April 30, 2021
Company name:

Mitsubishi Logistics Corporation

Representative:

Masao Fujikura, President(Securities Code: 9301, First Section of theTokyo Stock Exchange)

Contact for Inquiries:

Munenori Kimura
General Manager, Corporate Planning Div.
(TEL. +81-3-3278-6489)

Initiatives by the Mitsubishi Logistics Group for ESG Management and the SDGs
The Mitsubishi Logistics Group (the “Group”) hereby announces that it will promote a selection of initiatives
for ESG (Environment, Social, and Governance) Management and the SDGs (Sustainable Development
Goals) advocated by the United Nations.
The Group continues to uphold our corporate philosophy, which states, “Engage in sincere and fair businessactivities to secure stable profits and promote steady growth, appropriately compensating our stakeholders
while contributing to the realization of an affluent and sustainable society.” Through this corporate philosophy,
our Group companies have worked in cooperation to expand our logistics business both in Japan and aroundthe world, linking each business area through our information network, starting with our core warehousingbusiness, and including overland transportation, port and harbor operations, and international transportation,
while our real estate business has focused on leased buildings constructed on company-owned property.
In May 2014, the Group announced that it endorses and supports the UN Global Compact, a set of universal
principles related to CSR (Corporate Social Responsibility) as advocated by the United Nations.
We believe that complying with internationally accepted norms in the areas of human rights, labor, theenvironment and anti-corruption and fulfilling our social responsibility in our business activities will lead toan affluent and sustainable society, and we have clarified our stance to promote CSR activities as a specificstrategy in our management plan and pushed forward with specific measures.
In order to promote the Group’s initiatives for ESG Management and the SDGs, we have established six key
themes and compiled a list of measures, performance indicators and target values for each theme based on our
corporate philosophy, the MLC2030 Vision, the basic policies of the Management Plan (2019-2021), and our
CSR activities to date.
The Group’s logistics and real estate business activities support the bedrock of society, and represent exactly
the kind of activities that contribute to the creation of a sustainable society, which represents the spirit of the
SDGs.
The Group will aim to achieve sustainable growth by identifying opportunities for business growth while weendeavor to resolve social issues through initiatives such as environmental measures, etc.

Going forward, the Group will incorporate initiatives developed based on the six key themes into the nextmanagement plan, and to ensure that we achieve the targets that have been set, we will establish a
Sustainability Committee and promote quality initiatives through (1) progress management, (2) periodic
inspection and replacement of relevant measures and KPIs, and (3) expanding communication with internaland external parties though resources such as the Integrated Report and the Group’s official website.
(Reference)

Initiatives for ESG Management and the SDGs

Mitsubishi Logistics Group

Initiatives for ESG Management and the SDGs

Mitsubishi Logistics Corporation
April 30, 2021

Ⅰ

Top Message

Mitsubishi Logistics Group focuses on global environment-friendly activities and engages in sincere
and fair business activities, contributing to the realization of an affluent and sustainable society.
Introduction
Our heartfelt sympathies go out to those who have suffered fromCOVID-19, and we extend our most sincere hopes for the rapid
recovery of all those who have been affected by the pandemic.
In addition, we would also like to express our deepest respect andgratitude to all the medical professionals who are working on thefront lines to provide medical treatment.
Through responses to various emergencies
As the spread of COVID-19 continues, the Group is dedicated to
implementing a variety of relevant measures and providing safe andsecure logistics, real estate, and other services that are part of thesocial infrastructure.
Although we may not usually be aware of it, in times of emergency
like this, we are reminded that the logistics and real estatebusinesses are truly essential and indispensable for society.
The Great Hanshin Earthquake on January 17, 1995, and the Great
East Japan Earthquake on March 11, 2011, are included in the listof major emergencies that we have faced in recent years, during
which several facilities of the Group also sustained severe damage.
The Group has come together to overcome these events withrestoration measures and continued to meet our customers’ needs.
Our response to these kinds of disasters has led to our facility
concepts of “Disaster-Resistant and Eco-Friendly Warehouses” and“Disaster-Resistant and Eco-Friendly Office Buildings,” which lay
the foundation for our businesses.
Resolving environmental issues with partnerships
The Group has been promoting the installation of solar power
equipment and LED lighting under the concepts of “DisasterResistant and Eco-Friendly Warehouses” and “Disaster-Resistantand Eco-Friendly Office Buildings,” but there are still many issues
left for the realization of CO2 reduction and carbon neutrality.

