SUSTAINABILITY REPORT 2024

Disclosure Based on
the TCFD Recommendations

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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01▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Contents
Editorial Policy�����������������������������������������������������������������������������������������������������������������������������������������������������������������������03

Governance�������������������������������������������������������������������������������������������������������������������������������������������������������������������������������98

Corporate Overview����������������������������������������������������������������������������������������������������������������������������������������������������������04

Corporate Governance��������������������������������������������������������������������������������������������������������������������������������������������������99

Message from the President & CEO��������������������������������������������������������������������������������������������������������������������06

Executive Remuneration������������������������������������������������������������������������������������������������������������������������������������������103
Internal Control���������������������������������������������������������������������������������������������������������������������������������������������������������������104

Sustainability Management

Risk Management���������������������������������������������������������������������������������������������������������������������������������������������������������105

Corporate Philosophy and Policy���������������������������������������������������������������������������������������������������������������������������08

Compliance������������������������������������������������������������������������������������������������������������������������������������������������������������������������106

Our Approach to and Framework for Promoting Sustainability�������������������������������������������������09

Board of Directors Composition��������������������������������������������������������������������������������������������������������������������������111

MITSUBISHI MOTORS’ Materiality���������������������������������������������������������������������������������������������������������������������������12
Stakeholder Engagement��������������������������������������������������������������������������������������������������������������������������������������������19

Disclosure Based on the TCFD Recommendations������������������������������������������������������������������������������112

ESG Performance Report

ESG Data�����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������118

Environment����������������������������������������������������������������������������������������������������������������������������������������������������������������������������22

Environmental Data Related to Products and Business Activities�����������������������������������������������118

Environmental Plan Package������������������������������������������������������������������������������������������������������������������������������������23

Human Resource-Related Data���������������������������������������������������������������������������������������������������������������������������122

Environmental Management������������������������������������������������������������������������������������������������������������������������������������26

Governance-Related Data���������������������������������������������������������������������������������������������������������������������������������������125

Responding to Climate Change and Energy Issues������������������������������������������������������������������������������������29
Resource Recycling Initiatives���������������������������������������������������������������������������������������������������������������������������������45

GRI Standards Reference Chart���������������������������������������������������������������������������������������������������������������������������126

Prevention of Pollution�������������������������������������������������������������������������������������������������������������������������������������������������48

SASB Standards Reference Chart�����������������������������������������������������������������������������������������������������������������������137

Conservation of Water Resources�������������������������������������������������������������������������������������������������������������������������52

Third-Party Assurance������������������������������������������������������������������������������������������������������������������������������������������������138

Preservation of Biodiversity��������������������������������������������������������������������������������������������������������������������������������������54

Social����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������56
Respect for Human Rights�����������������������������������������������������������������������������������������������������������������������������������������57
Achieving a Sustainable Supply Chain����������������������������������������������������������������������������������������������������������������61
Human Resources Management����������������������������������������������������������������������������������������������������������������������������65
Promoting Diversity and Inclusion, and Enhancement of Employee Engagement��������������68
Strengthening Human Resource Development��������������������������������������������������������������������������������������������72
Promoting Occupational Health and Safety���������������������������������������������������������������������������������������������������75
Delivering Products Which Help Prevent Traffic Accidents������������������������������������������������������������������78
Improvement of Product, Sales, and Service Quality�������������������������������������������������������������������������������83
Contribution to Local Economy through Business Activities��������������������������������������������������������������89
Promoting Social Contribution Activities����������������������������������������������������������������������������������������������������������92

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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02▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Editorial Policy
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 sustainability
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: FY2023 (April 1, 2023 to March 31, 2024)
When appropriate, the Report also includes some historical and recent data from outside the reporting period.
Reporting frequency: Once each year

Date of Publication
July 31, 2024

Reference Guidelines• GRI Standards (Global Reporting Initiative)• SASB (Sustainability Accounting Standards Board)• 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 nonhistorical 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.

System for Disclosing Information
Financial information

Non-financial information
Integrated Reporthttps://www.mitsubishi-motors.com/en/investors/library/anual.html

Summary of Financial Results

https://www.mitsubishi-motors.com/en/investors/library/earning.html

Annual Securities Reporthttps://www.mitsubishi-motors.com/en/investors/library/yuka.html

WEB「Investors」

https://www.mitsubishi-motors.com/en/investors/index.html

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Sustainability Reporthttps://www.mitsubishi-motors.com/en/sustainability/esg/report/index.html

Corporate Governance Reporthttps://www.mitsubishi-motors.com/en/sustainability/pdf/governance.pdf

WEB「Sustainability」

https://www.mitsubishi-motors.com/en/sustainability/index.html

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03▶ Nextl Integrated Report•F inancial and non-financial
information with a directconnection to the Company’s management strategy•F ocus on information thatis integral and concisel Sustainability Report•S ustainability (ESG) information•F ocus on information thatis comprehensive and continuous
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Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

ESG Data

Corporate Overview (As of March 31, 2024)
Global Sales and Production Volumes

Company NameMITSUBISHI 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 andengages in the financial businesses.

Others 1%

Asia
49%

Brand NameMITSUBISHI MOTORS

Common Stock¥284,382 million

Total number ofissued shares

1,490,282,496 (including treasury stock)

Group Companies

Consolidated Subsidiaries: 34
Equity-Method Affiliates: 17

Number of Employees

Consolidated: 28,982 Non-consolidated: 13,844

Oceania 10%

FY2023
Production
Results(Thousandsof units)

Others
17%
Japan
49%

1,011

Asia
32%

Production Volume by Region

FY2021

FY2022(Thousands of units)

499

Overseas

717

447

604

562

511

FY2023

Asia

697

434

579

542

498

Others

20

13

25

20

13

1,337

814

1,024

1,019

1,011

2,789,589

Operating income(loss)

12,788(95,321)87,331

190,495

190,971

Ordinary income(loss)(3,843)(105,203)

100,969

182,022

209,040

74,037

168,730

Total

Sales Volume by Region

154,709

Japan
Overseas0495

FY202073

FY202175

FY202292

FY2023
111

1,032

728

862

742

704

160

113

156

133

163

Europe

215

144

131

61

59

Asia

433

294

331

310

262

Oceania

88

72

97

88

84

Others

136

105

147

150

136

1,127

801

937

834

815

Total

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(Thousands of units)

FY2019North America

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

FY2023457

2,458,141(312,317)

FY2022420

2,038,909(25,779)

FY2021367

1,455,476

Profit (loss)
attributable toowners of the parent

FY2020620

2,270,276

Net sales

Europe7%Japan(million yen)

FY2020815

Overseas86%

FY2019FY2019FY2023
North
Sales Results America(Thousands
20%of units)

Overseas
51%

Performance Highlights

Japan
14%

▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Principal Facilities (As of the end of June 2024)

Worldwide

Head Office
Vehicle Production Facilities
Power Train/Part Production Facilities
Development/Design Facilities

Mitsubishi Motors (China) Co., Ltd.
(MMCh)PCMA Rus, Limited liability company

Mitsubishi Motors
R&D of America, Inc. (MRDA)Japan
Mitsubishi Motors Vietnam
Co., Ltd. (MMV)

Mitsubishi Motor R&D
Europe GmbH (MRDE)

Mitsubishi Motors Philippines
Corporation (MMPC)
Asian Transmission Corporation (ATC)PT Mitsubishi Motors Krama Yudha
Indonesia (MMKI)Japan

Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)

Growth Drivers

Leverage Regions

Advanced Technology
Promotion Regions

ASEAN, Oceania

Latin America,
Middle East / Africa

Japan, North America,
Europe, China

Concentrate management resources
into these core businessregions, and aim to grow sales
volume, market share and revenue
Production
Facilities

Second pillar of businessdevelopment maximizing use of
ASEAN products

Move to advanced
technologies by leveraging
the Alliance / partners

VehiclesJapan, Thailand, Indonesia, the Philippines, Vietnam and Russia

Power Train/Parts

Japan, Thailand and the Philippines

Development/Design Facilities

Japan, United States, Germany, China and Thailand

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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05▶ NextKyoto Plant - Shiga

Tokachi Research &Development Center

Kyoto Plant - Kyoto
Kyoto Research &Development Center
Mizushima Plant
Head Office
Tokyo Design

Okazaki Plant
Research & Development Center
EV Research & Development Center
Design Center

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Message from the President & CEO

MITSUBISHI MOTORS Group contributes to therealization of a sustainable society
through our business activities.

In recent years, sustainability issues including
addressing climate change and respect for humanrights have become increasingly critical in corporate management. Additionally, the developmentof technologies including AI and IoT has changed
drastically the concept of automobiles to transport
people and goods, and the automotive industry
has entered a new era. Under these circumstances, MITSUBISHI MOTORS has adopted the vision of“Create vibrant society by realizing the potential ofmobility” to convey our desire to contribute to therevitalization of the whole society by promoting
new challenges and economic activities of individuals through the streamlining and optimization ofpeople’s mobility. We are committed to this vision.
In pursuit of this vision, through our mid-term
management plan “Challenge 2025,” we strive tobuild our mobility business, achieve carbon neutrality, which represents a global challenge, ensure
respect for human rights, establish a workplace
where diverse talent can thrive.
We will also thoroughly refine our unique character, which is “the provision to customers of afulfilling mobility life that awakens their adventurous spirit on the basis of reliability backed up
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

by technology that achieves ‘Eco-friendly × Safety
technology, Peace of Mind and Comfort’” and contribute to the realization of a sustainable society.
While deepening mutual understanding throughdialogue with diverse stakeholders, we will contribute to the realization of a sustainable society
through our familiar product, namely, the vehicle.

Challenge to realize “Environmental Vision 2050.”

Currently, companies are expected to address environmental issues including climate change in order toinherit an irreplaceable global environment rich in water and greenery for the next generation and beyond.
Responding to such social demands, we formulated“Environmental Vision 2050,” which defines the social
vision we wish to realize by 2050 and the direction of
our efforts with regard to “Climate Change Countermeasures,” “Resource Recycling,” and “Environmental
Pollution Prevention,” and have been working up to
its realization.
Concerning climate change countermeasures,
We will continue to introduce electric vehicles, plugin hybrid vehicles and hybrid vehicles at appropriate
times, as well as promote energy conservation measures in our business activities and the introduction
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06▶ NextTakao Kato
Member of the Board
Representative Executive
Officer,President & CEO
MITSUBISHI MOTORSCORPORATION

and expansion of renewable energy, aiming to achievecarbon neutrality in the entire supply chain by 2050.
We will also promote energy conservation measuresin our business activities and the introduction andexpansion of renewable energy.
For procurement and logistics, we have cooperated with major suppliers and transportation companies
to reduce CO2 emissions in the production and procurement stages of raw materials and parts, also to
improve the efficiency of transportation of products
and parts.
In terms of “resource recycling,” we will contributeto the realization of a resource-recycling society byminimizing resource inputs and maximizing resource
efficiency through recycling-conscious design and development, promotion of end-of-life vehicle recycling,and efforts to control emissions and recycle resourcesin production activities. With respect to “preventionof environmental pollution,” we will contribute to therealization of a society free from environmental pollution that affects human health and ecosystems by
reducing the environmental impact of our products
and pollution caused by our business activities, suchas cleaner driving emissions and reduction of environmentally hazardous substances.
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Message fromthe President & CEO

Sustainability Management

Pursuing the Potential of Mobility

As the automotive industry faces an era of profoundchange, MITSUBISHI MOTORS regards digital transformation and expansion into new business fields as newseeds for growth, and we will continue to strengthen
these initiatives. Some of our notable initiatives arethat we utilize used batteries as mobile batteries tohelp coordinate the supply and demand of electricity,
and also we conducted demonstration tests to use
the vehicle batteries to as emergency power sourcesin case of power cuts due to natural disasters. While
exploring the potential of business opportunities
unique to an automobile manufacturer, such as theutilization of batteries, and collaborating with otherindustries, we will promote the establishment of afoundation for full-scale development to make it a
new pillar of earnings.

Creating Fulfilling Workplaces and Investing in
Human Resource Development

Amid rapid changes in the business environment andan aging society with a declining birthrate, it is essential for us to attract, develop, and retain a diverse
workforce with high aspirations and expertise in orderto achieve sustainable growth and increase corporate value. Furthermore, employee retention strategy
is essential. Recognizing that human resources aremanagement capital, we are committed to creating
an environment in which each employee can feel fulfilled, fully demonstrate his or her abilities, and workin a healthy and energetic atmosphere, both physically and mentally.
With “building a better place to work,” “enhancing learning opportunities /reskilling programs,” and“cultivating a diverse workforce” as the direction ofhuman resources strategy in support of the mid-term
management plan “Challenge 2025,” by reviewing systems and measures related to reform of work styles
and development, as priority items, we will promote
the establishment of a workplace in which each and
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Environment

SocialGovernanceevery employee is motivated to work and the development of human resources.

Ongoing Strengthening of Efforts to Respect
Human Rights

It is essential to address respect for human rights inorder to expand our business globally and achievesustainable growth, as well as to fulfill our corporatesocial responsibility. We express our support for theUnited Nations Global Compact, which addresses the
10 principles in the four areas of human rights, labor,
environment, and anti-corruption, and as a participating company, we support and respect international
norms and standards such as the International Bill of
Human Rights and the Guiding Principles on Businessand Human Rights. In addition, the Group’s “Human
Rights Policy” outlines the prohibition of discrimination and the elimination of unfair labor practices.
Through our human rights due diligence mechanism, we pursue human rights assessments at
our company and group companies to identify andconfirm the negative impact of our business activities on human rights, and to make prompt improvements in order to strengthen the prevention ofhuman rights violations.
Moreover, suppliers are required to agree to our
Supplier CSR Guidelines to promote respect for humanrights in the supply chain, and we endeavor to understand the situation through CSR assessments of our
suppliers by third-party evaluation organizations.
Since the automotive industry has a wide andcomplex range of suppliers, there are concerns about
potential risks such as child labor and forced laborin the procurement of raw materials and productionof parts outside of our direct suppliers. Therefore,
we collaborate with our suppliers to eliminate suchrisks and further strengthen the prevention of humanrights violations.
Given the direct and indirect impact of environmental issues on human rights, we reinforce our iniBack ◀

07▶ NextDisclosure Based on
the TCFD Recommendations

ESG Data

tiative for environmental protection including “Climate
Change Countermeasures,” “Resource Recycling” and“Environmental Pollution Prevention.”

Enhancement of Sustainable Management

Based on the recognition that addressing sustainability issues is the pillar of the Group’s management,
directors and general managers are appointed tobe responsible for all fourteen materialities, and theSustainability Committee, which I chair, confirms the
progress of the initiatives. Significant matters, such as
climate change measures, are reported to and deliberated by the Board of Directors.
Sustainable management requires a shared awareness among all executives and employees. To this end,
“CO2 emissions from business activities” and “employee engagement” are incorporated as indicators fordetermining mid- to long-term performance-linked
remuneration for executives. I strive to raise employee awareness of the importance of sustainability byrepeatedly communicating the importance of sustainability putting my thoughts into words through town
hall meetings and other opportunities.
Through the various initiatives described above,
we will continue to enhance and strengthen ourgovernance, placing the highest priority on compliance, while aiming to provide value that meets the
expectations of our customers, shareholders, and allother stakeholders.
We will reinforce our group-wide sustainable
management with a prominent level of transparency
going forward.

Takao Kato
Member of the Board
Representative Executive Officer, President & CEO
MITSUBISHI MOTORS CORPORATION
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Corporate Philosophy and Policy
Three Principles(how to realize the vision) specify how we become

MITSUBISHI MOTORS’ Philosophy System

more proactive to exert a positive influence on society.

Our company’s corporate activities are based on the“Three Principles,” which are positioned as the basic

The “Three Principles,” which is the spirit of Mitsubishi’s founding, is positioned as a fundamental philosophy common to the Mitsubishi Group.

Shoki Hoko
= Corporate Responsibility to Society
Strive to enrich society, both materially and spiritually, while contributing towards the preservation of the
global environment.

Shoji Komei= Integrity and Fairness
Maintain principles of transparency and openness, conducting business with integrity and fairness.

Ritsugyo Boeki= Global Understanding through Business
Expand business, based on an all-encompassing
global perspective.

principles common to the Mitsubishi Group. The “MMCVISION
Create vibrant society by realizing the potential of mobility

WAY*1” describes the attitudes and actions that each

MISSION

take. In addition, we aim to fulfill our “Mission” and1. Provide new experiences for our customers with creative products and service excellence.
2. M ake positive contributions to the sustainable development of our society.
3. Act sincerely as a trusted company.
4. Enhance stakeholder value by leveraging the Alliance.

In the automobile industry, technological innovations are emerging one after another due to thevision and mission to serve as common guiding
principles for the employees of the MITSUBISHI
MOTORS Group as we look toward the future. The

Conduct*2,” which all executives and employees are
required to follow.
We contribute to the realization of a sustainable society while deepening mutual understanding
business activities in each country and region centered on familiar products such as cars.

diversification of powertrains, the automobile intelligence, 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 amajor transition, we are committed to research andprovide all people with possible opportunities to go

MITSUBISHI MOTORS has formulated our corporate

realize our “Vision” by practicing the “Global Code ofthrough dialogue with various stakeholders throughdevelop the potentialities of mobility broadly and to

Vision & Mission

and every executive and employee should have andwherever they want, to see whatever they want, andmeet whomever they want, at any time. The “Vision”
includes our desire to promote new challenges andeconomic activities of individuals and contribute to
the revitalization of society as a whole by streamlining and optimizing the movement of people.

automobile industry is in a period of major change,

VISIONThe society
we want
to create

MISSION

How to realize the vision

MMC WAY

The attitudes and actions
that each and every employee need topractice to fulfill our mission.

Global Code of Conduct

Standards that all executives andemployees must comply withand our business environment is also undergoing
substantial changes. Under these circumstances, the*1: Please see page 65 for details on the “MMC WAY.”*2: Please see page 106 for details on the “Global Code of Conduct.”

Vision (the society we want to create) and Mission
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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08▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Our Approach to and Framework for Promoting Sustainability

The automotive industry is undergoing a once-in-acentury transformation, as new technologies suchas connectedness and autonomous driving and new
business models such as car sharing are drasticallychanging the concept of the automobile as a means
to transport people and goods. In particular, on theenvironmental front, climate change and energy
problems are becoming more serious worldwide. As
countermeasures, the automotive industry is being
called on to take up major challenges, such as theelectrification of automobiles.
As the external environment surrounding MITSUBISHI MOTORS becomes more complex, we believe
it is essential to realize a sustainable society andstrengthen our competitiveness based on our visionof “Create vibrant society by realizing the potential ofmobility.” We believe this approach is indispensablefor the Company’s sustainable growth.
When creating our mid-term business plan, “Challenge 2025,” we came up with several scenarios for
how the world will look in 15 years from now and thenperformed backcasting to formulate a plan for what
we have to work on in the next three years.*
The Company recognizes that various challenges
in the environmental, social, and governance fields
pose risks to its sustainable growth. At the sametime, we see working to solve social problems as anopportunity for new business, and we will strive to
reduce risk and contribute to solving social problems
through responsible business operations.

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 opportunities 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 andexpectations from a medium-term perspective, anduses the PDCA cycle by checking progress.
We have a structure in which important matterssuch as reviewing material issues and the overall
status of sustainability activities are deliberated andreported by the Board of Directors.

TCS division
Engineering division

Procurement division
Sales division

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09▶ NextSustainability Committee(Administrative office: Sustainability Promotion Department)

Plan
Summary of the previous fiscal year➡
Formulation of plans forthe current fiscal year
ActionCheck
Progress of the plan for the fiscal year /Revision of the plan

Do

Deliberation
and Reporting

Production division

WEB https://www.mitsubishi-motors.com/en/sustainability/
strategy/susc-summary/index.html

Board of Directors

Product strategy division

On the environmental front, the Sustainability Committee discusses our efforts to achieve carbon neutrality, which is a global issue, and to enhance disclosure in line with the Task Force on Climate-related
Financial Disclosures (TCFD) Recommendations. On
the social front, we discuss initiatives involving humanrights, 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 referto the following.

Executive Committee

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Corporate division

Proceedings

Deliberation
and Reporting* For details, please refer to the Company’s mid-term businessplan, “Challenge 2025.”
WEB https://www.mitsubishi-motors.com/en/investors/corpmanage/plan.html

Related internal divisions

Framework for Promoting SustainabilityGroup companies

Approach to Sustainability

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Message fromthe President & CEO

Sustainability Management

FY2023 Achievements of
the Sustainability Committee<Meetings convened>
3 times<Principal matters for deliberation and reporting>• Review of FY2022 initiatives on the material
issues and activity plans for FY2023• Initiatives to achieve carbon neutrality• Response based on the TCFD recommendations• Human rights initiatives• FY2023 disclosure policy• Initiatives to foster a sustainability mindset, etc.

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Sustainability Committee members (As of April 2024)
Category
Chair
Vice-chair

Position or Scope of Authority
Executive Officer, President & CEO
Executive Officer (responsible for Internal Control Promotion/General Administration/Corporate Affairs) andDivision General Manager, Corporate Affairs Division
Committee Executive Officer, Executive Vice President (responsible for Sales)
members Executive Officer, Executive Vice President (CFO)
Executive Officer, Executive Vice President (responsible
for Engineering/TCS*1/Design)
Executive Officer (responsible for Procurement)
Executive Officer (responsible for Production)
Corporate Officer, Division General Manager, Corporate
Planning DivisionCorporate Officer, Division General Manager, Corporate
Strategy Management Division
Division General Manager, PD*2 Office
Person in Charge of Materiality Initiatives
Senior Executive Officer (responsible for Product Strategy), Division General Manager, Product Strategy DivisionCorporate Officer, Division General Manager, Human
Resources DivisionCorporate Officer, Division General Manager, Mobility
Business DivisionCorporate Officer, Division General Manager, EV Powertrain Engineering Development Division 1
Corporate Officer, (responsible for AMS*3 and Product Sales Strategy),
Division General Manager, General Administration,
Sustainability Division
Division General Manager, Vehicle Engineering Development Division 1
Division General Manager, SCM*4 Division
Division General Manager, Internal Control Promotion Office
Division General Manager, TCS*1 Division
Division General Manager, Production Strategy Planning Division
Division General Manager, Production Engineering Division
Division General Manager, Procurement Management Division
Division General Manager, Global Sales Development Division
Division General Manager, Global After Sales Division
Division General Manager, Domestic Sales Division
Observers Members of the Board and the Audit Committee
Executive Officer (responsible for Legal & Corporate
Governance), 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, Financial Planning Office
General Manager, Public Relations Department

Structure for Promoting Carbon Neutrality
With the aim of achieving carbon neutrality across the
supply chain by 2050, we established the Carbon Neutrality Council under the Sustainability Committee. This
council, which met four times in FY2023, is chaired by
the Executive Officer, Executive Vice President.
In particular, with respect to “responding to climate change and energy issues,” under the Sustainability Committee we established the Carbon Neutrality Council. Council members include the headsof divisions responsible for management strategy,
products, production, procurement, logistics, andother areas. In addition to assessing climate changerisks and opportunities, the council considers specificresponse measures in each domain and drafts medium- to long-term response policies and targets. The
proposed policies and targets are deliberated by the
Sustainability Committee.
Please see page 30 for details on the Carbon Neutrality Council.

*1 Total Customer Satisfaction *2 Program Director*3 Asia Pacific Marketing & Sales *4 Supply Chain Management
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Instilling Sustainability Awarenesswithin the Company

Environment

SocialGovernanceParticipation in the United Nations
Global Compact

MITSUBISHI MOTORS conducts penetration activities

In May 2019, we announced our support for the United

throughout the year so that executives and employ-

Nations Global Compact (UNGC), the universal princi-

ees can deepen their understanding of sustainability

ple regarding human rights, labor, the environment

and practice sustainability initiatives through theirand anti-corruption advocated by the United Nations.

daily work. At the end of each fiscal year, we conduct

The UNGC are voluntary behavioral principles foran employee awareness survey to confirm the degreecompanies and organizations that were proposed byof penetration. We use the survey results to strength-

then-Secretary-General Kofi Annan at the World Eco-en and improve each measure and reflect them innomic Forum (Davos Conference) in 1999. As a global

activities in the following fiscal year.

company, we believe that respect for human rights<Examples of Activities in FY2023>

and anti-corruption initiatives are very important.

• Online training related to sustainability in general

Accordingly, that same year we partially revised the8,232 participants

MITSUBISHI MOTORS Global Code of Conduct, clari-• Training on overall sustainability tailored to eachfying our efforts related to respect for human rights

job rank

and anti-corruption. In addition, we have established

Conducted 19 timesa Human Rights Policy that commits us to promoting(Entry-level employees, mid-career employees,

business activities that emphasize human rights.

manufacturing staff candidates, newly appointed

Based on the 10 principles of the UNGC, as a goodM2 employees <Managers>, newly appointed M1

corporate citizen we will continue our activities toward

employees <General Managers>, executives)

the realization of the sustainable growth of society.

