encourage the management and reduction of 
hazardous substances, we promote management 
under the International Material Data System (IMDS). 
For this reason, we ask business partners to disclose 
data on environmentally hazardous substances for 
materials and parts by inputting them into IMDS in 
accordance with the “Green Procurement Guidelines.” 
We also ask them to establish a management sys-
tem for environmentally hazardous substances.
	
Through these processes, we confirm compliance 
with regulations regarding hazardous substances 
used in parts and materials for new vehicles and 
mass production models.
and MITSUBISHI MOTORS will focus on augmenting 
the evaluation scores of business partners who have 
already undergone evaluations.
We aim to become carbon neutral across the supply 
chain by 2050. To do so, it is essential that our 
suppliers reduce CO2 emissions. 
	
In FY2022, we held a Supplier Meeting in October to 
communicate our efforts in the procurement area. In 
Green Procurement Guidelines
Efforts to Become Carbon Neutral 
throughout the Supply Chain
addition to engaging in communication with suppliers 
of products with high CO2 emissions and asking 
them to reduce CO2 emissions, we have also been 
enhancing our activities to assess the efforts, risks, 
and opportunities of our suppliers through the Carbon 
Disclosure Project (CDP)*1 Supply Chain Program. 
	
In FY2023 and beyond, we will continue to 
collaborate with our business partners to promote 
activities aimed at reducing CO2 emissions 
throughout the supply chain.
* An international environmental NGO that collects requests 
from institutional investors and others interested in 
environmental issues, and encourages major companies and 
organizations around the world to disclose environmental 
information, and evaluate
Targets
l 8.7
l 8.8
Targets
l 12.4
l 12.5
Target
l 3.9
Source: EcoVadis
21のサステナビリティ基準
	
環境
労働と人権
	
倫理
	
持続可能な資材
調達
事業活動 
• エネルギー消費と温室効
果ガス
• 水
• 生物多様性
• 地域公害と汚染事故
• 原材料・化学物質・廃棄物
製品
• 製品の利用
• 使用済み製品
• 顧客の健康と安全
• 環境に優しいサービスと持
続可能な消費の促進
人的資源 
• 従業員の安全衛生
• 労働条件
• 社会対話
• キャリアマネジメントと教育
人権
• 児童労働・強制労働・人身
売買
• ダイバーシティ・差別・ハラ
スメント
• 外部の利害関係者の人権
• 腐敗行為
• 反競争的慣行
• 責任ある情報管理
• サプライヤーの環境慣行
• サプライヤーの社会慣行
21のサステナビリティ基準
	
環境
労働と人権
	
倫理
	
持続可能な資材
調達
事業活動 
• エネルギー消費と温室効
果ガス
• 水
• 生物多様性
• 地域公害と汚染事故
• 原材料・化学物質・廃棄物
製品
• 製品の利用
• 使用済み製品
• 顧客の健康と安全
• 環境に優しいサービスと持
続可能な消費の促進
人的資源 
• 従業員の安全衛生
• 労働条件
• 社会対話
• キャリアマネジメントと教育
人権
• 児童労働・強制労働・人身
売買
• ダイバーシティ・差別・ハラ
スメント
• 外部の利害関係者の人権
• 腐敗行為
• 反競争的慣行
• 責任ある情報管理
• サプライヤーの環境慣行
• サプライヤーの社会慣行
Third-party evaluation items
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Sustainability Strategy
A large-scale natural disaster, major outbreak of 
infectious disease, or shortage of specific parts or 
materials (such as semiconductors), could interrupt 
the flow of parts from our suppliers. We might then 
run the risk of business being suspended.
To avoid or mitigate such risks, as part of our busi-
ness continuity plans (BCPs) in the supply chain, we 
are taking measures to identify risks and impacts 
early on and to find alternative production options for 
each business partner and component.
	
Specifically, suppliers are asked to register Tier 
2 to Tier N suppliers including overseas suppliers, in 
addition to their factories, in the Supply Chain Risk 
Management System so that target suppliers can be 
narrowed down as soon as possible. 
	
In addition, both the Company and its suppli-
ers exchange information on the status of damage 
caused by disasters, the impact of specific parts and 
materials shortages, and our response to production 
plans so that we can take countermeasures.
Japan
53%
Thailand
33%
Philippines 1%
Indonesia 13%
Curbing and combating climate change require ef-
forts that go beyond the scope of individual compa-
nies. Entire industries and their supply chains must 
work together to reduce CO2 emissions.
	
As a member of the Japan Automobile Manufac-
turers Association, we participate via subcommittees 
in discussions on industrywide policies and measures 
in the area of procurement.
To optimize costs at our overseas production bas-
es, our basic policy is to source from local suppliers 
where possible, as long as such procurement is ef-
fective and the necessary technologies are in place.
	
For parts which are already locally procured, we also 
promote the local procurement of the components 
used within these parts, etc., to optimize costs further.
	
We conduct advance audits of the systems and 
structures of new business partners, evaluating 
items such as their development capabilities, pro-
duction capabilities, and quality management ca-
pabilities and issuing improvement instructions if 
necessary. We also provide support to local business 
partners by serving as a go-between with Japanese 
business partners, joint ventures with local business 
partners, technical partnerships, and the like. We 
work to contribute to local regions by creating local 
jobs and improving local technical capabilities.
MITSUBISHI MOTORS regularly conducts quality au-
dits and quality self-check guidance with its suppli-
ers as collaborative efforts to improve quality along 
the entire supply chain.
	
In FY2022, we conducted process audits for 62 
suppliers at 80 plants, and indicated items were 
generally improved within three months. Process 
audits are conducted every one to three years, with 
the audit cycle set according to the results of the 
previous audit. Quality self-checks are performed by 
329 business partners. Each company is working to 
improve the weak points found in the self-check. In 
addition, we are actively working to improve com-
munication with suppliers and enhance quality by, 
for example, promoting improvements by dissemi-
nating the results of our self-check trend analysis to 
all suppliers.
	
We issue monthly Supplier Score Cards, which 
numerically represent suppliers’ quality results. This 
approach has clarified issues for each company, 
making it easier to implement improvement mea-
sures quickly and accurately. In cases of particularly 
serious defects, we analyze the causes and examine 
the appropriateness of countermeasures in collabo-
ration with business partners to prevent recurrence.
	
We cooperate on defect prevention activities to 
keep defective parts from being delivered and en-
sure we are able to provide customers new models 
with confidence.
Country-Specific Parts Procurement Ratios  
by Production Base (FY2022)
Participating in Outside Initiatives
Promotion of Localization
Working with Suppliers to Improve Quality
Initiatives for Business Continuity Plans  
in the Supply Chain
Targets
l 8.7
l 8.8
Targets
l 12.4
l 12.5
Target
l 3.9
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Environment
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ESG Data
Commitment of  
Top Management
Sustainability Strategy
Promoting Social Contribution Activities
In accordance with the Social Contribution Activities 
Policy formulated on the basis of MITSUBISHI MO-
TORS’ vision and mission, we are promoting activi-
ties that leverage the features of our Plug-in Hybrid 
Electric Vehicles (PHEV), including the execution of 
cooperative agreements in the event of disasters.
	
In FY2022, we successfully executed the disas-
ter cooperation agreements with 250 municipalities 
across Japan to increase awareness of the useful-
ness of PHEV in times of disaster. We will continue 
Social Contribution Activities Policy
To address diversifying social issues, MITSUBISHI MO-
TORS carries out its STEP social contribution activities, 
focused on four main themes, standing for the first let-
ters of Society, Traffic safety, Environment and People. 
Based on this policy, we will continue to contribute to 
society by utilizing each and every employee's skills and 
know-how as well as our technologies and products, 
aiming to create a better society where people can 
hope for a better future.
Basic Approach and Policies
Breakdown of Social Contribution  
Expenditures in FY2022*2
(¥ million)
Category
Amount
Society 
85
Traffic safety 
4
Environment 
69
People 
223
Support for disaster-stricken areas, 
support measures to address COVID-19
35
Total expenditure
416
*2 Social contribution expenditures including donations as well as 
in-kind benefits and free use of company facilities converted 
into monetary equivalents.
to work with local governments and our Group com-
panies throughout Japan to contribute to the safety 
and security of local residents through the use of 
Electrified Vehicles. 
Logo Mark for Social Contribution Activities
The figure shows how our circle of activity in STEP 
areas expands outward from the center.
Target
l 15.4
Target
l 13.1
Target
l 10.2
Target
l 11.5
Progress in FY2022
z Promoted the DENDO Community Support Program
z Promoted activities in the “STEP” field
z Expanded forest preservation activities
*1 Activities during working hours
<Related pages>
P15 MITSUBISHI MOTORS’ Materiality
P21 Materiality
Social Contribution Activities Report 
WEB  https://www.mitsubishi-motors.com/en/ 
sustainability/contribution/report/
Total of 250
¥416 million
69,933 hours
Cumulative total of 
58,767 people
Disaster cooperation  
agreements in place  
with municipalities
[FY2021: 190]
Total social contribution  
expenditures
[FY2021: ¥605 million]
Hours spent on social  
contribution activities*1
[FY2021: 32,288 hours]
Participants in social  
contribution activities
[FY2021: Cumulative total  
of 50,576]
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ESG Data
Commitment of  
Top Management
Sustainability Strategy
	
In FY2022, with the aim of reducing the number 
of traffic accidents caused by erroneous driving, we 
collaborated with local governments and police sta-
tions to conduct “driving aptitude tests,” “car simula-
tor experiences,” and “test rides in a SUPPORT CAR” to 
experience the collision prevention assist function of 
the Safety Support Car. A 
total of four test drives 
were held in Okazaki City, 
Aichi Prefecture, and Ku-
rashiki City, Okayama Pre-
fecture, for these experi-
ences, with approximately 
70 people participating.
Traffic safety activities around business sites
Our employees regularly serve as traffic safety sen-
tries on the roads around our business sites. 
	
We called for safety for passing vehicles and peo-
ple with placards and banners during commuting 
hours, and also guided traffic for cheildren on their 
way to school. In addition, our employees participated 
in traffic safety awareness events organized by local 
traffic safety associations 
and police stations in col-
laboration with the local 
community, and cumu-
lative total of 398 em-
ployees took part in eight 
such activities across our 
business sites.
DENDO Community Support Program
Including the dispatch of Electrified Vehicles in the 
event of a disaster power outage in accordance with 
the Cooperation Agreement in the event of a disaster, 
MITSUBISHI MOTORS is supporting municipalities with 
its PHEV, which can generate power and be tapped as 
sources of electricity.
	
By combining the power of PHEV to provide trans-
portation and the power of electricity, we are making 
people’s lives safer and more reliable. 
For details, please see page 27 and our website.
WEB  https://www.mitsubishi-motors.co.jp/carlife/phev/dcsp/ 
(only in Japanese)
Proposing the utilization of electrified vehicles 
in the “Manhole pump start-up support system 
for power outage and disaster”
In recent years, the number of manhole pump down-
time due to power outages has increased due to 
frequent windstorms and floods, and this has become 
a social problem. We participated in a joint research 
project in September 2021 to address this issue on a 
Disaster cooperation agreement
“Manhole pump start-up support system for power 
outage and disaster,” which aims to utilize electric 
vehicles and plug-in hybrid electric vehicles to pow-
er the manhole pumps needed to move water in the 
event of a disaster power outage.
	
In this research, we are conducting verification 
tests in the cities of Kawasaki and Hamamatsu in col-
laboration with pump manufacturers and parties for 
development of a system that combines electrified 
vehicles, solar power generation and portable storage 
batteries to adapt to a decarbonized society. Going 
forward, we will strive to achieve the use of electrified 
vehicles together with this system, aiming to be envi-
ronmentally friendly and to contribute to ensuring the 
safety and security of people’s lives.
Demonstration of power supply 
utilizing a PHEV.
Society
Conducting the “School of Vehicle” for Traffic 
Safety Classroom
We are implementing “Kuruma no Gakko,” a program 
in which participants think about traffic safety, learn 
together and have fun together.
Riding together in a safety 
support car
Traffic safety
Employees serving as safety 
sentries
Target
l 15.4
Target
l 13.1
Target
l 10.2
Target
l 11.5
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Commitment of  
Top Management
Sustainability Strategy
Forest Preservation Activities
In March 2023, as part of our initiatives to carbon 
offsetting through forest preservation, we signed a 
“Forest Preservation Partnership Agreement” with 
Okazaki City, Aichi Prefecture, where the Okazaki Plant 
is located. The designated city-owned forest has been 
named “Okazaki Outlander Forest,” and forest preser-
vation activities have begun. 
	
Forest preservation activities include environmental 
education, thinning, tree planting, and underbrush cutting 
Traffic Safety Awareness for Children
Website for Children “Do You Know the Answer?  
Traffic Safety Quiz”
MITSUBISHI MOTORS posts a regular feature on its 
“Why, Why, Car Development Research Kids” website 
to provide information on the automobile industry to 
elementary school age children. The website includes 
a web-page about traffic safety using a quiz format 
to introduce traffic rules and manners they should 
follow when walking or riding a bicycle in their day-
to-day activities.
“Do You Know the Answer? Traffic Safety Quiz”
WEB  https://www.mitsubishi-motors.com/jp/sustainability/
contribution/people/kids/anzen/ (only in Japanese)
Signing a forest preservation 
activities collaboration agree-
ment with the city of Okazaki
Employees engaging in activities 
for the first time in three years
Environment
Planting mahogany saplings
Supporting the Education of Elementary,  
Junior and Senior High School Students
We support the education of the children who will 
take responsibility for the next generation through 
factory tours (where elementary school students 
can experience manufacturing sites) and a hands-on 
lesson program, in which employees visit elementa-
ry schools to conduct lessons. We also host career 
counseling studies to encourage junior and senior 
high school students to think about the future and 
broaden their horizons.
	
In FY2022, the activities were attended by ap-
proximately 30,400 elementary, junior and senior high 
school students.
Participating in a Joint Industry–Academia 
Project with a Vocational School and an  
Art University
To help nurture students 
with an interest in car 
design, in April 2022 we 
began a joint industry–
academia project (course) 
with the industrial design 
department of Tama 
Factory tour for elementary 
school students
Company visit by junior high 
school students
People
Designers providing guidance 
on-site
Target
l 15.4
Target
l 13.1
Target
l 10.2
Target
l 11.5
to foster environmental awareness among employees.
	
In the “Pajero Forest” in Hayakawa-cho, Yamanashi 
Prefecture, in collaboration with the OISCA Founda-
tion, employees resumed activities for the first time 
in three years to clear the undergrowth needed for 
the seedlings to grow, which had been postponed to 
prevent the spread of COVID-19 infections.
Donating Seedlings as part of Our Environmen-
tal Preservation Activities in the Philippines
Asian Transmission Corp. (ATC), our automotive parts 
production base in the Philippines, has been engaged 
in greening activities toward the goal of planting a 
total of 25,000 seedlings over a period of five years 
starting in FY2018, which marked its 45th anniversary. 
	
In FY2022, we donated a total of 3,600 mahoga-
ny saplings to schools and local governments with a 
cumulative total of saplings planting to 27,009.
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Sustainability Strategy
Art University. In September, we also began planning 
course with HAL College of Technology & Design. For 
the project with Tama Art University, our designers 
provided both online and on-site guidance, and the 
students planned and proposed a new lifestyle mo-
bility for our company under the theme of “Exciting 
Mitsubishi Entry Cars for the newcomers to the work-
force in 2035.”
Donates Solar Systems for Orang Asli’s Shared 
Community Space in Malaysia
In July 2022, MMC Manufacturing Malaysia Sdn. Bhd 
(MMM), MMC’s official distributor in Malaysia, donated 
solar systems to enable access to solar energy in the in-
digenous minority group Orang Asli's shared community 
space commonly known as their Rumah Adat, through 
the Global Peace Foundation, a non-governmental orga-
nization (NGO) that supports this ethnic group.
Educational Support in Asia
In Thailand, Indonesia, Vietnam, and Malaysia, we 
take part in various efforts to help children who have 
difficulty accessing education for economic reasons. 
We provide scholarships to junior high school, high 
school and university students; donate learning tools 
to orphanages; donate teaching vehicles that can help 
cultivate high-quality human resources for the au-
The MITSUBISHI MOTORS STEP Funds, 
introduced in April 2009, is a struc-
ture through which employees of 
MITSUBISHI MOTORS Group compa-
nies can continuously participate in 
social contribution activities by voluntarily donating 
fixed sums to the funds. These funds are then used 
for to support activities in developing countries and 
areas struck by the Great East Japan Earthquake, in 
line with the purposes of MITSUBISHI MOTORS social 
contribution activities. In addition, to demonstrate it 
values employees’ motivation to contribute to society 
and to support more people, the Company matches 
donations made through the MITSUBISHI MOTORS 
STEP Funds.
	