While the Group can accommodate environmental initiatives for
hardware in logistics and real estate facilities on our own,
partnerships with customers, industry peers, partners, and otherparties are important for addressing comprehensive supply chain
issues.
We believe that we can further improve and optimize our logistics
operations by, for example, (1) working with our customers to
predict demand and supply, and establish optimum production andlogistics systems, (2) working with industry peers and partners toutilize AI for efficient car allocation, improve loading efficiency andpromote Container Round Use, and (3) working on systemizationthat will enable us to accomplish these initiatives.
We will not only optimize logistics, but also contribute to resolving
environmental issues by sharing more in-depth information with all
related parties, including our customers, and creating services thatare valuable to both customers and Mitsubishi Logistics Corporation.
The Three Principles of Mitsubishi’s Business Management
Philosophy (“Sankoryo”) and ESG
We believe that the three principle of the Mitsubishi Sankoryo(Note) of“Shoki Hoko” (fulfilling responsibility to society), “Shoji Komei”(devotion to fairness), and “Ritsugyo Boeki” (maintaining a global
perspective) connect directly to the modern concept of ESG.
The spirit of these three principles, passed down throughout thehistory of the Mitsubishi Group, will continue to be shared by the
executives and employees of the Mitsubishi Group as we move
forward into a new future.
The MLC2030 Vision and the Management Plan (2019–2021)
In March 2019, the Group formulated and announced the MLC2030
Vision and the Management Plan (2019–2021) as growth plans
through progressive and bold innovation. Currently, we are focusing
on three priority categories (medical/health care, food/beverage,
and machinery/electrical machine industries) for the realization of
the MLC2030 Vision.
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Ⅰ

Top Message

Contributing to the improvement of customer’s value, we offer comprehensive logistics solutions to
the management of customer’s supply chains, from procurement to distribution/sales, as their partner.
In each category, we are focusing on initiatives that include (1)expanding services both in Japan and overseas, such as highquality cold chains in Southeast Asia (ASEAN), (2) optimizing
comprehensive supply chains by establishing logistics platforms incooperation with our customers and partners, and (3) receiving
orders related to operations incidental to logistics, such as
operations for ordering/order receiving centers.
We will continue to develop these three categories and cultivate
growth areas.
In addition to the need for further initiatives in labor-saving andautomation for distribution centers, as stable labor forces become
more difficult to secure, sophistication of the quality of logistics
operations and DX (Digital Transformation) has also become
necessary as the business environment continues to change
drastically.
We will accelerate our innovation to address these issues.

From the viewpoint of our customers, one could say that our facilities
can be used to help prepare for emergencies (disasters, etc.), which
we recognize is certainly one of our customers' crisis management
measures.
The Group will always strive to meet the expectations of thesecustomers.

Themes surrounding ESG Management and SDGs
In order to make progress toward realizing ESG Management andthe SDGs, we established a project team in September 2020,
conducted questionnaires for each employee (including those ofGroup companies), and examined key themes and initiatives withoutside experts.
Based on these initiatives, we have established six key themes andcompiled a list of measures, performance indicators, and target
values for each theme.

3. Cutting-edge technology, innovation
Promoting sophistication, automation, and labor-saving in our
logistics and real estate services and working with customers,
partners, and other parties to standardize services and create
platforms are extremely important themes for realizing a sustainable
society. These initiatives are also aligned with the Group’s MLC2030
Vision.
One example of our initiatives in this respect is the opening of a
distribution center for e-commerce in Misato City, Saitama Prefecture,in July 2021, which will utilize the latest automated conveyancerobots, etc., and we will proceed to proactively develop these kinds ofprojects in Japan and overseas.