Disclosure Based on
the TCFD Recommendations

ESG Data

Participation in External Organizations
 Japan Business Federation (Keidanren) Japan Automobile Manufacturers Association, Inc.
 Society of Automotive Engineers of Japan, Inc.
 Global Compact Network Japan (GCNJ)

Main External Initiatives Supported or Referred to 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 Development (OECD) Guidelines for Multinational Enterprises
 ISO 26000 Guidance to Social Responsibility
 Keidanren Charter of Corporate Behavior• Distribution of messages from management related
to sustainability

Please see the following for specific activities inDistributed three times

the four areas stipulated in the Global Compact.

• Distribution of a newsletter related to sustainability

Human rights: P57-60

Distributed six times

Labor		: P75-77

The environment : P22-55
Anti-corruption : P109

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

ESG Data

MITSUBISHI MOTORS’ Materiality
Identifying and Reviewing Materiality

Process of Identification and Review
STEP

MITSUBISHI MOTORS, with recognition of importanceof the United Nations Sustainable Development Goals

1(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 conducted repeated examinations from the perspective of
stakeholders’ concern and impact on the Company,

STEP

2

and held hearings with experts. After that, we repeated discussions about our material issues at the Sustainability Committee, and the decision was made atthe Executive Committee.*
In recent years, social trends related to sustainabil-

STEP

3

ity have changed substantially and rapidly. After carefully considering the impacts the Company has on theeconomy, environment and people, including humanrights, we are flexibly reviewing and addressing material issues in response to the latest social conditions
and the needs and expectations of our stakeholders.
* Determined by the Executive Committee in accordance withinternal regulations as of 2018. From 2019 onwards, resolvedby the Board of Directors and other bodies in accordance withchanges in the internal regulations.

STEP

4

STEP

5

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Sorting through Issues and Setting Evaluation Standards

History of Materiality Identification and Review
FY2018FY2019FY2020We selected candidates, taking into consideration
the SDGs, the GRI standards and external assessments of the Company’s sustainability activities.
Furthermore, we have set evaluation criteria todetermine priorities based on the scope of impactof our activities (boundary) and consistency withbusiness risks.

FY2021

Internal investigation

FY2022The secretariat, in consultation with related internal departments, confirmed the priority of theinitiatives from the viewpoint of impact on the
Company’s business.

• Identified materiality• Formulated the Human Rights Policy• Formulated the Environmental Plan Package• Reviewed materiality(In light of the formulation and publication of the“Environmental Plan Package” and the new normal
triggered by the spread of COVID-19, we havereviewed material issues relating to the “environment” and “people.”)• Expressed our support for the TCFD Recommendations• Reviewed materiality(Recognizing that “employees are capital that
support the Company’s growth,” we reviewed
material issues related to people, given the needto enhance human capital investment.)• Reviewed the Environmental Plan Package

Interviews with outside experts
Interviews were conducted by the secretariat withan expert familiar with social issues. The expert reviewed important issues that the Company should
address from the perspective of its impact onsociety (economy, environment and people).

Deciding the Materiality and Setting KPIs
The Sustainability Committee deliberated on material issues that reflects internal and external opinions,and the Board of Directors and other bodies gave
their final approval. We also set KPIs for each material issue and assigned people to oversee them.

Reviewing Materiality
After carefully considering the impacts the Company has on the economy, environment and people,
including human rights, we flexibly reviews material issues in response to the latest social conditions
and the needs and expectations of our stakeholders. These material issues were then deliberated by
the Sustainability Committee, and the Board of Directors and other bodies gave their final approval.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

The Materiality Identified

E
Extremely highConservation of water
resources (P52)

Targetl 3.9

Targets
l 8.7
l 8.8

Targetsl 12.4l 12.5

Targetl 6.4

E Responding to climate change and energy
issues (P29)

Targets
l 7.2
l 7.3

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

S Delivering products which help prevent traffic
accidents (P78)

Targetl 3.6

Targetl 4.4

Targets
l 9.2
l 9.4

Targetl 10.2

Targetl 11.5

Targetl 13.1

Targetl 17.7

S Promoting diversity and inclusion, andenhancement of employee engagement (P68)

Targets
l 5.4
l 5.5

Targetl 8.5

G Strengthening governance and ensuring
compliance (P98)

Targetl 8.7

Targetl 16.5

S Improvement of product, sales, and service
quality (P83)
S Contribution to local economy throughbusiness activities (P89)

E Preservation of biodiversity (P54)

Very highImpact of the Company on society (economy, environment and people)

E S Achieving sustainablesupply chain (P61)

Targetl 15.5

S Promoting occupational healthand safety (P75)

Targetl 8.8

S Promoting social contribution
activities (P92)

Targetl 10.2

Targetsl 12.2l 12.5E Resource recycling initiative (P45)

Targetl 3.9

E Prevention of pollution (P48)

Targetl 11.5

Targetl 13.1

Targetl 15.4S Strengthening human resource development (P72)

Targetl 6.3

Targetsl 12.4l 12.5

Target
l 4.4

High
High

Very highExtremely highImpact on the Company’ s business
E : Environment

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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G : Governance

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Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

ESG Data

Reflecting Medium- to Long-term Perspectives when Setting Annual Targets Related to Materiality
MITSUBISHI MOTORS needs to reinforce its management base in order to respond to the various changes
taking place in the automotive industry, look at thebusiness environment from a long-term perspective,
and respond to medium- to long-term risks and opportunities. To achieve these goals, we recognize theimportance of setting annual targets on materiality
initiatives from a medium- to long-term perspective.
Starting FY2021, we have been taking the following steps to set annual targets for individual materiality initiatives.
First, we took a long-term perspective, 2050 as ourtime horizon for responding to environmental issues
we consider essential in order to conduct businessactivities. In the Environmental Policy, we particularly
focused on climate change, resource circulation andpollution prevention. For other material issues, we
looked ahead to 2030, which is the target year for theUnited Nations’ Sustainable Development 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 byaddressing these issues. After deliberating with the division general managers in charge of implementing thematerial issues, we clarified the direction of response.
Looking from the medium-term perspective, or
three years into the future, we worked with the division general managers responsible for implementing
the material issues to identify the external environment and stakeholders’ needs and expectations. We
then set medium-term action targets. The Sustainability Committee deliberated the medium- to longterm aspects of respective material issues, including
risks and opportunities, as well as the appropriateness of the annual targets and indicators.
Starting FY2022, we have been reviewing the
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

BackcastingLong Term
Policies and directions in responding tolong-term risks and opportunities

Medium Term (Next Three Years)

We consider stakeholders’ needs, expectations,and the direction of our initiatives in light ofthe external environment over the medium term,
taking into account our mid-term business plan or
looking forward three years.

Annual Targets

KPIs and targets for material
issues in this fiscal year
2023

2024

2025

2026

2027

medium to long-term aspects of each material issue
and setting annual targets and indicators. We areprogressing with our initiatives based on this review.
Through the process of formulating “Challenge
2025,” the mid-term business plan we announced
in March 2023, we reflected on the “15-Year Plan”
we use for internal activities, looking ahead 15 years
in the three areas of technology, regional communities, and the mobility business, and then createda long-term roadmap to get there. We believe thesocial issue of climate change will revolutionize theenvironment surrounding the automotive industry. To
promote carbon neutrality as a means of addressing
this global issue, in February 2023 we revised our Environmental Targets 2030. Specifically, we raised our
FY2030 business activities CO2 emissions reduction
target by “- 50% compared with the FY2018 level,”maintaining our current targets of “- 40% comparedwith the FY2010 level” for average CO2 emissions fromnew vehicles and “50% by FY2030” for the electrified
vehicles sales ratio. We also established the target of
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14▶ Next

2030

2050

2040

“100% by FY2035” for the electrified vehicles sales ratio. To meet the revised Environmental Targets 2030
in FY2023, we have stepped up our measures that
contribute to carbon neutrality and are considering
the introduction of internal carbon pricing.
For details on the long-term roadmap, please refer to page 7 ofthis document on our website.
WEB https://www.mitsubishi-motors.com/content/dam/com/
ir_en/pdf/financial/2023/230310-2.pdf?20230406

Environmental Targets 2030
Revised Targets

CO2 emissions from business activities(Total Emissions of Scope 1 and 2)-40% → -50%

(Compared to FY2014)(compared to FY2018)

Added Targets

 Ratio of electrified vehicles sales 100% by FY2035
P
 romoting CO2 emission reduction activities throughcollaborations with suppliers/transporters in the fields ofprocurement and logistics
P rovision of energy management services utilizing electrified vehicles and used batteries
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Materiality (Risks/Opportunities/Impacts)
Materiality

Risks
Opportunities
Impacts Increasing fines and credit costs due to noncompliance with regulations, as well as technology
development costs to comply with regulations due Increasing sales by enhancing our lineup of electrito stricter fuel efficiency, CO2 emissions, and ZEV* Contribute to the realization of a society more resilfied vehicles and other products that help reduce
regulations, etc.
Responding to Climate
ient to climate change as we move toward net-zero
CO2 emissions.
 Increasing procurement costs for electricity and raw
Change and Energy
CO2 emissions through the growing proliferation ofmaterials due to the introduction of carbon taxes and  Acquiring new demand for securing emergency power
Issueselectrified vehicles and renewable energy.
other carbon pricing measures.
sources in the event of a weather-related disaster.
D amaging to plants due to more frequent and severe
weather disasters and shutting down operations due
to supply chain disruptions.
 Stabilizing procurement costs by reducing our depen Increasing raw material procurement costs due todence on depleted resources.
resource constraints resulting from the depletion of Reducing costs by using resources more efficiently
natural resources such as rare metals.
 Contribute to a resource-recycling-oriented sociand reusing waste.
 Increasing costs due to tighter regulations on the
Resource Recycling
ety by minimizing input resources and maximizing Improving competitiveness through 3R design anduse of recycled materials, recycling, etc. and higher
Initiatives
resource efficiency.
advanced recycling technologies.
response costs.
 Increasing opportunities to utilize end-of-life batteries.
 Declining in our social image due to delayed response Enhancing our image by appealing to our efforts toto resource recycling.
contribute toward a recycling-oriented society.
 Increasing costs of managing environmentally hazardous substances due to stricter and expanded Reducing costs through more efficient management,E
regulations resulting in increased damage to humanincluding of the supply chain.
 Contribute toward a society free of environmental
health and loss of ecosystems.
 Maintaining competitiveness by providing safe andpollution by reducing the environmental impact of Paying lawsuits, fines or sanctions due to serious
secure products through enhanced management,
Prevention of Pollution
our products and the pollution resulting from ourleaks involving air or water.
including the supply chain.
business activities.
 Stopping parts procurement due to shutdown of oper Improving our image through management based onations in our suppliers due to environmental problems.
voluntary standards that are stricter than regulations.
 Declining in our social image due to delays in complying with regulations.
 Contribute to the reduction of water risks and con Increasing instability in procurement and costs due toservation of water resources by addressing these Reducing water stress impacts through reduced dewater shortages and water pollution.
issues in light of the impact of climate change,
pendence on water resources.
Conservation of Water  Shutting down operations and reducing revenues due toresource extraction, and environmental pollution on
flooding and other damage caused by climate change.  Reducing costs through reduced water consumption
Resources
water resources (torrential rains, droughts, waterand increased reuse.
 Increasing costs due to water withdrawal restrictions
pollution, water shortages, etc.)
and stricter wastewater regulations.
 Contribute to the reduction of ecosystem loss byaddressing these issues in light of the impact of cli Avoiding the loss of ecosystems that could lead to Increasing procurement costs and instability in promate change, resource extraction, and environmental
environmental changes that raise the uncertainty andcurement of resources due to environmental changes
pollution on ecosystems (e.g., species extinction andcost of procuring resources.
Preservation of
resulting from loss of ecosystems.
migration, reduction, and disappearance of habitats Avoiding damage to our image by mitigating or reBiodiversity Declining in our social image due to loss of ecosysand habitat areas).
storing the impact on ecosystems caused by land use
tems caused by land use in business operations.
 Ensure implementation of conservation measures inin the project.
harmony with regional biodiversity.
* Zero emission vehicles (ZEVs) are electric vehicles (EVs) 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 acertain number of units in the state, a certain percentage of those units must be ZEVs.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Materiality

Risks
Opportunities
Impacts Securing MITSUBISHI MOTORS’ brand recognition and Increasing in accidents due to aging drivers worldexpand sales by introducing advanced technologies.  Contribute to the realization of a mobility society
wide and rapid increase in car ownership in emerging
Delivering Productswith zero traffic accidents through penetration and Securing brand power and earnings through themarkets.
which Help Prevent
expansion of safety technologies.
development and introduction of anti-crash technol Frequent occurrence of fatal motorcycle accidents in
Traffic Accidents
ogies for motorcycles for the ASEAN market.
ASEAN countries.
 Increase customer satisfaction by providing productImprovement of Prod Causing quality problems due to product and sales/ Enhancing loyalty and winning new customers by
quality and sales and service quality that exceeds
uct, Sales and Service
service quality.
providing high-quality products, sales and services.
customer expectations.
Quality Strengthening of the management base by develop Increasing global investment in the ASEAN region,
Contribution to Local
 Develop and address issues in the regions where we
ing human resources.
resulting in labor shortages and rising labor costs.
Economy throughdo business and grow with them.
 Increasing intra-regional and income disparity due to  Improving the work environment, productivity andBusiness Activities
efficiency through continuous capital investment.
economic development.
 Enhance corporate value by building an organization in Securing talented human resources and creating
Promoting diversity Concentrating human resources in companies withwhich diverse human resources can play an active role.
value from diverse perspectives.
and inclusion, and endiversity and good working environments.
 Provide value by creating a comfortable work envi Improving productivity by enhancing the quality ofhancement of employE ffecting poor communication on business.
ronment that further enhances productivity.
remote work.
ee engagement Enhance corporate value by strengthening managers’ Decreasing productivity and weakening of the organi Improving productivity and organizational resilience.
management skills.
zation under working remotely.
Strengthening Human Enhancing competitiveness due to an increase in Provide value by improving ability to respond flexibly
Resource Development  Decreasing competitiveness due to delayed adaptahighly specialized personnel.
S
to changes in the environment.
tion to social and environmental changes.
 Decreasing our image and interruption of business Increase engagement by providing an environment
continuity due to the occurrence of occupational Ensuring of business stability by creating safe andPromoting Occuwhere each employee can work and play an active
accidents, increase in the number of patients withsecure workplaces and promoting physical and menpational Health androle in a rewarding, healthy and energetic manner,lifestyle-related diseases and mental illnesses, andtal health.
Safetyboth physically and mentally.
other factors that impede the mental and physicalhealth of employees.
 Enhance business continuity by strengthening the Increasing production delays, stoppages, and costs due
BCP* system in cooperation with industry associa Securing an emergency procurement system by estabto supply chain disruptions caused by external factors.
tions and government.
lishing a stable supply chain.
 Reducing raw material procurement and decrease
Achieving a Sustain Reduce impact on human rights and the environ Maintaining social credibility through responsible
in corporate value due to delays in addressing social
able Supply Chain
ment by promoting CSR throughout the supply chain
behavior throughout the supply chain, by respecting
and environmental issues, including human rights
through addressing conflict minerals and other issues
human rights and ensuring compliance.
violations in the supply chain.
related to human rights with suppliers.
 Supporting safe and secure lives by establishing a Increasing number of large-scale disasters andprompt support system in the event of a disaster.
environmental destruction due to extreme weather Ensure the safety and security of community life.
 Contributing to communities’ social development
conditions, etc.
Promoting Social Con Develop local communities through the use of eachthrough ongoing activities that meet regional needs.
 Growing disparity and inequality due to economic
tribution Activities
employee’s skills, know-how and products.
 Contributing to accident reduction by providing traffic
development.
safety awareness opportunities.
 Increasing traffic accidents.
 Ensure confidence in the Company by further
 Increasing of social problems of corporate fraud.
strengthening governance, such as by ensuring com Increasing number of cyberattacks and other issues  Ensuring soundness and transparency by establishing aStrengthening Govpliance with laws and regulations, and the approprirobust governance system, and earning society’s trust.
related to information leaks, as well as their increasG ernance and Ensuring
ateness and efficiency of business execution.
 Ensuring safety and sustainability of corporate busiing severity.
Compliance Ensure confidence in the Company by properly idenness through enhanced risk management.
S topping business due to natural disasters or outtifying risks.
breaks of infectious diseases.
* BCP: Business continuity plan

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Materiality (External Environment/Stakeholders’ Needs and Expectations/Medium-Term Targets)
Materiality

External Environment

Stakeholders’ Needs and Expectations

Medium-Term Targets
FY2030 targets: Average CO2 emissions from new vehicles:-40%(Tank to Wheel, compared with FY2010) Declaration of carbon neutrality by more than 140 countries/re Electrified vehicles sales ratio: 50% (100% by
gions by 2050.
FY2035) Increasing the 2030 target by major countries by triggering COP26
 Increasing expectations for efforts to achieve car-  CO2 emissions from business activities:
held in 2022 (United Kingdom).
bon neutrality throughout the supply chain against-50% Various national governments considering or announcing lower
Responding toa backdrop of growing demand for environmental(Scope 1 and 2 total emissions, compared
CO2 and higher fuel economy standards, making electrified vehiClimate Change andcles mandatory, banning the sale of vehicles with internal comconsiderations.
with FY2018)
Energy Issues
bustion engines, strengthening regulations on life cycle assess-  Expanding ESG investment (promotion of transfor-  Promoting CO2 reduction activities withments (LCA).
mation of corporate activities by investors.)
major suppliers.
 Acceleration of global efforts to reduce CO2 emissions with theP romoting CO2 reduction activities in cooprelease of the Sixth Assessment Report of the IPCC*1 in Marcheration with logistics companies.
2023.
 Providing energy management services utilizing electrified vehicles and used batteries.
 Implementing measures to adapt to climate change.
 Expansion of the shift to a circular economy.
 Promote the adoption of non-fossil based Materialization of domestic and international waste problems
 Rising demand for environmental considerations.
plastics.
(e.g., import restrictions in emerging countries).
E Resource Recycling Expanding ESG investment (promotion of transfor-  Achieving zero direct landfill waste (lessInitiatives
 Strengthening of the EU Battery Directive (e.g., disclosure of themation of corporate activities by investors.)
than 0.5%.)
amount of recycled materials used).
 Reusing batteries used in electrified vehicles.
 Expansion of marine pollution problems caused by plastics.
 Strengthening of Emission Regulations in Each Country and Region.
 Strengthening of regulations on chemical substances in each Rising demand for environmental considerations.
 Complying with regulations on environmenPrevention of Pollution
country and region.
 Expanding ESG investment (promotion of transfortally hazardous substances in products.
 Strengthening of regulations on import/export of hazardous
mation of corporate activities by investors.)
wastes (plastic wastes).
 Worsening of global environmental changes and water shortages
 Promoting climate change countermeadue to extreme phenomena associated with the progression ofsures, resource recycling, and prevention ofclimate change.
 Rising demand for environmental considerations
environmental pollution.
Conservation of Water Worsening of water pollution due to population growth and urban  Expanding ESG investment (promotion of transfor Managing water consumption and monitorResources
development in emerging countries.
mation of corporate activities by investors.)
ing of wastewater quality based on water Worsening of water pollution due to population growth and urban
risks at each production site.
development in emerging countries.
 Enhancement of international conservation in accordance with an Promoting climate change countermeaassessment report published in May 2019 by IPBES*2.
 Rising demand for environmental considerations
sures, resource recycling, and prevention ofPreservation of Adoption of the Kunming-Montreal Global Biodiversity Frame Expanding ESG investment (promotion of transforenvironmental pollution.
Biodiversity
work at the 15th Conference of the Parties to the Convention on
mation of corporate activities by investors.) Promoting community-based environmenBiological Diversity in December 2022.
tal initiatives.
*1 IPCC: Intergovernmental Panel on Climate Change*2 IPBES: Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Materiality
Delivering Products
which Help Prevent
Traffic Accidents

Sustainability Management

Environment

SocialExternal Environment Strengthening of traffic accident-related laws and regulations,
government safety targets and safety performance evaluation
standards.
 Introduction of safety standards and regulations for CASE andother advanced technologies.

Improvement of
Product, Sales, andService Quality

D
 iversification of customer needs in line with the increasing sophistication of vehicles (electrification/intelligence).
E xpansion of off-board functions of vehicles (connected/smartphone linkage).

Contribution to Local
Economy throughBusiness Activities

 In the ASEAN- Promotion of initiatives toward a carbon-neutral society.
- Facilitation of imports and exports through expansion of themulti-FTA (Free Trade Agreement) network.
- Continued economic growth due to the demographic dividend.

Governance

Disclosure Based on
the TCFD Recommendations

ESG Data

Stakeholders’ Needs and Expectations
Medium-Term Targets Providing customers with safe, secure, and Customers: Increasing Expectations for Active Safecomfortable means of transportation by
ty Technologies.
taking the lead in the environment.
 Local communities: Providing a safe means of mo Developing accident reduction technologies
bility for all people.
suited to the ASEAN road traffic environment.
 Being satisfied with the quality of the product and  Achieving top-level customer evaluations
all touch points with MITSUBISHI MOTORS.
in our five ASEAN core markets (Thailand, Business perspective: Maintaining and strengthIndonesia, the Philippines, Vietnam, andening management to ensure compliance and to
Malaysia), Australia, and the mother market
prevent loss of trust in terms of quality.
of Japan.
 Developing our business with an emphasis on Developing the region by hiring, developing people,
contribution to all stakeholders and society.
investing, transferring technology, exporting, pro Concentrating managing resources in thetecting the environment and contributing to society.
ASEAN region as a core business region.

Promoting diversity
R equirements for a comfortable work environment for a diverse
and inclusion, andenhancement ofworkforce.
employee engagement Providing a fair working environment tailored to Developing a comfortable work environindividual circumstances.
ment in which diverse human resources can Growing the business by securing excellent humanplay an active role.
resources.
 Enhancing our information disclosure on Securing personnel who have strong managementhuman capital.
StrengtheningL ack of communication and isolation due to remote work.
capabilities.
S Human ResourceD eveloping management and training capabilities.
 Providing training that matches the environment
R apid changes in the automotive industry (CASE, MaaS).
Development Establishing education policies tailored toand the times.
the environment and generation.
 Preventing mental illnesses caused byenvironmental changes and maintaining Helping employees respond to environmental, age
employees’ mental and physical health.
Promoting Growth in the number of people suffering from mental illnesses
and lifestyle changes.
 Promoting company-wide health and safety
Occupational Healthand lifestyle-related diseases.
 Requiring business continuity.
management, supervision of health andand Safety
safety related laws and regulations, andhealth management.
 Realizing stable and sustainable procure Rising awareness of human rights and environmental issues inment through collaboration and coordinaAchieving a
the international community.
 Expecting business continuity and enhanced trust.
tion with suppliers.
Sustainable Strong competition in EV battery and raw material procurement  Achieving stable, ongoing procurement.
 Realizing an increase in the value of mobiliSupply Chain
due to increasing electrification ratio.
ty by strengthening the competitiveness ofbusiness partners’ QCDD*.
C
 ontributing to a sustainable society by Promoting initiatives to realize a carbon-neutral
each employee utilizing technologies, expertise, and products to meet the challengsociety in cooperation with local communities.
Promoting Social Various global disasters such as heat waves, droughts, and floods
Contribution Activities
caused by heavy rainfall due to extreme weather worldwide.
 Expecting emergency support in disaster and rees of an increasingly diverse society.
 Providing support based on cooperation agreements
construction support.
in times of disaster and resolving social issues.
 Maintaining a strong governance structure
through effective and efficient operation of Revision of business-related laws and regulations.
the internal control system.
 Business interruptions due to natural disasters or outbreaks of Preventing major incidents through strict compliance.
Strengthening
infectious diseases.
 Strengthening emergency response and
G Governance and Frequent information leaks and business interruptions due to Expecting business continuity and enhanced trust.
internal information sharing when risks
Ensuring Compliancecyberattacks and other issues.
become apparent.
 Occurrence of wars, terrorism, political unrest, or deterioration of Enhancing information collection andpublic safety in our key markets.
analysis, technical measures, and employee
training related to cyber-attacks.
*QCDD: Quality, cost, delivery, and development
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Stakeholder Engagement
Basic Approach

Stakeholder Identification

MITSUBISHI MOTORS believes that its stakeholder relationships is extremely important to its achievementof sustainable corporate growth. Through dialogue
and other forms of engagement, the MITSUBISHI MOTORS Group clarifies its responsibilities and issues, andstrives 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 Group are involved with a host of individuals and organizations.
From the standpoint of realizing a sustainable society and enhancing our corporate value, we have identified ourmost important stakeholders as consumers and our customers, business partners, shareholders and investors,
employees and local communities.