The recipients of donations and matching gifts are 
selected based on their alignment with the focus areas 
of MITSUBISHI MOTORS Social Contribution Activities 
tomotive industry; and host interns. We also provide 
support tailored to national and regional social issues, 
including educational opportunities through the orga-
nizing events.
Event on Digital Literacy Education in Indonesia
In December 2022, Mitsubishi Motors Krama Yudha 
Sales Indonesia (MMKSI), our sales company in Indo-
nesia, conducted events to promote digital literacy. 
These activities included coloring contests, produc-
tion and editing of digital artworks, and training work-
shops for content posting on social media. The aim 
of these events was to help children understand and 
utilize information appropriately in the rapidly devel-
oping digital society.
Donating Water Purifiers to Elementary 
Schools in Rural Areas of Vietnam
In March 2022, Mitsubishi Motors Vietnam Co., Ltd. 
(MMV), a local production and sales company in Viet-
nam, in cooperation with local dealerships and the 
Vietnam Red Cross So-
ciety to donated water 
purifiers to elementa-
ry schools in the Ninh 
Thuan and Quang Nam 
provinces, where ac-
cess to safe and clean 
MITSUBISHI MOTORS STEP Funds and 
Matching Gift Program
The Orang Asli's Shared Community 
Space where the solar system was 
installed
Children learning about digital literacy
Target
l 15.4
Target
l 13.1
Target
l 10.2
Target
l 11.5
water is not available. 
	
This donation is aimed at providing children with 
easy access to clean water and improve hygiene con-
ditions in the schools.
Support Recipient
 World Vision Japan
 The MICHINOKU Future Fund
 OISCA 
 Kindergartens, Nursery schools, elementary schools, 
etc., near our workplaces
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Social
Environment
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ESG Data
Commitment of  
Top Management
Sustainability Strategy
In the event of natural disasters and other emergen-
cies, we provide various forms of support, such as 
monetary donations, free loan of vehicles, and em-
ployee volunteer work.
“TRITON” Pick-Up Trucks Are Provided to Areas 
Affected by Flood due to Heavy Rain for disas-
ter relief activities
Mitsubishi Motors Aus-
tralia Limited (MMAL), a 
sales company in Austra-
lia donated approximate-
ly 30 units of “TRITON” 
pickup trucks and  
“PAJERO SPORT” and 
“ECLIPS CROSS” sport util-
ity vehicle to Disaster Relief Australia (DRA), an Aus-
tralian disaster relief organization to support emer-
gency relief activities for the flood-stricken states 
Providing a “TRITON” pickup 
truck to Disaster Relief Australia
Support for Disaster-Stricken Areas
Building blocks made from thinned cypress
Policy, business continuity, regular activity reports and 
track record. In addition, we hold debriefing sessions for 
our employees by the recipients of our support, and we 
communicate with them to link our activities with theirs. 
	
Through this support, MITSUBISHI MOTORS and 
MITSUBISHI MOTORS STEP Funds aim to continue with 
activities that meet local needs and contribute to the 
development of the local community.
Engaging in the “Forest Wooden Building Block 
Project” for Children
The concept of this project is to present nurseries and 
kindergartens near Company business sites with cozy 
wooden building blocks for enhancing the children’s 
creativity through block play, which are made of 
Japanese cypress comes from forestry thinning 
operations mainly in Hayakawa-cho, located in the 
prefecture of Yamanashi, where we carry out our 
forest conservation activities.
	
In addition, we have been engaging in “Employee 
Presenter Program” through which our employees 
hand out a set of forest wooden building blocks to 
nurseries and kindergartens of their choice (usually 
choice from their childhood memories) through our 
internal donation funds. 
	
In FY2022, we presented blocks to 60 kindergar-
tens and nursery schools. The blocks have been do-
nated to 525 kindergartens since 2010.
of eastern Queensland and southeastern New South 
Wales. These vehicles provided support for various 
relief activities in the affected areas, including the 
transportation of rubble and debris.
Donating Three Vehicles to Malaysia for the 
East Monsoon
MMC Manufacturing Malaysia Sdn. Bhd. (MMM), our 
general sales agent in Malaysia donated three “TRI-
TON” pickup trucks to the Malaysia Red Crescent So-
ciety (MRCS), a non-governmental organization (NGO) 
involved in disaster re-
sponse for over 60 years. 
“TRITON” will be used for 
humanitarian aid, such as 
delivering food and med-
ical supplies to those in 
need in the affected areas 
in the event of flooding.
Please see the following website for details on our disaster relief 
support.
WEB  https://www.mitsubishi-motors.com/en/sustainability/
contribution/society/relief/
The donated “TRITON”
Main Support in FY2022
Implementation 
Period
Support
Support Recipient
February–April 
2023
Cyclone damage in Hawke’s 
Bay, New Zealand 
Donated six “TRITON” pickup trucks
Taskforce KiWi
February 2023
Turkey-Syria Earthquake
Donated ¥5 million for relief
The Japanese Red Cross Society
January–March 
2023
Wildfires in New South Wales, 
Australia
Provided various vehicles, including the 
“TRITON”
Disaster Relief Australia
November 2022
Earthquake in Java, Indonesia
• Donated 575 million Indonesian rupia in 
relief funds
• Donated 200 million Indonesian rupia
The Indonesian Red Cross 
Society
From 2022
Repeated flooding through-
out New South Wales and 
Queensland, Australia
Provided approximately 30 vehicles, in-
cluding the “TRITON,” “PAJERO SPORT” and 
“ECLIPSE CROSS”
Disaster Relief Australia
Target
l 15.4
Target
l 13.1
Target
l 10.2
Target
l 11.5
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Environment
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Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Governance
Corporate Governance.................................................................................................................................................105
Basic Approach and Policies, System of Corporate Governance...................................................105
Status of Audit Committee Audits and Internal Audits.......................................................................108
Items Relating to Takeover Defense................................................................................................................109
Executive Remuneration...........................................................................................................................................109
Basic Views and Policy...............................................................................................................................................109
Internal Control..................................................................................................................................................................110
Basic Approach, Policies and Organization..................................................................................................110
Risk Management............................................................................................................................................................111
Basic Approach and Policies,Development of Risk Management Framework.....................111
Compliance............................................................................................................................................................................112
Basic Approach and Policies...................................................................................................................................112
Management Structure, Establishment of Internal and External Consultation Offices.....113
Education and Training..............................................................................................................................................114
Anti-Corruption, Political Involvement (Political Contributions)....................................................115
Information Security, Protection of Personal Information, Security Export Control,  
   Approach to Taxation.............................................................................................................................................116
Members of the Board.....................................................................................................................................................117
Governance
Governance
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Governance

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Corporate Governance
Based on its Vision and Mission, MITSUBISHI MOTORS 
considers compliance to be of topmost importance 
and is making the ongoing reinforcement and im-
provement of governance a management priority, 
in order to meet the expectations of shareholders, 
customers and all other stakeholders, and to achieve 
sustainable growth and increase in corporate value 
over the medium to long term.
	
In addition, we have put together its basic frame-
work for and views on corporate governance in the 
form of “Corporate Government Guidelines” and pub-
lishes these guidelines on our website.
PDF  Corporate Governance Guidelines
We have adopted the form of a company with a 
Nomination Committee, etc, as part of its efforts to 
enhance its corporate governance and clearly sepa-
rate supervisory and execution function, and in order 
to achieve swift execution of business in quick re-
sponse to environmental changes and to ensure the 
soundness and transparency of management through 
further strengthening of supervision and implemen-
tation of more thorough risk management.
Board of Directors and Directors
Policy for the Nomination of Candidates for Directors 
and Composition of Members of the Board
The Board makes decisions on important manage-
ment issues and oversees the execution of business 
by Executive Officers.
	
We have established the following basic policy 
regarding the policy for nominating candidates for 
Basic Approach and Policies
System of Corporate Governance
Directors and the composition and size of the overall 
Board of Directors.
<Basic Policy>
In order for the Board to objectively and multi-di-
mensionally deliberate on management policies and 
execution of specific matters, and to appropriately 
supervise the execution status of operation by Exec-
utive Officers, it shall be important that the appro-
priate number of Directors, internal or outside, with 
diversity in terms of knowledge, experience, expertise 
and background, engage in vigorous discussions from 
a variety of perspectives. To this end, candidates for 
Directors shall be nominated.
In accordance with this policy, the independence and 
diversity of the Board shall be ensured as follows. 
	
In order to strengthen the supervisory function of 
the Board, the majority of Board members shall be 
Outside Directors. Furthermore, in order to fulfill their 
duties from an independent and objective standpoint, 
at least one-third of the Directors shall be Indepen-
dent Directors, and consideration shall be given to 
their total term of office. In addition, the majority of 
the Nomination, Compensation, and Audit Commit-
tees, respectively, shall be Outside Directors, and in 
principle, the chairperson of each committee shall be 
an Outside Director.
	
Outside Directors shall be nominated based on 
their diverse knowledge, experience, and expertise, 
which cannot be obtained from Internal Directors 
alone, for example, specialists in law, accounting, 
finance, etc., persons with management experience 
at global companies above a certain size, and persons 
with a wealth of knowledge of world affairs or social 
and economic trends, etc. Importance shall be placed 
on their eagerness to devote the necessary time and 
efforts to understand the business of the Company 
as a group, and discuss the direction the Company as 
a group should take, and to express their opinions to 
the management without hesitation. In addition, the 
diversity of backgrounds such as gender, age, and 
internationality shall be also taken into account, as it 
shall be recognized that multiple perspectives con-
tribute to business promotion and appropriate super-
vision and auditing.
	
As for Internal Directors, Executive Officer, Pres-
ident & CEO, and a person who can appropriately 
serve as a member of the Audit Committee based on 
his or her execution experience of operation at we 
shall be nominated.
Also, it shall be ensured that the Board is composed 
of the number of people who can openly and con-
structively discuss and exchange opinions.
	
As of June 22, 2023, the Board comprised 13 Mem-
bers (2 female Members). 11 of the 13 Directors are 
Outside Directors with extensive experience and high 
levels of insight, and 5 of the Outside Directors are 
Independent Outside Directors.
	
We publish individual Directors’ knowledge, experi-
ence and expertise (skill matrix) on our website.
WEB  https://www.mitsubishi-motors.com/en/sustainability/
governance/policy_skill.html
Independence Standards and Qualification for Out-
side Directors
We have established independence standards for 
Outside Directors as follows, and we appoint as inde-
pendent directors those persons who are not at risk of 
having a conflict of interest with general shareholders.
<Independence standards and Qualification for Out-
side Directors>
The Outside Directors of us shall not be any of the fol-
lowing and shall be in a neutral position independent 
from our management.
Target
l 8.7
Target
l 16.5
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Commitment of  
Top Management
Sustainability Strategy
1. An executive of a major shareholder*1 of MITSUBI-
SHI MOTORS
2. An executive of a major business partner*2 of us, 
or of a company for which the Company is a major 
business partner, or the parent company or subsid-
iary of such a company
3. An executive of a major lender to the Company or 
the parent company or subsidiary of such a company
4. A person affiliated with an auditing firm that con-
ducts statutory audits of us
5. A consultant, an accounting professional such as a 
certified public accountant, or a legal professional 
such as an attorney-at-law who receives a large 
amount*4 of monetary consideration or other prop-
erty other than compensation of corporate officers 
from us (in the event such property is received by 
a corporation, association or other group, then any 
person belonging to such group)
6. An executive of a company with which we share a 
corporate officer
7. An executive of an organization that is receiving a 
large donation or grant from us
8. A person to whom any of one through seven has 
applied during the past three years
9. A person with a close relative (second degree of 
kinship) to whom any of one through seven applies
10. A person whose total period in office as an Outside 
Director exceeds eight years
11. Other persons for whom the possibility of a rela-
tionship with us appears strong under substantive 
and comprehensive consideration of the situation
*1 a major shareholder: a shareholder who owns a 10% or greater 
share of voting rights
*2 a major business partner: a major client of the Company with 
annual transactions valued at 2% or more of our consolidated 
net sales in the most recent fiscal year, or a major supplier to 
us with annual transactions valued at 2% or more of the suppli-
er’s consolidated net sales in the most recent fiscal year
Analysis and Evaluation of the Effectiveness of the 
Board of Directors
To improve the effectiveness of corporate governance, 
we annually evaluate the effectiveness of its Board.
	
In FY2022, in pursuit of enhancing the oversight ca-
pability of the Board, we conducted individual interviews 
of all Directors in addition to the questionnaire survey 
about the aspects listed below, and the evaluation and 
analysis were reported to the Board on March 28, 2023. 
In the course of the evaluation this year, we employed 
an external consultant for the questionnaire survey and 
interviews to ensure in-depth analysis and evaluation 
along the latest corporate governance intelligence and 
secure objectiveness and transparency in the process.
<Aspects evaluated>
1. Structure and operations of the Board
2. Management and business strategy
3. Corporate ethics and risk management
4. Evaluation of management team and nomination 
and remuneration
5. Dialogue with shareholders
6. Committees
	
As a result, it was confirmed that the Board has 
improved on the structure, framework, and oper-
ations compared to the FY2021 and is sufficiently 
effective in total in its work. The following are the 
Board’s strengths recognized through the evaluation:
(i) Fostered respect and trust in the executive team’s 
managerial efforts
(ii) Steady and continuous work to improve its effec-
tiveness and substantive discussions to improve 
corporate value
(iii) Mutual trust among Directors based on the effec-
tive exercise of roles and responsibility by each 
of the diverse Outside Directors, with their distin-
guished personalities, acumen, and experiences.
	
The evaluation also confirmed improvements in 
the following two issues identified in FY2021 through 
implementation of the action plan.
Issue in FY2021 and Initiative in FY2022 (1)
Shift the focus of deliberations and discussions of the 
Board to broader matters.
Initiative: Enhanced reporting on matters that underpin 
the mid-term business plan, such as products, 
technology, new businesses, and other matters.
Issue in FY2021 and Initiative in FY2022 (2)
Explore more opportunities to understand deeper the 
business environment and operations and obtain infor-
mation about the background of the executive team’s 
thoughts and decisionmaking regarding management 
matters, which should be the fundamentals for judg-
ments and oversight by the Board. 
Initiative: Inception of periodic reporting to the Board re-
garding business overviews and relevant topics, 
enhancement of informal discussions and the 
understanding of issues through continued reg-
ular Independent Directors’ meetings, the hold-
ing of opportunities for richer communications 
between Directors and senior executives, visits 
by Directors to domestic and overseas sites, 
continued efforts for practical improvements in 
the operations of Board meetings, etc.
	
The FY2022 evaluation concluded that the Board 
has developed solid governance base around, among 
other things, the structure, framework, and opera-
tions and should have more and even richer discussion 
about broader-and longer-perspective strategies of us.
	
Toward the further effectiveness of the above, the 
following points were identified as key aspects.
(i) Development of a common understanding about 
environmental changes and management issues 
that the Company faces
(ii) Formulation of a more robust outlook of the future 
of the relevant industry’s structure surrounding 
automotive and mobility matters and the further 
deepening of insights about the MITSUBISHI MO-
TORS core competencies
(iii) The importance of a greater variety of opportuni-
ties for interactive and multilateral communica-
Target
l 8.7
Target
l 16.5
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Social
Environment
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Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
tions and discussions between the Board and the 
executive teams for the purpose of helping adap-
tations to forthcoming changes in the world
	
We will endeavor continuously for more height-
ened effectiveness of the Board and enhanced cor-
porate governance by incorporating the results of 
this evaluation into the agendas of Board meetings in 
FY2023 and other relevant efforts.
Committees
The Board of Directors has the following three statutory 
committees, which supervise Directors and Executive Of-
ficers together with the Board of Directors. Each commit-
tee is composed of a majority of Outside Directors, and 
the Chairpersons of each committee are Outside Direc-
tors. Through this, a system is in place in which corporate 
governance functions in a fair and transparent manner.
Nomination Committee
The Nomination Committee makes decisions on pro-
posals for the appointment and dismissal of Members 
of the Board to be proposed to the General Meeting 
of Shareholders, approves proposals for the appoint-
ment and dismissal of Executive Officers proposed 
by the President to the Board of Directors, and dis-
cusses succession planning for MITSUBISHI MOTORS’ 
President. The committee is composed of five Outside 
Directors, and an Independent Outside Director (Ms. 
Main Kohda) serves as the chairperson.
	
In FY2022, the Nomination Committee met 10 
times. In determining the agenda item for the election 
of Directors to be proposed to the General Meeting of 
Shareholders, the Nomination Committee prepared a 
list of candidates and interviewed them for the elec-
tion of new independent Outside Directors, and delib-
erated on approval of the proposal for the election of 
Executive Officers to be proposed by the President to 
the Board of Directors, and on succession planning for 
the President, and other matters.
Compensation Committee
The Compensation Committee deliberates and deter-
mines the policy regarding determination of remu-
neration of Directors and Executive Officers, as well as 
the details of individual remuneration. The committee 
is composed of four Outside Directors and one Inter-
nal Director. An Outside Director (Mr. Shunichi Miyana-
ga) serves as the chairperson.
	
