Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Improvement of Product, Sales, and Service Quality
Progress in FY2023
 Product quality: Achieved objective for warranty claim
rate of three months in service for new vehicles
 Sales quality: In the FY2023 Sales Satisfaction Index(SSI) survey, achieved targets in four*1 countries out of
five*2 in the ASEAN region Service quality: In the FY2023 Customer Service Index(CS) survey, achieved targets*1 in four countries outof five*2 in the ASEAN region (In-house survey targets
were achieved in Indonesia, the Philippines, Vietnam,
and Malaysia.)*1 Target: Achieve top three ranking in industry surveys, or inhouse survey target adjusted to equivalent level.
*2 F ive focus ASEAN countries: Thailand, Indonesia, the Philippines, Vietnam, Malaysia

Improving Product Quality• Quickly and accurately analyze customer feedback
regarding troubles and product quality, and work on
improving product quality.
• Enhancement of new technologies, electrification andconnected service.
Improving Sales Quality• In our focus countries, we have already achieved its
mid-term target which is the equivalent of the third
place in the automotive industry. To further improvesales quality, we are working to improve the hospitalityof sales staff, digitalize the negotiation process, andstrengthen dealership facilities.
Improving Service Quality• In priority countries, we have already achieved its midterm target of achieving the equivalent of third place in
the industry. Distributors are continuously strengthening activities to improve operations at dealerships withissues. We have changed to a survey scheme to captureindividual customer voice and set a new KPI for thecomplaint resolution rate to strengthen our system for
responding promptly to complaints and recalls.
• We are collaborating with the new car sales department
to improve the quality of customer service, such as
making it easier to make an appointment when entering
the dealership for service and clarifying explanations
at the reception desk, to ensure that each customer issatisfied and that this leads to repurchase.
• To strengthen our tries with dealerships, we have resumed the face-to-face training for dealership service
staff that had been suspended during COVID-19. We
have also recommenced the Global Service Skills Contest. In addition, a new training center was establishedin Thailand to support training in the ASEAN region, a
key market for us.
<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P16, P18 Materiality
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Basic Philosophy and Quality Policy
Based on the Quality Policy revised in April 2019,
MITSUBISHI MOTORS adopted compliance as a fundamental requirement, and has been working on quality improvement in four categories: product quality,
perceived quality, sales quality and service quality, toenhance quality at every touch point from the consideration of purchasing a product to vehicle ownership.
Product quality includes the initial quality that
customers experience immediately after purchasing a
new vehicle, as well as durability that customers experience throughout their ownership period. We sincerely listen to the opinions of customers and address
any issues reported from the field, and are strengthening our system to make improvements quickly.
Additionally, we are working on improvement inperceived quality such as the usability, comfort, andappearance that customers perceive when they see,feel, and use our products.

by listening closely to customers, making proposals
and responding to their needs to achieve high levelsof customer satisfaction.
Based on our mid-term business plan, “Challenge
2025,” we have also updated our mid-term quality
plan, called “Quality MTP,” and have started activities.
We have designated ASEAN and Oceania as ourcore business regions, alongside Japan, our homemarket, as the core markets for our Quality MTP
activities. We will strengthen our response to vehicle
electrification and advanced technologies, supporting
products that embody the unique quality of MITSUBISHI MOTORS. In terms of sales and service quality, we
are working to improve the quality of customer service and enhance the customer experience throughthe use of digital and IT technologies in order to build
long-term relationships of trust with customers
based on these products. We aim for top-level quality
from the customer’s perspective to ensure customer
satisfaction at every touchpoint.

Regarding sales quality and service quality at dealerships, we are continuously making improvements

Quality Policy

The Four Quality Pillars Supporting Brand Value
MMC Quality House

Quality is the fundamental requirement to support ourbusiness.
1. Commit to excellence in Product, Sales, and Service
Quality exceeding customer expectations
2. F
 ocus on Quality of Management to continuously
improve overall company performance.
3. Comply with laws and global regulations to gain truston MMC quality.
Back ◀

83▶ NextBrand Value
Attractive Quality
Product
Quality(Initial/
Durability)

Perceived
Quality

Sales
Quality

Service
Quality

Quality Mindset(Human Resources/Scheme)
Risk Management from a Compliance Perspective
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernanceRegarding durability, we are developing technolo-

Quality Experience Cycle

gies that enable customers to use their vehicles comPerceived
Quality

Sales
Qualityfortably for a long period of time, not only throughPurchase

feedback from customers but also by collecting andPerceived
Quality

Rejectanalyzing long-serving used vehicles and their parts.
Additionally, we are working on improving processes in the development stage to address issues

Retention

Ownership Cycle
Customer Feedback

InitialQuality

Outflow
Durability

Service
Quality

Improving Product Quality

that, while not troubles, have caused customer dissatisfaction. This way, they can be improved in future
new models.