Positive Impact Finance Agreement
Concluded with MUFG BankIn 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 itshould prioritize in the fields of the environment, society andgovernance. In 2020, the Company reviewed and revised its
material issues, taking into account worsening environmental 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’senvironmental efforts for the next 30 years. We are implementing initiatives throughout the organization on this basis.
Thus acknowledging our responsibility as a company that
produces and sells automobiles, we will work toward specifictargets in activities that reduce the environmental impact.
At the same time, we will reinforce our environmental technologies, hinging on Kei-car segment commercial electricvehicles and plug-in hybrid electric vehicles (PHEV), and encourage the spread of effective products and technologies.
In this way, we will contribute toward the development of avibrant and sustainable society.
In selecting the themes for this contract, we chose activities that contribute to achieving the Sustainable Development Goals (SDGs) and align with MITSUBISHI MOTORS’material issues. Mitsubishi UFJ Research & Consulting Co.,
Ltd. conducted qualitative and quantitative evaluations, anda third-party opinion was obtained from Japan Credit Rating
Agency, Ltd. regarding the compliance of the evaluation procedures with the Principles for Positive Impact Finance andthe rationality of the evaluation indicators used.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Dialogue with Stakeholders
Stakeholders(For details on stakeholder initiatives, refer to the pages enclosed in < >.)Policies on Dialogue
Promote activities that
better reflect customer
input in our products
and services.

Opportunities for Dialogue

Frequency

Reflecting Input in
Our Business
Promoting customer
satisfaction activities

Customer Contact Center <p. 86>, sales comOngoing
panies <p. 85>, after-sales services <p. 86>
Website, social networks
Ongoing
Customer satisfaction surveys <p. 84>
As necessary Improving products
Events, TV/newspaper/magazine advertising, As necessary and services
email magazine
BusinessEngage in communica- Contact for inquiries, Business Partner
Ongoing
Building relationpartners
tion aimed at coexisHelpline <p. 62>
ships aimed attence and coprosperity Suppliers Meeting, presentations, events,
As necessary coexistence andbased on mutual trust. specialized websites
coprosperity based
Participation in industry organizations
As necessary on mutual trust
Shareholders Disclose business and fi- IR inquiry contacts
Ongoing
Promoting initiatives
and investors nancial information and Interviews
As necessary Targeting sustainresults in an appropriate Financial results briefings
Four times per year able growth andmanner and time.
Mid-term business plan briefings
As necessary enhanced corporate
value
Individual initiative briefings
As necessary
Conduct construcShareholders’ Meeting
Once per year
tive dialogue aimed at
Ongoingsustainable growth and IR websites
Events, email magazines
As necessaryenhanced corporate
value.
Integrated report
Once per year
Employees
Two-way communiLabor management discussions <p. 77>
As necessary Creating a safe andcation for fostering
rewarding working
Consultation offices (Employee Consultation
Ongoing
teamwork and a sense Office, Outside attorney consultation (Helpline),
environmentof unity based on the
MITSUBISHI MOTORS Global Hotline) <p. 107>
principle of mutual trust Town hall meetings with Executives
As necessary
and mutual responsibil- Internal websites
Ongoing
ity between labor andEngagement
survey<p.
66>
Once
per yearmanagement.
Consumers
and ourcustomers

Local
Build good relations
Promoting initiatives
Local community consultation desks, websites
Ongoingcommunities with local communities.
to resolve social andCollaborations with municipalities <p. 93>
As necessary environmental issues
As necessary
Engage in dialogue with Social contributions <p. 92>
diverse stakeholders to Community events
As necessary
resolve social and enviPlant
tours
Ongoingronmental issues.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Examples of Stakeholder Dialogues
Consumers and customers

Shareholders and investors

Local communities

If a customer points out issues related to quality or

We proactively disclose information to shareholders

We contribute to the realization of resilient com-

defects, we seek to resolve the customer issue inand investors, and strive to ensure transparency andmunities through activities that meet local needs.

collaboration with sales companies and drive quality

credibility through constructive dialogue. Specifically,

As examples of activities that take advantage of ourenhancements. In addition, feedback and opinions

to enhance understanding of MITSUBISHI MOTORS,

products’ distinctive characteristics, after concluding

about product functionality, or opinions about specifi-

we disclose various information through our website,

disaster cooperation agreements with local govern-

cations, are shared with relevant divisions and used toissue publications, and hold briefings on our mid-term

ments, we provide support by loaning “MITSUBISHI

improve product capabilities even further. To educate

business plan and financial results. Furthermore, we

MOTORS PHEVs” that can tap power they have gen-employees about the customer’s perspective, we also

regularly exchange views with numerous investors

erated themselves for use in emergencies. We will

distribute videos of the feedback with images and ex-

about our management strategies, financial infor-

support the safety and security of the lives of local

planations of relevant points on the intranet so thatmation, and non-financial information, including on

people with “the Power of PHEV Driving” and “theemployees can access to firsthand customers’ opin-

the environment. We extensively circulate the opin-

Power of Electricity.”ions. Noteworthy comments and opinions including

ions and evaluations received from shareholders andthose that are particularly important are periodicallyinvestors within the Company, including to manage-reported to management.

ment, to utilize knowledge from capital markets in

Please see page 86 for details.

For details, please see the feature on page 93, as
well as our website.

our management and business activities. Through thissort of internal feedback, we aim to enhance corporate value through sustainable growth.

Conclusion of a disaster cooperation agreement
WEB https://www.mitsubishi-motors.co.jp/
carlife/phev/dcsp/ (only in Japanese)

Responding to customers at Customer
Contact Center
Website: “Investors”
WEB https://www.mitsubishi-motors.com/
en/investors/

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

External Evaluation
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 andregion where it operates.
These efforts have earned recognition from external organizations and resulted in our inclusion in various ESG index constituents.

Inclusion in ESG Indices

ESG-Related Assessment

FTSE4Good Index Series/FTSE Blossom Japan Index
MITSUBISHI MOTORS 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 five consecutive years since FY2020.
(June 2024)
In addition, MITSUBISHI MOTORS has been continuously
selected as a constituent of the “FTSE Blossom Japan Sector
Relative Index,” which was designed by FTSE Russel in FY2022,
for the three consecutive years. (June 2024)

DBJ Environmentally Rated Loan Program
In the Development Bank of Japan, Inc.’s DBJ Environmentally Rated Loan Program, we have been ranked as a company
with excellent advanced environmental initiatives. We received financing on this basis. (June 2022).

T his Cer tifi es

三菱自動車工業株式会社 殿

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

株式会社日本政策投資銀行
代表取締役社長
D a t e2022 年 5 月 27 日

Si gnat ur e

殿

CDP
CDP requests thousands of companies, cities, states and regions to disclose environmental impacts, and assesses theirprogress through independent scoring methodology. The
CDP score is disclosed to institutional investors. In FY2023,
MMC’s scores are as follows. (February 2024)• Climate change: A- (leadership)• Water security: C (awareness)

Morningstar Japan ex-REIT Gender Diversity Tilt Index
Since FY2023, MITSUBISHI MOTORS has been selected as aconstituent of “Morningstar Japan ex-REIT Gender Diversity
Tilt Index,” which was designed for ESG investment. (December 2023)

PRIDE Index
In the PRIDE Index, which was designed by “Work with Pride”
as a criteria for evaluating initiatives related to LGBTQ andother sexual minorities in the workplace, we have been consecutively awarded Gold certification for the six consecutive
years since FY2018. (November 2023)

S&P/JPX Carbon Efficient Index
MITSUBISHI MOTORS is included “S&P/JPX Carbon EfficientIndex” for environmental stock index, which was designed by
S&P Dow Jones Indices LLC and the Tokyo Stock Exchange, Inc.
(June 2023)

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

CE R TIFICATE

認定証

The Certified Health & Productivity Management Outstanding Organizations Recognition Program
We were certified as a “2024 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. (March 2024)
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Message fromthe President & CEO

Sustainability Management

Environment

SocialEnvironment

Governance

Disclosure Based on
the TCFD Recommendations

ESG Data

Environment

Environmental Plan Package������������������������������������������������������������������������������������������������������������������������������������23

Resource Recycling Initiatives���������������������������������������������������������������������������������������������������������������������������������45

Structure of the Environmental Plan Package����������������������������������������������������������������������������������������������23

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������45

Environmental Policy�����������������������������������������������������������������������������������������������������������������������������������������������������23

Recycling-Based Design and Development����������������������������������������������������������������������������������������������������45

Environmental Vision 2050����������������������������������������������������������������������������������������������������������������������������������������23

Promote recycling of end-of-life vehicles�������������������������������������������������������������������������������������������������������46

Environmental Targets 2030������������������������������������������������������������������������������������������������������������������������������������24

Initiatives to Reduce Waste Generation and Reuse Resources in Production Activities������47

Structure for Consideration in Formulation, Steps to Formulation������������������������������������������������25

Achievement of Zero Direct Landfill Waste����������������������������������������������������������������������������������������������������47

Environmental Management������������������������������������������������������������������������������������������������������������������������������������26

Prevention of Pollution��������������������������������������������������������������������������������������������������������������������������������������������������48

Basic Approach, Management Structure���������������������������������������������������������������������������������������������������������26

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������48

Environmental Management System�����������������������������������������������������������������������������������������������������������������26

Purifying Exhaust Gas while Driving���������������������������������������������������������������������������������������������������������������������48

Promoting Life Cycle Assessment (LCA)������������������������������������������������������������������������������������������������������������27

Reduction of Hazardous Substances������������������������������������������������������������������������������������������������������������������50

Enhancing Disclosure of Environmental Information�������������������������������������������������������������������������������27

Reduction of In-Cabin VOCs��������������������������������������������������������������������������������������������������������������������������������������50

Promoting Employee Education and Awareness Activities�����������������������������������������������������������������28

Preventing Air Pollution�����������������������������������������������������������������������������������������������������������������������������������������������51

Collaborating with Suppliers�������������������������������������������������������������������������������������������������������������������������������������28

Management of Chemical Substances���������������������������������������������������������������������������������������������������������������51

Promoting Environmental Preservation Activities Rooted in the Local Community�����������28
Environmental Risk Management�������������������������������������������������������������������������������������������������������������������������28

Conservation of Water Resources������������������������������������������������������������������������������������������������������������������������52

Participation in External Associations and Initiatives������������������������������������������������������������������������������28

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������52
Reduction of Water Withdrawal Volume����������������������������������������������������������������������������������������������������������52

Responding to Climate Change and Energy Issues��������������������������������������������������������������������������������29

Reuse of Discharged Water���������������������������������������������������������������������������������������������������������������������������������������53

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������29

Prevention of Water Pollution���������������������������������������������������������������������������������������������������������������������������������53

Structure of Promoting Carbon Neutrality������������������������������������������������������������������������������������������������������30
Development and Spread of Electrified Vehicles����������������������������������������������������������������������������������������31

Preservation of Biodiversity��������������������������������������������������������������������������������������������������������������������������������������54

Promoting the Use of Electrified Vehicles as a Way of Adopting to Climate Change���������34

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������54

Development of Improving Fuel Economy Technologies����������������������������������������������������������������������37

Promoting Preservation Activities������������������������������������������������������������������������������������������������������������������������55

Taking the Initiative in Business Activities Toward Carbon Neutrality������������������������������������������39

Forest Preservation Activities in Japan and Overseas�����������������������������������������������������������������������������55

Introduction of Renewable Energy�����������������������������������������������������������������������������������������������������������������������40
Initiatives at Manufacturing Plants����������������������������������������������������������������������������������������������������������������������40
Office Initiatives�����������������������������������������������������������������������������������������������������������������������������������������������������������������41
Dealer Initiatives����������������������������������������������������������������������������������������������������������������������������������������������������������������42
Physical Distribution�������������������������������������������������������������������������������������������������������������������������������������������������������43

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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22▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Environmental Plan Package
Structure of the Environmental Plan Package

Environmental Policy

Anticipating a time 30 years in the future, in October
2020 MITSUBISHI MOTORS formulated the Environmental Plan Package, which defines the directions
and targets of its environmental initiatives. This package establishes the foundation for our directions onenvironment-related management strategy, outlining
our objectives for realizing a sustainable society, including one that is carbon-neutral, as we conduct ourbusiness activities. The Environmental Plan Package
comprises the Environmental Policy, which we haverevised to incorporate our medium- to long-term
perspective; the Environmental Vision 2050, whichsets out our vision for society to be achieved by 2050
and directions for our initiatives; and the Environmental Targets 2030, which clarifies specific initiatives tobe achieved by 2030 in accordance with this vision.

We have been acting in accordance with its Environmental Policy, which was formulated in 1999. However, 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 environmental issues in our business activities is essential, andso have newly incorporated a medium- to long-term
outlook into our policy.
Focusing specifically on climate change, resource
depletion and environmental pollution, we aim tocontribute to the preservation of water resources andbiodiversity through initiatives in these areas.

Environmental Policy

Mitsubishi Motors recognizes that responding to environmental issues through its business activities is essential. Accordingly, we will engage proactively in specific and effective measures from a medium- to long-term perspective.
(Directions of initiatives)
1. We will face three specific environmental issues headon: climate change, resource depletion and environmental pollution.
2. Given that 2050 is an important landmark for climatechange on a global scale, we have clarified levels tobe achieved, in 10-year increments, and are pursuing
initiatives to this end.
3. We will respond to environmental issues through thefollowing activities:• Unique environmental contributions through our products• Initiatives at each stage of automobile production, saleand use• Collaboration with business partners, affiliated institutions, governments and local authorities• Initiatives targeting environmental issues rooted in thelocal community• Initiatives to determine and reduce environmental
impact of all related business activities
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

established initiatives to pursue from a long-term
perspective, leading up to 2050. In 2018, the Intergovernmental Panel on Climate Change (IPCC) publishedthe Special Report on Global Warming of 1.5°C, whichcalls for society as a whole to achieve a net-zerobalance between human-caused greenhouse gas
emissions and absorption.
As these measures illustrate, awareness of climatechange and other environmental issues is rising eachyear. Companies are also being called upon to undertake more ambitious initiatives.
Against this backdrop, we formulated the Environmental Vision 2050, which sets out our vision forsociety to be achieved by 2050, as well as directions
for our initiatives, with regard to climate change,
resource circulation and pollution prevention.

Working to Become Carbon Neutral by 2050

Environmental Vision 2050
Members of the Paris Agreement, adopted in 2015,
agreed to limit the rise in average global temperatures to substantially less than 2°C above levels before the Industrial Revolution From this basis, we

Regarding “action to climate change,” we have statedour commitment toward helping to shape a society
resilient to the impact of climate change by achieving
net-zero CO2 emissions. In September 2022, we revised Environmental Vision 2050, incorporating thegoal of achieving carbon neutrality.

Environmental Vision 2050
In December 2015, the Paris Agreement was adopted at COP21. Members of this accord agreed to curtail the rise in average global temperatures to 2°C above levels before the Industrial Revolution and to work to keep the rise to 1.5°C. Givensuch 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 electrified vehicles and the promotion of their use in society.

Action to Climate Change

Resource Circulation

Pollution Prevention

Through electrified vehicles andthe increased use of renewableenergy, we aim to become carbon neutral and contribute to
the realization of a society that isresilient to climate change.

We will contribute to a resourcerecycling-oriented society byminimizing input resources andmaximizing resource efficiency.

We will contribute toward asociety free of environmental
pollution affecting human healthand the ecosystem by reducing
the environmental impact of our
products and the pollution resulting from our business activities.

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23▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environmental Targets 2030
MITSUBISHI MOTORS has formulated Environmental
Targets 2030, which are items to be addressed overthe next 10 years in line with the direction of society
and initiatives to be pursued 30 years into the future, as set forth in our Environmental Vision 2050. In
setting targets, we referred to scenarios published by
the IEA*1 and the IPCC, as well as international frameworks such as the SDGs and the Paris Agreement.
We revised the Environmental Targets 2030 in
February 2023, setting even higher targets in our“action to climate change” to demonstrate our commitment to achieving carbon neutrality. For Scope 1*2
and Scope 2*3, we raised our target for reducing CO2
emissions from business activities to the SBT* target
4

equivalent to a 1.5°C level. For Scope 3*5, in addition toan electrified vehicles sales ratio of “50% by FY2030,”
we added “100% by FY2035.” We also added qualitative
targets related to procurement and distribution. These
revisions were approved by the Board of Directors.
*1 IEA: Internal Energy Agency*2 Scope 1: A company’s direct emissions (such as from burning fuel)*3 Scope 2: Indirect emissions, resulting from electricity, heat or
steam provided by another company*4 SBT: Short for Science Based Targets, which are greenhousegas emission reduction targets set by companies consistent
with the Paris Agreement levels*5 Scope 3: Indirect emissions other than Scope 1 and Scope 2(emissions from other companies and other sources related tothe company’s activities)

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Environment

SocialEnvironmental Targets 2030
IssuesClimateChangeTargets 2030

-40%
(compared with
FY2010)Electrified vehicles*7
50%sales ratio
FY2035 100%-50%
CO2 emissions from(compared with8
business activities*
FY2018)Promoting CO2 reduction activities withmajor suppliers
Promoting CO2 reduction activities in cooperation with logistics companies
Providing energy management services utilizing electrified vehicles and used batteries
Implementing measures to adapt toclimate change
Resource Expanding adoption of non-fossil-based plastic
Circula- Achievement of zero direct landfill wastetion(less than 0.5%)
Reuse of batteries used in electrified vehicles
Pollution
Conformance to regulations on use ofPrevensubstances of concern in productstion
 romotion of LCA*9
Environ- • P
mental• Promotion of environmental management
Manage- within the Group and at dealersment• Enhancing disclosure of environmental
information• Promotion of employee education andawareness activities• Collaboration with suppliers• Promotion of grass-roots community
environmental preservation activities
Average CO2 emissions
from new vehicles*6*6 CO2 emissions per new vehicle while driving. Tank to Wheel*7 Battery Electric vehicles, plug-in hybrid electric vehicles (PHEV),and hybrid electric vehicles*8 Total of Scope 1 Scope 2*9 LCA stands for life cycle assessment, which is a technique forcalculating and evaluating the environmental impact of a product from manufacturing to disposal.

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24

Disclosure Based on
the TCFD Recommendations

Governance▶ NextESG Data

Principal Results for FY2023
Average CO2 emissions from new vehicles
100%
80%

-17%

Target-40%

2023

2030 (FY)

60%
40%
20%
0%

2010

2019

Benchmark year

2020

2021

2022

Ratio of electrified vehicles sold*9

Target 50%

50%
40%
30%
20%
10%
0%

7%

8%

7%

2019

2020

2021

12%

2022

15%

2023

2030 (FY)*9 Based on number of wholesale units sold. MITSUBISHI MOTORS
brand products only.

CO2 emissions from business activities*10
100%
80%

-34%

Target-50%

2023

2030 (FY)

60%
40%
20%
0%

2018

2019

Benchmark year*11

2020

2021

2022

*10 S
 cope 1 and Scope 2*11 T
 he officially reported emission volume of FY2018 (the benchmarkyear), 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 environmental management target companies excludes these equity-method associates.

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Message fromthe President & CEO

Sustainability Management

Environment

SocialSustainability Committee(Chair: CEO*; members: Division general managers of relevant divisions)

Environmental Working Group
Leader:Technical advisor to the chairman*
Subleader: Division general manager of the Development
Management Division*
Secretariat: Sustainability Promotion Department
Members: Corporate departments• Strategy management• Human resources• Public and investor relations• Asset management• Finance• Technology strategy• Production• EV business• Development management• Materials technology• Logistics• Procurement• Overseas sales• Domestic sales• After-sales service

Product and business activities departments<January–October 2020>

Board of Directors
Executive Committee
Members:

Small Circle• Division general manager of the• CEO*Development Management Division• Co-COO (in charge of engineering) • Division general manager of the• Director in charge of production
Product Strategy Division• Director in charge of sustainability • Division general manager of the• Head of corporate strategy
Production Engineering Division* Positions as of March 2020
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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25▶ Next Social and economic conditions
Such as economic growth and population increases
 Status of environmental issues
	Climate change, resource depletion, environmental pollution, loss of biodiversity andshortage of water resources	Trends in key regions (Japan, ASEAN, Oceania,
others)GDP, changes in the population, government
environmental policies, etc.
	Data related to automobile production and
MITSUBISHI MOTORS<Business>
Unit sales and number of vehicles owned, globallyand by region
<Results of Environmental Initiatives>
CO2 emissions (Scope 1, 2, 3), amount of waste
generated, etc.

	Verify relationships between environmental
issues and us
Identify environmental issues to face head-on	Consider long-term outlook for environmental issues
Gather external scenarios on CO2 emissions,
run our own simulations
	Arrange initiatives to be taken, given our business characteristics (markets and products)	Clearly spell out the Environmental Policy andEnvironmental Vision 2050
	Consider and formulate initiatives in theEnvironmental Targets 2030, as well as numerical targets

Review

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, thegroup looked for information on regions of importance to our business, ascertaining the status of local
communities and government environmental policies.
We also looked at unit sales and the number of vehicles owned in each country, arranging this data tomatch our business characteristics by looking at ourbusiness data and results of environmental initiatives.
The group also summarized our efforts to date.
Using this data, we then verified each of the environmental issues and our relationship to them. We
identified three environmental issues to face head-on:
action to climate change, resource circulation and pollution prevention. We considered the long-term outlook
for these environmental issues by studying external
scenarios from the IEA and IPCC, as well as by runningour own simulations. We then arranged the issues tobe addressed by thinking about how to contribute in amanner tailored to local communities while maximizing
our strengths, looking at each market from a regional perspective and considering plug-in hybrid electricvehicles (PHEV) and other business characteristics.
Based on this analysis, we clearly spelled out thedirections for initiatives indicated in the Environmental Policy and Environmental Vision 2050 and set
numerical targets for the items in the Environmental
Targets 2030. In this way, we formulated the New Environmental Plan Package, which provides an overallsummary of our environmental strategies.
In the final process of formulation, we incorporate
the perspectives of our stakeholders by conducting
reviews by external experts.

Formulation

To clarify MITSUBISHI MOTORS’ policies and plans in
the environmental area and strengthen a series of
initiatives, in 2018 we established a cross-company
environmental working group to develop an environmental planning package.
After certain directions had been determined, a small
circle chaired by the then-CEO moved forward to specifics. These were approved by the Board of Directors.

ESG Data

Going forward, we will continue to accumulate andanalyze information on social trends and confirm theappropriateness of our Environmental Plan Package.

Analysis

Steps to Formulation

Gathering of Information

Structure for Consideration in Formulation<Structure for Consideration from July 2018 to December 2019>

Disclosure Based on
the TCFD Recommendations

Governance Conduct review via outside experts

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Environmental Management
Group initiatives, including education and awareness

Basic Approachactivities for employees, and the acquisition of cer-

Minimizing environmental impact is an essential
element of MITSUBISHI MOTORS’ sustainable growth.
To this end, we recognize the importance of reinforcing our environmental management. We also believethat the costs of promoting related initiatives are an
important investment from a long-term perspective.
In order to promote environmental initiatives reliably and efficiently, we have constructed a frameworktifications for environment management systems
among affiliated companies.
We also communicate our initiatives through our
website and our Sustainability Report in order topromote understanding of our efforts among various stakeholders.

Management Structure
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, andenvironmental initiatives have been specified as key

Please see page 121 for details on environmental accounting

for environmental management. We are promoting

material issues for us. The committee discusses ourenvironmental 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.

Management Target Companies (20 Companies)CountryJapan

Company NameMITSUBISHI MOTORS CORPORATION

Production Affiliates
CountryJapan
ThailandPhilippines
Indonesia
Vietnam
Malaysia

For the management target companies, we haveestablished selection criteria as a framework for the

As of March 31, 2024

scope of environmental targets and the collection
and publication of environmental data, and we review
these criteria on a regular basis.
Non-Production Affiliates
CountryJapan

Company Name

Suiryo Plastics Co., Ltd.
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)
Mitsubishi Motors Philippines Corporation (MMPC)
Asian Transmission Corporation (ATC)PT Mitsubishi Motors Krama Yudha Indonesia
Mitsubishi Motors Vietnam Co., Ltd. (MMV)
MMC Manufacturing Malaysia Sdn. Bhd, (MMCMM)

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

United States
Netherlands
UAE
Australia
New Zealand
CanadaMexicoBack ◀

26▶ NextCompany Name
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.
Mitsubishi Motors North America, Inc. (MMNA)
Mitsubishi Motors Europe B.V. (MME)
Mitsubishi Motors Middle East and Africa FZE (MMMEA)
Mitsubishi Motors Australia, Ltd. (MMAL)
Mitsubishi Motors New Zealand Ltd. (MMNZ)
Mitsubishi Motor Sales of Canada, Inc. (MMSCAN)
Mitsubishi Motors de México S.A. de C.V. (MMDM)

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Message fromthe President & CEO

Sustainability Management

Environment

Environmental Management System
In FY2010, MITSUBISHI MOTORS acquired companywide
integrated ISO 14001 certification. (Previously, sites inJapan had acquired this certification individually.) We
are leveraging the ISO 14001 framework and engaging
in ongoing initiatives to improve business activities.
The ISO 14001 framework is proving helpful in thecompanywide 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 environmental management.
*1 Eco-Action 21 is a certification and registration system basedon the Environmental Management Systems guidelines formulated by the Japanese Ministry of the Environment for mediumsized companies.

Status of ISO 14001 Certification (As of May 31, 2024)

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)PT 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 42 for a list of the dealers that have received
Eco-Action 21 certification.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

SocialGovernance

Promoting Life Cycle Assessment (LCA)

Disclosure Based on
the TCFD Recommendations

ESG Data

tries and regions, we will continue to strengthen oursystems and build the foundations to ensure we remain abreast of developments related to regulations

We perform LCA to determine the environmental
impact across a product’s life cycle. We evaluate total

and incentives.

emissions, mainly of CO2, from such processes as
extracting the resources used in parts and materials,
producing materials, manufacturing parts, assembling 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 previous parts and vehicles, and use this information in
our activities to reduce CO2 emissions throughout the
supply chain.