The Compensation Committee met nine times in 
FY2022. The Committee deliberated on the determi-
nation of the individual Compensation Plan for Di-
rectors and Executive Officers, review of the current 
Compensation Plan for Directors, and other matters.
Audit Committee
Among other activities, the Audit Committee audits 
the execution of duties by Directors and Executive 
Officers, supervises the status of the formulation and 
operation of the internal control system and pre-
pares audit reports. Additionally, the Audit Committee 
conducts internal investigations on matters that the 
Board or the Audit Committee deems inappropriate 
for the executive side to conduct. The Audit Commit-
tee consists of four Outside Directors and one Internal 
Director, and an Independent Outside Director (Yoshi-
hiko Nakamura) serves as the chairperson.
General Meeting of Shareholders
Audit Committee
5 (including 4 Outside Directors)
Compensation Committee
5 (including 4 Outside Directors)
Nomination Committee
5 (including 5 Outside Directors)
Board of Directors
13 (including 11 Outside Directors)
Supervisory function
Execution function
Audit Division
Accounting Auditors
Executive Officer, President
and Executive Officers
Internal Control
Committee
Corporate Officers and Employees
Executive Committee
Product Discussion
Meeting
Supervision
Coordination
Coordination
Instruction/report
(Specific case such 
as misconduct)
Coordination
Corporate Governance and Business Execution Structures (June 22, 2023)
Audit
Audit
Audit
Report
Instruction
Determination of
compensation
Election/
Dismissal
Delegation
of authority
Supervise and order
Election/Dismissal
Election/
Dismissal
Proposals for election/
Dismissal of Directors
Target
l 8.7
Target
l 16.5
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Governance

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
	
In FY2022, the Audit Committee met 15 times. The 
status of Audit Committee audits outlined at right.
Executive Officers
The Board make decisions on matters that require a 
resolution of the Board pursuant to laws, regulations or 
provisions of the Articles of Incorporation, matters dele-
gated to the Board by a resolution at a General Meeting 
of Shareholders, and certain material matters related to 
business management. Executive Officers are given the 
authorization to make decisions relating to the execu-
tion of business excluding any of the above matters.
	
Executive Officers are responsible for making de-
cisions on business execution delegated by the Board. 
The President is appointed as the head of the execu-
tive departments by a resolution of the Board. 
	
As of June 22, 2023, there are 11 Executive Officers 
(including the President).
Outline of Decision-Making Process for  
Business Execution and Various Committees
When executing business, the Executive Officer, Exec-
utive Vice President is positioned as the responsible 
person with authority and responsibility for business 
execution within the scope of duties, in addition to 
the President who is the head of the executive de-
partment. In addition, delegation of decision-making 
authority is systematized based on the Delegation 
of Authority Rules, in which items subject to delega-
tion and their scope are defined, and decision-mak-
ing procedures for major matters are formulated to 
speed up business execution and improve the trans-
parency of the decision-making process.
	
Important matters on management are decided 
after deliberation at the Executive Committee, which 
is composed of all Executive Officers and chaired by 
the President. 
	
Important matters relating to product develop-
ment projects are decided after deliberation at the 
Product Decision Meeting.
	
Additionally, matters related to internal control 
are decided after deliberation at the Internal Con-
trol Committee.
	
Each of these committees are chaired by the 
President and the relevant Executive Officers serve 
as members.
Conflicts of Interest
Transactions between MITSUBISHI MOTORS and Di-
rectors or Executive Officers that particularly com-
pete with our business operations or conflict with 
our interests require prior resolution from, and after-
the-fact reporting to, the Board in accordance with 
the rules of the Board (hereinafter referred to as the 
“Rules of the Board”). In addition, the Rules of the 
Board stipulate that Directors with a special interest 
in a resolution of the Board shall not participate in 
such resolution.
	
Furthermore, we conduct transactions with relat-
ed parties, such as its Officers or major shareholders, 
based on the validation of multiple related depart-
ments and approval of the person in charge, pursuant 
to the delegation of authority rules, after we have 
sufficiently considered the economic rationality to 
confirm there is no harm to our interests, which is the 
same process we go through with non-related parties.
Status of Audit Committee audits
Our Audit Committee gathers information and conducts 
organizational audits in relation to the implementa-
tion and operation status for internal control systems 
(including internal controls pertaining to financial re-
porting), such as those for main affiliates in Japan and 
Status of Audit Committee Audits and
Internal Audits
overseas, status of progress with and operation of 
compliance activities, verification of the appropriateness 
of risk evaluations, and risk management frameworks 
and the like, through Audit Committee meetings that 
are held monthly, in principle, and other meetings with 
Internal Audit Divisions, interviews with Executive Offi-
cers, and the like, based on audit policy and audit plans.
	
In the Audit Committee during the fiscal year un-
der review, reports made concerning the audit policies 
and audit plans; audit methods; the assignment of au-
dit duties; the status of the improvement and main-
tenance of the internal control systems; response 
to the Guidelines under the amended Whistleblower 
Protection Act; audit plans made, audit methods used, 
and the suitability of the results of audits performed 
by the Accounting Auditors; communications in re-
lation to Key Audit Matters (KAM); response to the 
amendment of the Code of Ethics of the Japanese 
Institute of Certified Public Accountants (JICPA); and 
the monthly reports on the status of duties executed 
by the Full-time Member of the Audit Committee.
	
In addition to the meetings above, based on its 
audit policies and audit plans, the Audit Commit-
tee held 6 meetings (approximately 90 minutes per 
meeting) with the internal audit divisions during the 
year, performed audits, and collected information 
on the operating status of internal controls through 
the divisions. The Audit Committee also interviewed 
Executive Officers and others 9 times during the year 
(approximately 90 minutes per interview) to confirm 
how the MMC group’s major subsidiaries and affiliates 
in Japan and overseas as well as divisions address is-
sues on the development and operation of the inter-
nal control system, compliance, risk management, etc.
	
In addition to the meetings above, full-time Members 
of the Audit Committee attended important meetings 
including meetings of Executive Committee; inspected 
important approval/decision documents; interviewed 
Executive Officers and Corporate Officers; visited and 
Target
l 8.7
Target
l 16.5
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Environment
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Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Not applicable.
audited, or conducted hearings with MMC’s major busi-
ness locations and its major subsidiaries and affiliates in 
Japan and overseas; provided training for and had liaison 
meetings with auditors of subsidiaries and affiliates in 
Japan; and performed the three-pillar audit system (i.e., 
internal audits, auditors’ audits, and accounting audits). 
The status of duties executed by full-time Members of 
the Audit Committee is reported in the meeting of the 
Audit Committee (held once a month in principle).
	
The status of activities carried out by the Audit 
Committee is reported to the Board of Directors twice 
a year. The Audit Committee also exchanges opinions 
with Executive Officer, President to communicate its 
findings every year.
Status of internal audits
MITSUBISHI MOTORS has established internal audit 
departments (the Internal Audit Department and the 
Quality Audit Department) in the Internal Audit Divi-
sion (an independent organization reporting direct-
ly to Executive Officer, President & CEO) and these 
departments systematically conduct internal audits 
based on the annual audit plan.
	
As of the end of March 2023, the Internal Audit 
Division consists of 24 members* with specialties, 
including those with a variety of managerial experi-
ence, certified internal auditors, and eligible internal 
auditors. The Internal Audit Department (consisting of 
15 members*) conducts audits to determine whether 
operational management of the Group is being con-
ducted with transparency using appropriate processes. 
The Quality Audit Dept. (6 members*) audits the appro-
priateness of product quality-related activities by MMC 
and subsidiaries and affiliates in Japan and overseas.
	
The results of the internal audit conducted by the 
Internal Audit Division are reported to Executive Offi-
cer, President & CEO and the Audit Committee.
	
Besides coordinating meetings with the Audit 
Committee six times a year and holding regular meet-
ings with full-time Audit Committee Members once 
a month, the Internal Audit Division also exchanges 
Items Relating to Takeover Defense
Executive Remuneration
MITSUBISHI MOTORS’ Compensation Committee, 
which is chaired by an Outside Director, has estab-
lished the following policy regarding remuneration for 
Directors and Executive Officers.
<Basic approach>
1.	The compensation system shall contribute to MMC 
group’s sustainable growth and medium- to long 
term improvement of corporate value.
2.	The compensation system shall be linked with 
corporate results in order to motivate Executive 
Officers to accomplish management strategies and 
management plans as well as to achieve targeted 
corporate results in an appropriate manner.
3.	The compensation levels shall contribute to securing 
professionals who measure up to ideal standards for 
management personnel that MMC expects for those 
responsible for corporate operation to have.
4.	The compensation system shall increase a shared 
awareness of profits with shareholders and aware-
ness of shareholder-focused management.
5.	The decision-making process relating to compensa-
tion shall be highly transparent and objective.
	
Based on these policies, the Compensation Com-
mittee determines the method calculating remuner-
ation and individual remuneration amounts of the 
directors and executive officers. Remuneration for 
FY2022 is contained in the FY2022 Annual Securities 
Report (pages 91–96).
FY2022 Annual Securities Report
WEB  https://www.mitsubishi-motors.com/content/dam/com/
ir_en/pdf/yuka/2023/yuka20230629e.pdf
From FY2022, based on the recognition that the re-
sponse to sustainability is one of the crucial issues of 
the MMC group, we added ESG-related items as the 
index to determine the Medium-and Long-term Per-
formance-linked Compensation for Executive Officers.
l Environmental indicator:
We have introduced “CO2 emissions from business 
activities” as an indicator for measuring progress in 
addressing climate change and other increasingly 
environmental issues.
l Social indicator:
We have introduced “employee engagement” as 
an indicator of advancement of employee job 
satisfaction and increased initiative through se-
curing diversity and work-life balance, and pro-
moting Human Resources development.
Basic Views and Policy
information at tripartite audit meetings with full-time 
Audit Committee Members and Accounting Auditors.
* As of June 30, 2023, the Internal Audit Division consists of 25 
members (15 from the Internal Audit Department, 7 from the 
Quality Audit Department, and 3 from the Division itself).
Cooperation between the Audit Committee 
and internal audit departments
The Audit Committee Members regularly hold meet-
ings with the Internal Audit Division to receive infor-
mation regarding the auditing system, auditing plans, 
and internal audit results within us and at its affiliated 
domestic and overseas companies, and to provide 
feedback to the Internal Audit Division on the status 
of the Audit Committee Members’ audits. Additionally, 
the Audit Committee summarizes audit activities it 
has conducted, including the details of reports re-
ceived from the Internal Audit Division, and reports 
the results to the Board twice a year.
Target
l 8.7
Target
l 16.5
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Governance

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Based on the “Basic Policy on the Establishment of 
Internal Control Systems”* resolved at the Board of 
Directors, MITSUBISHI MOTORS monitors the status of 
operations and strives to improve and reinforce inter-
nal control systems.
	
We recognize the gravity of its improper conduct 
in fuel consumption testing, on top of past quality 
problems. As one of its priority measures aimed at 
regaining trust, in FY2017 we appointed a Global Risk 
Control Officer to manage compliance and opera-
tional hazard risks and report regularly to the Board 
of Directors on governance improvement measures. 
(In FY2023, the name of the post was changed to the 
Executive Officer for Internal Control Promotion/Gen-
eral Administration/Corporate Affairs.) Furthermore, 
in order to reinforce, and improve the efficiency of, 
its handling of internal controls based on laws and 
regulations, it revised its internal control system. In 
the revised system, the J-SOX Promotion Committee, 
under the direct control of the Executive Officer, Ex-
ecutive Vice President (CFO), handles internal control 
related to financial reporting in accordance with the 
Financial Instruments and Exchange Act. The Internal 
Control Committee, chaired by the Executive Officer, 
President & CEO and vice-chaired by the Executive 
Officer in charge of Global Risk Control, promotes 
internal control related to the Companies Act. This In-
ternal Control Committee confirms and evaluates the 
contents reported and /or resolved at subcommittees 
in each internal control field, such as Compliance, In-
formation Security, Business Continuity Management 
(BCM), and J-SOX, in accordance with the “Basic Policy 
on the Establishment of Internal Control Systems.”
	
From FY2022, we expanded the scope of risks 
covered to address the new risks that have emerged 
in recent years and are intricately intertwined with 
multiple risk factors (strategy, finance, operational 
and hazard risks) for a single event. In addition, we 
have established the Internal Control Promotion Of-
fice under the supervision of the Executive Officer for 
Internal Control Promotion/General Administration/
Corporate Affairs to identify and prevent potential 
risks, respond to emergencies when risks materialize, 
and make the Company’s major risks visible.
	
We have been working to establish a global internal 
control structure by gradually establishing and operat-
ing internal control committees from FY2018 at main 
affiliates in Japan and overseas. In addition, we have 
established a system in which a designated depart-
ment is responsible for the overall management of 
each affiliated company, and related internal depart-
ments support the responsible department according 
to their roles, providing various support, checks and 
balances, and supervision to strengthen the affiliate 
and promote its development. Furthermore, internal 
rules have been established to ensure that important 
information at subsidiaries is reported to the Company 
in a timely and appropriate manner, and subsidiaries 
operate in accordance with these rules. To ensure the 
appropriateness of financial reporting, a specialized or-
ganization has been set up under the J-SOX Promotion 
Committee described above. This organization follows 
up on and gathers information about systems in place 
at the Company and its affiliates, the scope of evalu-
ation, the evaluation status of companies subject to 
evaluation, the improvement status and other matters.
	
We have also positioned the Internal Audit Division 
as independent of business execution. The Internal 
Audit Division coordinates with other committees, in-
cluding the Internal Control Committee, with the aim 
of achieving effective and efficient internal control 
system operation.
	
Going forward, we will continue with initiatives to 
further reinforce governance by working to ensure 
compliance with laws and regulations and to pro-
mote proper, effective business execution in line with 
changes in the domestic and overseas environments.
* See Corporate Governance Report for “Basic Policy on the Estab-
lishment of Internal Control Systems” PDF 
PDF  https://www.mitsubishi-motors.com/en/sustainability/
pdf/governance.pdf
Internal Control
Basic Approach, Policies and Organization
Target
l 8.7
Target
l 16.5
Board of Directors
Accounting
Auditor
Executive Officer, President & CEO
Internal Audit Division
Compliance
Committee
Information
Security
Committee
BCM
Committee
J-SOX
Promotion
Committee
Internal Control Committee
Departments/Affiliates
Audit Committee
Nomination
Committee
Compensation
Committee
Executive Officer, 
Executive Vice President (CFO)
Audit/Report
Audit
Coordination
Report
Report
Report
Report
Report
Report
Accounting
Audit
Report
Coordination
Coordination
Coordination
Audit
Report
Controls
Instruction/Report
(specific issues of 
misconduct, etc.)
Internal Control Structure
Whistleblowing
contact
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Governance

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Risk Management
MITSUBISHI MOTORS has defined a policy for the 
management of business risks in the form of the 
“Basic Policy on the Establishment of Internal Control 
Systems,” and promotes risk management activities 
throughout the entire MITSUBISHI MOTORS Group. 
We consider it one of our most critical management 
issues to appropriately assess risks to the MITSUB-
ISHI MOTORS Group’s business, prevent risks from 
occurring, and engage in appropriate management to 
minimize the impact of risks if they do occur.
We have put in place and works to improve its risk 
management system for the entire Group through 
three types of risk management activities: “priority 
risk management,” “divisional risk management” and 
“affiliated company risk management.”
	
For priority risk management, we select risks that 
the entire MITSUBISHI MOTORS Group faces directly, 
that have a high potential impact and a high degree 
of urgency. For each risk, we assign “risk owners,” and 
work as quickly as possible to mitigate these risks.
	
In divisional risk management, we have appointed 
risk management officers to each division or plant. 
These officers work to mitigate risks through repeat-
ed application of the PDCA cycle involving identifying 
and evaluating each risk, devising and implementing 
countermeasures, and monitoring.
	
Affiliated company risk management involves reg-
ular confirmation by MITSUBISHI MOTORS of the status 
of initiatives addressing various risks faced by subsid-
iaries and associates and activities such as Business 
Continuity Planning (BCP) improvements. Improvement 
suggestions and guidance are provided as required.
	
As a new strengthening measure, the Internal 
Control Promotion Office was established in FY2022. 
As geopolitical risks, risks related to economic secu-
rity, risks related to business and human rights, etc. 
that are intricately intertwined with strategy, finance, 
operational and hazard risks, have surfaced in re-
cent years, the Company has established a system to 
manage risks with expanded scope.
	
These risk management initiatives are regularly 
reported to the Board as major internal control activi-
ties and their effectiveness is confirmed.
	