Vehicle Quality Evaluations andGuarantees Based on Customer Perspective
VES* is an evaluation system that checks whether the
more than 300 quality evaluation criteria that custom-and complaints regarding merchantability is essential

ers may experience when they first see the Vehicle in

to improve customer satisfaction.

the dealers’ showroom and in the early stage of using it.
Quality evaluation criteria consist of static evalu-

TORS focuses on issues that occur within 3 and 12

ation, which confirms the appearance of the interior

months of sales, and are working on reducing initialand exterior, and dynamic evaluation, where theissues. The quality division collaborates with R&D

vehicle is actually driven and confirm noise, vibration,and production divisions to expedite resolutions andsteering stability and the operation of various in-vehi-

reduce complaints from customers.

cle functions.
VES evaluators who have completed in-house skills

activities,” where employees from various divisions

training and passed rigorous qualification exams.

including R&D, Production, Service, Quality, and Pro-

VES plays an important role in the decision to begin

curement divisions gathering from the start of ship-

production and shipment of new models and in thement to consider and implement countermeasuresongoing quality assurance of production vehicles.

for potential issues. This approach enables us to* VES: Vehicle Evaluation Standard, a quality assessment systemshared by Nissan Motor Co., Ltd. and us

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

We are working on quality improvement with anemphasis on customer perceptions from the development stage in order to achieve high levels of customer satisfaction not only at the time of consideringpurchase, but throughout their car life after purchase.
Perceived quality consists of two qualities. The
first is “fundamental quality” which customers typ-the quality level that allows customers to recognizethat our quality exceeds that of other companies andprovide them with a sense of “MITSUBISHI MOTORSness” 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 ourunique appeal. In addition, by improving “fundamental
quality,” we create products that can be used for along time.
Philosophy of Improving Product Quality

The above evaluations are conducted by certified

we conduct a cross-functional activity called “Oobeya

improve initial quality more quickly.

Improving Perceived Quality

achieved, customers will not purchase. In addition,

Addressing not only safety issues but also concerns

Regarding new models, to secure initial quality,

ESG Data

ically expect from a product, and unless this level istargeted quality standards are satisfied by examining

Regarding vehicles already sold, MITSUBISHI MO-

Disclosure Based on
the TCFD Recommendations

Back ◀

84▶ NextAttractive quality“Mitsubishi Motors-ness” lies in alevel of quality that surpasses othercompanies and leads customers
to make purchasing decisions.

Fundamental quality
is rising every year.

Fundamental quality
The level of quality normally
expected by the customer forthe product
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

MITSUBISHI MOTORS will continue our efforts toEnvironment

SocialGovernancement activity promoters several times a year to pro-

improve the perceived quality to ensure that cus-

mote activities at each dealership and further improve

tomers feel more satisfied than expected when theycustomer satisfaction by sharing the status of activi-

touch or continue to use our products in their dailyties and exchanging opinions among companies.

lives, and that they repurchase our products.
In color design, we are further identifying the sen-

Cooperation with Overseas Dealers

sitivities of each region and proposing color settings

Cooperation with sales companies in each country

specific to North American customers and colors thatand region is essential for achieving high customer

meet the needs of ASEAN customers, leading to thesatisfaction overseas. We provide product information

improved sensory quality of colors and materials.

to sales companies on a daily basis. In addition, wehold periodic online meetings with sales companies in

Improving Sales Quality

individual countries, and strives to gather comments
and opinions from local customers, such as market
information and product requests gathered throughWe aim for top level customer’s satisfaction and act

interviews. In these ways, we strive to gather input

in concert with sales companies to improve the quali-

from local customers.

ty of sales and become a brand that customers support and identify with.

Sales companies in each country and region are
working to digitalize the sales process. They aredevising ways to further satisfy customers in each

Cooperation with Domestic Dealerscountry and region, by conducting online negotiations

Domestic sales companies are promoting IT-based

and sales, and by introducing smartphone apps. We

business negotiation styles as part of their efforts

train salespeople both in person and online. In addi-

to offer proposals that meet customer needs andtion, we support sales companies’ efforts to improve

provide a new business negotiation experience. For

customer satisfaction by sharing good practices ofexample, we have introduced tablet devices to pro-their sales quality improvement activities in eachvide visually appealing product descriptions and tocountry and region.

conduct service quality surveys to customers who visit
through these surveys, we are able to make timely
improvements. In addition, to improve customer satis-

In compliance with the laws and other regulations offaction, from 2023 each sales company has identified

each country and region, we strive to provide producta person to take responsibility for promoting improve-and service information and labeling displays.

ment activities. We also hold meetings for improveMITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ESG Data

Improving Service Quality
At dealers, providing “Good quality service” from thecustomer’s perspective is important from the time ofvehicle purchase.
We are striving to improve our communication
skills and technician’s knowledge in collaboration with
our Japanese and overseas dealers, in order to ensure
customer satisfaction and encourage repurchase.