1. Safety, security, disaster response
Our vision for the Group starts with “safety and security.”
We will remain prepared from both the perspectives of hardware inlogistics facilities, etc., and software in information systems, etc., toprotect the safety of important cargos entrusted to us by ourcustomers and provide a reliable sense of security.

2. Environmental initiatives
In order to address comprehensive supply chain issues, we will
cooperate with our customers, industry peers, and partners to reduce
the number of transportation vehicles and promote modal shift
through initiatives such as Container Round Use, improving truck
loading efficiency, and reviewing delivery conditions. In terms of
information systems, we will fully address environmental issues suchas the reduction of CO2 emissions by focusing on the utilization ofvehicle and cargo request systems and berth reservation systems.

4. Partnerships
We believe that co-creation with customers and partners is key topromoting DX (Digital Transformation).
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Ⅰ

Top Message

Contributing to the improvement of customer’s value, we offer comprehensive logistics solutions to
the management of customer’s supply chains, from procurement to distribution/sales, as their partner.
While collaborating with startups on initiatives such as using AI to
optimize warehouse operations, we will also continue to collaborate
with our customers through projects such as working withcustomers to predict demand and supply, establishing optimum
production and logistics systems, and promoting optimization forboth sides.
In addition, we will work together with the financial industry toconsider services that are valuable to customers, such as a service
that can hedge the risk of fluctuations in ocean freight rates or
hybrid products that combine insurance and logistics.
5. Human resource development, employee satisfaction
In April 2021, we introduced a regional system for generalemployees that will enable a variety of workstyles according to ouremployees’ lifestyles.
In addition to clarifying and managing the duties of each position,
we will also work on creating environments that support work-lifebalance for employees.
At the same time, we will expand our training system toward
developing global human resources.
6. Compliance, human rights, gender
We recognize that compliance, human rights, and gender are
fundamental to our business activities, and will strive for constantverification and improvement of our current efforts.
In addition, we will assume a primary role in ensuring thoroughcompliance throughout the comprehensive supply chain, includingGroup companies and partners.
Conclusion
We have provided a report on the Group’s initiatives for ESG
Management and the SDGs to date.

We will continue to create and provide new value and realize
diversity in our workstyles by promoting innovation and building
partnerships based on the two principles of valuing safety andsecurity and taking care of the environment.
This effort is linked to the spirit of the Three Principles ofMitsubishi’s Business Management Philosophy.
We aim to create value and achieve growth by reinforcing theGroup’s commitment to “contributing to the realization of an affluent
and sustainable society through our corporate activities,” andworking together with our customers, partners, and other parties tocreate a new society.
Going forward, the Group will incorporate initiatives developed
based on the six key themes that have been announced into thenext management plan, and to ensure that we achieve the targets
that have been set, we will establish a Sustainability Committee andpromote quality initiatives through (1) progress management, (2)periodic inspection and replacement of relevant measures and KPIs,
and (3) expanding communication with internal and external parties
though resources such as the Integrated Report and the Group’s
official website.
(Note) The Mitsubishi Sankoryo
The Mitsubishi Sankoryo is a managerial creed articulated by the fourthpresident of the Mitsubishi organization, Koyata Iwasaki. The Sankoryo serves
as a basic philosophy of an internally and externally open group being sharedby the constituent Mitsubishi Group companies that are independent from eachother.
Corporate Responsibility to Society (“Shoki Hoko”): Strive to enrich society,both materially and spiritually, while contributing toward the preservation of the
global environment.
Integrity and Fairness (“Shoji Komei”): Maintain principles of transparency andopenness, conducting business with integrity and fairness.
Global Understanding through Business (“Ritsugyo Boeki”): Expand business,based on an all-encompassing global perspective.