In addition, to prepare for unforeseen contingen-
cies we have developed urgent information commu-
nication system that enable the rapid communication 
of information to directors and other key personnel, 
as well as a swift and accurate response. In particular, 
to create a crisis management system to respond 
when serious incidents occur, we have formulated 
an emergency response manual, which we revise as 
appropriate. This manual outlines the establishment 
of an emergency response organization and clarifies 
the chain of command, enabling us to put appropriate 
response systems into place.
	
The MITSUBISHI MOTORS basic policy in times of 
disaster such as earthquake or other natural disaster 
or an outbreak of infectious disease-to ensure the 
safety of customers, as well as employees and their 
families, and assist local communities. We are prepar-
ing disaster countermeasures and Business Continuity 
Management (BCM) to this end.
	
In FY2020, we established the “BCM Committee” as 
a permanent meeting body. In 2022, we consolidated 
our existing internal initiatives to strengthen BCM ac-
tivities during normal times and take measures across 
the company. 
	
We conduct company-wide BCP drills, in which a 
company-wide BCP headquarters is set up, employ-
ees’ safety and damage situations are reported from 
each plant, and instructions are given by the com-
pany-wide BCP headquarters, under the assumption 
that an emergency has occurred.
	
As preparations against the possibility that em-
ployees will be unable to return to their homes for 
a three-day period (in accordance with the Metro-
politan Tokyo Ordinance on Measures for Stranded 
Individuals), we have ensured means through which 
they can communicate with their families, cached 
emergency supplies and are conducting initiatives by 
communicating with local municipal authorities.
	
We have formulated plans of operation that as-
sume a large-scale earthquake or major outbreak of 
infectious disease. We work to improve these BCPs 
through regular drills and communication among 
individual regions.
Basic Approach and Policies
Development of Risk Management Framework
Target
l 8.7
Target
l 16.5
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Governance

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Compliance
Corporate activities are closely interlinked with vari-
ous laws and public systems such as those related to 
the environment, labor, and consumer protection.
	
Corporate activities must be carried out in com-
pliance with these laws and systems. MITSUBISHI 
MOTORS recognizes that the failure to appropriately 
comply with these laws, regulations, and systems 
would not only impede its business continuity, but 
would also place significant burdens on society and 
the environment.
	
In order to fulfill its social responsibilities as a 
company by not only complying with laws, inter-
national rules, and internal regulations but also by 
respecting changing social norms to the greatest 
degree possible, we have issued a “Global Code of 
Conduct” to serve as a standard of conduct for all 
executives and employees. We are also redoubling our 
efforts to enhance our compliance framework and 
employee training, including those at our major affili-
ates in Japan and overseas.
Basic Approach and Policies
Target
l 8.7
Target
l 16.5
MITSUBISHI MOTORS Global Code of Conduct
[Principle]
MITSUBISHI MOTORS Group Companies (collectively herein referred to as “MITSUBISHI MOTORS Group” or “Company”) have 
set this Global Code of Conduct that all MITSUBISHI MOTORS Group executives and employees must follow in order to 
fulfill our social responsibilities as a company.
	
This Global Code of Conduct applies to all MITSUBISHI MOTORS Group executives and employees. Each member of the 
Company is charged with responsibility to comply this Global Code of Conduct.
1.	Comply with all Laws and Rules
We shall comply with all applicable laws and regulations of 
the country where the Company conducts business as well 
as all Company policies and rules.
2.	Promote Safety
We shall maintain and promote a healthy work environ-
ment, and engage in safe work practices. We are also com-
mitted to ensuring the safety of our customers and pas-
sengers, and continually promoting the safety of products.
3.	Avoid Conflict of Interest
We shall act in the best interests of the Company, and shall 
not behave, act, or use any information contrary to the 
Company's interests. Furthermore, we shall strive to avoid 
any conduct that may be considered a conflict of interest.
4.	Prohibit Association with Anti-Social Forces
We shall never have any association with anti-social forces 
whatsoever. We shall not participate in acts of terrorism, 
drug dealings, money laundering, and other individual or 
organized criminal activities.
5.	Preserve Company Assets
We shall safeguard the Company's assets, and shall never 
use the said assets, including funds, confidential business 
information, physical properties and intellectual properties 
without permission.
6.	Be Impartial and Fair
We shall maintain impartial and fair relationship with public 
servants as well as business partners, including dealers, 
suppliers, and other third parties. We shall not participate 
in or endorse any corrupt practices including bribery, di-
rectly or indirectly such as through a third party.
7.	Be Transparent and Accountable
We shall maintain accounts and records relating to corpo-
rate management with integrity, and disclose Company's 
business activities fairly and transparently to our stake-
holders, including shareholders, customers, employees, 
and local communities with timely and properly manner.
8.	Respect Human Rights and Diversity, Provide Equal 
Opportunity
We shall respect the human rights and diversity of sup-
pliers, customers, other executives, colleagues, and local 
communities. We shall never tolerate discrimination, retali-
ation or harassment in any form or degree.
9.	Be Environmentally Responsible
We shall strive to take into consideration environmental 
conservation when developing products and providing 
services, and promote recycling, as well as resource and 
energy savings.
10. Be Active and Report Violations
We shall carry out our work in accordance with this Global 
Code of Conduct. When we have come to know any viola-
tion of this Global Code of Conduct, we shall immediately 
report it to the Company, and the executives and employ-
ees who have come forward with such information based 
on their own beliefs shall be infallibly protected from any 
form of retaliation.
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Governance

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
At MITSUBISHI MOTORS, to prevent compliance infrac-
tions and information security incidents, under the 
direction of the Executive Officer for Internal Control 
Promotion/General Administration/Corporate Affairs 
each division appoints a compliance officer, and de-
partment heads serve as code leaders.
	
Compliance officers work closely with the code 
leaders to prevent compliance violations within their 
departments. When a compliance violation occurs, 
corrective actions are taken, measures to prevent 
recurrence and its’ effectiveness are confirmed, and 
horizontal dissemination is implemented, then report-
ed to the Executive Officer for Internal Control.
	
Major subsidiaries and associates in Japan and over-
seas also appoint compliance officers. To help prevent 
compliance infractions, in FY2018 we established and 
started operating MITSUBISHI MOTORS Global Hotline.
	
The Board of Directors is provided with regular 
reports on these compliance structures, efforts relat-
ed to education and the formulation or revision of the 
Global Code of Conduct, as well as the status of any 
compliance infractions and their countermeasures.
	
In the event of a major incident, an emergency re-
sponse organization is set up in accordance with the 
emergency response manual, and a system is in place 
to ensure that an appropriate response is taken.
	
As for internal controls related to financial report-
ing, we verify compliance structures and procedures 
for financial summaries. If inadequate controls are 
found at us being evaluated, we request reporting on 
the nature of the problem and improvements being 
made. In FY2022, we checked the status of 19 Group 
companies (MITSUBISHI MOTORS, 6 domestic subsid-
iaries, and 12 overseas affiliates). 
	
In FY2022, we experienced no serious compliance 
infractions that might damage our credibility with 
customers, investors, or other parties.
Management Structure
To prevent and promptly detect improper conduct, 
MITSUBISHI MOTORS has established an internal 
consultation office (Employee Consultation Office) 
allowing employees of us or its subsidiaries and 
associates in Japan to report or consult about such 
conduct. Outside us, we have set up a consultation office, 
the “MMC Hotline,” staffed by outside attorneys, as well 
as the MITSUBISHI MOTORS Global Hotline, accessible to 
employees both in Japan and overseas. We have also 
established a Business Partner Helpline designated to be 
used by our business partners in Japan. 
	
In a survey we conducted in February 2023 to 
promote the early detection and prevention of 
compliance violations, 93.7% of the approximately 
5,000 employees who participated in the survey 
indicated that they were “aware of the hotlines.” 
	
In FY2022, these offices fielded 94 reports or 
consultations. Offices endeavor to swiftly resolve 
issues raised in reports and consultations after first 
seeking to confirm the facts through an investigation 
Establishment of Internal and  
External Consultation Offices
Target
l 8.7
Target
l 16.5
Board of Directors
Executive Officer, President & CEO
Chief Officers, Division General Managers
Executive Officer for Internal Control Promotion/General Administration/Corporate Affairs
General Manager of Internal Control Promotion Office
Compliance Officers
Affiliates
Compliance Officers
Compliance
Department
Information
Security
Management
Office
Employee
Consultation
Office
MITSUBISHI
MOTORS
Global
Hotline
Business
Partner
Helpline
Outside
attorney
consultation
General Managers = Code Leaders
(including General Managers of the department in 
charge of the primary management of the affiliates)
MITSUBISHI
MOTORS and
Affiliates
employees
(in Japan
and overseas)
MITSUBISHI MOTORS and Affiliates
employees (in Japan)
Affiliates employees
MITSUBISHI MOTORS
employees
Reporting
Organizational Framework for Promoting Compliance
Business
partners
(in Japan)
Consultation,
Reporting
Consultation,
Reporting
Consultation,
Reporting
Consult/
Report
Report
Consult/
report
Thoroughly
implement
focus on
compliance
prioritization
Compliance
problem
consultation
Thoroughly implement 
focus on compliance 
prioritization
Thoroughly implement focus on compliance 
prioritization
Consult/
report
Thoroughly implement focus
on compliance prioritization
Coordination
Coordination
Direct
Supervise
Request
approval
Report
Coordination
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Governance

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
by the Employee Consultation Office or by enlisting 
the assistance of relevant compliance officers. Any 
reports or consultations that raise concerns about 
compliance issues or corporate risks are immediately 
reported to the Executive Officer for Internal Control 
and Audit Committee Members. After receiving 
instructions on how to respond, offices endeavor 
to resolve the issues. When we receive a report or 
consultation via a hotline, we promptly conduct an 
interview or other investigation. If a violation is found, 
an incident report is filed, and corrective measures 
and measures to prevent recurrence are implemented.
	
In handling such information and in investigating 
the relevant facts, we established our “Compliance- 
Oriented Whistleblowing Operation Procedure” and 
made company personnel aware of the provision in 
order to ensure that persons who seek consultation 
are not treated unfairly.
Receive report or consultation
Person in charge of hotline conducts 
interview and investigation
Notify the person reporting or
requesting consultation
Problematic or 
fraudulent
Follow up
Corrective measures
Formulation of measures
to prevent recurrence
Not problematic or 
fraudulent
	
“The MITSUBISHI MOTORS Global Hotline” 
established in FY2018 was set up within an outside 
firm providing such services. This makes it possible to 
file anonymous reports. Systems for identifying and 
managing risks of the entire group have been put in 
place, too, with MITSUBISHI MOTORS headquarters 
even able to check details of reports from subsidiaries 
and associates.
Number of Reports/Consultations Fielded by 
Consultation Offices by Category (FY2022, 94 reports)
Item
Number
Corporate/business proposals
4
Workplace environment
14
Labor relations
13
Human relations/harassment
29
Compliance, violations of operational rules, 
fraud
26
Others
8
	
Out of total 94 reports and consultations received 
in FY2022, the results of the investigation revealed 
four cases of compliance problems, including 
violations of laws and regulations and harassment. 
We instructed the relevant departments to promptly 
take corrective actions and confirmed that they were 
implemented without fail.
Every fiscal year we formulate compliance-related 
education and training programs, and offer them to 
employees stratified by each job rank. Each division 
also draws up and conducts its own measures under 
the direction of the compliance officer.
Education and Training
	
Specifically, in order to improve the compliance 
awareness of all employees, when new graduates 
or mid-career recruits join us, they receive training 
regarding the our history of compliance problems 
and the lessons to be learned from it. This training 
is repeated when employees are given promotions, 
helping reinforce employees’ sense of compliance. 
Furthermore, similar training is also offered in some 
Japanese subsidiaries, fostering such sense for the 
group as a whole.
	
We also provide all our employees with e-learn-
ing opportunities, including courses on the basics 
of compliance, as well as education on information 
security and on working overtime and on holidays.
	
On and around Safety Pledge Days,* each individ-
ual division voluntarily holds events to reaffirm the 
day’s significance. Workplace discussions are also held 
at the same time to talk about business ethics issues 
faced in the workplace and workplace culture.
	
In addition, we provide easy-to-understand com-
pliance- related information by posting a Compliance 
Newsletter on our intranet every month.
	
As well as the activities outlined above, in FY2022 
outside lecturers taught courses on risk management 
for executives to raise their awareness of this topic. 
For managers at the general manager level or higher, 
an external lecturer provided compliance lectures to 
help improve workplace operations. Outside instructors 
also provided communication training to managers at 
the level of section manager and above to enhance 
workplace communication and support remote work.
* To prevent past incidents, such as the regrettable recall coverup, 
from being forgotten over time, in October 2004 we designated 
January 10 and October 19 as “Safety Pledge Days.” These days 
were chosen because two fatal accidents involving large trucks 
manufactured by Mitsubishi Fuso, a former MITSUBISHI MOTORS 
division, occurred on these days.
Target
l 8.7
Target
l 16.5
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Governance

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Policies and Approach
The “Global Code of Conduct” clearly stipulates that 
MITSUBISHI MOTORS executives and employees shall 
comply with laws and regulations and shall maintain 
fair and equitable relationships with public servants and 
business partners. Moreover, we have built and operate 
a system that is designed to prevent corruption.
Management Structure
We implement e-learning programs for all employees 
to familiarize them with the Global Code of Conduct 
and allows them to review the code at any time by 
distributing pamphlets containing this code and post-
ing it to a smartphone app (for managers and above). 
We also communicate the code across the group, 
distributing the pamphlets to subsidiaries and asso-
ciates in Japan, and in electronic form to subsidiaries 
and associates overseas.
	
We have formulated the “MITSUBISHI MOTORS 
GLOBAL ANTI-BRIVERY POLICY” as a global guideline 
for the prevention of bribery and corrupt practices. 
This policy states clearly that we tolerate absolutely no 
bribery or corrupt practices. In our efforts to reinforce 
measures for preventing bribery and corrupt practices 
throughout the Group, we require affiliated companies 
in Japan and overseas to comply with the same poli-
cies. We also ask our suppliers, contractors, procure-
ment partners, dealers and outside agents to comply 
with applicable laws and regulations related to bribery 
and with individual companies’ anti-bribery policies.
	
In particular, we have formulated control regula-
Anti-Corruption
tions and operational standards on the provision and 
receipt of gifts or business entertainment for public 
servants, prohibiting the improper provision of such 
gifts or business entertainment to public servants or 
their receipt from public servants. When providing 
gifts or business entertainment to public servants, a 
preemptive application must be made to the general 
manager of the Legal Department, and must be pro-
vided only if approval is received.
	
We have put in place management and operation-
al standards in addition to those for public servants. 
These standards expressly prohibit the provision of 
gifts or business entertainment that is illegal or goes 
beyond generally accepted bounds and the receipt of 
illicit payoffs. In addition to this, we provide guidelines 
for the scope of exceptions to the above and make 
filing of an application compulsory to ensure transpar-
ency. In case these standards are violated, a system is 
in place for internal reporting and the formulation and 
implementation of measures to prevent recurrence.
	
Since many employees in sales sites directly han-
dle money with customers, there is a heightened 
risk of improper conduct such as embezzlement. At 
our domestic sales subsidiaries we conduct regular 
education and training to instill thorough awareness 
of our compliance policies and prevent improper 
activity. Each sales subsidiary implements site audits 
regularly. As part of our internal auditing of affiliated 
companies in Japan, our Internal Audit Division also 
conducts operational audits of domestic sales sub-
sidiaries. Audit results are reported to our President & 
CEO, and the results are also shared with our Domes-
tic Sales Division. We follow up the progress of action 
plans for improvement.
	
We work to thoroughly prevent corruption at 
overseas affiliates by assigning oversight to their 
executives and employees. Prior to their appointment, 
we provide training on legal risks, including the prohi-
bition and prevention of corruption.
	
When conducting audits of overseas subsidiaries, 
our Internal Audit Division also verifies the progress of 
efforts to prevent bribery and other corrupt practices.
	
In FY2022, no fine or any other punishment was 
imposed on us by regulatory authorities for corrupt 
practices.
	
No executives and employees have been disci-
plined for corrupt practices.
We respect the requirements set forth in the Global 
Code of Conduct to “comply with all laws and rules,” “be 
impartial and fair” and “be transparent and accountable,” 
and maintain appropriate relationship with politics.
	
Recognizing that reasonable expenditures are 
required to appropriately maintain a democratic gov-
ernment, we consider making political contributions 
to be one aspect of its social responsibility. When 
making such contributions, we do so in accordance 
with the Public Offices Election Act, the Political Funds 
Control Act, and other laws and regulations related 
to politics. We also ensure to follow our own internal 
rules for approval. 
	