Model
Objective
All-new “TRITON” • A ssessing the effect of reductions
from the previous model•A ssessing the ratios for production,
use and disposal• Assessing the impact of components

LCA Results for the all-new “TRITON” (CO2 emissions ratio)
Disposal 2%*2
Maintenance 2%

0%

20%

60%

80%

100%

*2 Excluding items that have been removed prior to disposal:
bumpers, tires, lead batteries, etc.

In light of growing interest in the environmental
impact across the entire life cycle in individual counBack ◀

27▶ Nextinitiatives through our website and sustainability
report. We will continue to take leverage these initiatives to engage in dialogue with institutional investors and experts about environmental and othernon-financial information.

Release of Environmental Information on
Website and in the Sustainability Report
its environmental initiatives on our website and in thesustainability report in order to make its environmental 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-

Fuel production and driving 72%
40%

We disclose information about our environmental

We release information on the concepts and details of

Examples of LCA Implementation in FY2023

Production 24%

Enhancing Disclosure of Environmental Information

cial information.
In FY2023, we engaged in dialogue and exchanged
opinions with many Japanese and overseas institutional investors and other parties regarding the “Environmental Targets 2030,” announced in “Challenge
2025,” our mid-term management plan.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Promoting Employee Education andAwareness Activities

Promoting Environmental Preservation
Activities Rooted in the Local Community

MITSUBISHI MOTORS conducts sustainability-related
awareness activities throughout the year as part of its
aims of deepening the understanding of sustainability
among all executives and employees and contributing
toward the realization of a sustainable society throughroutine business activities. Environmental education
and awareness are one aspect of these activities.
In FY2023, we conducted rank-based training anddistributed videos to all executives and employees. In
these ways, we sought to promote an understandingof our social responsibility for realizing a sustainable
society, the relationship between sustainability andthe environment, the relationship between environmental issues and our business activities, and ourrevised “Environmental Targets 2030.”

Recognizing the rich characteristics of life on land
and the importance of our connection to this life, we
promote environmental preservation activities thatare rooted in the local community. Realizing thatfactory construction and other types of land use havea direct or indirect impact on biodiversity, we strive topreserve surrounding ecosystems. We do so by carefully maintaining connections between factories andthe natural environments that surround them and by
maintaining green spaces within factory sites. By participating in forest preservation projects in Japan andoverseas, we strive to select species that are suitableto specific regions. In addition, employees work withlocal residents to plant and cultivate trees, engaging
in activities connected to local communities.

Please see page 11 for details on our activities to promote anawareness of sustainability.

Please see page 54 for details on our preservation of biodiversity.

Collaborating with Suppliers
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 implementationof initiatives by suppliers. We explain the importance ofenvironmental initiatives at our Suppliers Meetings, forexample, which are attended by our suppliers, and strive
to engage in communications to reduce the environmental impact of our entire supply chain.
Please see page 63 for details on the Green Procurement Guidelines.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Environmental Risk Management
Having learned from past cases of failing to comply
with environmental regulations such as those aimed
at preventing pollution, we make every effort to comply with relevant regulations.
We sincerely respond to complaints from neighborhood residents after investigating the situation.
In the event that environmental laws and regulations
are violated or an environmental accident occurs (suchas if regulatory values are exceeded), or if we receive acomplaint, the corresponding division must submit a Legal Non-Conformity Report to the Compliance Department and take necessary measures against the cause.
Back ◀

28▶ NextDisclosure Based on
the TCFD Recommendations

ESG Data

The report clarifies the details of the case, measuresand more, and appropriate countermeasures are taken.
Furthermore, in order to prevent recurrence, initiatives
are in place to improve work processes, enhance thesupervision system, and increase employee awareness.
In FY2023, we were subject to no fines or administrative orders stemming from violations of environmental laws and regulations*1, nor any instancesof exceeding statutory values. However, voluntaryinternal checks and monitoring activities uncovered 10
cases of legal non-compliance (including delays in notification). We responded to these incidents by swiftly
taking corrective action, introducing measures toprevent recurrence and sharing information with otherrelated divisions about the incidents and countermeasures to stop the occurrence of similar cases.
*1 R efers to 31 environment-related laws and regulations identified by us, including the Water Pollution Prevention Act and the
Air Pollution Control Act.

Participation in External Associations
and Initiatives
We are working with external organizations and initiatives to achieve carbon neutrality in 2050.
In March 2022 we endorsed, and in April 2023
we announced our participation in, 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 Climate Initiative (JCI), a network to disseminate information and strengthen collaboration among companies and others working to combat climate change
toward the realization of a decarbonized society.
*2 GX: Green transformation
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Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

Responding to Climate Change and Energy Issues
Basic Approach

Progress in FY2023

-17%
15%

Ratio of electrified vehicle sales[FY2022: 12%]CO2 emissions from business activities(Scope 1 and 2 total emissions,compared with FY2018)[FY2022: -33%]

-34%*

1

31,914thousand t-CO2eq

Number of DENDO DRIVE STATIONs(As of end-March 2024)

97 branches Expanded vehicle lineup: In addition to our new
Kei-car segment commercial electric vehicle, the“MINICAB EV,” we have launched HEV models forthe “COLT,” “XPANDER,” and “XPANDER CROSS.” In FY2023, we installed a total of 16.25MW of solar
power generation equipment at plants in Japan andoverseas.
*1 Until FY2020, we included some equity-method associates in our environmental management target companies.
However, these equity-method associates have been
excluded since FY2021.
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).

<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P15, P17 Materiality
P23 Environmental Plan Package
P26 Environmental Management
P118 Environmental Data Related to Products andBusiness Activities

In recent years, extreme weather, such as heat waves,droughts and floods due to heavy rain, has caused
disasters one after another around the world. The
largest cause of these extreme-weather events is climate change, whose major factor seems to be global
warming caused by increases in CO2 and other greenhouse gases.
Global efforts to reduce CO2 emissions are accelerating. As international frameworks for achieving asustainable society such as the Paris Agreement andthe United Nations Sustainable Development Goals(SDGs) progress, the 28th Conference of the Parties tothe United Nations Framework Convention on Climate
Change (COP28), held in November and December
2023, implemented the Global Stocktake and indicatedthe need to reduce greenhouse gas emissions by 43%
by 2030 and 60% by 2035 compared to 2019 levels.

FY2030 targets

Products(vehicle emissions)*2

Baseline CO2 emissions<Fuel and Electricity Production>
Collaboration with governments and related companies• Decarbonization of electricity/energy• Promotion of carbon-neutral fuels• Energy management utilizing used batteries• 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)<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

Production, procurement,
logistics, etc.
2030

Targetsl 13.1l 13.2l 13.3<Products (vehicle emissions)>• Electrification of products (electric vehicles, PHEV, etc.)• Improvement of electricity/fuel consumption

Products(fuel, electricity
production)*2

Now

Targetl 9.4

Automobiles generate CO2 throughout the life
cycle, from production to driving and disposal. For thisreason, MITSUBISHI MOTORS has identified “responding to climate change and energy issues” as a material issue, taking into account its impact on the economy, environment and people. Furthermore, in theEnvironmental Plan Package, we position this as oneof the important challenges to address directly, andare working to achieve carbon neutrality throughout
its supply chain by 2050. We have set specific targets,and efforts are underway to achieve this goal. Furthermore, in the mid-term business plan “Challenge
2025,” 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.
As for products, starting with our original plug-in
hybrid electric vehicles (PHEV) and Kei-car segmentcommercial electric vehicles, we will promote electrification while leveraging the technologies of Alliance

CO2 reduction image throughout supply chain

CO2 emissions

Average CO2 emissions from new vehicles(Tank to Wheel, compared with FY2010)[FY2022: -18%]

Scope 3 emissions[FY2022: 28,710
thousand t-CO2eq]

Targets
l 7.2
l 7.3

ESG Data

2050<Carbon Offsets>*2 Including new and stock vehicles
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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29▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targets
l 7.2
l 7.3

to proactively introduce the electrified vehicles thatbest meet the energy situation, infrastructure development 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
productivity-enhancing technologies, we will promote
fuel conversion and the development and introduction of next-generation production technologies.
Furthermore, we will expand the use of renewableenergy, centering on the introduction and expansionof solar power generation facilities at major plants.
To achieve carbon neutrality throughout the supply 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 emissions in cooperation with our suppliers. At the productdisposal stage, we will promote recycling of products
and materials through the adaptation of low-CO2 materials 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, our electrified vehicles have large-capacity batteries that can be used in energy management and as emergency power sources in times ofdisaster. Through these measures, we are also engaging in measures to adapt to climate change.
As expectations for companies to curb climatechange are expected to increase, we will continue reinforcing our efforts to further reduce CO2 emissions.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Structure of Promoting Carbon Neutrality

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

In addition, in order to study specific measuresand formulate medium- to long-term policies andtargets for achieving carbon neutrality across the

We are making progress on “Responding to Climate

supply chain by 2050, we established the Carbon

Change and Energy Issues” under our framework for
promoting sustainability. The Sustainability Committee, chaired by the Executive Officer, President & CEO,deliberates on climate change risk and opportunity

Neutrality Council under the Sustainability Committee. Members of this council, which is chaired by the
Executive Officer, Executive Vice President, include
Executive Officers in charge of management strategy,

assessments and response measures and checks
progress and performance toward our “Environmental
Targets 2030.”

ESG Data

product strategy, production, procurement, logistics,
and other areas.
In FY2023, we made progress toward achieving

Structure of Promoting Carbon Neutrality (As of April 2024) Environmental Targets 2030 through the accumulation of concrete measures in each area and estimatBoard of Directors
ing CO2 emission forecasts through FY2030.
Deliberation
and reporting

Supervision

Executive Committee

Carbon Neutral Council

Deliberation
and reporting

Sustainability Committee• Chair: Executive Officer, President & CEO• Members: Executive Officer, Executive
Vice President/senior executive officer/
general managers of relevant divisions

Deliberation
and reporting• Chair: Executive Officer, Executive Vice President• Members: Relevant executive officers/
general managers of relevant divisions

Subcommittee for Promote the Reduction of
CO2 from Business Activities• Chair: Senior Executive Officer responsible for Production• Members: General managers of relevant divisions/plant
managers/representatives of affiliated companies, etc.

TCFD Consideration Team• Members: People in the general manager class atrelevant divisions

Meeting
frequency
Three times
Sustainability Committee
Monitoring Progress toward the Environmental Targets 2030
a yearMeets three to four times a year, formulating medium- to long- Three to four
Carbon Neutral Council
term policies and targets for achieving carbon neutrality by 2050 times a year
Subcommittee for Promote the Reduc- Draft action plans for reducing CO2 in areas of business activity,
Twice a year
promotion of specific measures, etc.
tion of CO2 from Business Activities
Identify and assess climate- related risks and opportunities,
Meets asTCFD Consideration Teamconsider scenario analysis, etc.
necessary
Roles

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30▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

GovernanceTargets
l 7.2
l 7.3

Development and Spread ofElectrified Vehicles
In our Environmental Targets 2030, MITSUBISHI
MOTORS set the target of achieving a 40% reduction(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. Thischange focuses our core technologies on responding
to climate change and energy issues through electrified vehicles, which emit low CO2 while driving, andconcentrates on their development. Centering on ourstrength in plug-in hybrid electric vehicles (PHEV), we

Targetl 9.4

Targetsl 13.1l 13.2l 13.3will expand our lineup of electrified vehicles, thereby

torque. In 2011, we launched the “MINICAB-MiEV,” apromoting their popularization and use in society

Kei-car segment commercial electric EV. In 2012, weand contributing toward the realization of a sustain-

began offering the “MINICAB-MiEV TRUCK,” also an EVable society.

in the Kei-car segment. These technologies are thefoundation of next-generation EVs, such as PHEV.

Electric Vehicles (EV)in average CO2 emissions from new vehicles by 2030

ESG Data

We believe that expanding the lineup of Kei-car

Electric vehicles (EV) are driven by electricity in bat-EVs, which are expected to be used in more everyday

tery, so they emit no exhaust gases such as CO2

situations, will be the key to the spread of electrified

while driving.

vehicles. Accordingly, in June 2022 we launched the

We released the “i-MiEV” as the world’s first“eK X EV,” a new EV in the Kei-car segment, and in

mass-produced EV in 2009. In addition to its en-

December 2023 we launched the “MINICAB EV,” newvironmental performance, the “i-MiEV” performed

commercial EV in the Kei-car segment. We will contin-

better than conventional gasoline engine vehicles on

ue to focus on the development of EV to contributequietness and acceleration starting from maximum

toward the realization of a carbon neutral society.

Our History of Developing Electrified Vehicles

EV

i-MiEVMINICAB-MiEV

eK X EVMINICAB EV

World’s first mass-produced EV

2009

1964
Start of R&D onelectric vehicles (EV)

PHEV
HEV

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

2011

2013

2020
ECLIPSE CROSSPHEV model

OUTLANDER PHEVWorld’s first SUV-type PHEV

Back ◀

31▶ Next2021
OUTLANDERPHEV model

2022

2023

2024

XPANDER/
XPANDER CROSS HEV model

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the TCFD Recommendations

Targets
l 7.2
l 7.3

TOPICS

The “MINICAB EV,” Our New Commercial Electric
Vehicles in the Kei-Car Segment, Launches
in Indonesia

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3Plug-in Hybrid Electric Vehicles (PHEV)
PHEV are powered by electricity stored in batteries
and by the motor, using the engine to generate electric power when the battery level is low. PHEV combine the powerful driving performance, high level ofquietness, and driving stability characteristic of electric vehicles, without the concern that battery capacity will limit the vehicle's driving range.
Our journey in PHEV began with the “OUTLANDER PHEV” in 2013, followed by the “ECLIPSE CROSSPHEV model” in 2020 and the launch of the All-New“OUTLANDER PHEV model” in 2021. At low to medi-

The new “MINICAB EV,” which launched in Japan in
December 2023, is a commercial electric vehicle in
the Kei-car segment. This model draws extensively
on the development and maintenance expertise wehave accumulated over the past 12 years with the“MINICAB-MiEV,” which has sold some 13,000 units(as of end-October 2023). The “MINICAB EV” features
substantial improvements, such as a driving range of
180km (in WLTC mode) on a single charge, up around
35% compared with previous models, as well as expanded safety and functional equipment.
In February 2024, MITSUBISHI MOTORS commenced
sales in Indonesia of the “MINICAB EV” (known locallyas the “L100 EV”), via its local join venture, PT Mitsubishi Motors Krama Yudha Indonesia (MMKI).
As decarbonization efforts accelerate in various
fields toward the realization of a carbon-neutral society by 2050, demand for commercial electric vehicles
in the Kei-car segment is further increasing in thelogistics industry and from local governments. Introducing the “MINICAB EV” will help reduce CO2 emissions
in the last mile of commercial use.

um speeds, the PHEV system uses electric powerfrom the battery, but when the battery level is low, it
generates electric power during operation using theengine while also supplying power to the motor andbattery. Furthermore, during high-speed driving, thevehicle 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.

“ECLIPSE CROSS PHEV model” and“OUTLANDER PHEV model”
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targets
l 7.2
l 7.3

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3The Values Plug-in Hybrid Electric Vehicles (PHEV) Provide:

CO2 Reduction

Production

Driving Range

Disposal
CO2 emissions
Production/disposal

Powered 100% by electricity
for short trips

Driving

Power Supply Capability

Supply electricity for up to

12 days(Based on general household consumption)

PHEV

HEV*1
High level of CO2 emitted
during driving

PHEV
Relatively less CO2 emitted
during production and driving*3

On longer trips, powered by electricity
and sometimes gasoline
PHEV

EV*2

PHEV

＋

Higher level of CO2 emitted during production*3
Note: B ased on MITSUBISHI MOTORS’ estimate of actual CO2 emissions in 2025. LCA values vary depending on such factors as
CO2 emissions during power generation and lifetime mileage.

Using the LCA*4 concept, which is based on
calculations of total environmental impact fromproduction to disposal, MITSUBISHI MOTORS believes PHEV system is the most environmentallyfriendly electrical drive systems.
*1 Hybrid electric vehicle*2 Electric vehicle*3 CO2 emissions during driving include CO2 emissions generated when electricity to charge the battery is generated.
*4 LCA stands for life cycle assessment, which is a techniquefor calculating the environmental impact of a product frommanufacturing to disposal.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

It is possible to use only the electric motor
without consuming gasoline for short trips, suchas for everyday commuting and shopping. The
motor and engine can also be used in combination to extend the driving range, using theengine to generate the electricity when battery
levels run low.

Back ◀

33▶ NextVia a bi directional (V2H*5) charger, the electricity
in the battery and the engine’s generating capabilities can be used in combination to supply electricity 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 efficiency of the V2H equipment and/or similar device).

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Message fromthe President & CEO

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Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targets
l 7.2
l 7.3

Hybrid Electric Vehicles (HEV)
MITSUBISHI MOTORS’ HEV system offers EV mode,
series hybrid mode, parallel hybrid mode, and regener-

TOPICS

Launch of “XPANDER” and “XPANDER CROSS”

ative mode. The system automatically selects the op-

HEV Models in Thailand

timal driving mode according to driving conditions and

The “XPANDER” and “XPANDER CROSS” HEV models thatlaunched in February 2024 are manufactured at Mitsubishi Motors (Thailand) Co., Ltd. (MMTh), our production and sales company in Thailand.
Our HEV system, derived from PHEV, delivers theenvironmentally friendly and pleasant driving experiencethat only an electric vehicle can offer. Based on the FF
2WD, the system enables safe and reliable driving withunique four-wheel control technology, including Active Yaw Control*1, ensuring optimal driving according
to weather and road conditions with a variety of drive
modes. Despite being an HEV, the user can also selectan EV driving as a situationally appropriate override option, such as on early morning drives in quiet residential
areas when engine noise may be a nuisance.

remaining drive battery capacity to achieve low fuelconsumption and powerful and pleasant motor drive.
When starting off or at low speeds, in EV mode thevehicle runs on electric power alone, with the drive
battery supplying power to the motor. In series hybridmode, when the vehicle is climbing or accelerating,the engine is used to generate electricity, and the
motor is used to drive the vehicle in combination withpower from the drive battery. At higher speeds, thesystem switches to parallel hybrid mode, in which the
car runs on engine power and is assisted by the motor. In regenerative mode, the vehicle recovers energy from deceleration, which it converts into electric
power and stores in the drive battery.
In FY2023 we launched the “COLT HEV model” in

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

Promoting the Use of Electrified Vehicles
as a Way of Adopting to Climate Change
By leveraging the large-capacity batteries on its
electric vehicles (EV) and PHEV to supply electricity,
we are 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*2 and use as emergency
power sources in times of disaster.
*2 A general term encompassing vehicle to home (V2H) and vehicle to grid (V2G), among others*1 A ctive Yaw Control: This function controls the yaw moment
resulting from the difference in braking force and driving force
between the left and right wheels to improve maneuverability
and stability on slippery road surfaces and when cornering.

Europe and the “XPANDER” and “XPANDER CROSS HEV
model” in Thailand. In FY2024, we are launching the
new “ASX HEV model,” starting in Europe from June.

“XPANDER CROSS HEV model”“XPANDER HEV model”

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targets
l 7.2
l 7.3

TOPICSESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

TOPICS

Launch of a Smart Charging Service Demonstration Project Employing Our Connected Technology for

Demonstration Testing of Two Concepts for Energy

Electrified Vehicles

Storage Utilization in Conjunction with Chargers for

MITSUBISHI MOTORS, MC Retail Energy Co., Ltd., Kaluza
Ltd. and Mitsubishi Corporation have begun a demonstration project to commercialize Japan’s first smart
charging service, which uses connected technology
from our electrified vehicles.
Through this smart charging service, we aim to
reduce energy costs for society as a whole and provide
an attractive charging environment for users of electrified vehicles. The results of this demonstration projectwill be used in the development of this service.

Overview of the Demonstration Project
The service automatically optimizes recharging forcustomers*1 who own the “OUTLANDER PHEV model” attimes when market prices of electricity are low. Charging
takes place by the time specified by the customer, using

User
App registeredwhat time
to charge

Preferredcharging
conditions

a smartphone app and normal home electrical circuitry. The recharging employs an EV recharging control
platform provided by Kaluza, an OVO Group company inwhich Mitsubishi Corporation has an equity stake.
During the demonstration period, customers will beable to save on charging costs based on charging control results by subscribing to a demonstration-specificelectricity plan that MC Retail Energy will develop for thisservice. The service enables direct charging control fromthe Kaluza platform to the vehicle through our connected system, eliminating the need for charging facilities
with communication functions (smart charging facilities).
*1 T he service targets people who live in the service areas of TEPCOPower Grid, Inc. or Chubu Electric Power Grid Co., Inc., who register for our connected service (“MITSUBISHI CONNECT”), and who
have regular home charging equipment installed.

KaluzaCalculate optimal charging
schedules based onuser vehicle data,
electricity market prices, etc.
Vehicledata

Driving record,
battery level, etc.

Coordinatedchargingschedule

Electricity
marketprices, etc.

Electricity market prices, etc.
Electricity market

Charging
control results

12:00

16:00

0:00

4:00

8:00

Prices fluctuate daily in
30-minute increments.

Development ofdemonstrationspecificelectricity plans

Apply for a contract for a demonstration-specific electricity plan
• Electricity supply (demonstration-specific electricity plan)• Point reimbursement based on charging control results

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

20:00

Time

MITSUBISHI
MOTORS’Charging instructions connected system

Electrified
vehicleMC Retail Energy

Back ◀

35▶ NextElectrified
VehiclesM-T ech L a b 〈新〉電池リユース実証｜設備外観

FY24

Demonstration facility for utilizing used batteries
Mitsubishi Internal

3

In January 2023, we installed demonstration
facilities for two concepts
linked to quick chargers
and bi-directional chargers
for electrified vehicles in
the M-Tech Lab*2, a smart
M-Tech Lab
grid demonstration facility
at the Okazaki Plant, where we are conducting demonstration tests.
Both systems utilize used battery modules. One isan energy storage system that connects to the powerline of a quick charger and discharges stored power
to reduce power peaks when fast-charging electrified
vehicles. The other is an energy storage unit, which isconnected to a bidirectional charger in a CHAdeMO*3
standard. This unit stores energy even when the electrified vehicles are away, facilitating efficient energy management. In the future, we will work with energy storage
equipment manufacturers to introduce these systems at
Group sales companies’ shops and other locations.
*2 M-Tech Lab: Test equipment for a smart grid demonstration, ourfirst initiative utilizing used batteries, began operating in April 2012.
*3 CHAdeMO: A quick-charging system for electric vehicles, a global
standard that Japan led the way in standardizing in 2010
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Sustainability Management

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Disclosure Based on
the TCFD Recommendations

Targets
l 7.2
l 7.3

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

TOPICS

Launch of Joint Demonstration of Movable Storage Batteries Utilizing Used Batteries
In September 2023, MITSUBISHI MOTORS and Hitachi,Ltd. have begun a joint demonstration of “Battery
Cube*1,” a movable storage battery that utilizes usedbatteries from electrified vehicles. This is part of an effort to realize a circular economy for batteries installedin electrified vehicles.
This demonstration, which aims to verify the practicality of the Battery Cube, employs used batteries
from the OUTLANDER PHEV, our plug-in hybrid vehicle.
The demonstration, which assumes power outages
due to a disaster across a wide area, connects a V2X*2
system from Hitachi Building Systems Co., Ltd. with theBattery Cube’s CHAdeMO V2H*3 connector. Power fromthe Battery Cube is being used to drive the “Urban Ace
HF,” Hitachi’s standard elevator. In addition to supplying power from electrified vehicles equipped with V2H
functionality, which has been proven in the past, thiscombination using a Battery Cube should help to ensure
continuous backup power supply in case of disaster.
We aim to begin working with Hitachi to reuse usedbatteries from electrified vehicles and commercialize
Battery Cube in FY2024. We will work together to introduce Battery Cube to companies and local governments.
We are also planning a joint demonstration for energy

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Left: Battery Cube supplying electricity
Right: Used batteries inside the Battery Cube

management that connects electrified vehicles andBattery Cube with solar panels and other devices to makeeffective use of renewable energy. In addition to reusing
batteries from electrified vehicles, we will study concepts
for subsequent recycling, in line with our aim of realizing
a circular economy for electrified vehicle batteries.
*1 B
 attery Cube: A registered trademark of Hitachi Building Systems
Co., Ltd. in Japan*2 V2X (Vehicle to X): A generic term for technologies that connect
and interoperate between automobiles and various objects. In
the energy field, V2X systems are being put to practical use toenable the mutual supply of electric power by connecting electric vehicles to homes, buildings, and grid systems.
*3 C
 HAdeMO V2H: A Vehicle to Home standard for CHAdeMO, aquick recharging method proposed as a standard by Japan’s
CHAdeMO Association.