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Ⅱ

Value-creation Story

The Group’s value-creation story, which has been formulated based on our
corporate philosophy, the MLC2030 Vision, and the expectations of society, is
as follows.
For more than 130 years since our establishment in 1887, in the course of performing sincere and fair businessactivities, we have provided essential services that are safe, high-quality, and socially valuable by enhancing ourresilience through our responses to numerous natural disasters and other types of crises.
We will continue to strengthen our customer-oriented approach in Japan and overseas to (1) establish/maintaininfrastructure that supports healthy and fulfilling living and industrial activities for all people, (2) optimize supply
chains in response to changing lifestyles and flow of goods, and (3) enhance efficiency by harnessing cutting-edge
technologies and creating new businesses.
Through these initiatives, we aim to create corporate value and achieve growth by resolving social issues andcontributing to the realization of an affluent and sustainable society by enhancing customer value, reducing
environmental impact, and preventing global warming.

Six key themes to be addressed by the Group

Safety,security,
disaster
response

Environmental
initiatives

Cutting-edge
technology,
innovation

Partnerships

Human resource
development,
employeesatisfaction

Compliance,
human rights,
gender5

Ⅲ

Conceptual Diagram of Value-creation Story

The conceptual diagram of our story is as follows.
Provide disasterresistant, safe andsecureinfrastructureservices in Japanand abroad

Work withcustomers andpartners to reduce
environmental
impact and prevent
global warming

Society

Customers

Ensure thoroughcompliance
together withpartners, andestablish a diverse
organization

Safety,security,
disaster
response
Compliance,
human rights,
genderEstablish
environments/
systems that allow
employees andtheir families tolead healthy,
fulfilling lives

Environmental
initiatives

Executives/
employeesof theGroup

Cutting-edge
technology,
innovation

Human resource Partnerships
development,
employeesatisfaction

Shareholders/investors

Promote DX(Digital
Transformation)and resolve
social issues

Partners(including
subcontractors)

Create new
businesses byproactively
collaborating withpartners in Japanand overseas

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Ⅳ

Measures, Performance Indicators, and Target Values for Each Theme

Measures taken through business activities, performance indicators for each measure, and target values are as follows.
Priority issues and measures through business activities

Performance indicators

Target values for FY2030

Safety,security,
disaster
response> Provide infrastructure services that are sustainable even during disasters– Develop facilities with strong earthquake and wind pressure resistance that surpasses therequirements of various laws and regulations– Secure fuel for business continuity at distribution centers and in transportation operations
during large-scale disasters> Develop high-quality logistics services that utilize temperature controls and security
capabilities in Japan and overseas– Further utilize DP-Cool vehicles for temperature-controlled transportation of pharmaceuticals

1. Earthquake resistancestandards for facilities
2. Percentage of required fuelsecured in target regions
3. Utilization rate of DP-Coolvehicles for temperaturecontrolled transportation ofpharmaceuticals

1. Maintain 110% of earthquake
resistance standards
2. 100% of requirement secured
3. 100% temperature-controlled
transportation with DP-CoolvehiclesEnvironmental
initiatives> Further develop disaster-resistant eco-friendly warehouses and eco-friendly officebuildings that serve to reduce GHG/CO2 emissions– Consider the environment through electricity supply by solar power generation, reduce
power consumption through LED lighting in warehouses> Reduce GHG/CO2 emissions by enforcing efficient transportation methods, etc.
– Realize efficient delivery by improving loading rates, etc., shorten waiting time using a truck
reservation system, mount cargo handling equipment with fuel cells towards a CNP(Note)

Cutting-edge
technology,
innovation> Enhance and automate logistics/real estate services and save manpower– Logistics: Optimize warehouse operations and car allocation planning using AI, etc.,
respond to EC logistics, etc., automate equipment in warehouse facilities and make it laborsaving– Real estate: Enhance and reduce manpower of facility management operations using IT,
etc.

DX/IT-related investment

Cumulative investment of 50.0
billion yen for FY2021-FY2030

Partnerships> Collaborate with startups and companies in other industries– Optimize development and create new businesses through open innovation with CVC, etc.

CVC fund management

Establish CVC of 5.0 billion yen

Human resource
development,
employeesatisfaction> Develop personnel and welfare programs that value each individual employee– Establish a personnel system that accommodates a variety of workstyles– Create an environment that helps balance work and life
> Develop global talents– Develop global talents through expansion of training programs, etc.