In FY2022, we donated ¥13.9 million to the People’s 
Political Association.
Political Involvement  
(Political Contributions)
Target
l 8.7
Target
l 16.5
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Governance

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
MITSUBISHI MOTORS recognizes its social responsi-
bility to adequately protect its important information 
assets (information and the IT systems, equipment, 
media, facilities, and products that handle this infor-
mation) in the course of its business activities in order 
to gain the trust of all its stakeholders. We are pro-
moting the following information security measures.
• Putting in place and reviewing internal regulations 
related to information security
• Managing information assets and strengthening 
measures against computer viruses and cyberattacks
• Providing education and inform employees through 
e-learning, the internal intranet and other measures
• Monitoring information security activities by the 
Information Security Committee
Based on our Privacy Policy, we have built a man-
agement framework by establishing internal rules 
and taking other measures. We also conduct ongoing 
education, such as through the use of e-learning for 
employees. In addition, rules on personal information 
protection are being strengthened around the world. 
We coordinate with our bases in individual countries, 
putting in place systems to respond appropriately 
with their laws and regulations on the protection of 
personal information. We did not receive any appeals 
related to breaches of customer privacy or loss of 
customer data in FY2022.
Information Security
Protection of Personal Information
We sincerely believe in the importance of strict se-
curity export controls to prevent the proliferation 
of weapons of mass destruction and the excessive 
accumulation of conventional weapons in order to 
maintain international peace and security.
	
To conduct strict export controls, we have estab-
lished “Security Export Control Regulations.” We en-
sure the legality of our export transactions through 
our management system, with its the Security Ex-
port Control Committee, led by the Executive Officer, 
President & CEO, who serves as chief security export 
control officer.
Security Export Control
We recognize that proper tax payment in all operating 
countries is one of key elements of corporate social 
responsibility for multinational companies.
	
We have established the following Global Tax 
Policy to promote tax compliance in business activ-
ities. In line with this policy, we have created a gov-
ernance system and strive to maintain proper tax 
payments in compliance with international rules and 
national regulations.
Approach to Taxation
Target
l 8.7
Target
l 16.5
Global Tax Policy for MITSUBISHI MOTORS Group
1.	 Tax compliance
The MITSUBISHI MOTORS Group (hereinafter simply 
referred to as “MITSUBISHI MOTORS”) pledges to 
pursue proper tax payments all over the world based 
on the “MITSUBISHI MOTORS Global Code of Conduct.” 
This means MITSUBISHI MOTORS maintains appropri-
ate and timely tax payments by understanding the 
intent and purpose of the Base Erosion and Profit 
Shifting (BEPS) Action Plan, which was developed and 
publicized by the OECD and G20 countries, as well as 
by complying with tax regulations in all countries and 
regions in which it conducts businesses, tax treaties, 
and other international tax regulations related to 
its business. In addition, MITSUBISHI MOTORS pledg-
es not to use any tax havens or loopholes that are 
against the intentions and purposes of laws.
 
2.	Corporate governance on tax matters
(1) MITSUBISHI MOTORS recognizes corporate gov-
ernance on tax matters as an infrastructure to 
promote tax compliance and tax planning and, 
under the initiative of top management, pursues 
the optimization of governance systems to secure 
the accuracy and transparency of accounting and 
tax-related information.
(2) The MITSUBISHI MOTORS Group makes disclo-
sures to all relevant taxation authorities and dis-
closes appropriately and in a timely manner the 
BEPS transfer pricing documentation and other 
information required for submission by multina-
tional enterprises. 
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Governance

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Members of the Board (as of June 22, 2023)
Name
Position
Attributes
Committees
Attendance at Board of Directors and 
Committee Meetings  
(April 2022 to March 2023)
Tenure as Director  
(As of June 22, 2023)
Reasons for Appointment
Tomofumi 
Hiraku
Member of 
the Board
Chairman of 
the Board
Outside  Indep.
Nomination 
Committee
Board of Directors
15 of 15 times
Nomination Committee10 of 10 times*1
2 years
He has served in a series of important roles as Director-General of the Kansai Bureau and 
Director-General of the Manufacturing Industries Bureau for the Ministry of Economy, Trade 
and Industry (METI) and was engaged in energy policy at the Agency for Natural Resources 
and Energy, possessing broad experience and knowledge and a wide network across indus-
trial fields, and we expect he will use these attributes to actively oversee management of the 
Company and provide advice and opinions as Director and Chairman.
Takao  
Kato
Member of 
the Board
Compensation 
Committee
Board of Directors
14 of 15 times
Compensation Committee
8 of 9 times
4 years
He has many years of experience and insight concerning management of MMC’s global busi-
ness, including experience of serving as President of PT Mitsubishi Motors Krama Yudha Indo-
nesia, one of MMC’s largest overseas manufacturing bases. In addition, he has been engaged 
in MMC’s management since June 2019 as CEO. We believe he will play an important role in the 
decisions in significant matters and business execution of the Company.
Hitoshi 
Inada
Member of 
the Board
Audit 
Committee 
(Full time 
Member)
Board of Directors
12 of 12 times
Audit Committee
12 of 12 times*1
1 year
He has an extensive track record and insight in legal affairs, compliance and corporate gov-
ernance earned over many years of developing global business at a general trading company 
and MMC, that we expect him to utilize in the management of the Company.
Shunichi 
Miyanaga
Member of 
the Board
Outside 
Compensation 
Committee 
(Chairperson)
Board of Directors
14 of 15 times
Compensation Committee
9 of 9 times
9 years
He possesses considerable experience and knowledge obtained as top management in cor-
porate management in a global manufacturing company, and we expect he will utilize those 
attributes to actively oversee management of the Company and provide advice and opinions.
Main 
Kohda
Member of 
the Board
Outside  Indep.
Nomination 
Committee 
(Chairperson)
Compensation 
Committee
Board of Directors
15 of 15 times
Nomination Committee
10 of 10 times
Compensation Committee
9 of 9 times
5 years
She possesses deep knowledge about international finance, keen acumen and objective 
perspective as a writer, and considerable insight and experience gained as a Member of the 
Council of the Ministry of Finance and the Ministry of Land, Infrastructure, Transport and Tour-
ism, and we expect she will utilize those attributes to actively oversee management of the 
Company and provide advice and opinions.
Kenichiro 
Sasae
Member of 
the Board
Outside  Indep.
Nomination 
Committee
Compensation 
Committee
Board of Directors
14 of 15 times
Nomination Committee
9 of 10 times
Compensation Committee
8 of 9 times
4 years
He served in a series of important roles at the Ministry of Foreign Affairs and possesses broad 
international understanding and experience as a diplomat, and we expect he will utilize those 
attributes to actively oversee management of the Company and provide advice and opinions.
Hideyuki 
Sakamoto
Member of 
the Board
Outside 
Nomination 
Committee
Board of Directors
15 of 15 times
Nomination Committee
10 of 10 times
4 years
He has a wealth of knowledge and experience in the management of a global automotive 
manufacturer, and we expect that he will utilize those attributes to actively oversee manage-
ment of the Company and provide advice and opinions.
Yoshihiko 
Nakamura
Member of 
the Board
Outside  Indep.
Audit 
Committee 
(Chairperson)
Board of Directors
15 of 15 times
Audit Committee
15 of 15 times
3 years
He has worked for many years as a certified public accountant and possesses extensive 
knowledge as a specialist in accounting audits, and we expect that he will utilize those attri-
butes to actively oversee management of the Company and provide advice and opinions.
Joji 
Tagawa
Member of 
the Board
Outside 
Compensation 
Committee
Board of Directors
15 of 15 times
Compensation Committee
9 of 9 times
3 years
He has a wealth of knowledge and experience in the management of a global automotive 
manufacturer, and we expect that he will utilize those attributes to actively oversee manage-
ment of the Company and provide advice and opinions.
Takahiko 
Ikushima
Member of 
the Board
Outside 
Audit 
Committee
Board of Directors
15 of 15 times
Audit Committee
15 of 15 times
3 years
He has a wealth of knowledge and experience in the management of a global automotive 
manufacturer, and we expect that he will utilize those attributes to actively oversee manage-
ment of the Company and provide advice and opinions.
Takehiko 
Kakiuchi
Member of 
the Board
Outside 
Nomination 
Committee
Board of Directors
11 of 12 times
Nomination Committee
9 of 9 times*1
1 year
He possesses considerable experience, achievements and insight on global business manage-
ment nurtured through his career as top management at a global general trading company, 
and we expect he will utilize those attributes to actively oversee management of the Compa-
ny and provide advice and opinions.
Kanetsugu 
Mike
Member of 
the Board
Outside 
Audit 
Committee
Board of Directors
12 of 12 times
Audit Committee
11 of 12 times*1
1 year
He has a wealth of experience and extensive knowledge as top management of a global inter-
national financial institution, and we expect he will utilize those attributes to actively conduct 
oversee management of the Company and provide advice and opinions.
Junko 
Ogushi
Member of 
the Board
Outside  Indep.
Audit 
Committee
—*2
—
She has distinguished herself as a lawyer over a long period, and we expect that she will use 
her considerable experience and knowledge as a legal professional to actively oversee man-
agement of the Company and provide advice and opinions.
*1 Mr. Hitoshi Inada, Mr. Takehiko Kakiuchi and Mr. Kanetsugu Mike were appointed as director, Audit Committee member and Nomination Committee member, respectively, on June 23, 2022. Accordingly, they have 
attended a different number of Board of Directors and committee meetings than other directors.
*2 Ms. Junko Ogushi was appointed as director and Audit Committee member respectively, on June 22, 2023. Accordingly, no Board of Directors or committee meetings had yet been held for them to attend.
For directors’ career summaries, visit:
WEB  https://www.mitsubishi-motors.com/en/company/director/
Target
l 8.7
Target
l 16.5
Outside Outside director   Indep.  Independent director   
 Male   
 Female
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
Governance

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Environmental Data Related to Products and Business Activities
Sales of Electrified Vehicles
(FY)
Unit
2018
2019
2020
2021
2022
Total electrified vehicles
Vehicles
54,572
75,143
64,561
65,496
93,588
Electrified vehicle sales ratio
%
4
7
8
7
11
Plug-in hybrid electric 
vehicles (PHEV)
Vehicles
47,238
47,758
35,553
43,021
60,660
Japan
Vehicles
6,780
4,970
5,629
11,663
21,544
Overseas
Vehicles
40,458
42,788
29,924
31,358
39,116
Electric vehicles (EV)
Vehicles
766
1,015
1,566
839
10,461
Japan
Vehicles
410
901
1,517
690
9,790
Overseas
Vehicles
356
114
49
149
671
Hybrid electric vehicles 
(HEV)
Vehicles
6,568
26,370
27,442
21,636
22,105
Japan
Vehicles
6,568
26,370
27,442
21,636
22,105
Overseas
Vehicles
0
0
0
0
0
Others*1
Vehicles
—
—
—
—
362
Global sales (including 
vehicles with internal 
combustion engines)
Vehicles 1,243,914 1,126,843
801,442
936,749
834,172
*1 Vehicles received from Renault on an OEM basis (HEV, PHEV)
Product Fuel Economy and CO2 Emissions (Corporate Average)*2
Unit
2018
2019
2020
2021
2022
United 
States 
(fuel 
economy)
Import passenger 
vehicle
mpg
45.9
45.4
45.5
45.3
42.2
Light truck
mpg
35.8
35.9
36.8
35.8
37.5
Europe 
(CO2 
emis-
sions)*3
Passenger 
vehicle
Production fa-
cility: MITSUB-
ISHI MOTORS 
(Japan)
g-CO2/km
121
115.6
99.6
93.0
—
Production fa-
cility: MMTh*4 g-CO2/km
104.2
115.3
—
China 
(fuel 
economy)
Import vehicle
L/100km
12.0
12.0
—
—
—
Local production 
vehicle
L/100km
7.1
7.2
7.5
7.89
7.4
*2 Values reported publicly in respective countries and regions. Values are by model year in the United 
States and by Calender year in Europe and China.
*3 Driving mode: NEDC Mode (until 2020), WLTP Mode (from 2021)
*4 Mitsubishi Motors (Thailand) Co., Ltd.
Business Activity Indicators
CO2 emissions
(FY)
Unit
2018
2019
2020
2021
2022
Production
x103t-CO2
518
464
312
358
314
Non-production
x103t-CO2
70
62
53
53
52
Japan
x103t-CO2
404
348
246
277
226
Asia
x103t-CO2
178
173
116
132
138
Others
x103t-CO2
6
5
3
2
2
Scope 1 (direct emissions)
x103t-CO2
119
110
80
92
95
Scope 2 (indirect emissions)
x103t-CO2
469
416
285
319
271
   (Scope 1+2) Total
x103t-CO2
588
526
365
411
366
Scope 3
x103t-CO2 eq
42,580
35,429
20,286
28,294
28,710
   (Scope 1+2+3) Total
x103t-CO2 eq
43,168
35,955
20,651
28,705
29,076
Target sites: Environmental management target companies for each fiscal year (including the Company) 
Ratio of data coverage obtained from environmental management target companies: 100% 
Please see page 33 for the 20 environmental management target companies in FY2022. 
We have adjusted the requirements for environmental management target companies, 
removing equity-method associates from this scope from FY2021. Totals (Scope 1+2) for 
FY2018–2020 include CO2 emissions from equity-method associates (43 thousand t-CO2 in 
FY2018, 35 thousand t-CO2 in FY2019, 28 thousand t-CO2 in FY2020). 
Of the environmental management system target companies in FY2022, more than 97% 
of sites by CO2 emissions conversion base have acquired ISO 14001 or other environmental 
management system certification.
CO2 emission factors
• Based on “Greenhouse Gas Emissions Conversion, Reporting, and Announcement System based on 
the Act on Promotion of Global Warming Countermeasures”
• Overseas electricity emission factors use values for individual electric power companies. Some bases 
use emission factors obtained annually from the IEA’s “CO2 Emissions from Fuel Combustion” or its 
“Emission Factors.”
ESG Data
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
ESG Data

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Energy Input (Primary and Secondary Energy)
(FY)
Unit
2018
2019
2020
2021
2022
Total amount
PJ*
10.2
9.5
7.0
8.2
8.2
   Production
PJ
9.0
8.3
5.9
7.0
7.0
   Non-production
PJ
1.2
1.2
1.1
1.2
1.2
   Japan
PJ
7.2
6.6
4.9
5.6
5.5
   Asia
PJ
2.9
2.8
2.0
2.5
2.6
   Others
PJ
0.1
0.1
0.1
0.1
0.1
Target sites: Environmental management target companies for each fiscal year (including the Company) 
Ratio of data coverage obtained from environmental management target companies: 100% 
Please see page 33 for the 20 environmental management target companies in FY2022.
* 1015 joules Unit calorific value: Quoted from the “Act on the Rational Use of Energy”
SOx (Sulfur Oxide)
(FY)
Unit
2018
2019
2020
2021
2022
Total emissions
t
218
163
125
50
30
Target sites: Environmental management target companies for each fiscal year (including the Company) 
Ratio of data coverage obtained from environmental management target companies: 100% 
Please see page 33 for the 20 environmental management target companies in FY2022.
Calculation method: calculated the weight of sulfur contained in the used fuel and converted the 
weight into sulfur dioxide (SO2)
NOx (Nitrogen Oxide)
(FY)
Unit
2018
2019
2020
2021
2022
Total emissions
t
65
61
44
58
59
Target sites: Environmental management target companies for each fiscal year (including the Company) 
Ratio of data coverage obtained from environmental management target companies: 100% 
Please see page 33 for the 20 environmental management target companies in FY2022.
Calculation method: Fuel usage volume calculated using the Ministry of the Environment’s “Environ-
mental Activity Evaluation Program” emission factor
VOC (Volatile Organic Compounds)
(FY)
Unit
2018
2019
2020
2021
2022
Total emissions
t
2,354
2,243
1,227
1,511
1,667
Target site: Okazaki Plant, Mizushima Plant, Suiryo Plastic Co., Ltd.
Emissions of Ozone-Depleting Substances
MITSUBISHI MOTORS CORPORATION estimates its FY2022 emissions at 2.3t  
(HCFC equivalent).
Scope 3 Breakdown
(FY)
Category
Unit
2018
2019
2020
2021
2022
Coverage
1 Purchased goods 
and services
x103t-
CO2 eq
6,900
6,331
4,043
5,495
6,806
Consol-
idated 
(only pro-
duction)
2 Capital goods
x103t-
CO2 eq
407
319
310
150
121 Non-con-
solidated
3
Fuel energy not 
included  
in Scope 1 or 2
x103t-
CO2 eq
21
49
36
44
70 Consoli-
dated
4
Upstream transpor-
tation and distribu-
tion
x103t-
CO2 eq
1,278
1,174
541
1,049
1,622 Consoli-
dated
5 Waste generated in 
operations
x103t-
CO2 eq
19
21
11
15
15
Consol-
idated 
(only pro-
duction)
6 Business travel
x103t-
CO2 eq
4
4
4
4
4 Consoli-
dated
7 Employee commut-
ing
x103t-
CO2 eq
14
14
13
13
13 Consoli-
dated
8 Upstream leased 
assets
x103t-
CO2 eq
—
—
—
—
—
—
9
Downstream trans-
portation and distri-
bution
x103t-
CO2 eq
—
—
—
—
—
—
10 Processing of sold 
products
x103t-
CO2 eq
—
—
—
—
—
—
11 Use of sold products
x103t-
CO2 eq
33,199
26,833
14,927
20,981
19,530 All desti-
nation
12 End-of-life treatment 
of sold products
x103t-
CO2 eq
727
671
382
529
517 All desti-
nation
13 Downstream leased 
assets
x103t-
CO2 eq
—
—
—
—
—
—
14 Franchises
x103t-
CO2 eq
12
13
19
14
12
Some 
dealers in 
Japan
15 Investment
x103t-
CO2 eq
—
—
—
—
—
—
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
ESG Data