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Targets
l 7.2
l 7.3

TOPICS

Demonstration Projects of Autonomous Street Lighting That Utilizes Used Batteries from Plug-in Hybrid
Vehicles (PHEV)MITSUBISHI MOTORS and MIRAI-LABO Co., Ltd. are developing an autonomous street lighting system using
used batteries from PHEV in hopes of contributing todecarbonization through the increased use of renewable energy. Our autonomous street lighting systems
store solar power generated during the day in usedbatteries from PHEV, using that power to illuminate
LED lights at night. Since they do not require an external power supply, the streetlights do not go out inthe event of a disaster or power failure. Used batteriesmean that CO2 emissions from battery production arelower than for streetlights using new batteries, and CO2
emissions during operation are zero, as the electricity
comes from solar power.
In FY2022 to FY2023, we commenced a demonstration project that involved installing 24 autonomous
street lighting systems on the facilities of the Okazaki
Plant, Mizushima Plant, Kyoto Plant, and Tokachi Research & Development Center. We are acquiring usage
data on batteries and other components and verifying
the practicality of the systems, looking at such factors
as the number of non-sunlit days. We aim to bringing
the system to market in FY2024.

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3Development of Improving Fuel
Economy Technologies
MITSUBISHI MOTORS is continuously promoting the

Number of Autonomous Street Lighting Systems
Installed (As of April 2024)
LocationsOkazaki Plant
Mizushima Plant
Kyoto Plant
Tokachi Research & Development Center
Total

Numberinstalled
15
2
4
3
24

development of powertrain technologies to reduce
fuel consumption and improve energy efficiency.
Idle Reduction System “AS&G” (Auto Stop & Go)
AS&G is an idle reduction system that automaticallystops and starts the engine. This has a major effect on
improving the fuel economy because no fuel is consumed when at a stop. When fitted with a coasting stopfunction, AS&G stops the engine while decelerating.

BRAKE ON

BRAKE OFF

Okazaki Plant

Mizushima
Plant

Kyoto Plant

TokachiResearch &Development
Center

Deceleration Energy Recovery(Power Generation Control)
This technology involves the intensive charging of thebattery using electric power generated while decelerating. This reduces the amount of power required
from the engine, thereby improving fuel economy.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Targets
l 7.2
l 7.3

Hybrid System
The eK series (excluding the “eK WAGON”) uses MITSUBISHI MOTORS’ 12V BSG*1 hybrid system. The power
produced by regenerative energy during deceleration
is used to efficiently charge the lithium-ion battery,
and the motor assists the engine during acceleration to achieve torquey and fuel-efficient driving andsmooth engine stopping and starting.
The new “OUTLANDER” uses 48V BSG hybrid system specifications, generating more power from theenergy of deceleration.
*1 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.

Motor
Lithium-ion
batteryEngineHybrid system on the “eK X”

Variable Valve Timing Mechanism
Mitsubishi Innovative Value timing Electronic Control
System (MIVEC)

The MIVEC is a variable valve timing mechanism forminimizing fuel consumption. The intake valve lift iscontinuously varied according to the operating condition to minimize air intake energy loss, resulting in
improved fuel efficiency.
Gasoline Direct-Injection Turbo Engine
The “ECLIPSE 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
combining an exhaust manifold integrated with thecylinder head, intake and exhaust MIVEC, and a compact turbocharger 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 new “OUTLANDER” is also equipped with anext-generation 1.5L downsized direct injection turbocharged gasoline engine, which is an improved version of the 4B40 engine. Additionally, it is combinedwith a hybrid system that incorporates a 48V BSG.
This system assists the engine during start-up andacceleration with the motor, achieving a high level of
performance and fuel efficiency.

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

Clean Diesel Turbo Engines
The new “TRITON” we launched in Thailand in July
2023 is equipped with a new 2.4L diesel turbo engine.
The weight and friction losses of the engine are reduced due to the optimally designed key components
such as the cylinder block, piston and connecting
rods. Additionally, the fuel injection system has been
upgraded to the next generation, providing high performance while achieving excellent fuel efficiency andclean exhaust gas characteristics.
In February 2024, we added a higher-output version of the engine with a two-stage turbocharger.
With a maximum output of 150 kW and maximum
torque of 470 Nm, it delivers powerful acceleration
and abundant torque that rises responsively from low
to mid-range speeds.
New Gasoline Engine for Electrified Vehicles
The HEV models of “XPANDER” and “XPANDER CROSS”
that went on sale in Thailand in February 2024 arepowered by a newly developed 1.6L gasoline engine forelectrified vehicles. A high expansion ratio cycle (Atkinson cycle*2) is used to improve combustion efficiency,
and an electric water pump has been adopted for the
first time in a MITSUBISHI MOTORS engine to eliminate
the auxiliary drive belt and reduce mechanical losses.

Exhaust side
Variable lift
sensorContinuously variable
valve lift system
Intake side
Variable camphase system

Variable lift
electric actuator
MIVEC engine

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

1.6L gasoline engine for electrified vehicles
Direct injection turbocharged gasoline engine (4B40)
Back ◀

38▶ Next*2 A tkinson cycle: A type of internal combustion engine that uses
a higher expansion ratio than compression ratio to reduce
exhaust heat and improve thermal efficiency.
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SocialDisclosure Based on
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GovernanceTargets
l 7.2
l 7.3

TOPICS

Equipped with a 2.4L Clean Diesel Turbo Engine

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3are carried out systematically, we have formulated a

Taking the Initiative in Business
Activities Toward Carbon Neutrality

medium- to long-term roadmap toward carbon neutrality. Following this plan, we are working to develop
future technologies, improve production processes

To become carbon neutral, MITSUBISHI MOTORS will

and expand the introduction of renewable energy.

approach the issue from both the “demand side”

We have established the CO2 Reduction Promotion(energy consumption) and the “supply side” (energy

Subcommittee as an infrastructure of the Sustainabil-

generation and procurement). To ensure our activities

ity Committee. The subcommittee, which has mem-

“Seven Approaches” to Become Carbon Neutral“TRITON”

After launching “TRITON” in Thailand in July 2023,
MITSUBISHI MOTORS added a new variant in February
2024, which adopts a higher output version of its engine to respond to market diversification.
The new clean diesel engine with two-stage turbocharger offers maximum output of 150 kW and maximum torque of 470 Nm. It delivers a powerful sense ofacceleration and abundant torque that rises responsively from low to mid-range speeds.
In addition, the engine uses a “urea SCR*1 system”
that purifies nitrogen oxides (NOx) emitted from diesel
engines by using AdBlue, an aqueous urea solution,
thereby achieving clean emissions along with low fuelconsumption and high power output.
Torque (Nm)Supply side: Transition to low-cost, stable renewable energy(5) Introducing renewable energy(such as solar power generation)(6) Promoting the procurementof renewable energy

Supply side

Energy storage(reutilizing used batteries)

Electricity

Demand side(1) Making manufacturing
processes more efficient

Gas

CO2

(2) Promoting energy-saving
activities(3) Promoting the electrificationof motive power

Dealers

Plants(4) Developing new-generation
technologies

Output (kW)Painting process

Press process(7) Offsetting/recovering carbon

Production management

CarbonneutralProduction of plastic parts
Body assembly
Engine speed (rpm)2.4L clean diesel turbo engine

Production of battery packs

Engine machining and assembly process
Customers*1 SCR: Selective catalytic reduction*2 A dBlue®: A registered trademark of the German Association of
the Automotive Industry (VDA)
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Welding process

Testing process

Casting and forging processes

Demand side: Work to minimize energy consumption
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the TCFD Recommendations

Targets
l 7.2
l 7.3

bers from production, development and sales companies in Japan and overseas, aims to help the entire
MITSUBISHI MOTORS Group achieve carbon neutrality
in its business activities. The subcommittee sharesinformation 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.

Introduction of Renewable Energy

Subcommittee to Promote the Reduction of CO₂(Chair: Senior Executive Officer in charge of Production)

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

Targetsl 13.1l 13.2l 13.3

Initiatives at Manufacturing Plants
To reduce CO2 emissions from production activities,

able energy in its operations, taking into consideration

we have established a medium- to long-term road-the energy situation at each site. To do so, we are in-map to achieve carbon neutrality in each area of

troducing in-house renewable energy generation andproduction technology—pressing, welding, painting,purchasing renewable energy from energy suppliers.

assembly and powertrain—and we are developing

to achieve carbon neutrality, and we are proactively

future technologies and improving production processes to this end.

introducing solar power generation at our locations.

We are sharing good practices among all sites

In addition, in FY2023 we began introducing CO2-free

and incorporating a variety of plans into our annu-

electricity derived from renewable energy sources foral capital investment plans at individual bases andsome of our domestic production facilities.

implementing them. We are improving the efficiency
of production equipment, using electric equipment

TOPICSIn charge of promoting overall activities(Carbon Neutral Promotion Office)Promotion structure and responsible parties

Targetl 9.4

MITSUBISHI MOTORS is actively seeking to use renew-

We believe solar power offers us an important way(As of April 2024)

ESG Data

instead of the use of fuels, steam or compressed

Starting to Use Solar Power Generation Equipment(Rooftop of the Plant)

air, and upgrading general equipment to more energy-saving models.
In energy-saving activities involving participants

In FY2023, we introduced solar panels to supply 2.8MWof power at Mitsubishi Motors Philippines Corporation(MMPC), 1.7MW at Asian Transmission Corporation (ATC),and 1.3MW at the Mizushima Plant. We also added solar
panels at other locations: 5.6MW at Mitsubishi Motors(Thailand) Co., Ltd. (MMTh), 2.0MW at MMTh Engine Co.,
Ltd. (MEC), and 5.6MW at PT MITSUBISHI Motors Krama Yudha Indonesia(MMKI), bringing total
Group generating
capacity to approximately 30MW.

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 operation and management of power supply equipment
such as boilers and compressors, and strive to prevent air leaks and other losses. These activities focus
on operational improvements following the introduction of new facilities.

Solar power system at MMTh’s
No. 3 Plant
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targets
l 7.2
l 7.3

TOPICSTOPICS

Optimizing Operational Control of the Painting
Process (Okazaki Plant)
At the Okazaki Plant, MITSUBISHI MOTORS has substantiallyrevised how we manage the painting process, and we areundertaking thorough initiatives toward energy conservation.
Quality control during the painting process requires that
air control be closely monitored. We have carefully reviewed
individual conditions and introduced revisions to temperature and humidity, reducing air speed and intermittent
operation, employing blowers in processes that use compressed air, and controlling air conditioning in response to
the temperature and humidity of the outside air.
As a result of these efforts, we expect to reduceenergy consumption throughout the overall painting
process by approximately 10% and reduce CO2 emissions by
3,500 tons per year.
Going forward, we will
apply the knowledge
we gain at the Okazaki
Bird’s-eye view of the paint plant
Plant to other sites.

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

Office Initiatives

Efforts to Reduce Air Consumption (Kyoto Plant)
The compressors used to produce compressed air account for about 20% of the energy used by the Kyoto
Plant. Accordingly, decreasing the plant’s consumption ofcompressed air is a priority for reducing CO2 emissions.
In FY2023, we focused on reducing the amount ofcompressed air wasted in the casting process. We introduce such measures as the intermittent use of air forcooling and cleaning. We also expanded the rotary waterdrainage system, which we found to be highly effective
in FY2022, to other lines, and installed three new units.
Furthermore, we upgraded our compressor, improving
the energy efficiency of the compressed air supply.
These measures are expected to reduce compressor power consumption by more than 15% and CO2
emissions by approximately 2,800 tons per year.

We are also promoting the use of renewable energy and introducing various types of energy-saving
equipment in areas other than manufacturing, suchas at R&D and head office locations.
Part of the electric power used at the Researchand Development Building (Okazaki, Aichi Prefecture)and head office (Minato-ku, Tokyo) is supplied byrenewable energy, thanks to the erection of rooftop
solar power system and making use of the Tradable Green Certificates System*. Also, CO2 emissions
are being reduced by using energy-saving electricalequipment and air conditioners.
In July 2020, we began tracking electricity use andpower generation per capita at our Research and Development Building, comparing these figures with otheroffices, and using digital signage to show year-on-yearcomparisons by month. In these ways, we are working
to increase employee awareness about saving energy.

at the Okazaki Plant

Steam
Welding
process

Electricity

Gas andelectricity

Pretreatment Electrodeposition Drying and baking
Gas andelectricity

Upgraded inverter-type compressor

Drying and baking
Steam, electricity,
compressed air

Sealing

Gas andelectricity

Middle coat/topcoat Drying and baking

Digital signage at Research and Development
Building (Okazaki)

Assembly
process

Main measures

Change temperature and humidity conditions, reduce booth air speed
and intermittent operation
Use compressed air blowers, control air conditioning according to outside
air temperature and humidity* 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 andconfirmed by a third-party organization.

Overview of the Painting Process and Energy Inputs

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targets
l 7.2
l 7.3

Dealer Initiatives

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3Dealers That Have Acquired “Eco-Action 21” Certification (As of March 1, 2024)
Company

water they use, lowering the amount of waste they

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.
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.
Gunma Mitsubishi Motor Sales Co., Ltd.

produce, and promoting the widespread use of elec-*1 Certification received for the Kyoto Mitsubishi Motor Sales Co., Ltd. Group

MITSUBISHI MOTORS encourages our dealers in Japanto acquire Eco-Action 21 certification and carry out
activities such as reducing the amount of energy andtrified vehicles.

TOPICS

Eco-Action 21 is an environmental management
certification and registration system based on guidelines recommended by Japan’s Ministry of the Environment. Eco-Action 21 has the following three features.
• The environmental management framework is easy
for small and medium-sized businesses to configureand operate.
• The system enables organizations to track and manage their CO2 emissions, working toward zero CO2.
• The system facilitates thorough management ofcompliance with environmental laws and regulations.
For details on Eco-Action 21, please see the website of the system’s
central secretariat (only in Japanese).
WEB https://www.ea21.jp/

Rolling out the DENDO DRIVE STATION across Japan’s Prefectures

Nationwide map of DENDO DRIVE STATIONs

We seek to put DENDO DRIVE STATIONs into operation in prefectures across Japan. DENDO DRIVE STATIONs are next-generation dealerships where visitors canexperience the appeal of electrified vehicles, including their use as power sourcesin times of disaster and their contribution to the environment.
In FY2023, we opened four stations*2, bringing the nationwide total to 97.
By deploying DENDO DRIVE STATION branches across Japan, we will increase
the significance of electrified vehicles by diversifying their energy sources andcommunicating their value as sources of electric power in times of disaster.
Please see our website for details on our next-generation dealerships, called DENDO DRIVESTATIONs. (only in Japanese)
WEB https:/ttps://www.mitsubishi-motors.co.jp/carlife/phev/dendo/index.html*2 The Shin-Nanbu Branch of Kumamoto Mitsubishi Motor Sales Co., Ltd., the Saga Branch of
Kyushu Mitsubishi Motor Sales Co., Ltd., and the Auto Mall Tarami and Sasebo branches ofNagasaki Mitsubishi Motor Sales Co., Ltd.

Shin Nanbu Branch, Kumamoto Mitsubishi Motor Sales Co., Ltd.

Exterior

Lifestyle Corner
In a corner designed to look like a typicalhousehold 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.

Electrified Vehicle Charging Facilities
Electricity generated by the solar powersystem is used to charge electrified
vehicles through V2H*3 equipment.

*3 V2H: Vehicle to home, V2H is a system that enables electricity stored in a car’s battery to be supplied to the home.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targets
l 7.2
l 7.3

Physical Distribution
Capture and visualize Global Logistics
CO2 Emissions
MITSUBISHI MOTORS is promoting to capture andvisualize Global Logistics CO2 emissions across the

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

In addition to the ongoing efforts to understandWorking to Reduce CO2 Emissions from Logistics

Logistics CO2 emissions from overseas production

We are promoting initiatives to reduce Logistics CO2

plants, in FY2023, we expanded the scope to include

emissions in the transportation of production parts,

overseas vehicle sales subsidiaries. Furthermore, we

after sales parts, and finished vehicles. Key logistics

are analyzing the visualized Logistics CO2 emissions

efficiency measures include not only improvements

and promote initiatives to reduce emissions.

driven by our own efforts, such as packaging improvements and increasing transport loading rates,

global supply chain, including overseas operations.

but also active and comprehensive initiatives throughcollaboration with logistics partners. These include
promoting eco-driving, increasing the size of transport equipment, modal shifts, reducing transport

Schematic of Our Global Logistics Domain
Procurement, parts, and supply
logistics

Our plants
in JapanPorts, airports and logistics bases

Vehicle distribution
centers

Logistics
warehouse

Domestic
suppliers

Vehicledealers
in JapanSales
locationsPorts, airports and logistics bases

partners, and shared use of logistics facilities. In addition to these proactive and comprehensive measures,
we are considering collaborating more closely with
Production parts logistics
TrucksPorts, airports and logistics bases

Procurement, parts, and supply
logistics
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Trainsvehicles that run on non-fossil fuels.

Car carriers Trains

Ports, airports and logistics bases
Vehicle distribution
centers

Logistics
warehouse

Our plants
overseas

Container
ships

logistics partners to encourage the introduction of

Finished vehicle logistics
Trailers

Ocean and air

Overseas
suppliers

distances through joint transportation with alliance

Logistics of finished vehicles,
parts, and supplies

After sales parts logistics
Trucks

Vehicledealers
overseas
Sales
locationsContainer
ships

Trains

Logistics of finishedvehicles, parts, and supplies
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targets
l 7.2
l 7.3

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

TOPICS

Initiatives to Reduce CO2 Emissions in Parts and Finished Vehicle Transportation
 Improvement Example 1: E nlarge transportation equipment: Introduced full trailers(Nakatsu, Oita Prefecture → Distribution center near MITSUBISHI MOTORS Mizushima Plant)
Previously: Transported by large trucks

 Improvement Example 3: M odal Shift: Use of Rail Freight Transportation(Mizushima Plant → Niigata Prefecture)

After improvement: Introduction of full trailers

Distribution route: Nakatsu, Oita Prefecture → Distribution center near Mizushima Plant(Kurashiki, Okayama Prefecture), approx. 400 km
Previously:
After improvement:
Improvement effectLarge trucks
Full trailers
Trips per month40
22
Down by 18
228t-CO2
150t-CO2
Down by 78t-CO2
Annual CO2 Emissions

Target logistics route: Kurashiki Cargo Terminal Station → Niigata Cargo Terminal Station,
approx. 790km
Previously:
After improvement:
Improvement effectTransported by trailer Transported by rail
10.8t-CO2
2.4t-CO2
Down by 8.4t-CO2
Annual CO2 Emissions

 Improvement Example 2: Modal Shift That Utilizes Domestic Vessels*(Shin Moji Port → Osaka South Port)
Shipping
point
Large truck

Relay
point

Approx. 500km

Shin Moji Port

Semi-trailer

Osaka
South Port

Domestic vessel

Logistics
depot

Semi-trailer

Okazaki Plant
Large truck

Target logistics route: Kitakyushu area → Okazaki Plant (Okazaki, Aichi Prefecture), approx.
750 kmPreviously:
After improvement:
Transported by large
Transported by
Improvement effecttrucksdomestic vessels
265t-CO2111t-CO2
Down by 154t-CO2
Annual CO2 Emissions* Domestic vessel: Ship used for transport cargo within in Japan

In addition, our use of domestic vessels for modal shift (Shin Moji Port
to Osaka South Port) was commended by the Director-General of the
Maritime Bureau of the Ministry of Land, Infrastructure, Transport andTourism as an excellent operator in the “FY2023 Eco-Ship Modal Shift
Project” organized by the Japan Long-Course Ferry Association, and wasawarded the “Eco-Ship Mark” certification.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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SocialGovernance

Disclosure Based on
the TCFD Recommendations

Resource Recycling Initiatives
Progress in FY2023
Direct landfill waste(Management Target
Companies: 20)[FY2022: less than 0.5%]

Less than0.5% Promoted strengthening adoption of non-fossilbased plastic
 In 2023, installed demonstration equipment at the
Okazaki Plant’s M-Tech Lab for the demonstrationof two concepts employing used batteries fromelectrified vehicles in conjunction with quick chargers and bidirectional chargers, and demonstrations are underway.
 In FY2022 and FY2023, installed 24 autonomous
streetlights employing used batteries at our domestic
facilities and conducted demonstration projects.
<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P15, P17 Materiality
P23 Environmental Plan Package
P26 Environmental Management
P120 E nvironmental Data Related to Products andBusiness Activities:
Generated waste, generated waste and externally disposed waste (MITUBISHI MOTORS alone),raw material inputs

Basic Approach
The rise in populations and economic growth inemerging markets is leading to a rise in the consumption of minerals, fossil fuels and other resources.
MITSUBISHI MOTORS is working to use fewer
resources and use them more effectively in manufacturing process, so that we can add more value to
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ESG Data

Targetsl 12.2l 12.5

vehicles. This believe underpins our belief that effective resource use is an important priority. The Environmental Plan Package positions resource recycling
as an environmental issue to engage in directly, andwe 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, we
set targets to improve the ease of recycling, 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.

Recycling-Based Design and Development
Under vehicle recycling legislation in Japan, Europe,
China, and other countries, automobile manufacturers are obligated to consider recycling when developing products.
We conduct design and development that actively incorporates not just recycling, but all aspectsof the 3Rs including reduction and reuse. We have
implemented the 3Rs in the stage starting with conceptual design in accordance with our unique “Recycling Plan Guidelines.”
With regard to wires and harnesses, and motors,
we have improved detachability and ease of recyclingin accordance with the “Harness Design Guidelines.”
We are also promoting the increased use in otherparts of recycled materials and non-fossil- based plastic used in vehicles, such as biomass plastics. Recycled
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45▶ Nextmaterials such as clothing are used for silencer parts
such as dashboards, and biomass plastics are used forinterior parts such as steering wheel garnishes.
At dealers, bumpers recovered or replaced during
repairs are recycled for battery trays and other exterior parts.
TOPICS

Using Thermoplastic Resin
The “TRITON,” which was launched in 2023, uses easily
recyclable thermoplastic resin* for exterior and interior parts.
* Thermoplastic resin: A plastic that resists deforming at room
temperatures, but softens and becomes easy to mold whenheated, and hardens again when cooled

Main parts (indicated in green)that use thermoplastic resin

Exterior

Interior

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Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

ESG Data

Targetsl 12.2l 12.5

Promote recycling of end-of-life vehicles
MITSUBISHI MOTORS encourages the recycling of endof-life vehicles to reduce the environmental impact
of waste from these vehicles. In Japan, the European
Union (EU) and other regions, we promote recyclingin accordance with the automobile recycling laws ofeach country. We comply carefully with the evolving
automobile recycling laws that are being introducedin emerging countries in Asia.
The Environmental Targets 2030 identify thereuse of batteries used in electrified vehicles as one
item to be addressed. From the perspective of conserving resources, we are undertaking initiatives toutilize used batteries.

Reuse of Batteries Used in Electrified Vehicles
Used electrified vehicle batteries retain sufficientstorage capacity to make them useful for other applications, so from the perspective of conserving resources we are working to effectively reuse electrified
vehicle batteries. To ensure these batteries can beeffectively used for storage, we are conducting verification using a large-scale rooftop solar power systemat the Okazaki Plant and built a power storage systemthat employs used batteries from the “OUTLANDER
PHEV” (previous model).
In addition, we have begun a joint demonstration
project with Hitachi, Ltd. of the Battery Cube*1, a movable storage battery that utilizes used batteries fromelectrified vehicles. In this demonstration, used bat-

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

teries from our “OUTLANDER PHEV” (previous model)

Response to Automobile Recycling Laws in Japan

will be installed in the Battery Cube to verify its prac-

Since the End-of-Life Vehicle Recycling Law was en-ticality in the event of a power outage caused by aacted in Japan in 2005, we have been accepting usedwide-area disaster.

automobile shredder residue (ASR*2), airbags, andIn January 2023, we installed equipment for thedemonstration of two concepts employing usedfluorocarbons for recycling.
Regarding ASR recycling, we participate in ART*3 inbatteries in conjunction with quick chargers and bidi-

order to jointly process ASR. As a result of the cre-rectional chargers at the Okazaki Plant, and we haveation of new processing facilities and other measures,

begun the demonstration. Going forward, we will work

the ASR recycling rate in FY2023 was 96.5%, substan-with energy storage equipment manufacturers totially above the statutory standard of 70% in effectintroduce these systems at Group’s sales companies’

since 2015. We will continue to develop new recycling

dealers and in other locations. (See P35 for details.)

facilities to ensure the stable processing of ASR.

