Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Human Resources Management
MMC WAY (Behavioral Guidelines)
MITSUBISHI MOTORS believes that “Human Resources” are the key to achieving sustainable growth andenhancing corporate value, especially amid a rapidlychanging business environment.
Accordingly, we established the “MMC WAY” as acommon action guideline that is shared among theorganization and all employees who work here, andserves as a “Foundation” on which to proceed. As fiveyears had passed since its formulation, and Company’s operating environment had changed during thattime, so we thought it necessary to revise our action
guidelines. For this reason, in FY2022, our president
and top management team engaged in discussions
to determine the ideal path for the Company, taking
employee feedback into account. As a result, we haveimportant elements in the previous “MMC WAY” more
The “MMC WAY,” the behavioral guidelines that outline the principles that the Company values, is reflectedin our personnel evaluation system. It introduces a
multi-faceted competency evaluation based on threepillars: the “MMC WAY,” “Human Resource Development
and Organizational Management,” and “Expertise.” Thisaims to encourage proactive employee growth.
When rolling out the MMC Way, in FY2022 webegan holding on-site workshops. In FY2023, specificexamples of actions for each item were discussed inorder to lead to actions based on this philosophy andAs a company and as individuals, we will share theFY2022
FY2023

Percentage of people responding“I understand the MMC WAY.”
91.3%
95.2%

MMC WAY

ety’s trust” and to “contribute to the advancement ofsociety” through our corporate activities. These items
incorporate the message that every employee must
remember our raison d’etre: satisfying customers andcontributing to society through corporate activities.
With the other three items, we have expressed
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

1.	Think of Our Customers, Strengthen Trust*

MMC WAY

shops on the MMC WAY

lenges as we work toward our goals.

customers first” as the foundation for earning “soci-Three Principles
Corporate Vision and Missionin our lives, and work together as one to take on chal-

phasize key values. They call on us to “think of ourBasic Framework

Results of Questionnaire Following On-Site Work-new “MMC WAY,” which embodies what is important

The first two items in the new “MMC WAY” em-

We are committed to human resource developmentthat embodies the “MMC WAY,” our behavioral guidelines that are in place to carry out our Vision andMission. We recognize the importance of providing anenvironment in which each individual can work with asense of fulfillment, fully utilize their abilities, remain
engaged, and maintain good physical and mental
health and vigor, and we are promoting a variety of
initiatives to this end.

to improve understanding.

updated our behavioral guidelines, the “MMC WAY,”
which outline the principles that the Company values.

Basic Frameworkspecifically and clearly.

Employee engagement
Establishment ofa workplace thatis rewarding fora diverse workforce

Human resource
development

Human resource
evaluationand compensation

Health Management, Health and Safety* For details on the Three Principles, Vision, and Mission, pleaserefer to P8.

Establishment of a Workplace That Is Rewarding for a Diverse Workforce

2. Enrich Society
3.	Welcome All Facts, Share Difficult News First
4.	Conduct and Challenge Yourself Professionally5.	Respect All, Work as a Broader TeamBack ◀

65▶ NextTo leverage diverse human resources to create value,
we are creating a working environment that helps
individuals maximize their capabilities. In this way, weaim to achieve increases both in work productivity
and quality of life, helping to realize a better work–life balance. In parallel with the promotion of female
employees, the utilization of senior human resources,

Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

and the employment of people with disabilities, MITSUBISHI MOTORS is working to create a more comfortable workplace by promoting location-free work
arrangements and a flexible work system that takes
into consideration childcare and nursing care.
• Promoting diversity and inclusion, and enhancement of employee
engagement: P68

Human Resource Development

At MITSUBISHI MOTORS, education structure is supported by three pillars: the “Three Principles,” a statement ofthe Mitsubishi Group’s management principles; our Corporate Vision and Mission; and the “MMC WAY,” guidelines for daily behavior. We have put in place a training
system that cultivates personnel in a systematic manner, from entry-level employees to general managers.
We are working to enhance our educational programs inorder to produce personnel who will grow through theirwork and become more active in the workplace. With
the increase in overseas production and sales volume,
we are focusing on efforts to develop human resources
who can think and act from a global perspective, as wellas implementing DX reskilling programs in line with thechanging times. We are establishing “expertise,” whichrefers to the specialized knowledge/skills and behavioral standards required in each organization, as one of ourbehavioral evaluation items. In addition, we will enhance
educational measures in both on-the-job training andoff-the-job training to promote the strengthening ofexpertise, and develop next-generation leaders.
• Stepping up Human Resource Development: P72

Human Resource Evaluation and Compensation
We have introduced multifaceted competency (behavioral) evaluation systems for general managers andsection managers, as well as for general employees,
based on a performance achievement evaluation using
a target management system, the “MMC WAY,” “HumanMITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Environment