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Generated Waste
(FY)
Unit
2018
2019
2020
2021
2022
Total emissions
x103t
187
202
109
143
141
   Production
x103t
176
194
103
137
134
   Non-production
x103t
11
8
6
6
7
Target sites: Environmental management target companies for each fiscal year (including the Company) 
Ratio of data coverage obtained from environmental management target companies: 100% 
Please see page 33 for the 20 environmental management target companies in FY2022.
Generated Waste and Externally Disposed Waste
(FY)
Unit
2018
2019
2020
2021
2022
Total amount produced
x103t
104
89
58
85
84
   Externally disposed waste
x103t
56
53
40
54
60
   Internal recycle
x103t
48
36
18
31
24
Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant
Raw Material Input
(FY)
Unit
2018
2019
2020
2021
2022
Iron and aluminum
x103t
154
141
97
117
139
Resin
x103t
2.5
2.1
1.1
2.4
2.9
Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant
Withdrawn Water Volume
(FY)
Unit
2018
2019
2020
2021
2022
Total amount
x103m3
6,211
5,915
4,420
4,640
4,659
   Production
x103m3
5,901
5,654
4,188
4,389
4,405
   Non-production
x103m3
310
261
232
251
254
   City water
x103m3
878
988
718
383
438
   Industrial water
x103m3
3,412
3,280
2,594
2,938
2,907
   Underground water
x103m3
1,921
1,647
1,108
1,319
1,314
Target sites: Environmental management target companies for each fiscal year (including the Company) 
Ratio of data coverage obtained from environmental management target companies: 100% 
Please see page 33 for the 20 environmental management target companies in FY2022.
• MMKI recycles and reuses some of its wastewater. In FY2022, roughly 181 thousand m3 of water was 
recycled. (Roughly 4% of total MITSUBISHI MOTORS Group water withdrawal.)
Wastewater Volume
(FY)
Unit
2018
2019
2020
2021
2022
Total amount
x103m3
4,504
4,104
3,266
3,316
3,311
   Production
x103m3
4,194
3,843
3,034
3,254
3,238
   Non-production
x103m3
310
261
232
62
73
   Sewage
x103m3
2,396
2,041
1,713
1,581
1,410
   Public waters
x103m3
2,108
2,063
1,553
1,735
1,901
Target sites: Environmental management target companies for each fiscal year (including the Company) 
Ratio of data coverage obtained from environmental management target companies: 100% 
Please see page 33 for the 20 environmental management target companies in FY2022.
• Includes some estimated figures.
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
ESG Data

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Environmental Accounting
Environmental Conservation Costs
(FY)
Category
Main Initiatives Details
Unit
2020
2021
2022
Investment
Cost
Investment
Cost
Investment
Cost
Business Area Cost
Pollution Prevention Cost
Preventing air pollution, 
water pollution and soil 
pollution
Million yen
203
629
591
658
616
663
Global Environmental Con-
servation Cost
Preventing global warming 
and the ozone depletion
Million yen
346
13
78
10
183
56
Resource Circulation Cost
Reduction, proper disposal 
and recycling of the waste
Million yen
0
933
0
732
0
754
Upstream/Downstream 
Costs
Withdrawing used bumpers and corresponding  
automobile recycling law
Million yen
0
1,661
0
1,430
1
1,287
Administration Activity 
Cost
Maintaining certification of ISO14001, educating  
employees and monitoring
Million yen
18
588
30
561
66
551
R&D Cost
Research and development about reductions in  
environmental impact of products such as improving 
fuel economy and exhaust gas measures
Million yen
456
32,731
661
27,691
822
41,908
Social Activity Cost
Hands-on environmental lessons, supporting global 
environmental activity, donation to environmental 
groups and disclosing environmental information
Million yen
47
189
0
241
0
269
Environmental  
Remediation Cost
Compensation for environmental damage by business 
activities
Million yen
0
5
0
2
0
1
Total
Million yen
1,070
36,749
1,359
31,324
1,688
45,489
Unit
Capital investment
R&D cost
Capital investment
R&D cost
Capital investment
R&D cost
<Reference> Group-wide capital investment, R&D cost
100 Million yen
764
1,014
627
907
786
1,072
Target site: MITSUBISHI MOTORS CORPORATION
Economic Benefit Associated with Environmental Conservation Activities (Actual Benefits)	
(FY)
Category
Details of Benefit
Unit
2020
2021
2022
Revenue
Operating revenue from the sale of recycled waste products 
and used products produced through key business
Million yen
1,083
2,540
2,518
Cost Reduction
Energy expense saving through energy conservation
Million yen
2,333
(1,057)
(4,458)
Water expense saving through water conservation
Million yen
31
14
(7)
Disposal cost saving through lower resource input or recycle
Million yen
(551)
389
(140)
Packaging materials cost saving through recycling
Million yen
369
379
120
Total
Million yen
3,265
2,265
(1,982)
Target site: MITSUBISHI MOTORS CORPORATION
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
ESG Data

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Human Resource-Related Data
Number of Employees (persons)
FY2018
FY2019
FY2020
FY2021
FY2022
Number of 
employees 
(noncon-
solidated)
Regular  
employees
Male
12,695
12,848
12,403
12,309
12,139
Female
1,476
1,559
1,548
1,520
1,532
Total
14,171
14,407
13,951
13,829
13,671
Non-regular  
employees
Male
—
2806
2215
3045
3076
Female
—
470
359
396
454
Total
—
3276
2574
3441
3530
Of which, part-
time employees
Male
—
35
78
318
341
Female
—
77
68
79
91
Total
—
112
146
397
432
Number of 
employees 
(consoli-
dated)
Regular  
employees
31,314
32,171
30,091
28,796
28,428
Non-regular employees  
(Percentage of 
non-regular employees)
8,682
(22%)
7,558
(19%)
6,434
(18%)
7,948
(22%)
8,123
(22%)
Number of 
Employees 
by Region
Japan
Regular employees
—
—
—
—
18,847
Non-regular  
employees
—
—
—
—
4,261
Asia
Regular employees
—
—
—
—
8,518
Non-regular  
employees
—
—
—
—
3,744
North America
Regular employees
—
—
—
—
508
Non-regular  
employees
—
—
—
—
50
Europe
Regular employees
—
—
—
—
291
Non-regular  
employees
—
—
—
—
57
Australia and 
others
Regular employees
—
—
—
—
264
Non-regular  
employees
—
—
—
—
11

(As of each fiscal year-end)
Number of Employees by Region in FY2022: 28,428 (consolidated)
Number of Locally-Hired Managerial Employees at Overseas Subsidiaries
FY2018
FY2019
FY2020
FY2021
FY2022
Number of mana-
gerial employees
Persons
1,028
1,098
1,018
1,099
1,174
Ratio
11.0%
10.2%
10.6%
11.5%
12.3%
Number of employees
9,762
10,736
9,631
9,549
9,581
Number of Female Management*1
FY2018
FY2019
FY2020
FY2021
FY2022
Persons
58
68
74
80
98
Ratio
3.5%
3.9%
3.5%
4.1%
6.0%
General manager or above
11
13
14
13
14
*1 Figures for FY2022 are as of end-March. FY2022 ratio is calculated based on the number of all man-
agerial employees in the non-consolidated. From FY2018 to FY2021, figures are as of July of each 
year and include dispatched personnel on leave and secondees, excluding medical workers. 
Number of Female executives
Jul. 2019
Jul. 2020
Jul. 2021
Jul. 2022
Jul. 2023
Persons*2
5
5
3
3
3
Ratio
12.5%
12.5%
8.8%
8.3%
8.6%
*2 Number of female executives includes outside directors
Employee Composition (non-consolidated)
FY2018
FY2019
FY2020
FY2021
FY2022
Average age Male
41.6
41.4
41.1
41.9
42.3
Female
38.5
38.1
37.5
38.5
38.8
Average 
years of 
service
Male
16.7
16.2
15.8
15.9
15.8
Female
12.4
11.6
11.1
11.7
11.9
Number of 
employees 
who have 
left the 
company 
(total)
Retirement
272
381
203
191
298
Voluntary 
retirement 
(Percentage 
of voluntary 
retirement)
240
(1.7%)
303
(2.1%)
305
(2.2%)
418
(3.0%)
392
(2.9%)
Involuntary 
retirement
7
14
11
10
13
Work trans-
fer, other
14
37
483
25
36
Total
533
735
1,002
644
739
Japan
18,847
(66%)
Asia
8,518
(30%)
Australia and others 264 (1%)
Europe 291 (1%)
North America 
508 (2%)
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
ESG Data

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Number of New Graduates Hired
FY2018
FY2019
FY2020
FY2021
FY2022
University graduate/
Master’s degree or above
Male
226
229
204
42
104
Female
47
76
76
16
23
Junior college/ voca-
tional school graduates
Male
5
1
0
5
2
Female
0
0
0
5
0
High school  
graduates/other
Male
83
138
182
54
74
Female
7
16
9
1
4
Total
Male
314
368
386
101
106
Female
54
92
85
22
23
Number of Mid-Career Employees
FY2018
FY2019
FY2020
FY2021
FY2022
Administrative and 
engineering staff
Male
200
150
7
143
252
Female
64
35
4
23
57
Manufacturing 
workers
Male
0
0
0
275
0
Female
0
0
0
5
0
Total
Male
200
150
7
418
252
Female
64
35
4
28
57
Wage Levels
(As of April 1, 2023)
Monthly  
compensation
Comparison 
with local 
minimum 
wage*1
Starting salary
High school graduate Adminis-
trative and Engineering staff
¥176,400
110%
High school graduate  
Manufacturing Worker
¥181,300
113%
Technical college graduate
¥195,000
112%
Junior college graduate
¥179,800
103%
University graduate
¥233,000
134%
Master’s degree
¥249,300
143%
Doctor of Philosophy
¥275,500
158%
Average salary of all employees (annual)
¥7,437,000
Percentage of women’s 
salaries to men’s salaries (annual)
78.9%
Ratio of Performance- 
Linked Compensation
General Manager
Maximum of 35% of 
annual basic salary
General Manager  
(responsible for specific duties)
Maximum of 30% of 
annual basic salary
Manager
Maximum of 20% of 
annual basic salary
*1 Minimum wages are calculated based on the minimum wage in Aichi Prefecture (¥986/hour) for high 
school graduates and the minimum wage in Tokyo (¥1,072 /hour) for non-high school graduates as 
of April 2023, assuming eight-hour work days and 20.3 days per month. 
Salary levels are based on job classification, so there is no disparity in salary based on race, national-
ity, gender or other factors among people performing the same job.
Working Hours and Ratio of Paid Leave Taken
FY2018
FY2019
FY2020
FY2021
FY2022
Total working 
hours per person  
per year
2,131.2 
hours
2,013.6 
hours
1,880.8 
hours
1,960.3 
hours
1,946.7 
hours
Overtime 
worked per  
person per year
372.3  
hours
288.6  
hours
221.4  
hours
248.7  
hours
298.9  
hours
Ratio of annual 
paid leave taken*2
86.6%
100.6%
99.2%
89.5%
94.8%
*2 Days of annual paid leave taken during the year 
(days carried forward from the previous year + days granted for the current year) 
                         Days of annual paid leave granted for the current year
Number of Persons Taking Childcare Leave and Retention Rate of Returnees
FY2018
FY2019
FY2020
FY2021
FY2022
Number of  
persons taking 
childcare leave*3
Male
10
49
35
88
150
Female
121
145
46
68
57
Total
131
194
81
156
207
Retention rate of returnees*4
100%
97.7%
96%
95%
94%
*3 The FY2022 figure of 150 male employees taking childcare leave includes 22 employees taking child-
care leave at birth.
*4 Total number of employees still employed 12 months after returning to work from childcare leave 
  Total number of employees whose childcare leave ended during the previous reporting period ×100
×100
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
ESG Data

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
FY2022 training led by the Human Resources Division
Number of employees who took courses 
during the year (total)
10,089
Total number of hours attended
117,845 hours
Number of course hours/days attended per 
employee
8.6 hours/1.08 days
Training expenses per employee
¥9,414
Accident Rate (Accident Frequency)
FY2018
FY2019
FY2020
FY2021
FY2021
Overall accident rate*6
0.54
0.42
0.30
0.20
0.31
Accident rate with loss of 
workdays*7
0.13 
0.10 
0.00
0.03
0.06
*6 Number of accidents with or without loss of workdays per 1 million working hours
*7 Number of accidents with loss of workdays per 1 million working hours
Employee Shareholding Association
As of March 2023
Number of members of 
the employee sharehold-
ing association
925
Membership rate
6.2%
Shares owned
2,002,092
2023
2021
2022
2019
2020
0
100
200
300
400
500
0.0
0.5
1.0
1.5
2.0
2.5
(persons)
(%)
2.14
2.2
2.39
2.41
2.32
Employment rate
Number of disabled persons hired (as of April)
349.0
363.0
361.0
370.5
360.0
*4 The number of persons hired and the employment rate are calculated in accordance with the “Act 
to Facilitate the Employment of Persons with Disabilities,” with the employment of one person with 
a severe physical or intellectual disability being counted as two persons.
*5 In principle, employment of a one with reduced working hour worker is calculated as 0.5 persons. How-
ever, one part-time worker with a severe physical or intellectual disability is counted as one person.
Number of Persons Who Utilize Major Programs to Promote Work-Life-Balance
FY2022 Results
Male
Female
Total
Childcare
Pregnancy leave
—
11
11
Maternity leave
—
70
70
Spousal maternity leave
181
—
181
Childcare leave
128
 57
185
Childcare leave at birth
22
—
22
Child nursing leave
395
184
579
Reduced working hours for childcare
8
159
167
Nursing care
Nursing care leave
7
2
9
Short-term nursing care leave
304
69
373
Reduced working hours for 
nursing care
1
3
4
Miscellaneous
Life plan leave
131
39
170
Accumulation of unused paid leave
873
57
930
Flextime system (including 
managerial employees)*1
6,345
1,175
7,520
Reemployment system
   Number of employees 
registered as candidates for 
re-hiring under the re-
employment system
   (Returnees in FY2022)*2
10 (0)
11 (0)
21 (0)
Accompanying leave
   (Returnees in FY2022)*3
0 (0)
9 (1)
9 (1)
*1 With regard to the flextime system, the number of employees eligible to use the system (as of April 
1, 2022)
*2 Four returnees in FY2021
*3 Three returnees in FY2021
Employment of People with Disabilities*4, 5
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
ESG Data

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Governance-Related Data
Overview of Corporate Governance in End of FY2022
Organizational form
Company with a Nomination Commit-
tee, etc
Board of Directors members
13
Outside directors
11
      Of whom, independent directors
5
Number of Board of Directors meetings
15
Ratio of attendance at Board of Directors meetings 98%
   Of which, ratio of attendance by outside directors 98%
Chairperson of the Board of Directors
Chairman of the Board
Statutory committees
Nomination Committee, Compensation 
Committee, Auditor Committee
Nomination Committee
5 (including 5 outside directors) 
Chairperson: Outside director  
(independent director)
Compensation Committee
5 (including 4 outside directors) 
Chairperson: Outside director
Auditor Committee
5 (including 4 outside directors)  
Chairperson: Outside director  
(independent director)
Total Compensation in FY2022
Information related to total compensation is disclosed in the Annual Securities Report.
WEB  https://www.mitsubishi-motors.com/en/investors/library/yuka.html
Compliance-Related Data
FY2018
FY2019
FY2020
FY2021
FY2022
Number of reports to 
or consultations with 
the internal Employee 
Consultation Office 
(helpline)
MITSUBISHI 
MOTORS
194
166
112
109
74
Number of reports to 
or consultations with 
the outside attorney 
consultation office 
(helpline)
MITSUBISHI 
MOTORS
13
4
2
5
3
Number of reports to 
or consultations with 
the MITSUBISHI MO-
TORS Global Hotline
MITSUBISHI 
MOTORS
14
25
14
19
16
Number of reports to 
or consultations with 
the Business Partner 
Helpline
MITSUBISHI 
MOTORS
0
3
4
1
1
Serious violations that 
damage trust with cus-
tomers, investors, etc. 
MITSUBISHI 
MOTORS,  
affiliated  
companies
0
0
0
0
0
Harassment 
resulting in 
disciplinary 
action
Sexual 
harass-
ment
MITSUBISHI 
MOTORS
1
7
0
5
0
Affiliated  
companies
1
5
1
1
2
Bullying
MITSUBISHI 
MOTORS
0
3
1
1
6
Affiliated  
companies
0
2
4
1
1
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023
ESG Data