*1 Battery Cube: Registered trademark in Japan of Hitachi HighTech Corporation

In addition, with MIRAI-LABO Co., Ltd., we have begun
the development of autonomous street lighting byreusing batteries from electrified vehicles. 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. From FY2022 to FY2023, we installed a totalof 24 autonomous street lighting systems and conducted demonstration projects at the Okazaki Plant,
the Mizushima Plant, the Kyoto Plant, and the Tokachi
Research and Development Center, and we hope tobegin commercial sales in FY2024.
In Japan, Europe and North America, we have

We outsource the treatment of airbags and fluorocarbons to the Japan Auto Recycling Partnership(JARP).
In FY2023, our effective recycling rate for end-oflife vehicles*4 exceeded 99%, surpassing the government’s stipulated effective recycling rate of 95%.
*2 Automobile shredder residue*3 A utomobile Shredder Residue Recycling Promotion Teamestablished by 13 companies, including Nissan Motor Co., Ltd.,
Mazda Motor Corporation and MITSUBISHI MOTORS.
*4 Effective recycling rate: The recycling rate for end-of-life vehicles.
The ratio recycled in the dismantling and shredding process isapproximately 83% (cited from the materials of the 3rd joint
meeting of the Automobile Recycling Expert Committee of theCentral Environmental Council and the Automobile Recycling
Working Group of the Industrial Structure Council in May 2003),
multiplied by the remaining ASR ratio of 17% and the ASR recycling rate for the relevant fiscal year.

begun creating a system for collecting used batteries.
The aim is to develop recycling technologies for andproperly dispose of batteries for electric vehicles andplug-in hybrid electric vehicles.

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetsl 12.2l 12.5

Recycling Promotion in the EU
Response to the EU’s Directive on the Recycling ofEnd-of-Life Vehicles
In the EU, in accordance with the End-of-Life Vehicles
Directive*1 established in 2000, automobile manufacturers or importers must accept and recycle end-oflife vehicles.
MITSUBISHI MOTORS built a system of acceptanceand recycling in line with the actual situation of EU
member countries centering on our European subsidiary Mitsubishi Motors Europe B.V. (MME).

In the EU, automobile manufacturers must provide
dismantling information for new model vehicles totreatment operators. We provide such information ona timely basis by using the International Dismantling
mobile manufacturers.
Response to the EU’s Directives on Approval for Vehicle Models for Recyclability
In the EU, satisfying the minimum 95% recyclability rate is a requirement for type approval of vehicle
models, and we established a system that satisfies
the requirements of this directive. Our vehicles sold in
the EU meet the requirements of the directive under
this system.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ated through manufacturing by improving its production 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
Reuse within
the process
Internal reuse
Valuable sale
Material recycling
Thermal recycling
Simple incineration
Direct to landfill

Low

Information System (IDIS) jointly developed by auto-

We are working to reduce the amount of waste gener-

Rate of Effective Use

Provision of Dismantling Information

TOPICS

Reducing Waste Volume by Upgrading Sludge
Dewatering Equipment (Okazaki Plant)High*1 “Directive of the European Parliament and of the Council on
End-of- Life Vehicles”

Initiatives to Reduce Waste Generation andReuse Resources in Production Activities

Valuablematerials

We replaced a sludge dehydrator and sludge conveying
equipment at the Okazaki Plant’s integrated wastewater treatment plant with equipment that uses a different treatment method, thereby reducing emissions ofindustrial waste and saving energy.
In the past, sludge was dewatered using a centrifugal separation method. To lower the sludge’s moisture
content, we introduced a screw-type dehydrator andswitched to an energy-saving sludge conveying system.
As a result of these equipment upgrades, we reduced
the volume of sludge discharged from the integrated
wastewater treatment facility by more than 30%, andelectricity consumption was reduced by more than 50%.

Waste

Responses Related to the Plastic Resource Circulation Act

Newly installed screw-type sludge
dewatering equipment

In FY2023, our volume of industrial waste from products using plastic was 1,796 tons, and the recycling
rate was 97%*2.
We will continue to actively engage in the 3Rs(reduce, reuse, recycle) of waste plastic.
*2 Scope of application: MITSUBISHI MOTORS CORPORATION

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47▶ NextAchievement of Zero Direct Landfill Waste
With regard to waste generated by our businessactivities, to achieve the goal set in Environmental
Targets 2030 of “zero direct landfill waste (less than0.5%),” we are working to reduce waste generated in external and reuse resources. In FY2023, ourmanagement target companies achieved zero direct
landfill waste (less than 0.5%).
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Disclosure Based on
the TCFD Recommendations

Prevention of Pollution
Progress in FY2023
 Obtained information on GADSL*1 regulated substances and upgraded our management system inorder to properly manage hazardous substancesin products.
*1 Global Automotive Declarable Substance List, a list to
facilitate the exchange of information on environmentallyhazardous substances, created by consensus of a group of
automotive manufacturers in various countries<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P15, P17 Materiality
P26 Environmental Management
P118 Environmental Data Related to Products andBusiness Activities

WEB Atmosphere/Wastewater Quality/PRTR-designatedPollutants Data (FY2023 Results)
https://www.mitsubishi-motors.com/en/sustainability/esg/
factory_archive2024.html

Targetl 3.9

Basic Approach
Vehicles are products that can affect human healthand biodiversity through the emission of environmental pollutants and chemical substances during business activities or product use.
MITSUBISHI MOTORS aims to contribute to therealization of a pollution-free society and has positioned it as one of the key challenges in its Environmental Plan Package. We are working to reduce theenvironmental impact of our products and the pollution resulting from our business activities.
In the stage of product development, along with
reducing noxious components of exhaust gases andpromoting the development of fuel economy improving technologies and electrification technologies, we
strive to manage hazardous substances. In production
processes, we are endeavoring to reduce air pollutants emitted from out plants by voluntarily enacting
activity standards that are stricter than legal requirements. In order to reduce the impact on the environment from air pollutants and chemical substances,
we engage in the prevention of pollution throughout
all our business activities.

ESG Data

Targetl 6.3

Targetsl 12.4l 12.5

Improving Gasoline Engine Vehicles
In the 1960s, emissions of carbon monoxide (CO),hydrocarbons (HC) and nitrogen oxides (NOx) wererestricted by regulations, and those restrictions have
gradually been tightened since.
We have taken various measures since such regulations were first introduced. Currently, our products
are compliant with strict emission regulations, thanks
to the advanced technologies such as electronicallycontrolled 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 (PM) *2 have been regulated
in some countries and regions, such as Japan, UnitedStates and European countries, since the 1970s.
Since such regulations were first introduced, we
have taken measures including improving the combustion technology. To comply with these regulations,
we have developed and produced clean diesel engines
by systemizing combustion control technologies suchas variable geometry turbocharger and high pressure
fuel injection system, as well as after-treatment technologies such as NOx trap catalyst, diesel particulate

Purifying Exhaust Gas while Driving

filter, and urea selective catalytic reduction system.
*2 Micron-sized particles such as soot contained in exhaust gas

In addition to developing and popularizing electrified
vehicles, which emit little exhaust while driving, weare endeavoring to develop and improve gasoline anddiesel vehicles that emit fewer hazardous substances.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targetl 3.9

Clean Diesel Engine Systems

Diesel Particulate Filter (DPF)

Variable Geometry (VG) Turbocharger

DPF substantially reduces emissions of particulate

Continuously controlling the variable nozzle ofmatter by filtering and burning it.

ESG Data

Targetl 6.3

Targetsl 12.4l 12.5the turbine optimally boosts power to the engine
throughout its full operating range, improving fuelefficiency and reducing PM emissions.

Urea Selective Catalyst Reduction (SCR) System
NOx from diesel engines’ emissions are reduced andpurified using an aqueous urea solution (AdBlue®*1),
Common Rail Fuel Injection System

breaking them down into non-polluting nitrogen

Particulate matter and NOx, which can be generated

and water.

through heterogeneous combustion, are suppressed*1 Registered trademark of the Verband der Automobilindustrie (VDA)by using a high-pressure fuel pump, common rail
accumulator that stores highly pressurized fuel, andelectronically controlled fuel injectors.

[Clean Diesel Engine System (4N14 Engine)]

Intercooler

Turbocharger

IntakeInjection of AdBlue®

SCR catalyst

ASC*3
NOx
reduction

EngineExhaustgas

Fuel pump

NH₃ reduces
NOx into H₂O
and N₂.

Oxidation
Common rail catalyst s-DPF catalyst*2 Aqueous urea tank Urea SCR system*2 s-DPF: DPF with surface-coated selective reduction catalyst*3 ASC: Ammonia slip catalyst
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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49▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targetl 3.9Management of Material Data by IMDS

Reduction of Hazardous Substances
Automobile Manufacturers Association, Inc. (JAMA)
and the EU’s end-of-life vehicles directive (a recyclinglaw), MITSUBISHI MOTORS is working to reduce thehicle parts delivered by suppliers are collected by the
IMDS*4, an international system for collecting suchdata. Together with overseas, we utilize the collected
data under a globally centralized internal system forreducing hazardous substances.

use of four substances (lead, mercury, cadmium, andIn cooperation with suppliers, we are complying

hexavalent chromium). We are also taking measureswith the REACH regulation, a general system for theto comply with individual countries’ regulations on

registration, evaluation, authorization, and restriction

the use of hazardous substances, such as the EU’sof substances used in the EU.

end-of-life vehicles directive, the REACH regulation*1
concerning substances and the Convention on POPs* .
2

At present, in addition to four substances andother heavy metals, the use of VOCs*3, bromine-based
flame retardants and various other substances isregulated. Regulations similar to European ones arebeing 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 andRestriction 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 (Volatile Organic Compounds) and Ozone-Depleting Substances

We have improved our internal management
system to properly manage hazardous substances in
products by incorporating information on GADSL-regulated substances. We collect IMDS data inputted byTargetsl 12.4l 12.5

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 volatilized 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 aremainly generated by adhesives and paint used in interior 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

suppliers and utilize the system to automatically determine the compliance status with regulations if any

Progress

newly regulated substances are found in components,

We are working to develop materials with low VOC

based on the content and materials used. We are

emissions to reduce in-cabin VOCs.

also introducing component replacement and designchanges in accordance with regulations.

Example of Measures to Reduce VOCs

CarpetReduced aldehydes in pile adhesives
Seat
Reduced organic solvents in fabric adhesives
Ornaments Reduced VOCs by using spun-dyed high-gloss
interior parts*4 International Material Data System

Flow of Data Collection through IMDSMITSUBISHI MOTORS
Hazardous
Substance
control

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Targetl 6.3

Reduction of In-Cabin VOCs

Data on the hazardous substances contained in ve-

In accordance with the reduction targets of the Japan

ESG Data

Data input
requestInternal
systemBack ◀

Data
download50▶ NextSuppliers
Data input

IMDS

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targetl 3.9

Preventing Air Pollution
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 theMizushima Plant and the Okazaki Plant. Overseas, thesystem is used on the No. 3 paint line at Mitsubishi
We are also upgrading our robotic and otherby adjusting production lots and collecting more usedthinner. 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 theclear overcoat.
Data (p. 119): VOCs

Targetl 6.3

Targetsl 12.4l 12.5

Management of Air Pollutants

Appropriate Management of Hazardous Waste

We follow laws and regulations to manage the con-

We manage hazardous waste to avoid importing or

centrations and amounts of such air pollutants asexporting hazardous waste that is restricted by thenitrogen oxides (NOx), sulfur oxides (SOx) and sootBasel Convention on the Control of Transboundary

emitted in production processes.

Movements of Hazardous and Their Disposal*3.

In addition, we are promoting the replacement of

We also transport and treat waste produced in Ja-

equipment that uses fossil fuels such as kerosene withpan appropriately, based on various legal requirements.

electric devices, including electric heat pumps, to simultaneously reduce air pollutants and CO2 emissions.

*3 T his convention stipulates international frameworks andprocedures related to restrictions on international transfer of acertain types of waste.

Management of Chemical Substances

Appropriate Management of Waste Containing PCBs

Motors (Thailand) Co., Ltd. (MMTh).
painting systems, reducing the amount of paint used

ESG Data

Appropriate Management of Chemical Substances
We have introduced a chemical substance management system for using chemical substances. Before
deploying substances, we examine their physical andchemical properties and the details of usage plans, aswell as legal requirements, conduct risk assessments.

Harmful polychlorinated biphenyls (PCBs) are contained as insulation oil in transformers and condensers that were manufactured a long time ago.
We process waste containing PCBs appropriately, in
accordance with the Act on Special Measures concerning Promotion of Proper Treatment of PCB Waste.

Finally, we judge whether they can be introduced andeducate workers well. We also use this system toconduct centralized management of the most recent
Safety Data Sheet (SDS) information. In addition, we
use data from this system to ascertain the quantityof PRTR*2 substances used and report on their usage
and emissions to Ministry of Economy, Trade and Industry, as well as other aspects of legal compliance.
Paint plant (MMTh)MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

*2 PRTR: Pollutant Release and Transfer Register

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51▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Conservation of Water Resources

Targetl 6.4

Basic Approach

Progress in FY2023
 Mitsubishi Motors (Thailand) Co., Ltd. (MMTh) has
begun recycling condensate from air conditioners
used at painting facilities.
 We installed a manhole-type oil-water separator at
the Kyoto Plant–Kyoto.
<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P15, P17 Materiality
P26 Environmental Management
P118 Environmental Data Related to Products andBusiness Activities

WEB Atmosphere/Wastewater Quality/PRTR-designatedPollutants Data (FY2022 Results)
https://www.mitsubishi-motors.com/en/sustainability/esg/
factory_archive2023.html

Due to the increasing population and changes in thenatural environment caused by climate change, water supply and demand are becoming tighter in moreregions, and social concern for the preservation ofwater resources are increasing.
MITSUBISHI MOTORS requires a large amount ofindustrial water, city water, and groundwater, etc., forthe automobile production process and discharge ofwater into sewage lines and rivers, etc. In regions wherewater risk is high, it is essential to consider the impactthat water withdrawal and discharge from our businessactivities have on the surrounding environment.
At each plant, we comply with various legal requirements, such as the one on the quality of discharged water. In addition, we work to reduce water
withdrawal amounts and introduce water recycling
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.

Reduction of Water Withdrawal Volume
We are striving to reduce water withdrawal volumes
by reusing washing water used in production processes for pre-washing and by circulating coolingwater and temperature control water.
At the Okazaki Plant and at PT Mitsubishi Motors
Krama Yudha Indonesia (MMKI), we have set up rainwater storage tanks in order to reuse rainwater.
At the Okazaki Plant, we have also set up equipment to filter groundwater so that it can be used tosupply drinking water to employees and those wholive nearby, in case any disasters occur.
Data (p. 120): Withdrawn water volume

Water Withdrawal Source and Drainage of Each Plant
Plant
Okazaki Plant(Okazaki, Aichi Pref.)Water Withdrawal
Drainage
SourceYahagi River
Kanda River
Tributary →Kanori River
Lake Biwa
Sewage line

Kyoto Plant –Kyoto(Kyoto, Kyoto Pref.)Kyoto Plant –Shiga
Lake Biwa(Konan, Shiga Pref.)Mizushima Plant
Takahashi River(Kurashiki, Okayama Pref.)Mitsubishi Motors
Nong Pla Lai(Thailand) Co., Ltd. (MMTh) Reservoir, etc.
PT Mitsubishi Motors Krama Lake Jatiluhur
Yudha Indonesia (MMKI)
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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52▶ NextSewage line
HakkenRiver →
Mizushima
Port
Sewage line

Rainwater storage tanks(Okazaki Plant)

Groundwater membrane
filtration equipment(Okazaki Plant)

Sewage line
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 6.4

TOPICS

Reuse of Discharged Water

Recycling Condensate from Air Conditioners
Used at Painting Facilities (MMTh)
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh) has
begun recycling condensate from air conditioners
used at its vehicle painting facilities.
The Thai environment is hot and humid
throughout the year, so condensate is steadily
obtained from the dehumidification process of
air conditioners. This condensate is collected in awater storage tank and reused as part of the watersupply to the cooling tower for the chillers, thereby
reducing the water supply to the cooling tower by
about 30%, or 100 m3/day. Furthermore, utilizing
low-temperature (approx. 23°C) condensate helps
to improve cooling towers’ cooling efficiency.
Painting
facility air
conditioner

Cooling
tower

Supply water
Water volume:
300m3/day
Water temperature:30°C

Condensate
Water volume: 100m3/day
Water temperature: 23°C
Water supply from tank
Equivalent to about 30%
of supply water
Condensate

Water storagetank

Overview of condensate recycling

Installed condensate water
storage tank
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

The MITSUBISHI MOTORS Group has introduced
wastewater recycling technologies, taking into consideration the situation regarding water resource
management at each facility location. Currently, discharged 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 plantsince its establishment in 2017. In FY2023, its wastewater recycling rate reached 67%.
In addition, in January 2022 MMTh began operating its first discharged water recycling plant, in conjunction with the startof operations of a newpaint plant. In FY2023,
the wastewater recycling rate rose was 84%.

Data (p. 120): Withdrawn
water volume

Wastewater recycling plant (MMTh)Prevention of Water Pollution
To prevent water pollution in areas surrounding plants,
we measure and manage the quality of discharged
water based on legal requirements. We also conduct
surveys and confirmations regarding the quality ofgroundwater and soil pollution. In this way, we confirm
that no toxic substances are being discharged to theoutside area. In order to quickly detect abnormalities indischarge 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
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53▶ Nextthe plant does not affect the environment outside thesite. In the event of an accident, we respond quickly toprevent pollution from spreading, report to the local
authorities and disclose information to the community.
* Detects the presence of oil by capturing changes in reflectanceas the reflectance of oil is greater than that of water

Observation well (Okazaki Plant)

Surface oil detector (Okazaki Plant)

TOPICS

Installation of a Manhole-Type Oil-Water
Separator (Kyoto Plant)
At Kyoto Plant–Kyoto, we installed a manhole-typeoil-water separator in front of the oil film detector as
an enhanced measure to prevent the leakage of pollutants from road surfaces within the plant.
Oil film detectors have traditionally been used tomonitor oil leakage from stormwater outlets at factories. However, after referring a “Non-Specified Pollution
Source Countermeasures” case study of measuresused for busy roads, factories, and commercial facilities, we installed a new
manhole-type oil-water
separator in front of theoil film detector in the
rainwater drainage path.
This allows for the separation and discharge ofsuspended solids and oil
Manhole-type oil-water sepfrom road surface drainarator installed in the storm
age during wet weather.
drainage path
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Preservation of Biodiversity
Basic Approach Promoted preservation activities that leverage theresults of ecosystem surveys at locations in Japan•E
 ngaged in biotope* maintenance and rare plantcultivation at Kyoto Plant•A
 t Kyoto Plant-Shiga, engaged in wetland conservation and cultivation of rare white egret flower

All living things are intricately connected in various Conducted tree-planting and cultivation activities inJapan and overseas•P lanted and cultivated trees at Pajero Forest (Yamanashi Prefecture)•C onducted tree-planting activities at the Okazaki
Outlander Forest (Aichi Prefecture)•C ompleted an afforestation project in the Philippines (planted a total of 78,700 trees over 100
hectares)(including the construction of plants), the release<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P15, P17 Materiality
P26 Environmental Management

WEB Biodiversity Data
https://www.mitsubishi-motors.com/en/sustainability/esg/
biodiversity-related_data/

relationships and live in balance. We benefit from thisbiodiversity in our lives.
The automotive industry both directly and indirectly impacts on biodiversity due to land useof chemical substances 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 amajor direct impact on ecosystems. We believe it isa priority to enact climate change countermeasures,protecting biodiversity so that we can continue toenjoy its blessings.
We formulated the “MITSUBISHI MOTORS Group
Guidelines for the Preservation of Biodiversity” in August 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 tounderstand the impact our business activities haveon biodiversity.
To protect water sources and fostering environmental awareness among our employees, we conduct forest preservation and interact with the local
community through volunteer employee activities inJapan and overseas.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ESG Data

Targetl 15.5Progress in FY2023* A biotope is a space where organisms can live in natural
surroundings.

Disclosure Based on
the TCFD Recommendations

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54▶ NextMITSUBISHI MOTORS Group
Guidelines for the Preservation of Biodiversity
The MITSUBISHI MOTORS Group will continue to track andreduce its impact on biodiversity, recognizing that theactivities of humankind can both benefit from and affectthe diversity of living organisms. To this end, the entire
Group will take on initiatives for preventing global warming and environmental contamination, and promote therecycling 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 activities on biodiversity by conserving energy, reducing
the generation of waste, and curtailing the release ofchemicals. At the same time, we will also pay consideration to neighboring communities when making useof 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 ofour products, while striving to select and use materials that pay consideration to the environment.
3. Education, understanding and self-awareness	We will continue to educate the entire Group frommanagement to employees on the front lines toshare a common understanding and develop a
self-awareness of the relationship between businessactivity 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-governmental organizations (NGOs).
5. Information disclosure	We will strive to disclose and disseminate the content and results of these activities to customers andlocal communities.

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 15.5

Promoting Preservation Activities
Ecosystem Surveys at Business Sites in Japan

Production of vehicles requires large-scale plants.
MITSUBISHI MOTORS believes that assessing theimpact that the use of land in company business has
on local biosystems is important to our biodiversity
protection initiatives. Based on this concept, we conducted ecosystem surveys at our domestic businesssites with largescale land, such as our factories withsupport from consultancies related to biodiversity.
Ascertaining biosystems not only in domestic business sites but also in the surrounding environmentby means of field surveys and documentary researchleads to maintenance measures that are in harmony
with local biodiversity.

in the square nurtures water lilies and oval-leafed
pondweed, while the square nurtures species that are
native to the city of Kyoto, such as the Blackberry lily,
Eupatorium japonicum, and Asarum caulescens.
In March 2024, we renovated the biotope pond in
the aim of further increasing biodiversity at the Kyoto
Plant. The pond, which was shaped like a cube, wasre-shaped to resemble the leaf of the Asarum caulescens. We also varied the depth of the water in different locations to create an environment conducive toa variety of aquatic life. An observation deck and aperimeter path were also installed to allow visitors tosafely observe the area.

Locations Where Ecosystem Surveys Were ConductedFiscal Year
2013
2015
2017
2018
2019
2021/2023

Location
Kyoto Plant-Shiga
Okazaki Plant
Mizushima Plant/Kyoto Plant-Shiga*
Tokachi Research & Development Center
Kyoto Plant-Kyoto
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, which is located in urban Kyoto,
serves as a refuge where certain plants and insects
can survive locally, and we found that this area wasan important environment in terms of preserving
regional diversity. To create a habitat for dragonflies
and other insects, we built a biotope in the “Plaza of
Relaxation,” a green space on the campus. The pond
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Renovated biotope pond

Observation deck and pond
vegetation

Kyoto Plant-Shiga
Preservation of Wetlands Where White Egret
Flowers Bloom

We are working to protect the rare white egret flower by preserving wetlands located within the plant.
Employees regularly remove invasive herbaceous
plants such as broomsedge bluestem and maintainthe wetland environment, which gives the white egret
flower room to bloom every summer.

Employees clearing away
invasive herbaceous plants

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White egret flower blooming

55▶ NextForest Preservation Activities in Japanand Overseas
Since 2006, we have conducted forest preservation
activities in the “Pajero Forest” (approx. 7.23 hectares)
located in Hayakawa-cho, Yamanashi Prefecture, incollaboration with the town of Hayakawa and OISCA.
As part of our FY2023 activities, in April new technicaltrainees helped maintain a forest trail, and in September, employees and their families joined them in
September to extend the trail and build benches. In
addition, in March 2023, we signed a “Forest Preservation Partnership Agreement” with Okazaki City, Aichi
Prefecture, where the Okazaki Plant is located and as
a part of the agreement, the designated city-owned
forest in the Nukata area of Okazaki (approx. 50.7
hectares) was named “Okazaki Outlander Forest,” andforest preservation activities have begun.
In collaboration with the Philippines Department ofEnvironment and Natural Resources (DENR), Mitsubishi Motors Philippines Corporation (MMPC) initiateda reforestation project in March 2018, with a plan toplant a cumulative total of 100 hectares over a periodof approximately five years. We completed this project in July 2023, having planted a total of 78,700 trees.
That month, we planted bamboo, mangroves, andother trees on 38 hectares of land in Infanta, Quezon
Province. Cultivating coastal forests in this way will
also help prevent soil erosion in the surrounding area.
With DENR’s support, MMPC will continue to manage
the forest, thereby contributing both to environmental protection and to the local community.