Initiatives in Japan
We have established unique service skill certification
program for dealer staff. We offer an appropriate
training for each certificated staff member to enhancetheir capabilities of actual customer services. In addition, we are continuously working to enhance e-learning and online training courses utilizing the Internet. In
FY2023, we also resumed face-to-face training, which
had been suspended due to COVID-19, and we areworking to provide more comprehensive training.
We have seven Technical Centers across Japanand organizes technical meet-ups, seminars andtechnical expert visits, supporting dealers for highly
technical advice and swift customer service.

Overseas Initiatives

Appropriate Product and Service
Information Disclosure

our stores. By promptly capturing customer feedback

Disclosure Based on
the TCFD Recommendations

To ensure the same and high-quality customer services around the world, we have introduced global- common-standard training and certification program for automobile technicians aiming to advanced
customer services. In FY2023, we opened a training
center for the ASEAN region in Thailand and began
working to improve the technical skills of service

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85▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

staff in the region—an area of particular emphasis for

issues (quality information), and repair records, wequality of response, while also ensuring that custom-

MITSUBISHI MOTORS—and to enhance customer satis-

can quickly grasp information and take countermea-

er feedback is accurately reflected in our products

faction based on these skills.

sures, which leads to quality improvement.

through smooth cooperation with each responsible

As in Japan, Company technical staff who have adepartment. This leads to improvements in products

worldwide remit provide support to sales companies

Service/
Quality Divisions

Liaiseskills and motivation of our service staff.

Contact
Liaisequalifying round, in an effort to improve the technical

Dealerships/
Distributors

staff from around the world who have passed theCustomers

tition every other year, bringing together all service

Contact

complicated repairs.
Moreover, we take part in the WorldSkills Compe-

Customer
Service Centers

Liaisevia Internet-based training on such topics as making

Development
division/
Production
division

Use of Customer Voice
perience and satisfy them with their car life throughattractive products and excellent after-sales services.
To this end, we collect and analyze valuable customer
feedback received from domestic dealers and overseas
distributors and our customer service centers, and ourquality, development, production, sales, and service
division work together to earnestly improve quality.

Improving Quality through Customer Voice
Dealers conduct detailed interviews with customers
regarding issues and the conditions in which theyoccurred. This information provided to us by dealers
is shared primarily by the quality department withrelated departments.
Additionally, by using the system to analyze issues
occurring in specific models, customer complaints of
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Customer Support for Recalls and Other
Field Campaigns
We have systems to provide information to customers timely in the case of implementing field
campaigns such as recalls for safety issues. We send
direct mail to affected customers advising them toService/
Quality Divisions

Our mission is to provide customers with a rich ex-

and services.

Customer Service Center initiatives
To serve more customers, our Customer Service
Center receives inquiries via phone, email, and chat,including on weekends and holidays. The various
comments and information from customers aremanaged 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. Additionally, feedback and complaints regarding merchantability andspecifications, are shared with relevant divisions andused to improve product appeal even further. Noteworthy comments and opinions including those thatare particularly important are periodically reported tothe top management.
Additionally, we do not outsource the work of ourcustomer Service center, instead our employees com-have their vehicle inspected and repaired (free ofcharge) at the dealer as soon as possible. We also
post information on our website so that customers
can check whether their vehicles are subject to arecall and the status of repairs.
Refer to the site below for recall information in Japan.
WEB http://www.mitsubishi-motors.co.jp/support/recall/This site contains the Japanese market information(only in Japanese).

Recalls in FY2023*

Country or Region No. of cases
Globally
11 casesJapan
8 cases
Others6 casesNo. of units
Approx. 264,000 units
Approx. 128,000 units
Approx. 136,000 units* This is in-house data, which may differ from the official data
published by the authorities.
The total number of recalls in Japan and other countries/regions
differs from the global total because the same recall conductedin multiple countries/regions is counted as one recall.
We respond to all safety-related investigation requests from
authorities in various countries.

municate directly with customers, maintaining a highBack ◀

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernanceContacts Received at the Customer Contact Center

ESG Data

Management System

in FY2023
Number of contacts: approx. 38,000

Disclosure Based on
the TCFD Recommendations

MITSUBISHI MOTORS analyze quality information to realize “Being evaluated as top-level quality by customers,”
and set specific objectives, discuss and implement countermeasures, and regularly follow up on the statusb) Opinions andcomments 11%

of improvements.
Additionally, 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 withrelated departments on a daily basis.

a) Inquiries 89%

TCS*1 Division, which includes departments that contact customers regarding quality, promotes these Company-wide quality improvement initiatives based on customer feedback.
a) Breakdown of inquiries
Requests formaterials 2%