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
GRI 1: Foundation 2021
Statement of use
MITSUBISHI MOTORS CORPORATION has referred to GRI standards and reports the information contained in this reference chart for the period from April 1, 2022 to 
March 31, 2023.
GRI 2: General Disclosures 2021
Item
Index for applicable pages
1. The organization and its reporting practices
2-1 
Organizational details
   a. Its legal name
   b. Its nature of ownership and legal form
   c. The location of its headquarters
   d. Its countries of operation
Corporate Overview
Securities Report, (P4-5) Description of business, (P6-9) Status of subsidiaries 
and associates
2-2 
Entities included in the organization’s sustainability reporting
Securities Report (P6-10) Status of subsidiaries and associates
2-3 
Reporting period, frequency and contact point
   a. The reporting period for, and the frequency of, its sustainability reporting
   b. The reporting period for its financial reporting and, if it does not align with the period for its sus-
tainability reporting, explain the reason for this
   c. The publication date of the report or reported information
   d. The contact point for questions about the report or reported information
Editorial Policy
2-4 
Restatements of information
N/A
2-5 
External assurance
   a. Its policy and practice for seeking external assurance
   b. A link or reference to the external assurance report(s) or assurance statement(s), and what has 
been assured and on what basis
Third-Party Assurance
2. Activities and workers
2-6 
Activities, value chain and other business relationships
   a. The sector(s) in which it is active
   b. Its value chain
   c. Other relevant business relationships
   d. Significant changes compared to the previous reporting period
Social＞Achieving a Sustainable Supply Chain
Securities Report (P4-5) Description of business
GRI Standards Reference Chart
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Item
Index for applicable pages
2-7 
Employees
   a. The total number of employees, and a breakdown of this total by gender and by region
   b. The total number of permanent employees and temporary employees, and a breakdown by gender 
and by region
Corporate Overview
ESG Data＞Human Resource-Related Data
Securities Report (P11-12) Employees
2-8 
Workers who are not employees
   a. The total number of workers who are not employees and whose work is controlled by the organization
   b. The methodologies and assumptions used to compile the data
   c. Significant fluctuations in the number of workers who are not employees during the reporting 
period and between reporting periods
—
3. Governance
2-9 
Governance structure and composition
   a. Its governance structure, including committees of the highest governance body
   b. The committees of the highest governance body that are responsible for decision-making on and 
overseeing the management of the organization’s impacts on the economy, environment, and people
   c. The composition of the highest governance body and its committees
Governance＞Corporate Governance＞System of Corporate Governance
Governance＞Internal Control
Sustainability Strategy＞Sustainability Management＞Framework for Promoting 
Sustainability
Corporate Governance Report (P38) Corporate Governance and Business Execu-
tion Structures
2-10 
Nomination and selection of the highest governance body
   a. The nomination and selection processes for the highest governance body and its committees
   b. The criteria used for nominating and selecting highest governance body members
Corporate Governance Report (P1-30)
I. Basic Views on Corporate Governance, Capital Structure, Corporate Profile and 
Other Basic Information
II. Business Management Organization and Other Corporate Governance Systems 
regarding Decision-making, Execution of Business, and Oversight in Management
2-11 
Chair of the highest governance body
   a. Whether the chair of the highest governance body is also a senior executive in the organization
Securities Report (P53) Information about corporate governance, etc.
2-12 
Role of the highest governance body in overseeing the management of impacts
   a. The role of the highest governance body and of senior executives in developing, approving, and 
updating the organization’s purpose, value or mission statements, strategies, policies, and goals 
related to sustainable development
   b. The role of the highest governance body in overseeing the organization’s due diligence and other pro-
cesses to identify and manage the organization’s impacts on the economy, environment, and people
   c. The role of the highest governance body in reviewing the effectiveness of the organization’s pro-
cesses, and the frequency of this review.
Securities Report (P18-22) Business-related risks, (P53-97) Information about 
corporate governance, etc.
Governance＞Risk Management＞Development of Risk Management Framework
Sustainability Strategy＞Sustainability Management＞Framework for Promoting 
Sustainability
2-13 
Delegation of responsibility for managing impacts
   a. How the highest governance body delegates responsibility for managing the organization’s im-
pacts on the economy, environment, and people
   b. The process and frequency for senior executives or other employees to report back to the highest 
governance body on the management of the organization’s impacts on the economy, environ-
ment, and people
Securities Report (P53-97) Information about corporate governance, etc.
Sustainability Strategy＞Sustainability Management＞Framework for Promoting 
Sustainability
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Item
Index for applicable pages
2-14 Role of the highest governance body in sustainability reporting
   a. The process for reviewing and approving the reported information, including the organization’s 
material topics by the highest governance body
Sustainability Strategy＞Sustainability Management＞Framework for Promoting 
Sustainability
2-15 
Conflicts of interest
   a. The processes for the highest governance body to ensure that conflicts of interest are prevented 
and mitigated
   b. Whether conflicts of interest are disclosed to stakeholders
Governance＞Corporate Governance＞Conflicts of Interest
Corporate Governance Report (P1) Basic Views on Corporate Governance, Capital 
Structure, Corporate Profile and Other Basic Information
2-16 
Communication of critical concerns
   a. Whether and how critical concerns are communicated to the highest governance body
   b. The total number and the nature of critical concerns that were communicated to the highest gov-
ernance body during the reporting period
Governance＞Compliance＞Management Structure
2-17 Collective knowledge of the highest governance body
   a. Measures taken to advance the collective knowledge, skills, and experience of the highest gover-
nance body on sustainable development
Corporate Governance Report (P1-12) Basic Views on Corporate Governance,  
Capital Structure, Corporate Profile and Other Basic Information
2-18 
Evaluation of the performance of the highest governance body
   a. The processes for evaluating the performance of the highest governance body in overseeing the 
management of the organization’s impacts on the economy, environment, and people
   b. Whether the evaluations are independent or not, and the frequency of the evaluations
   c. Actions taken in response to the evaluations, including changes to the composition of the highest 
governance body and organizational practices
Governance＞Corporate Governance＞System of Corporate Governance
Corporate Governance Report (P1-12) Basic Views on Corporate Governance,  
Capital Structure, Corporate Profile and Other Basic Information
2-19 
Remuneration policies
   a. The remuneration policies for members of the highest governance body and senior executives
   b. How the remuneration policies for members of the highest governance body and senior executives 
relate to their objectives and performance in relation to the management of the organization’s 
impacts on the economy, environment, and people
Commitment of Top Management
Governance＞Executive Remuneration
Corporate Governance Report (P24) Incentives
Securities Report (P91-96) Information about corporate governance, etc.
2-20 
Process to determine remuneration
   a. The process for designing its remuneration policies and for determining remuneration
   b. The results of votes of stakeholders (including shareholders) on remuneration policies and propos-
als
Governance＞Executive Remuneration
Corporate Governance Report (P24) Incentives
Securities Report (P91-96) Information about corporate governance, etc.
2-21 
Annual total compensation ratio
   a. The ratio of the annual total compensation for the organization’s highest-paid individual to the 
median annual total compensation for all employees (excluding the highest-paid individual)
   b. The ratio of the percentage increase in annual total compensation for the organization’s high-
est-paid individual to the median percentage increase in annual total compensation for all em-
ployees (excluding the highest-paid individual)
—
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Item
Index for applicable pages
4. Strategy, policies and practices
2-22 
Statement on sustainable development strategy
   a. A statement from the highest governance body or most senior executive of the organization about 
the relevance of sustainable development to the organization and its strategy for contributing to 
sustainable development
Commitment of Top Management
2-23 Policy commitments
   a. Its policy commitments for responsible business conduct
   b. Its specific policy commitment to respect human rights
   c. Links to the policy commitments
   d. The level at which each of the policy commitments was approved
   e. The extent to which the policy commitments apply to the organization’s activities and to its busi-
ness relationships
   f. How the policy commitments are communicated to workers, business partners, and other relevant parties
Sustainability Strategy＞Corporate Philosophy and Policy
Social＞Respect for Human Rights＞Human Rights Policy
Social＞Achieving a Sustainable Supply Chain＞Basic Approach
Governance＞Compliance＞Basic Approach and Policies
2-24 
Embedding policy commitments
   a. How it embeds each of its policy commitments for responsible business conduct throughout its 
activities and business relationships 
Sustainability Strategy＞Sustainability Management＞Framework for Promoting 
Sustainability
Social＞Respect for Human Rights
Social＞Achieving a Sustainable Supply Chain＞Management Structure
Governance＞Compliance
Securities Report (P14-17) Approach to and initiatives for sustainability
2-25 
Processes to remediate negative impacts
   a. Its commitments to provide for or cooperate in the remediation of negative impacts that the or-
ganization identifies it has caused or contributed to
   b. Its approach to identify and address grievances, including the grievance mechanisms that the 
organization has established or participates in
   c. Other processes by which the organization provides for or cooperates in the remediation of nega-
tive impacts that it identifies it has caused or contributed to
   d. How the stakeholders who are the intended users of the grievance mechanisms are involved in the 
design, review, operation, and improvement of these mechanisms
   e. How the organization tracks the effectiveness of the grievance mechanisms and other remedia-
tion processes
Environment＞Environmental Management＞Environmental Risk Management
Social＞Respect for Human Rights＞Human Rights Policy
Social＞Respect for Human Rights＞Access to Assistance
Governance＞Compliance＞Establishment of Internal and External Consultation 
Offices
2-26 
Mechanisms for seeking advice and raising concerns
Environment＞Environmental Management＞Environmental Risk Management
Social＞Respect for Human Rights＞Access to Assistance
Governance＞Compliance＞Establishment of Internal and External Consultation Offices
2-27 
Compliance with laws and regulations
   a. The total number of significant instances of non-compliance with laws and regulations during the 
reporting period
   b. The total number and the monetary value of fines for instances of noncompliance with laws and 
regulations that were paid during the reporting period
Governance＞Compliance
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Item
Index for applicable pages
2-28 
Membership associations
   a. Industry associations, other membership associations, and national or international advocacy 
organizations in which it participates in a significant role
Sustainability Strategy＞Sustainability Management＞Participation in External 
Organizations
Social＞Promotion of Work Style Reforms in Response to the New Normal＞ 
Participating in Initiatives Outside the Company
Social＞Respect for Human Rights＞Management Structure
Social＞Achieving a Sustainable Supply Chain＞Participating in Outside Initiatives
5. Stakeholder engagement
2-29 
Approach to stakeholder engagement
Sustainability Strategy＞Sustainability Management＞Stakeholder Engagement
2-30 
Collective bargaining agreements
   a. The percentage of total employees covered by collective bargaining agreements
Social＞Promoting Occupational Health and Safety＞Labor-Management Relations
GRI 3: Material topics 2021
Item
Index for applicable pages
3-1 
Process to determine material topics
Sustainability Strategy＞Sustainability Management＞MITSUBISHI MOTORS’  
Materiality
3-2 
List of material topics
   a. List of material topics
   b. Changes to the list of material topics compared to the previous reporting period
Sustainability Strategy＞Sustainability Management＞MITSUBISHI MOTORS’  
Materiality
3-3 
Management of material topics
   a. The actual and potential, negative and positive impacts on the economy, environment, and peo-
ple, including impacts on their human rights
   b. Whether the organization is involved with the negative impacts through its activities or as a result 
of its business relationships
   c. Its policies or commitments regarding the material topic
   d. Actions taken to manage the topic and related impacts
   e. Information about tracking the effectiveness of the actions taken
   f. How engagement with stakeholders has informed the actions taken and how it has informed 
whether the actions have been effective
Sustainability Strategy＞Sustainability Management＞MITSUBISHI MOTORS’  
Materiality
Top Pages of Performance Reports for Each Material Issue P36, 54, 57, 61, 63, 
66, 70, 76, 81, 85, 88, 95, 99, 105
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Item
Index for applicable pages
Economical
GRI201: Economic performance 2016
201-1
a. Direct economic value generated and distributed
b. Where significant, report EVG&D separately at country, regional, or market levels, and the criteria used for defin-
ing significance
Securities Report (P101) Consolidated statement of income
Social＞Promoting Social Contribution Activities＞Basic 
Approach and Policies
201-2
a. Risks and opportunities posed by climate change that have the potential to generate substantive changes in 
operations, revenue, or expenditure
Environment＞Responding to Climate Change and Energy 
Issues
Securities Report (18-22) Business-related risks
201-3
a. If the plan’s liabilities are met by the organization’s general resources, the estimated value of those liabilities
b. If a separate fund exists to pay the plan’s pension liabilities, its explain
c. If a fund set up to pay the plan’s pension liabilities is not fully covered, explain the strategy, if any, adopted by 
the employer to work towards full coverage, and the timescale, if any, by which the employer hopes to achieve 
full coverage
d. Percentage of salary contributed by employee or employer
e. Level of participation in retirement plans
Securities Report (P131-133) Retirement benefits
201-4
a. Total monetary value of financial assistance received by the organization from any government during the re-
porting period
b. The information in 201-4-a by country
c. Whether, and the extent to which, any government is present in the shareholding structure
—
GRI 202: Market Presence 2016
202-1
Ratios of standard entry level wage by gender compared to local minimum wage
ESG Data＞Human Resource-Related Data
202-2
Proportion of senior management hired from the local community
ESG Data＞Human Resource-Related Data
GRI 203: Indirect Economic Impacts 2016
203-1
Infrastructure investments and services supported
Social＞Contribution to Local Economy through Business 
Activities＞Basic Approach
203-2
Examples of significant identified indirect economic impacts of the organization, including positive and negative 
impacts
Social＞Contribution to Local Economy through Business 
Activities＞Basic Approach
GRI 204: Procurement Practices 2016
204-1
Proportion of spending on local suppliers
Social＞Achieving a Sustainable Supply Chain＞Promotion 
of Localization
GRI 205: Anti-corruption 2016
205-1
Operations assessed for risks related to corruption
Governance＞Compliance＞Anti-Corruption
205-2
Communication and training about anti-corruption policies and procedures
Governance＞Compliance＞Anti-Corruption
205-3
Confirmed incidents of corruption and actions taken
Governance＞Compliance＞Anti-Corruption
GRI 206: Anti-competitive Behavior 2016
206-1
Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
Governance＞Compliance＞Management Structure
GRI 207: TAX 2019
207-1
Approach to tax
Governance＞Compliance＞Approach to Taxation
207-2
Tax governance, control, and risk management
Governance＞Compliance＞Approach to Taxation
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Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Item
Index for applicable pages
207-3
Stakeholder engagement and management of concerns related to tax
Governance＞Compliance＞Approach to Taxation
207-4
Country-by-country reporting
—
Environment
GRI 301: Materials 2016
301-1
Materials used by weight or volume
ESG Data＞Environmental Data Related to Products and 
Business Activities
301-2
Percentage of recycled input materials used to manufacture the organization’s primary products and services
—
301-3
Reclaimed products and their packaging materials
Environment＞Resource Recycling Initiatives
GRI302: Energy 2016
302-1
Energy consumption within the organization
ESG Data＞Environmental Data Related to Products and 
Business Activities
302-2
Energy consumption outside of the organization
ESG Data＞Environmental Data Related to Products and 
Business Activities
302-3
Energy intensity
—
302-4
Reduction of energy consumption
ESG Data＞Environmental Data Related to Products and 
Business Activities
302-5
Reductions in energy requirements of products and services
ESG Data＞Environmental Data Related to Products and 
Business Activities
GRI 303: Water and Effluents 2018
303-1
Interactions with water as a shared resource
Environment＞Conservation of Water Resources
303-2
Management of water discharge-related impacts
Environment＞Conservation of Water Resources
303-3
Water withdrawal
ESG Data＞Environmental Data Related to Products and 
Business Activities
Environment＞Conservation of Water Resources
303-4
Water discharge
ESG Data＞Environmental Data Related to Products and 
Business Activities
WEB＞Atmosphere/Wastewater Quality/PRTR-designated 
Pollutants Data
Environment＞Conservation of Water Resources
303-5
Water consumption
ESG Data＞Environmental Data Related to Products and 
Business Activities
GRI 304: Biodiversity 2016
304-1
Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value 
outside protected areas
Environment＞Preservation of Biodiversity
304-2
Significant impacts of activities, products, and services on biodiversity
Environment＞Preservation of Biodiversity
304-3
Habitats protected or restored
Environment＞Preservation of Biodiversity
304-4
IUCN Red List species and national conservation list species with habitats in areas affected by operations
WEB＞ESG Data＞Biodiversity Data
GRI305: Emissions 2016
305-1
Direct GHG emissions (Scope 1)
ESG Data＞Environmental Data Related to Products and 
Business Activities
Responding to Climate Change and Energy Issues＞ 
Reducing CO2 Emissions across the Supply Chain
305-2
Energy indirect GHG emissions (Scope 2)
ESG Data＞Environmental Data Related to Products and 
Business Activities
Responding to Climate Change and Energy Issues＞ 
Reducing CO2 Emissions across the Supply Chain
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Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Item
Index for applicable pages
305-3
Other indirect GHG emissions (Scope 3)
ESG Data＞Environmental Data Related to Products and 
Business Activities
Responding to Climate Change and Energy Issues＞ 
Reducing CO2 Emissions across the Supply Chain
305-4
GHG emissions intensity
ESG Data＞Environmental Data Related to Products and 
Business Activities
305-5
Reduction of GHG emissions
ESG Data＞Environmental Data Related to Products and 
Business Activities
Identifying Material Issues
Environment＞Environmental Plan Package＞Environmental 
Targets 2030
Sustainability Strategy＞Management Strategy and  
Sustainability＞Revising Environmental Targets 2030
305-6
Emissions of ozone-depleting substances (ODS)
ESG Data＞Environmental Data Related to Products and 
Business Activities
305-7
Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions
Prevention of Pollution＞Preventing Air Pollution
ESG Data＞Environmental Data Related to Products and 
Business Activities
WEB＞ESG Data＞Atmosphere/Wastewater Quality/ 
PRTR-designated Pollutants Data
GRI 306: Waste 2020
306-1
Waste generation and significant waste-related impacts
Environment＞Resource Recycling Initiatives
306-2
Management of significant waste-related impacts
Environment＞Resource Recycling Initiatives
306-3
Waste generated
ESG Data＞Environmental Data Related to Products and 
Business Activities
Environment＞Resource Recycling Initiatives
306-4
Waste diverted from disposal
WEB＞ESG Data＞Atmosphere/Wastewater Quality/ 
PRTR-designated Pollutants Data
306-5
Waste directed to disposal
WEB＞ESG Data＞Atmosphere/Wastewater Quality/ 
PRTR-designated Pollutants Data
GRI 307: Environmental Compliance 2016
307-1
Non-compliance with environmental laws and regulations
Environment＞Environmental Management＞ 
Environmental Risk Management
GRI 308: Supplier Environmental Assessment 2016
308-1
New suppliers that were screened using environmental criteria
Social＞Achieving a Sustainable Supply Chain
308-2
Negative environmental impacts in the supply chain and actions taken
Social＞Achieving a Sustainable Supply Chain
Social
GRI 401: Employment 2016
401-1
Total number and rate of new employee hires during the reporting period, by age group, gender and region
ESG Data＞Human Resource-Related Data
401-2
Benefits provided to full-time employees that are not provided to temporary or part-time employees
ESG Data＞Human Resource-Related Data
Securities Report (P131-133) Retirement benefits
401-3
Total number of employees that took parental leave, by gender
ESG Data＞Human Resource-Related Data
GRI 402: Labor/Management Relations 2016
402-1
Minimum notice periods regarding operational changes
Social＞Promoting Occupational Health and Safety＞ 
Labor-Management Relations
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Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Item
Index for applicable pages
GRI403: Occupational Health and Safety 2018
403-1
Occupational health and safety management system
Social＞Promoting Occupational Health and Safety＞ 
Basic Approach
Social＞Promoting Occupational Health and Safety＞ 
Management Structure
403-2
Hazard identification, risk assessment, and incident investigation
Social＞Promoting Occupational Health and Safety＞ 
Initiatives to Ensure Workplace Safety
403-3
Occupational health services
Social＞Promoting Occupational Health and Safety＞ 
Management Structure
403-4
Worker participation, consultation, and communication on occupational health and safety
Social＞Promoting Occupational Health and Safety＞ 
Management Structure
403-5
Worker training on occupational health and safety
Social＞Promoting Occupational Health and Safety＞ 
Initiatives to Ensure Workplace Safety
403-6
Promotion of worker health
Social＞Promoting Occupational Health and Safety＞ 
Initiatives to Ensure Workplace Safety
403-7
Prevention and mitigation of occupational health and safety impacts directly linked by business relationships
Social＞Promoting Occupational Health and Safety＞ 
Initiatives to Ensure Workplace Safety
403-8
Workers covered by an occupational health and safety management system
Social＞Promoting Occupational Health and Safety＞ 
Basic Approach
403-9
Work-related injuries
Social＞Promoting Occupational Health and Safety＞ 
Initiatives to Ensure Workplace Safety
ESG Data＞Human Resource-Related Data
403-10
Work-related ill health
Social＞Promoting Occupational Health and Safety＞ 
Initiatives to Ensure Workplace Safety
GRI 404: Training and Education 2016
404-1
Average hours of training per year per employee
ESG Data＞Human Resource-Related Data
404-2
Programs for upgrading employee skills and transition assistance programs
Social＞Stepping up Human Resource Development
404-3
Percentage of employees receiving regular performance and career development reviews
Social＞Stepping up Human Resource Development
GRI 405: Diversity and Equal Opportunity 2016
405-1
Diversity of governance bodies and employees
Governance＞Members of the Board
ESG Data＞Human Resource-Related Data
405-2
Ratio of basic salary and remuneration of women to men
Social＞Human Resources Management＞Fair Compensa-
tion System
ESG Data＞Human Resource-Related Data
GRI 406: Non-discrimination 2016
406-1
Incidents of discrimination and corrective actions taken
—
GRI407: Freedom of Association and Collective Bargaining 2016
407-1
Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk
Social＞Promoting Occupational Health and Safety＞ 
Labor-Management Relations
GRI 408: Child Labor 2016
408-1
Operations and suppliers at significant risk for incidents of child labor
Social＞Respect for Human Rights＞Complying with the 
Human Rights Policy
GRI 409: Forced or Compulsory Labor 2016
409-1
Operations and suppliers at significant risk for incidents of forced or compulsory labor
Social＞Respect for Human Rights＞Complying with the 
Human Rights Policy
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Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Item
Index for applicable pages
GRI 410: Security Practices 2016
410-1
Security personnel trained in human rights policies or procedures
N/A
GRI411: Rights of Indigenous Peoples 2016
411-1
Incidents of violations involving rights of indigenous peoples
N/A
GRI 412: Human Rights Assessment 2016
412-1
Operations that have been subject to human rights reviews or impact assessments
Social＞Respect for Human Rights＞Human Rights Due 
Diligence
412-2
Employee training on human rights policies or procedures
Social＞Respect for Human Rights＞Complying with the 
Human Rights Policy
412-3
Significant investment agreements and contracts that include human rights clauses or that underwent human 
rights screening
Social＞Respect for Human Rights＞Complying with the 
Human Rights Policy
GRI413: Local Communities 2016
413-1
Operations with local community engagement, impact assessments, and development programs
Social＞Contribution to Local Economy through Business 
Activities
413-2
Operations with significant actual and potential negative impacts on local communities
N/A
GRI 414: Supplier Social Assessment 2016
414-1
New suppliers that were screened using social criteria
Social＞Achieving a Sustainable Supply Chain
414-2
Negative social impacts in the supply chain and actions taken
Social＞Achieving a Sustainable Supply Chain＞Basic Approach
Social＞Achieving a Sustainable Supply Chain＞Supplier 
CSR Guidelines
Social＞Achieving a Sustainable Supply Chain＞Efforts 
to Become Carbon Neutral throughout the Supply Chain, 
Green Procurement Guidelines
GRI 415: Public Policy 2016
415-1
Political contributions
Governance＞Compliance＞Political Involvement (Political 
Contributions)
GRI416: Customer Health and Safety 2016
416-1
Assessment of the health and safety impacts of product and service categories
Securities Report (P4-5) Description of business
416-2
Incidents of non-compliance concerning the health and safety impacts of products and services
Recall Information (only in Japanese)
GRI 417: Marketing and Labeling 2016
417-1
Requirements for product and service information and labeling
Social＞Improvement of Product, Sales, and Service Quality
417-2
Incidents of non-compliance concerning product and service information and labeling
Governance＞Compliance＞Management Structure
417-3
Incidents of non-compliance concerning marketing communications
Governance＞Compliance＞Management Structure
GRI 418: Customer Privacy 2016
418-1
Substantiated complaints concerning breaches of customer privacy and losses of customer data
Governance＞Compliance＞Protection of Personal Information
GRI419: Socioeconomic Compliance 2016
419-1
Non-compliance with laws and regulations in the social and economic area
Governance＞Compliance＞Management Structure
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Third-Party Assurance
Of our environmental data related to products and business activities, we have obtained third-party assurance of our CO2 emissions from business activities and energy 
input related to manufacturing and non-manufacturing divisions in FY2022 (CO2 emissions (Scope 1+2) of 346x103t-CO2, energy input of 7.8PJ). 
Manufacturing Sites
Country
Company Name
Japan
MITSUBISHI MOTORS CORPORATION (Okazaki Plant, Mizushima Plant, Kyoto Plant-Kyoto,  
Kyoto Plant-Shiga), Suiryo Plastics Co., Ltd.
Thailand
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)
Philippines
Mitsubishi Motors Philippines Corporation (MMPC)
Asian Transmission Corporation (ATC)
Indonesia
Mitsubishi Motors Krama Yudha Indonesia (MMKI)
Vietnam
Mitsubishi Motors Vietnam Co., Ltd. (MMV)
Malaysia
MMC Manufacturing Malaysia Sdn. Bhd, (MMCMM)
Non-Production Sites (Research & Development)
Country
Company Name
Japan
Research & Development Center, EV Research & Development Center,  
Kyoto Research & Development Center, Tokachi Research & Development Center
                       