Trail maintenance in the Pajero
Forest

MMPC’s afforestation project
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Message fromthe President & CEO

Sustainability Management

SocialEnvironment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

SocialRespect for Human Rights���������������������������������������������������������������������������������������������������������������������������������� 57

Delivering Products Which Help Prevent Traffic Accidents������������������������������������������������������ 78

Basic Approach, Human Rights Policy�������������������������������������������������������������������������������������������������������� 57

Basic Approach, Management Structure�������������������������������������������������������������������������������������������������� 78

Management Structure, Human Rights Due Diligence��������������������������������������������������������������������� 58

Development of Safety Technology������������������������������������������������������������������������������������������������������������� 79

Complying with the Human Rights Policy������������������������������������������������������������������������������������������������� 59

Traffic Safety Education and Promotion��������������������������������������������������������������������������������������������������� 82

Access to Remedy��������������������������������������������������������������������������������������������������������������������������������������������������� 60

Improvement of Product, Sales, and Service Quality�������������������������������������������������������������������� 83
Achieving a Sustainable Supply Chain������������������������������������������������������������������������������������������������������� 61

Basic Philosophy and Quality Policy�������������������������������������������������������������������������������������������������������������� 83
Improving Product Quality,

Basic Approach���������������������������������������������������������������������������������������������������������������������������������������������������������� 61
Management Structure, Supplier CSR Guidelines��������������������������������������������������������������������������������� 62

Vehicle Quality Evaluations and Guarantees Based on Customer Perspective,

Efforts to Achieve Carbon Neutrality throughout the Supply Chain,

Improving Perceived Quality������������������������������������������������������������������������������������������������������������������������� 84
Improving Sales Quality, Improving Service Quality���������������������������������������������������������������������������� 85

Green Procurement Guidelines, Working with Suppliers to Improve Quality������������������ 63

Use of Customer Voice����������������������������������������������������������������������������������������������������������������������������������������� 86

Promotion of Localization, Initiatives for Business Continuity Plans in the Supply Chain,
Participating in Outside Initiatives������������������������������������������������������������������������������������������������������������� 64

Management System�������������������������������������������������������������������������������������������������������������������������������������������� 87

Human Resources Management�������������������������������������������������������������������������������������������������������������������� 65

Contribution to Local Economy through Business Activities�������������������������������������������������� 89

MMC WAY (Behavioral Guidelines), Basic Framework������������������������������������������������������������������������ 65

Basic Approach, Management Structure, Employment������������������������������������������������������������������� 89

Management Structure, HR Strategy under “Challenge 2025”���������������������������������������������������� 67

Human Resource Development, Investment, Technology Transfer����������������������������������������� 90
Export, Environmental and Social Contribution������������������������������������������������������������������������������������ 91

Promoting Diversity and Inclusion, and Enhancement of Employee Engagement���� 68
Basic Approach, Building a Better Place to Work��������������������������������������������������������������������������������� 68

Promoting Social Contribution Activities������������������������������������������������������������������������������������������������������� 92

Securing/Cultivating a Diverse Workforce������������������������������������������������������������������������������������������������ 70

Basic Approach and Policies������������������������������������������������������������������������������������������������������������������������������ 92
Society���������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 93

Strengthening Human Resource Development���������������������������������������������������������������������������������� 72

Traffic safety, Environment������������������������������������������������������������������������������������������������������������������������������� 94

Basic Approach and Policy��������������������������������������������������������������������������������������������������������������������������������� 72

People����������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 95

Enhancement of Education and Reskilling Programs������������������������������������������������������������������������ 73

MITSUBISHI MOTORS STEP Funds and Matching Gift Program���������������������������������������������������� 96

Cultivating Next-Generation Leaders, Supporting Career Formation�������������������������������������� 74

Support for Disaster-Stricken Areas������������������������������������������������������������������������������������������������������������ 97

Promoting Occupational Health and Safety����������������������������������������������������������������������������������������� 75
Basic Approach, Management Structure�������������������������������������������������������������������������������������������������� 75
Initiatives to Ensure Workplace Safety, Promoting Health Management����������������������������� 76
Labor-Management Relations������������������������������������������������������������������������������������������������������������������������� 77

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Respect for Human Rights
Basic Approach, Human Rights Policy
Based on the idea that respect for human rights isthe 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 participating 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,” andpanies to address human rights are being enacted

matters, such as the move toward legislation of due

in many countries, and the need to address humandiligence in the battery manufacturing process, par-rights risks in the supply chain is rapidly increasing.

ticularly in Europe.

Failure to comply with these laws and regulations in a

To appropriately respond to these demands, wetimely and appropriate manner may not only violate

are developing a due diligence policy, including a re-laws and regulations, but may also cause damage tovised human rights policy.

the Group’s brand image due to loss of public trust

In the MITSUBISHI MOTORS Global Code of Conduct,

and affect the Group’s business activities, including“Respect Human Rights and Diversity, Provide Equal

production, development, purchasing, and sales, andOpportunity,” specifies that discrimination, retaliation

may impact the Group’s business performance, finan-and harassment are not permitted in any form or tocial position, and cash flow.

any extent, and that the diversity of suppliers, custom-Specifically, the automotive industry is now being required to address broader and more complex

ers, executives, employees and local communities shallbe respected in addition to respecting human rights.

“the Organization for Economic Cooperation and Devel-

Human Rights Policy

opment (OECD) Guidelines for Multinational Enterprises.” 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
consultation with experts and approval by the Executive Committee, with the aim of conducting ourbusiness activities in a manner that respects thehuman rights of our stakeholders. This policy outlines
fundamental matters such as support and respect forinternational standards and norms regarding humanrights, and matters for compliance. The policy also
stipulates specific measures to prevent and reduce
negative impacts on human rights, to provide remedial measures, and to provide education for officers
and employees. This policy has been translated into

Our Human Rights Policy stipulates the following content, as well as items to be complied with and addressed.
l Recognition of initiatives on respect for human rights asessential factors in the fulfillment of our social responsibilityl Compliance with the Human Rights Policy by all of theexecutives and employees, and respect for fundamental
human rights throughout our business activitiesl Support and respect for international standards and normsl Compliance with the national laws and regulations ineach market where we operatel Where conflict exists between internationally recognizedhuman rights and national laws, seeking 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 Diligencel MITSUBISHI MOTORS will identify, prevent, or mitigate
negative impacts on human rights which may be caused
by our business activities through the application andsupport of human rights due diligence processes.
2. Remediationl Where MITSUBISHI MOTORS identifies that it has caused
or contributed to a negative impact on human rights, wewill provide for or cooperate in remediation processes.
3. Ensuring Transparency and Accountabilityl MITSUBISHI MOTORS will provide appropriate education
or training to all executives and employees.
l We will ensure that our Group companies comply withthis policy, and we will request that our business partners respect human rights.
l We will disclose our initiatives on respect for human rights.

English and made available on our website to all employees of Group companies in Japan and overseas.
In addition, laws and regulations requiring comMITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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
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Message fromthe President & CEO

Sustainability Management

Management Structure
MITSUBISHI MOTORS’ efforts addressing respect forhuman rights are mainly focused on the sustainability,
human resources, procurement and administration
divisions, with the cooperation of external agencies. The
Executive Officer in charge of sustainability, acting as
the person in charge of promoting initiatives on respectfor human rights, reports the status of human rights
risk assessment and related measures to the Sustainability Committee,*1 which is held three times a year.
Members of the Sustainability Committee share thedetails of these reports with their departments, promoting companywide efforts to respect human rights.
In addition, we have integrated the risk of humanrights violations in value chain into the Internal Control
Committee’s scope of Company-wide risk management
and positioned it as a priority risk with high potential impact and the urgent need for appropriate management*2.
As for the internal system for promoting anawareness of human rights, in FY2023 we conductedtraining by inviting external lectures for executives
under the theme of “business and human rights,” andthe 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 incorporated into shared materials used in various training programs, and in eachbusiness site human resources department works toraise employees’ human rights awareness. We also
participate in events held by the Industrial Federationfor Human Rights, Tokyo, and the Mitsubishi Group
Human Rights Enlightenment Committee (organizedby Mitsubishi Group companies), of which we are amember, and attend conferences and research meetings held by other external organizations. (In FY2023,
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governancewe spent a total of 83 days participating in training
sessions.) We also use the latest information obtained
through our participation in these events in our human rights awareness activities and utilize the knowledge we gain from these activities in our inhousetraining programs.
*1 Please see page 9 for details on the Sustainability Committee.
*2 Please see page 104 for details on our internal control systems.

Human Rights Due Diligence

ESG Data

including one-on-one interviews between evaluation
organization and employees with various attributes.
Using an external assessment organization ensures
the objectivity of assessments and keeps them consistent with international norms.
*3 E
 xamples 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 andeducation, evacuation disaster prevention), and remedies (consultation services) are evaluated in consultation with an external evaluation organization, using ILO standards and industry
initiatives as reference.

We have committed to identifying, preventing, or mitigating the negative impacts of its business activities
on human rights through a system of human rights
due diligence.
Based on this understanding, we conduct humanrights assessments*3 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 production base in the
ASEAN. During the assessments, we evaluated thehuman rights impact through employee involvement,

Assessments conducted in FY2021 and FY2022
resulted in no violations that had a significant impact
on the human rights of our business and employees.
In our human rights assessment activities, we areworking to mitigate human rights risk through thefollowing processes.
1. Summarize assessment results
2. Identify matters requiring improvement and thedepartment in charge
3. Monitor implementation status
4. R
 eport to the Sustainability Committee(improvement plans and monitoring)

The Human Rights Due Diligence Process

Sustainability Committee
STEP 2

STEP 1
Determine
scope

Identify risks

STEP 3
Conduct
assessment

STEP 4
Enact mitigation andpreventive measures

STEP 5
Continuemonitoringl STEP 1 D
 etermined 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 Identified employee working conditions, health and safety as risks with high human rights impact and identified
sites for assessmentl STEP 3 A
 t target locations, external assessment organizations conduct assessments
l STEP 4 Based on the assessment results, enact measures to mitigate and prevent human rights risks
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Message fromthe President & CEO

Sustainability Management

Complying with the Human Rights Policy
Coinciding with Human Rights Day on December 10,
to raise awareness, each year MITSUBISHI MOTORS’Executive Officer, President & CEO disseminates amessage to all officers and employees regarding respect for human rights, emphasizing the importanceof 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 realizing respect for human rights are described below.

Prohibiting Discrimination

We require executives and employees to respect diversity and to create equal opportunities with no allowance for unfair discrimination or harassment on bases
such as race, skin color, nationality, ethnicity, family
origin, sex, sexual orientation, gender identity, age,presence of disability, language or religion.
Also, we emphasize the importance of diversity in
our training programs, and we encourage our employees to work together with respect for diverse values.

Eliminating Unjustifiable Labor Practices

We do not tolerate any unjustifiable labor practices
such as slavery labor, child labor, forced labor, including human trafficking, and strives to eliminate
such practices.
To ensure against such practices, we verify potential
employees’ ages to ensure statutory requirements are
met when entering into labor agreements. We do not
charge applicants and hired employees any fees and

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Environment

SocialGovernancecosts related to recruitment. Pay slips clearly 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. Employees are free tochoose whether to enter or leave the dormitories.

Freedom of Association and Labor–Management Dialogue

We respect its employees’ right to associate, and
we engage in sincere dialogue with employees toresolve various types of issues. Regarding collective
agreements with labor unions, we recognize employees’ freedom to engage in legitimate union activity,
including collective bargaining. We clearly state that
employees who engage in such activities will not be
subject to disadvantageous working conditions orother sanctions.

Ensuring Access to Decent (Rewarding andHumane) WorkTo ensure decent work, in addition to complying withindividual countries’ laws and regulations, we conduct
activities focused on respect for human rights, basedon international norms (such as the International Billof Human Rights and the ILO’s Declaration on Fundamental Principles and Rights at Work). We havedesigned our personnel system to ensure that employees are compensated at a level that allows for astable livelihood, while also providing higher rewards
for employees who perform well. This system aims
to improve employee motivation and enhance theirabilities. To ensure that these efforts are appropriately evaluated, we hold annual labor–management

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the TCFD Recommendations

ESG Data

negotiations and implement reviews and revisions asnecessary 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 eachand every employee’s skills and know-how as well as
our technologies and products.

Consideration for Human Rights in Work andInvestment

As we believe that positive relationships based on
mutual understanding between employees and everyone in the community are essential to the sustainability of our business, when establishing businesssites or related facilities, we give consideration to thecultural values of the country and region including
customs and religions.

In-House Education and Training

In order to encourage all executives and employees tocultivate their respect for human rights, the Company
is offering courses that deepen understanding toward
human rights within its various training programs,
including each job rank and entry-level employee
training. In FY2023, we conducted a total of 680 hoursof human rights training for 710 employees, including entry-level employees, mid-career employees
and newly promoted managers (department generalmanagers and section managers). In addition, thefollowing training was conducted for executives.

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Message fromthe President & CEO

Sustainability Management

Inviting outside lecturers to present onsuch topics as "business and humanrights," an indispensable perspective for
global corporate management
Raising awareness of social human rights
Newly promoted general issues required for workplace management, prevention of harassment, remanagers
sponse in the event of occurrence, etc.
Newly promot- Recent topics related to human rights,
ed managers harassment prevention, responding toincidents when they occur, and the roleof manager
Mid-career
Recent topics regarding human rights.
employees
The relation between our business andhuman rights, etc.
Entry-level
The significance of corporate initiatives
employees
regarding human rights. Fundamental
knowledge regarding human rights, etc.
Executives

In addition to training programs tailored to eachjob rank and entry-level employee training, to promote awareness of sexual minorities among our
employees, MITSUBISHI MOTORS has been conducting
seminars at each business site since FY2018. In addition, we also conduct an internal e-learning course
covering basic knowledge of LGBTQ issues.
Number of AttendanceParticipants
Rate
Entry-level employee training
212
100%
Mid-career employee training
206
100%(newly promoted)
Newly promoted manager
222
100%
training
Seminars to raise under125—
standing of LGBTQ issues
LGBTQ e-learning course
9,381—
Training Programs in FY2023

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Environment

SocialGovernanceSupply Chain Considerations

We conduct appropriate transactions, which includes
not causing human rights violations against its business partners. We determine transaction prices anddelivery dates following thorough consultation withindividual 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 forhuman rights, including the elimination of discrimination and the prohibition of child labor and forcedlabor, and we request that suppliers take humanrights into consideration. To enhance the guidelines’
effectiveness, we obtain Supplier Commitment agreements from our business partners.
In addition, based on their CSR evaluations by
third-party organizations, we evaluate business partners on “labor and human rights,” and we ask themto make improvements as necessary. Furthermore,
we will use AI analytical tools to analyze human rights
risks in our supply chain, and if any such risks are
identified, we will take measures to improve them andpublish them on our website.

Initiatives at Dealers

At dealers, we carry out initiatives to provide a work
environment with consideration for the health andsafety of employees and we prohibit acts that infringe on human rights.

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the TCFD Recommendations

ESG Data

Access to Remedy
In order to make timely responses in cases where ahuman rights related issue occurs within the company, we have established internal and external consultation offices (helplines) and the MITSUBISHI MOTORSGlobal Hotline, which offers assistance in multiple
languages*1 for whistle blowing and consultation for
employees. The MITSUBISHI MOTORS Global Hotline
has established contact points in 14 countries to handle reports from employees of the Company and its
major affiliates in a total of 13 languages*2.
We have also established the Customer Contact
Center*3 for customers and the Business Partner
Helpline*4 for suppliers. These hotlines receive reports
and requests for consultations regarding humanrights issues.
Confidentiality and user anonymity is guaranteed
at all of these consultation offices. We ensure thatwhistleblowers and people who seek consultation are
not treated unfairly or discriminately.
If it is determined that an investigation is necessary not only within the Company but also within the
supplier, we will share and control information withthe compliance staff of the supplier, and work withthem to resolve the matter, agreeing in advance on
prohibited actions, such as finding the informant or
retaliating against the informant.
*1 F
 or information on the establishment of Internal and External
Consultation Offices (Helplines) and the MITSUBISHI MOTORSGlobal Hotline, please see page 107.
*2 The MITSUBISHI MOTORS Global Hotline is available in Japanese,
English, Chinese (simplified and traditional), Korean, Tagalog, Indonesian, Thai, Vietnamese, German, Dutch, French and Spanish.
*3 F
 or further information regarding the Customer Contact Center,please see page 86.
*4 For further information regarding the Business Partner Helpline, please see page 62.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Achieving a Sustainable Supply Chain

Targetl 3.9

Based on these understandings, all processes,

Progress in FY2023

from the procurement of raw materials to the manufacture of parts and products to the end delivery,

Conducted supplier
CSR evaluations
by third-party organization(Purchase amount basis)[FY2022: 83%]

Cumulative

Conducted supplier process
audits[FY2022: 80 cases]

101 cases/year85% Each year, we exchange opinions with suppliers
and reinforce communications through fiscal yearend briefings during which we explain procurement policies.
 Supported business partners to undergo third-party evaluations to reinforce supply chain CSR<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P16, P18 Materiality

require responsible behavior that takes such factors
as the environment and human rights into account.
Specifically, we recognize of conducting various
activities throughout the supply chain: efforts tomitigate global warming by reducing CO2 emissions,
quality-oriented improvement activities, eschewing
the use of conflict minerals and other raw materials
that cause social problems, quality and environmental
management, compliance with the Act on Prohibitionof Private Monopolization and Maintenance of Fair
Trade and the Act against Delay in Payment of Subcontract Proceeds, etc. to Subcontractors, management of confidential information, and so on.
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.

Basic Approach
MITSUBISHI MOTORS understands that our corporate
activities affect many others, given that we and its
major overseas production facilities have direct business relationships with approximately 800 companies,
including suppliers of materials and parts, as well ascompanies that provide services, advertising, andlogistics, and even more Tier 2 and other suppliers.
We also recognize that through collaboration
throughout the supply chain, we can achieve carbon
neutrality, improve quality, and contribute to local
community development through local procurement.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

As environmental countermeasure, which has
become especially important in recent years, we haveformulated “Green Procurement Guidelines” and arepromoting initiatives throughout the supply chain.
As compliance with both guidelines is a priority in
our procurement activities, our executives take advantage of opportunities such as supplier briefings
to request that the entire supply chain thoroughly
comply with the guidelines.
In addition, we are promoting CSR activities in the
supply chain while exchanging information with ouralliance partner, Nissan Motor Co., Ltd.
Please see page 57 for details on Respect for Human Rights.
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61▶ NextESG Data

Targets
l 8.7
l 8.8

Targetsl 12.4l 12.5

Management Structure
Establishment of guidelines and Getting
Suppliers’ Commitments on Them
To ensure compliance with our “Supplier CSR Guidelines” and “Green Procurement Guidelines,” we havebusiness partners submit “Supplier Commitment”
to the “Supplier CSR Guidelines” and “Declarations ofConformity to Regulations on Substances of Concern”
to the “Green Procurement Guidelines.”
We ensure the effectiveness of our business partnerships by having new business partners submit
these documents before commencing transactions,and by continuously confirming the status of theagreement afterwards.

Communicating with Suppliers
Providing suppliers with appropriate information andtwo-way communication is essential for supply chain
management. At the end of every fiscal year, we holda Suppliers Meeting to explain our procurement policies for next fiscal year. In FY2023, this meeting washeld in March 2024 and attended by approximately 300 companies. Participated in the “MITSUBISHI
MOTORS Council,” a voluntary organization of around180 supplier companies that facilitates small-scale
meetings between the management teams of suppliers and our management team. (These small-scale
meetings were held a total of nine times, involving
approximately 20 companies each time.) The meetings help foster closer communication at the management level.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

GovernanceTargetl 3.9

Establishing a Business Partner Helpline
As part of MITSUBISHI MOTORS’ efforts to adhere to the
METI guidelines, we have established a Business Partner
Helpline for the suppliers of our procurement division.
The helpline receives opinions and comments frombusiness partners, quickly identifies compliance issues
or concerns, such as legal or regulatory infractions,
unfair practices or human rights violations 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 our “Supplier CSR Guidelines"
and "Green Procurement Guidelines,” we work toensure that the guidelines incorporate into our own
company. We conduct training for all new employees
involved in procurement (both entry-level employees
and new mid-career employees), as well as training
when employees are transferred from other divisions
to the procurement division.
In addition, in FY2023, we provided education on
initiatives aimed at reducing CO2 emissions.

Supplier CSR Guidelines
Expansion of Guidelines
Through the “Supplier CSR Guidelines,” we promotecollaborative activities with our suppliers from thesame point of view. The scope of these activities covers all suppliers and includes labor practices, environment management, and compliance.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ESG Data

Targets
l 8.7
l 8.8

Targetsl 12.4l 12.5

Having reestablished these guidelines in Februaryof the Congo and neighboring countries have become
2019, we have clarified CSR evaluations of businessa source of funding for armed groups, resulting in
partners and the actions to be taken in the event ofserious violations of human rights.
noncompliance. We have expanded these efforts to
To ensure that we are not complicit in humaninclude our major overseas bases—Mitsubishi Morights abuses through the procurement of these contors (Thailand) Co., Ltd. (MMTh), PT Mitsubishi Motors
flict minerals, we promote responsible procurement
Krama Yudha
Indonesia(MMKI),
Mitsubishi
Motorsby clearlyspecifying in our Supplier CSR
企業のサステナビリティ・マネジメントシステムを評価する場合、評価の対象を定義することが重要です。
評価 Guidelines thePhilippinesは、
Corp.
(MMPC)—and received Supplier Com4つのテーマに分かれるさまざまなサステナビリティ課題を対象としています。
サステナビリティ課題は、
prohibition of childlabor, forced labor,国and the nonuse
1
2
国際労働機関(ILO)協定、
グローバル・レポーティング・イニシアティブ
連グローバル・from
コンパク
トの10原則mitment agreements
suppliers
at 、
our
major
of5、
conflict
minerals as raw materials.評価
34、ISO 26000規格、セリーズ(CERES)ロードマップ
国連ビジネスと人権に関する指導原則(ラギ(GRI)規格
企業のサステナビリティ
・マネジメン
トシステムを評価する場合、評価の対象を定義することが重要です。
overseas production
bases.
6といった国際的なサステナビリティ規格に基づいています。 サステナビリティ課題は、国ー・フレームワーク)は、
4つのテーマに分かれるさまざまなサステナビリティ課題を対象としています。

サステナビリティ課題の範囲:「リファレンスモデル」
サステナビリティ課題の範囲:「リファレンスモデル」

CSR Guidelines
PDF Supplier
グローバル・レポーティング・イニシアティブ
連グローバル・コンパクトの10原則1、国際労働機関(ILO)協定2、

Enhancing CSR in the Supply Chain through(GRI)規格3、ISO 26000規格4、セリーズ(CERES)ロードマップ5、国連ビジネスと人権に関する指導原則(ラギThird-Party
Evaluations
6
環境テーマでは、製品のライフサイクル全てへの影響(生産工程、製品の利用、
および使用済み製品による影響)
といった国際的なサステナビリティ規格に基づいています。
ー・フレームワーク)
Responsible
Resource Procurementを審査する事にご留意ください。
一次サプライヤーだけでなく、
二次・三次サプライヤーにおける課題も考慮すWe,
like
our alliance partner Nissan Motor Co., Ltd.,るために、サプライチェーンにおけるサステナビリティ課題も「リファレンスモデル」に組み込まれています。
それThe “conflictminerals”(tin, tantalum, tungsten andconduct third-party CSR evaluations in
the four areas
ぞれの評価における課題は、企業の状況（業種・規模・ロケーションなど）と「21のサステナビリティ課題」の関連
環境テーマでは、製品のライフサイクル全てへの影響(生産工程、製品の利用、
および使用済み製品による影響)
gold) and cobalt produced in the Democratic Republicof二次
the・environment,labor and human rights, ethics,
性に基づいて決定されます。 一次サプライヤーだけでなく、を審査する事にご留意ください。
三次サプライヤーにおける課題も考慮するために、サプライチェーンにおけるサステナビリティ課題も「リファレンスモデル」に組み込まれています。
それThird-party
evaluation items
ぞれの評価における課題は、企業の状況（業種・規模・ロケーションなど）と「21のサステナビリティ課題」の関連性に基づいて決定されます。

21のサステナビリティ基準

環境
事業活動

環境
• エネルギー消費と温室効
果ガス

• 水
事業活動
• 生物多様性• エネルギー消費と温室効• 地域公害と汚染事故
果ガス
原材料・化学物質・廃棄物•• 水
製品• 生物多様性
製品の利用•• 地域公害と汚染事故•• 使用済み製品
原材料・化学物質・廃棄物•製品
顧客の健康と安全•• 製品の利用
環境に優しいサービスと持続可能な消費の促進• 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

労働と人権

倫理

21のサステナビリティ基準

人的資源• 腐敗行為• 労働条件• 責任ある情報管理

労働と人権• 従業員の安全衛生
•人的資源
社会対話
•• キャリアマネジメン
従業員の安全衛生トと教育•人権
労働条件
社会対話・強制労働・人身• 児童労働売買• キャリアマネジメン
トと教育倫理• 反競争的慣行• 腐敗行為• 反競争的慣行• 責任ある情報管理

持続可能な資材調達• サプライヤーの環境慣行
持続可能な資材• サプライヤーの社会慣行
調達• サプライヤーの環境慣行• サプライヤーの社会慣行• ダイバーシティ・差別・ハラ人権
スメント• 児童労働・強制労働・人身• 外部の利害関係者の人権
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

1. 国連グローバル・コンパクトは、
持続可能性に関する普遍的原則を実施し、国連の目標達成を支援するために措置を講じる事を目的とした、
企

ップのコミットメントに基づく自発的な取り組みです。
国連グローバル・コンパクトの10原則は、
世界人権宣言、労働における基本的原則おSource:業ト
EcoVadis

よび権利に関するILO宣言、
環境と開発に関するリオ宣言、および汚職防止に関する国連条約に基づいて定められたものです（国連グローバ
ル・コンパクト公式ウェブサイト
（英語版)より）。
Back
Next
◀
▶持続可能性に関する普遍的原則を実施し、国連の目標達成を支援するために措置を講じる事を目的とした、企 Back to Contents ▶▶
62 トは、
1. 国連グローバル・コンパク
2. 1919年の創設以来、
国際労働機関（ ILO)は、
すべての男女が、
自由・平等・
・
安全・人間としての尊厳が確保された条件のもとで、生産的で働業トップのコミットメン
トに基づく自発的な取り組みです。
国連グローバルコンパク
トの10原則は、
世界人権宣言、労働における基本的原則おMessage fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targetl 3.9

and sustainable procurement, with the aim of raising
the level of CSR activities at our suppliers. In FY2023,
many business partners underwent third-party
evaluations. MITSUBISHI MOTORS plans to continue
expanding the number of business partners who
undergo evaluations in FY2024, and we will focus on
improving the scores of those partners who have already been evaluated (approximately 90% of all orders
based on order value).