1. Ratio of regional generalemployees
2. Ratio of employees taking
child-care leave
3. Ratio of employees withexperience in overseas
assignments

1. 30%
2. 60%
3. 25%

Compliance,
human rights,
gender> Promote sincere and fair business activities> Ensure thorough compliance, with awareness for comprehensive supply chains– Implement initiatives for adherence to relevant laws and regulations and respect for humanrights together with subcontractors

Response rate for Code of
Conduct questionnaire andCSR questionnaire

Over 90% every year

Six key themes

1. CO2 emissions reduction rate
for facilities
2. CO2 emissions reduction rate
for transportation

1. Scope 1+2CO2 emissions: down 30%(versus FY2013)
2. CO2 emissions: down 20%(versus FY2018)(Note) CNP: An abbreviation for “Carbon Neutral Port,” referring to contribution to the realization of carbon neutrality at ports and harbors which serve as focal location/industrial bases
for international logistics through the sophistication of port and harbor functions with considerations for decarbonization.

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Ⅴ

Supplementary Information on Performance Indicators

Key themes

Performance indicators

Description of performance indicators

Safety, security,
disaster response

1. Earthquake resistancestandards for facilities*

Targeting logistics and real estate facilities owned by the Company that will be completed andbegin operation from April 1, 2021 onward

2. Percentage of required fuelsecured*1 in target regions*2*1: Percentage of required fuel secured for use during large-scale emergencies for logistics facilities
owned and operated by the Company with an area of approximately 16,550 square meters ormore through maintaining reserve kerosene stored in-tank, contracts with oil distribution
companies for priority fuel supply during disasters, etc.
*2: Targeting Nankai Trough Earthquake Disaster Countermeasure Promotion Areas as designatedby the Cabinet Office

3. Utilization rate of DP-Coolvehicles* for temperaturecontrolled transportation ofpharmaceuticals

Vehicles compatible with the “DP-Cool” temperature-controlled pharmaceuticals delivery service
provided by the Group company Dia Pharmaceutical Network Co., Ltd.

1. CO2 emissions reduction
rate for facilities*

Targeting logistics and real estate facilities operated by the Company and its Group company, Fuji
Logistics Co., Ltd.

2. CO2 emissions reduction
rate for transportation*

Targeting transportation with the “DP-Cool” temperature-controlled pharmaceuticals delivery
service provided by the Group company Dia Pharmaceutical Network Co., Ltd.

Cutting-edge
technology,
innovation

DX/IT-related* investment

Investment in reformation of services and business models based on the needs of customers andsociety using data and digital technology, and reformation of operations, organizations, processes,
and corporate culture/climate

Partnerships

CVC* fund management

An abbreviation for “Corporate Venture Capital,” a business practice in which companies form fundswith their own corporate capital to invest in/support unlisted startups that may be related to theirbusiness or be advantageous for their core business in the future

Human resource
development,
employeesatisfaction

1. Ratio of regional generalemployees*

General employment for limited workplace regions introduced in April 2021 for realizing diverse andflexible workstyles

2. Ratio of employees taking
child-care leave*

System that allows male and female workers who are nurturing a child under the age of 2 to apply
to take leave for child-care until the child becomes 2 years old

3. Ratio of employees withexperience in overseas
assignments*

General employees with experience in overseas assignments (including training programs)

Response rate for Code of
Conduct questionnaire andCSR questionnaire*

Questionnaire on CSR targeting subcontractors, etc., with close business relationships

Environmental
initiatives

Compliance,
human rights,
gender8Creating an affluent and sustainable society

The future performance outlook contained in these materials, such as plans, projections, strategies andother matters than past and present facts, involves potential risk and uncertainty. No promises orguarantees are made in respect of future performance.
Please be aware that actual performance may differ from these forecasts significantly due to various factors
such as future economic and social conditions.
These materials are not intended for soliciting investment.
Investors are requested to exercise their own judgment in any final decision concerning investment.

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