SocialGovernance

Resource Development and Organizational Management,” and “Expertise,” respectively.
We have positioned these systems as management- enhancing tools aimed at general managers
and section managers with the objective of revitalizing the organization. In doing so, we aim to: (1) Shareorganizational objectives and foster a sense of responsibility for achieving these objectives, (2) Enhance
incentives for achieving objectives, (3) Enforce mindset
and behavior expected from employees, and (4) Make
appointments 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) Raisingtransparency and employee approval of evaluations
and employee treatment, and (3) Promoting the establishment of shared values.
We introduced a remuneration system that allows
for appropriate compensation based on the degreeof contribution, and weight of the roles and responsibilities of each employee. We provide the system toenhance each employee’s career and motivation. Inconjunction with raises given annually based on individual performance, raises are also given according toadvances in career.
We comply with local laws and regulations regarding wage levels and set wage levels according tojob classifications, taking into consideration industrylevels. There are no discrepancies in wages based on
race, nationality, sex, or other such reasons.
Data (p. 123): Wage levels

Health Management, Health and Safety

The well-being of each and every employee is a driving force for enhancing corporate value and achieving
sustainable growth. We regard the preservation andenhancement of employee health as one of its important management challenges. We have set forth “TheBack ◀

66▶ NextDisclosure Based on
the TCFD Recommendations

ESG Data

Health Declaration” below and established a system
to work together as one company at domestic locations, promoting health management. In addition, webelieve ensuring the health and safety of employees
is the foundation of corporate activities. Accordingly,
based on a Health and Safety Management Policy weare undertaking related measures on an ongoing basis,including through offices for on-site cooperation.
• “Promoting Occupational Health and Safety”: P75

Improving Employee Engagement

We have continued to conduct engagement surveys(employee awareness surveys) since FY2013. This survey aims to visualize the state of ourselves, the entire organization, and employees, and to address thechallenges revealed by the results, thereby reinvigorating individuals and organizations and promoting animprovement in employee engagement.
Engagement is measured through two questions:“How happy are you working at MITSUBISHI MOTORS?”and ”Do you recommend MITSUBISHI MOTORS asgreat place to work?” In addition, we ask a comprehensive set of questions about Company policies,
management, decision-making speed, career, wellbeing, and more to gather employee feedback.
Based on the analysis of the survey results, we conducted feedback sessions with executives, department
heads, and respective departments to promote actions
for improving engagement. In particular, to improveorganizational and human resource management, we
held in-office workshops for heads of organizationsand “Drive your team” seminars with outside experts topromote the quality of management. 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 tocontinuously enhance employee engagement.
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Management Structure
MITSUBISHI MOTORS has established the Human Resources Development Council, consisting of the Executive Officer, President & CEO and other membersof the management team to promote and implement human resources strategies that are linked tomanagement strategies. Once a month, the council
systematically discusses and examines issues, measures, and policies related to securing and developing
human resources, which are directly related to corporate competitiveness.
We are formulating an optimal personnel planthat incorporates strengthening the expertise ofeach function that supports our business to develop
powertrain control system for electric vehicles, expanding the scope of various elemental technologies,promoting carbon neutrality, driving digitalization, andexploring new business areas. We thoroughly analyze

Environment

SocialGovernancerewarding workplace where employees can work withpeace of mind and showcase their abilities, expanding
opportunities for development, including educationand training to encourage employee challenges andgrowth. Through open discussions at human resources development meetings, we review and evaluate
existing measures and initiatives, as well as consider
and deliberate new initiatives.
In FY2023, we started by recognizing and analyzing our current situation, including a distorted
labor structure that strongly reflects our past hisMITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ESG Datatory. We discussed a wide range of issues related

cure/cultivate a diverse workforce” as priorities, andto human resources to realize the objectives of thewe are working to put measures into place.

mid-term business plan, “Challenge 2025,” while also
conducting individual interviews with executives.
We set the three pillars of our HR strategy as “builda better place to work,” “enhance learning opportunities/reskilling programs,” and “secure/cultivate adiverse workforce. In prioritizing issues and themes,
we gave “quantity” issues particularly high priority.
These include ongoing efforts to strengthen recruit-

Strategic HR Priorities
Build Better Place to Work Adopt location-free work arrangements Introduce flexible working style in consideration ofchildcare and family nursing carement of mid-career workers and new graduates,

Enhance Learning Opportunities/Reskilling Programs

early empowerment and retention of mid-career Expand mutual talent exchanges between Japan andoverseas and global career development programs Launch digital reskilling programs to support DX Embed technical expertise into HR systemand processes

hires, utilization of senior human resources, andflexible operation of tenure for management positions in accordance with departmental conditions. Inaddition, going forward we will continue our discussions on “quality” issues, aiming to raise the levelof internal human resources by enhancing humanresource development.

the internal and external environment and market
trends surrounding our company, such as creating aDisclosure Based on
the TCFD Recommendations

HR Strategy under “Challenge 2025”
To support “Challenge 2025,” the mid-term business

Secure/Cultivate Diverse Workforce Implement flexible total rewards strategy and structure Develop vibrant workplaces in which employees
appreciate the differences to fulfill their potential•P romoting diversity and inclusion, and enhancement of employee
engagement: P68• “Stepping up Human Resource Development”: P72

plan that commenced in FY2023, it is vital to provide
a workplace where our employees can work comfortably and demonstrate their capabilities. We also consider education and reskilling and securing a diverse
workforce important in order to accelerate DX andnew business initiatives so we can survive in an eraof rapid change. To give direction to our HR strategy,
we have set “build a better place to work,” “enhancelearning opportunities/reskilling programs,” and “seBack ◀

67▶ NextBack to Contents ▶▶