Other 5%Service-related(recalls,
inspections,repairs, etc.)
20%

Vehicle body related(specifications,equipment, etc.)
50%

Electrified
VehiclesService-related
23%b) Breakdown of opinions and comments

Other
15%
VehicleService- bodyrelated related
51%
34%

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Meeting
Chair
Members
Objectives
Frequency
Deliberation and decision of straQuality Strategy
Quarterly The Executive Officer, Executive Vice President
tegic topics in quality relating toCommittee (QSC)
President & CEO or
responsible for Engineerdirectors in charge*2 ing, Senior Executive Officer sales, service and products
responsible for Production,
division general managers
related to sales, service andproduct quality
Quarterly Top management of Division and plant general
Quality of
Sharing of best practices related
QMS*3
Management
managers, responsible per- to enhancing companywide manCommittee (QMC)
son of direct departments agement quality, responding toexternal examinations, reportingon items requiring correction andlateral deployment
Quality Management Monthly
Top management of Division general managers Confirmation of progress toward
Meeting (QMM)
QMS*3and supervisors in special- product quality targets, considerist positions (section head ation and deliberation concerningor higher) of divisions relat- effectiveness of improvement
measures, provision of a forum fored to product quality
resolution in the event of troubles
Meeting*1 TCS: Total Customer Satisfaction*2 If delegated by the Executive Officer, President & CEO*3 The person responsible for quality management system implementation, designated by the Executive Officer, President & CEO or the
Executive Officer, President

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87▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

QMS*1 ISO 9001 Initiatives

human resource, ultimately enhancing our brandployees. We provide regular updates of educational

To achieve “product quality and sales/service quali-

power and reliability.

videos and articles to make it easy for employees toty that exceeds customer expectations,” continuous

Since FY2018, we have expanded the Quality Fo-

access customer feedback at any time.

improvement of company-wide management qual-

rum to our overseas locations, Mitsubishi Motors

ity is essential. Therefore, not only divisions directly(Thailand) Company Limited (MMTh) and PT Mitsubishi

Developing Customer Orientation

involved in product quality and sales/service quality,

Motors Kurama Yudah Indonesia (MMKI), and it has

We support employees interested in acquiring the

but all divisions are working on management quality

become well established. We are planning to expand

Advisory specialist for consumers’ affairs qualification,

improvement throughout company-wide and havethis initiative to other locations in the future.

a business qualification issued by the Prime Ministerobtained ISO 9001 certification.
To continuously improve management quality,
MITSUBISHI MOTORS is implementing the following.

In FY2020, we shifted the program to online exhi-

objective of considering needs from the consumers’

resumed physical exhibitions as well.

perspective and improving the quality of products
and services.

1) Plan and implement annual plans with quantitative
objectives

Number of Quality Forum Participants2) Confirm progress at first-half and full-year management reviews3) Share opportunities for improvement throughinternal audits4) Utilize certification bodies to conduct examinations(surveillance, recertification)
Additionally, our overseas production plants havealso obtained ISO9001 certification, and continue
our initiatives to ensure that our products, produced and sold around the world, have productquality and sales and service quality that exceed
customer expectations.
*1 Quality Management System

Developing Quality Mindset
Since FY2014, we have been holding Quality Forumsat all business locations in Japan as part of our initiatives to encourage every executive and employee
to review and improve the quality of their work. Thisinitiative aims to improve the quality of our products,
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

and Minister of Economy, Trade and Industry, with the

bitions due to COVID-19 pandemic. We have partially

Domestic forums
FY2020
FY2021
FY2022
FY20236,200
6,000
6,800*2
11,300*2

Overseas forums(Thailand, Indonesia)

2,310
2,850
2,700*2
7,960*2*2 Participants in online and onsite events (total number of people)

Understanding Customer Needs
We are conducting an educational activity called “Customer Voice Seminar” aiming to provide each employee with an opportunity to think about various customer needs by listening to actual “customer voices.”
For new and mid-career employees, we integrated
it into the introductory training curriculum, and also
provide many opportunities to reinforce a customer-oriented mindset, such as training for promoted
employees and voluntary participation courses.

As of April, 2024, we have 63 qualification holders,ranking 11th among Japanese companies and 2nd
among Japanese automakers*3. Additionally, approximately 70% of our qualification holders work indepartments related to manufacturing and quality,
utilizing their broad knowledge and sensitivity to manufacture vehicles from the customer’s perspective.
*3 Research by Japan Industrial Association

Advisory specialist for consumers’ affairs
Corporate
Affairs
11%
Sales
17%

Product
Strategy/
Development
45%

Procurement/
Production
Quality13%
14%Additionally, we have established a “Customer
Voice Course” video site on our intranet for our emBack ◀

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