 
 
    No. 1811004572 
 
 
Greenhouse Gas Emissions 
Verification Report 
 
To: Mitsubishi Motors Corporation  
 
1. Objective and Scope 
Japan Quality Assurance Organization (hereafter “JQA”) was engaged by Mitsubishi Motors Corporation (hereafter “the 
Company”) to provide an independent verification on “FY2022 Environmental Impact Report (Summary of calculation results)” 
(hereafter “the Report”).  The content of our verification was to express our conclusion, based on our verification procedures, on 
whether the statement of information regarding Greenhouse Gas emissions from Scope 1 & 2 (hereafter "Scope 1 & 2 GHG 
emissions"), and Energy consumption in the Report was correctly measured and calculated, in accordance with the “Environmental 
information aggregation guidelines” (hereafter “the Rule”).  The purpose of the verification is to evaluate the Report objectively 
and to enhance the credibility of the Report.  
 *The fiscal year 2022 of the Company ended on March 31, 2023. 
 
2. Procedures Performed 
JQA conducted verification in accordance with “ISO 14064-3” for Scope 1 & 2 GHG emissions and with “ISAE3000” for 
Energy consumption, respectively.  The scope of this verification assignment covers Scope 1 & 2 GHG emissions (energy-
derived CO2) and Energy consumption.  The verification was conducted to a limited level of assurance and quantitative 
materiality was set at 5 percent of the total emissions in the Report.  The organizational boundaries of this verification include 5 
domestic and 7 overseas manufacturing sites, and 4 non-production (Research & Development) domestic sites of the Company.  
Our verification procedures included: 
 
• Performing validation of integrated functions to check the Rule.  
•  Visiting 2 domestic sites, Tokachi Research & Development Center and Kyoto Research & Development Center, selected 
by the Company. 
• On-site assessment to check the Report scope and boundaries; source of Scope 1 & 2 GHG emissions and Energy 
consumption; monitoring points; monitoring and calculation system; and its controls for overall. 
• Vouching:  Cross-checking the data against evidence.  
 
3. Conclusion 
Based on the procedures described above, nothing has come to our attention that caused us to believe that the statement of the 
information regarding Scope 1 & 2 GHG emissions and Energy consumption in the Report, is not materially correct, or has not 
been prepared in accordance with the Rule.  The Scope 1 & 2 GHG emissions in FY2022 are 346,368ｔ-CO2. 
 
4. Consideration 
The Company was responsible for preparing the Report, and JQA’s responsibility was to conduct verification of Scope 1 & 2 GHG 
emissions and Energy consumption in the Report only.  There is no conflict of interest between the Company and JQA. 
 
 
 
 
Sumio Asada, Board Director 
For and on behalf of Japan Quality Assurance Organization  
1-25, Kandasudacho, Chiyoda-ku, Tokyo, Japan 
July 4, 2023 
 
 
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023

Social
Environment
Feature
Governance
ESG Data
Commitment of  
Top Management
Sustainability Strategy
Third-Party Opinion
Mr. Keisuke
Takegahara
Executive Director 
Research Institute of 
Capital Formation 
Development Bank of 
Japan Inc.
The Sustainability Report 2023 is published with the 
aim of conveying and continuously communicating 
sustainability information on the MITSUBISHI MOTORS 
Group. In reviewing the details, let us look again at the 
system for disclosing information on sustainability at 
the beginning of the report. This visually clarifies the 
division of roles between the Sustainability Report 
and the Integrated Report, which targets investors 
and discloses financial and non-financial information 
directly related to management strategies. The size of 
the area indicates the volume of information covered 
in this report.
	
It is not easy to make such a vast amount of 
information on diverse activities function as a tool 
for communication with readers, rather than merely 
disseminating information one-sidedly. The key lies 
in the overlap of roles between the two reports in 
the system chart or the common part in the Venn 
diagram. This area corresponds to the essence of 
integrated reporting, the value creation story, i.e. the 
strategy part that supports the long-term sustain-
ability of the business model. Whereas the integrated 
reporting is structured primarily on the connection 
(connectivity) between this essence and financial and 
non-financial data, this report plays a multifaceted 
role in presenting how diverse sustainability activi-
ties contribute to the value creation story. Therefore, 
the main role expected of this third-party opinion is 
to consider not only the review of individual activity 
reports but also the connection and consistency be-
tween them and the overall strategy. 
	
From this perspective, the steady evolution of this 
report is evident. Its structure remains unchanged, 
consisting of the first half that outlines the corporate 
mission and strategy, and the latter half that detailed 
reports on diverse activities of the previous year. 
However, throughout the report, the well-designed 
connection between a series of sustainability activi-
ties and management strategies can be observed. 
	
Symbolic of these efforts is the newly established 
entitled “Management Strategy and Sustainability.” 
The new medium-term management plan “Chal-
lenge 2025” defines the concept of “Mitsubishi Mo-
tors-ness,” which is the main theme of this report, 
and clarifies the direction of value creation. Further-
more, our growth strategy, which is based on the 
three pillars of challenge that support this concept. 
namely, (1) focus on the ASEAN region as a growth 
driver to establish and strengthen an absolutely 
stable revenue base, (2) pursue carbon neutrality 
(CN) through the shift to electrified vehicles based on 
proprietary technologies and alliances, and (3) drive 
digital transformation (DX) to meet the needs of the 
next generation users of digital native, describes a 
story of value creation from a medium- to long term 
perspective, based on our recognition that we are in a 
once-in-a-century of great change.
	
Once this point is clear, we shall then look at the 
connection with the individual activity reports. What 
I found impressive this year is the clear connection 
between strategy and initiatives with regard to car-
bon neutrality. In FY2022, the company made signif-
icant progress by revising its “Environmental Vision 
2050,” declaring its aim to achieve CN across the 
supply chain, and also reinforcing the milestone of 
“Environmental Target 2030.” This report presents a 
clear overview initiative of CN in a special feature, and 
highlighting specific measures that include (1) pro-
moting electrification, leveraging core technologies 
such as PHEV and Kei-car segment commercial EV, 
underpinned by the Alliance and (2) enhancing new 
mobility businesses utilizing connected functions in 
line with the progress of electrification, and pursuing 
new revenue opportunities by strengthening energy 
management through the use of electrified vehicles.
	
On the other hand, the connection between area 
and digital strategies and the sustainability activities 
that support these strategies still needs to be worked 
out. For example, reflecting the characteristics of 
each region could enhance the visibility and resolu-
tion of the Company’s initiatives and potential to-
wards CN. Furthermore, the human capital initiatives 
emphasized in the “Commitment of Top Manage-
ment” also show potential for further strengthening 
linkage with the management strategy, such as lever-
aging global talent and the focus on human rights. 
The narrative of the Company pertaining to value 
creation is steadily being enhanced. I look forward to 
seeing its further evolution.
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MITSUBISHI MOTORS CORPORATION Sustainability Report 2023