Green Procurement Guidelines
In its Green Procurement Guidelines, we ask business
partners to• acquire and renew external certifications of environ-

chain by 2050. To do so, it is essential that our suppliers reduce CO2 emissions.
For FY2023, we held a briefing session in November for our business partners about initiatives in our

lifecycle environmental impact• reduce environmental impact in business activities• reduce their environmental impact related to logistics
In addition to Japan, we have introduced theGreen Procurement Guidelines at overseas production
bases, adjusting the guidelines to account for actual
conditions in each country and operational details at
each location. These production bases are also apply-

business areas. In addition to engaging in commu-

ing the guidelines to their business partners.

nication with suppliers of products with high CO2

PDF Green Procurement Guidelines*2 LCA stands for Life Cycle Assessment, which is a technique forcalculating and evaluating the environmental impact of a product from manufacturing to disposal.

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.

Collection of Materials and Hazardous Substance Data through IMDSIn FY2024 and beyond, we will continue to collab-

To encourage the management and reduction of haz-orate with our business partners to promote activi-

ardous substances, we promote management underties aimed at reducing CO2 emissions throughout thethe International Material Data System (IMDS). For this

supply chain.

reason, we ask business partners to disclose data on*1 An international environmental NGO that collects requests frominstitutional investors and others interested in environmental issues, and encourages major companies and organizations aroundthe world to disclose environmental information, and evaluate

environmentally hazardous substances for materials

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Targetsl 12.4l 12.5them to establish a management system for environmentally hazardous substances.
with regulations regarding hazardous substancesused in parts and materials for new vehicles and mass
production models.

ment management systems• manage hazardous substances• submit LCA*2 data to allow us to understand theWe aim to become carbon neutral across the supply

Targets
l 8.7
l 8.8

Through these processes, we confirm compliance

Expansion of Guidelines• promote the 3Rs (reduce, reuse and recycle)

Efforts to Achieve Carbon Neutrality
throughout the Supply Chain

ESG Data

and parts by inputting them into IMDS in accordancewith the “Green Procurement Guidelines.” We also ask
Back ◀

63▶ NextWorking with Suppliers to Improve Quality
We regularly conduct quality audits and quality selfcheck guidance with its suppliers as collaborative efforts to improve quality along the entire supply chain.
In FY2023, we conducted process audits for 80
suppliers at 101 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 communication
with suppliers and enhance quality by, for example,
promoting improvements by disseminating the results of our self-check trend analysis to all suppliers.
We issue monthly Supplier Score Cards, which
numerically represent suppliers’ quality results. Thisapproach has clarified issues for each company, making it easier to implement improvement measures
quickly and accurately. In cases of particularly serious defects, we analyze the causes and examine theappropriateness of countermeasures in collaboration
with business partners to prevent recurrence.
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targetl 3.9

MITSUBISHI MOTORS cooperates on defect prevention activities to keep defective parts from being
delivered and ensure we are able to provide customers new models with confidence.

Country-Specific Parts Procurement Ratios

Targets
l 8.7
l 8.8

Targetsl 12.4l 12.5Specifically, suppliers are asked to register Tier
2 to Tier N suppliers including overseas suppliers, inby Production Base (FY2023)
Indonesia 13%

ESG Data

Philippines 1%

addition to their factories, in the Supply Chain Risk
Management System so that target suppliers can be
narrowed down as soon as possible.

Promotion of Localization

Japan
52%

Thailand34%

To optimize costs at our overseas production bas-

promote the local procurement of the components
used within these parts, etc., to optimize costs further.

about the status of damage caused by disasters, theour response to production plans so that we can takewhere possible, as long as such procurement is effecFor parts which are already locally procured, we also

us and our business partners to share information
impact of specific parts and material shortages, andes, our basic policy is to source from local suppliers
tive and the necessary technologies are in place.

In addition, we have a system in place that allows

countermeasures.

Initiatives for Business Continuity Plans
in the Supply Chain

Participating in Outside Initiatives

We conduct advance audits of the systems andA large-scale natural disaster, major outbreak of

Mitigating and combating climate change requires

structures of new business partners, evaluating items

infectious disease, or shortage of specific parts orefforts that go beyond the scope of individual com-such as their development capabilities, production

materials (such as semiconductors), could interrupt

panies. Entire industries and their supply chains must

capabilities, and quality management capabilities

the flow of parts from our suppliers. We might thenwork together to reduce CO2 emissions.

and issuing improvement instructions if necessary.

run the risk of business being suspended. To avoid or

As a member of the Japan Automobile Manufac-

We also provide support to local business partners

mitigate such risks, as part of our business continuity

turers Association, we participate via subcommittees

by serving as a go-between with Japanese businessplans (BCPs) in the supply chain, we are taking mea-in discussions on industrywide policies and measurespartners, joint ventures with local business partners,sures to identify risks and impacts early on and toin the area of procurement.

technical partnerships, and the like. We work to con-find alternative production options for each businesstribute to local regions by creating local jobs andpartner and component.

improving local technical capabilities.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Back ◀

64▶ NextBack to Contents ▶▶

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 five
years 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 the

FY2022
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 our

Basic 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 Team

Back ◀

65▶ NextTo leverage diverse human resources to create value,
we are creating a working environment that helps
individuals 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. 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 of
the 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 our
behavioral evaluation items. In addition, we will enhance
educational measures in both on-the-job training and
off-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,” “Human
MITSUBISHI 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. In
conjunction 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 industry
levels. 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, we
believe 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 an
improvement in employee engagement.
Engagement is measured through two questions:“How happy are you working at MITSUBISHI MOTORS?”and ”Do you recommend MITSUBISHI MOTORS as
great 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 to
management 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 Data

tory. We discussed a wide range of issues related

cure/cultivate a diverse workforce” as priorities, andto human resources to realize the objectives of the

we 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 “build
a 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. In
addition, 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 a

Disclosure 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 ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Promoting Diversity and Inclusion, and Enhancement of Employee Engagement
Progress in FY2023
Percentage of female administrative andengineering staff*1[FY2022: 13.1%]

13.7%

Percentage of male employees taking
childcare leave*2[FY2022: 68.4%]

70.6%

Percentage of employees with disabilities[FY2022: 2.33%]

2.55%

 Conducted a survey on attitudes toward diversity
and work-life balance Implemented training on managers promoting malepaternity leave*1 Percentage of assistant managers*2 The rate of people taking childcare leave and other leave
for the purpose of childcare was calculated according to
the Child Care and Family Care Leave Act.

<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P16, P18 Materiality
P65 Human Resources Management
P122 Human Resources-Related Data

styles that are less location- and time dependent. To
leverage diverse human resources to create value, weare creating a working environment that helps individuals maximize their capabilities. In this way, we aim toachieve increases both in work productivity and qualityof life, helping to realize a better work–life balance.

Diversity Promotion Policy

We aim to grow sustainably while responding to thesignificant changes in the business and market environment resulting from diversifying customer needs
and technological innovation. To this end, it is important for employees with different values and ideas towork together to create automobiles with new appeal
and value. With respect for employee diversity including
race, nationality, ethnicity, gender, sexual orientation,
gender identity, age, presence of disability, 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 Officebased on the “Diversity Promotion Policy” we established in July 2014. By embracing diversity, our aim
is to leverage employees’ diverse characteristics in amanner that will contribute to the mutual growth of

MITSUBISHI MOTORS believes in the importance of realizing an environment where each and every person
can perform meaningful work and demonstrate his or
her abilities, and where people can work enthusiastically and in good health, both physically and mentally.
The COVID-19 pandemic has prompted us to challenge the conventional approach toward “going to theoffice” to work, instead encouraging more flexible work
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Targets
l 5.4
l 5.5

Targetl 8.5

the Company and each individual employee. Initially,
Di@MoND activities 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 employees byregion, 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

Building a Better Place to Work
Promoting Location-Free Work Arrangements
We introduced a telecommuting system in FY2021
with the aim of encouraging a work-life balance foreach employee by enabling them to work more efficiently and flexibly. After the Japanese government
reclassified COVID-19 as a Category 5 infectious disease in May 2023, we established a rule that people
working in office positions should come to the office
two days a week. The use of this program has continued to expand, and employee surveys have shownthat working both at home and in the office allows

Diversity Promotion Policy

Basic Approach
Work-Life Balance

ESG Data

We aim to respond to change and heighten organizational capabilities by incorporating 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.

Diversity @ Mitsubishi Motors New Drive

Back ◀

68▶ NextWe aim to respond to change and heighten organizational capabilities by incorporating diverse viewpoints and approaches through the different abilities andcharacteristics 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.
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targets
l 5.4
l 5.5

them to take advantage of the characteristics of eachenvironment and boosts levels of engagement. MITSUBISHI MOTORS believes that we are getting closer
to our original goals in establishing this system.
With the recent growth in competition for employees, we have been considering the introduction oflocation-free working arrangements. We believe thismore flexible work style could provide a framework
for attracting highly specialized personnel and help
us promote and maintain the employment of people
with disabilities. We are flexible in our administrationof the telecommuting system for employees who
have childcare or nursing care commitments that re-strict their ability to be physically present in the office,helping them to maintain a good work-life balance.

Introducing Flexible Working Styles in Consideration of Childcare and Family Nursing Care

We are enhancing our work-life balance assistanceprograms to accommodate the diverse work styles
and life events of our employees. In FY2017, we introduced the telecommuting and accompanying leavesystems. In FY2018, we established the “Work-life
Balance Support Concierge” within the Company, fromwhich employees can seek advice on the programs
suitable for their individual childcare and nursing care

List of work-life balance assistance programs
Programs
Childcare Pregnancy leave

Overview
Can be taken for the designated period of time applied for in advance, between becoming pregnant andthe day prior to maternity leave (may be taken multiple times)
Maternity leave
Six weeks prior to birth and eight weeks after birth
Spousal maternity
When a spouse gives birth, the employee can take up to two days of leave between the day before andleave
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
Up to four weeks of leave can be taken within eight weeks of the (expected) date of birth. Partial emnewborns
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 andover: up to 10 days; first five days are paid in both cases)
Reduced working hours Four-, five-, six-, or seven-hour work shifts can be chosen until the end of the fiscal year of the child’s
for childcare
12th birthday (combined use with the flextime system is also available)
Nursing Nursing care leave
Aggregate total of three years can be taken per person receiving nursing care
care
Short-term nursing
If one person receiving nursing care: up to 5 days; if two or more people receiving nursing care: up to 10
care leavedays (first five days are paid in both cases)
Reduced working
Available until the reason for the nursing care no longer exists. Employees can elect to work, four-, five-,hours for nursing care six-, or seven-hours per day, and are also eligible for flextime work.
Miscella- Life plan leave
Employees can take up to 10 days leave per year for various predefined purposes such as receiving
neous
treatment for non-work-related injury/illness, caring for family, childcare, infertility treatment, participating in volunteer activities, and language studies
Accumulation of
Employees can accumulate unused annual paid leave up to four days per year to a maximum of 40 days
unused paid leave
which can be used for predefined purposes. (E.g., receiving treatment for non-work-related injury/illness, 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 that allows employees to work from a location other than their own or family home, as long as
systemcertain conditions are met, and to pay an allowance
Reemployment sysEligible for employees who resigned due to pregnancy, the birth of a child, childcare, nursing care,temmarriage, moving due to spouse work transfer, or other reasons recognized by the Company, with anapplicable period within five years after resignation
Accompanying leave
Temporary leave system for employees to accompany spouses who have been transferred in Japan oroverseas or are studying abroad, with an applicable period of from one month to five years
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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69▶ NextTargetl 8.5

needs. Following feedback from employees, we relaxed the criteria for child nursing leave, short-term
nursing care leave and the telecommuting system.
We are also utilizing the telecommuting system tocreate an environment that fosters more productive
and highly flexible working styles.
Data (p. 123-124): Number of persons taking childcare leave andretention rate of returnees, number of persons who utilize major
programs to promote work-life balance

Supporting 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
our facilities. Dia•Kids Okazaki was opened at the
Okazaki site in April 2017, followed by Dia•Kids Tamachi at our head office building in February 2019. Since
FY2023, we have also offered "childcare counseling"by staff from both centers to all employees, providing
individual consultations about childcare for employees and their families online or by phone.
On the working environment development front, tofurther encourage male employees to take childcare
leave in accordance with the enforcement of the revisedChildcare and Family Care Leave Act, in FY2023 we continued with training for managers, conducted seminars
for expectant fathers and mothers, and offered e-learning programs. In addition, we are promoting initiatives

Dia•Kids Tamachi, a nurseryschool for employees (within
the head office building)

Dia•Kids Okazaki(within the Okazaki site)
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targets
l 5.4
l 5.5

aimed at bringing the rate of male employees taking
childcare leave close to that of female employees.
Supporting Employees to Balance Work and Nursing Care
As society ages, we believe it is important to help
employees balance work and nursing care.
MITSUBISHI MOTORS has established a contact
point that employees can use to contact nursing carespecialists by e-mail or telephone as needed, and wecontinues to offer nursing care on-demand video seminars where employees can learn basic knowledge aboutbalancing work and nursing care from outside lecturers.
In addition, in FY2023 we launched a new initiative,“short videos on nursing care,” which cover key pointsof nursing care and can be viewed when convenient.

Creating an Environment That Welcomes
Non-Japanese Employees

As part of the support offered to our workforce ofnon- Japanese employees, which is increasing year by
year, we have established prayer rooms at our head

indicting the directionof worshipoffice and Okazaki sites that are available to peopleof all religions and denominations. These rooms areopen to customers, suppliers and other stakeholders
who visit our sites. A facility for cleansing parts ofthe body before worship has also been set up in theprayer room at the Okazaki site.
Data (p. 122): Number of employees by region, number of locally
hired managerial employees at overseas subsidiaries

Promote LGBTQ AwarenessOur human rights policy* defines “respect for humanrights of our stakeholders” and states that we will not
tolerate unfair discrimination or harassment based onsuch factors as gender, sexual orientation or gender
identity, and will respect diversity. Furthermore, theMITSUBISHI 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 environment where LGBTQ people can play an active role in
the Company. In our employee system, the definition of
marriage includes same-sex relationships, and employees in such relationships can take marriage and childTOPICS

Prayer room in our head office

Prayer room in the Okazaki area

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

In the PRIDE Index, which was
designed by “Work with Pride”
as a criteria for evaluating initiatives related to LGBTQ and othersexual minorities in the workplace, we have been consecutively awarded Gold certification since FY2018. We will continue to create workplace environments that are friendly for all employees.
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70

care leave and use Company housing. Since FY2018, we
have held seminars to help provide basic knowledge
to aid in accurately understanding LGBTQ issues andincreasing supporters known as “Allies.” Approximately 125 people attended the seminar in FY2023. Some
9,381 employees took part in e-learning. Upon request,
employees who have taken the course can receive “allystickers” to make the promotion 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

Participating in Initiatives Outside the Company
We have pledged our support to the Business for
Marriage Equality campaign, which invites companies
to join us in calling for equality in marriage.
Business for Marriage Equality is a campaign
spearheaded by three Japanese non-profit organizations in an effort to visualize companies that support
the legalization of same-sex marriage. We actively
strive to fulfill its social responsibility and contributeto the achievement of the United Nations Sustainable
Development Goals (SDGs). By endorsing this campaign, we aim to further contribute to SDGs goals 5(Gender Equality) and 10 (Reduced Inequalities).

Securing/Cultivating a Diverse Workforce

Awarded PRIDE Index Gold Rating
Hand- and foot-washingfacilities

Targetl 8.5▶ NextImplementing a Flexible Total Rewards
Strategy and Structure

To secure a diverse and broad range of human resources, we have introduced a role grading system aspart of our management grade/compensation system.
The role grading system clarifies the link between
roles and compensation, allowing employees to receive appropriate compensation according to theirroles, making it possible to treat employees according
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targets
l 5.4
l 5.5

to the roles they are truly required to play, regardless of seniority. This arrangement makes it easierto secure, both internally and externally, the humanresources needed for the Company’s sustainablegrowth, in an environment where customer needs
are diversifying and the market and business environment are changing markedly due to technologicalinnovation and other factors.
Going forward, MITSUBISHI MOTORS plans to further invigorate the operation of the role grading that
we have introduced, so that we can respond flexibly
to changes in the surrounding environment.

Developing Vibrant Workplaces in Which Employees Appreciate Their Differences to Fulfill
Their Potential

To promote the creation of an environment in which
diverse human resources can play an active role, weare considering and implementing new initiatives tocomplement our existing activities.
In employing people with disabilities, in addition topromoting employment at special-purpose subsidiaries,
the human resources and other internal departments
are working together to encourage the employment
and retention of people with disabilities at MITSUBISHI MOTORS itself, in order to promote inclusion in
more workplaces. In addition, will review the natureof employment and working conditions, including theemployment period, so that senior human resources
can be more active than ever before. In the production
division, we will work to create less-demanding jobs forsenior personnel, while upgrading facilities to provide a
comfortable working environment. In addition, we areplan to update and introduce IT tools in office divisions.
Promoting Women’s Participation and Advancementin the Workplace
We promote “women’s participation and advancementin the workplace” as a priority issue. Since 2014, we havebeen selecting female managers and manager canMITSUBISHI MOTORS CORPORATION Sustainability Report 2024

didates to join the Working Women’s Empowerment
Forum, led by the Japan Institute for Women’s Empowerment & Diversity Management. From 2017, we havealso been sending manager candidates to seminars
hosted by the Aichi Gender Equality Foundation.
Based on the Act on the Promotion of Women’s
Active Engagement in Professional Life, in April 2024
we formulated an action plan to promote women’s
advancement. We are working to close the gaps in
the female manager ratio and the ratio of women toindirect employees by March 2029.
Action Plan to Promote Women’s Advancement PDF [5MB](only in Japanese)
Data (p. 122): Status of Women Promoted to Management andExecutive Positions

TOPICS

Inclusion in the “Morningstar Japan ex-REIT
Gender Diversity Tilt Index”
MITSUBISHI MOTORS has been selected as one of theconstituent 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.

Promoting Employment of People with Disabilities
Aiming to achieve a workplace where everyone canwork, we actively hire people with disabilities in a wide
range of occupations. In FY2023, the percentage of
employees with disabilities at MITSUBISHI MOTORS(Non-consolidated) was 2.55%, which exceeds thestatutory level. We will continue to promote additional
employment while improving the work environment.
On a non-consolidated basis, MITSUBISHI MOTORS employ 190 people with disabilities, including
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71▶ NextTargetl 8.5

physical, mental and intellectual abilities. We haveinstalled multi-purpose toilets that are accessible forostomates and wheelchair users, and are working
to create a workplace that takes into consideration
employees with disabilities.
We also promote the employment of people withdisabilities through MITSUBISHI MOTORS WING (InJanuary 2024, this subsidiary changed its name.), a
special-purpose subsidiary established as MMC WING
in April 2007. This company employs a total of 70
workers with intellectual, physical, and mental developmental disabilities at the Okazaki and Mizushimaplants, as well as the Kyoto Plant, as of October 2023.
Now in its 17th year since establishment, MITSUBISHI
MOTORS WING has received many inquiries about employment from “Hello Work” Public Employment Security Offices, the prefectural employment and support
center for disabled persons, and special needs schools,
and has established a high profile in the region. To
help support the employment of people with disabilities, we proactively accept requests from employment
support facilities and special needs schools to try onsite training, teaching people with disabilities opportunities about group activities and work processes.
Also, as the presence of supportive instructors isessential for promoting and providing stable employment for people with disabilities, in FY2021 we started
to offer an internship program for university students
preparing for employment to help them understandthe work of instructors as an opportunity to come into
contact with a diverse range of people and occupations.
Data (p. 124): Employment of people with disabilities

Increasing Employment of Senior Workers
With the goal of handing down skills and technologies
and securing a talented workforce that makes themost of its knowledge and experience, we operate a
program to continue employing senior workers after
their retirement. As of March 2024, there were 848
reemployed workers, engaged in handing down techniques and training the next generation.
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

ESG Data

Strengthening Human Resource Development

Targetl 4.4

Progress in FY2023

Basic Approach and Policy

Total training hours per year*[FY2022: 117,845 hours]

MITSUBISHI MOTORS’ educational three pillars are 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 andintroduced respective curricula based on both.
We also provide opportunities for employees todiscuss their personal vision for the future during annual interviews with their superiors. Doing so can help
employees gain a better understanding of their future
career, leading to their next stage of growth.

128,254 hours

Yearly training time per employee*[FY2022: 1.08 days]

1.16 days

Yearly training cost per employee*[FY2022: ¥9,414]

¥

8,877

 Introduced a new learning platform to personalize
employee training, centrally manage attendance
history and trends, and provide employees with
opportunities for autonomous career development.
 Implemented follow-up measures aimed at making
mid-career hires more effective immediately Rolled out a DX reskilling program throughout
the Company

The Pillars of Education

Based on the education pillars, sections in chargeof education with the Human Resources Division have
put in place a training program for the systematicdevelopment of human resources, from entry-level
employees to general managers.
We are striving to enhance our educational programs in order to produce people who will grow throughtheir work and become more active in the workplace.
We plan and implement a variety of employee training programs, including not only training curriculum
based on employee job classification, but also selective
training for managers, training for all employees utilizing
e-learning, and selective training in which employees
voluntarily choose a program to attend. As the numberof mid-career hires has expanded in recent years, in
FY2023 we strengthened our workplace induction system (making mentoring and one-on-one training mandatory) to help them become familiar with MITSUBISHI

Three Principles* Training led by the Human Resources Division (excluding
division-specific training)

Corporate Vision and Mission<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P16, 18 Materiality
P65 Human Resources Management
P122 Human Resources-Related Data

MMC WAY

MMC Companywide Education(1) Ideal to be pursued(2) Training(off-the-job-training)(3) Human resource
development (HRD) systems(4) Practical training(on-the-job training)

Required human resource model

Introduction of selective
reinforcement training

Introduction of
PDCA cycle for HRD

Performance evaluation/
feedback interview

Ability requirements

Awareness-raising for
MMC WAY (some training)

Revitalization of
HRD communication

Check of preferred career/
stocktaking of skills

Criteria for ability development

Enhancement of objective
ability assessment

Promotion of awareness/development based on
results of assessment

Provision of development
experience/opportunities
based on results of assessment(dimensions)

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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72(Quality Gates assessment)▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 4.4

MOTORS and leverage their skills more quickly. We also
implemented follow-up measures for mid-career hires,such as create opportunities for on-site understanding
through plant and development facility tours, holding
group training sessions to foster ties among employees
who joined the Company at the same time. Furthermore, we introduced the DX reskilling program mentioned in our mid-term business plan for all employees.
MITSUBISHI MOTORS’ Education Program
Job Classification(required humanresource model)

Training for each job rankTraining
for newly
promoted
employees

Reinforcement
training

Leadershiptraining fororganizationaltransformation

AssistantManagerTraining for
newly promoted AssistantManagerTraining for M2
candidates

Staff(a professional in
the operational
work)

Clerical Staff(efficiently carries
out operations)

Entry-level
employeetraining

Entry-level
employeetraining

Training for
AssistantManagercandidates
Third year
training*1
Second year
training
Third year
training*1

Mindset/SkillsEngineer training(a key player in theexecution of work)

Training for
newly promoted Main Staff

Training forM2 candidates(assessment)

Training for mid-career employees

Selective reinforcement training (e-Learning)

Training for mentors of new graduates

Training for
newly promoted M2

Training forM1 candidates(assessment)

Institutional
training

Global mindset
training*2

Global mindset
training*2

Second year
training*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
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Back ◀

73▶ NextEnglishMeasures for improving TOEIC score (TOEIC score range from 300 to 695)

Selective
reinforcement raining(e-Learning)(management
professional)

Main Staff

Training forcandidates
for promotion

GlobalTraining
across all job
ranks

Training for expats to be dispatched toforeign affiliates

Training for
newly Promoted M1

Sectionmanagers (M2)(a leader ofpractical work)

In line with increases in both overseas production andsales volumes, we are placing emphasis on develop-

Selective training (GCDP*3 program, etc.)(innovation leader)

Expanding Mutual Talent Exchanges between
Japan and Overseas and Global Career Development Programs

Evaluator Training

Generalmanagers (M1)

Enhancement of Education andReskilling Programs

ing human resources who are capable of adopting atransglobal perspective and performing in the global
business field. English language skills are essential
when working with stakeholders outside Japan, so weoffer employees training designed to systematically
improve their English skills, including beginner andintermediate courses aimed at improving basic skills.
We also run the Global Career Development Program(GCDP), which dispatches young employees, mainly to
our mainstay ASEAN region, for one or two years (oneyear of work experience at a local affiliate or one yearof language training plus one year of work experienceat a local affiliate). In FY2022, we established a new
open call for applications, allowing any employee whomeets the requirements to apply.
We are also expanding this policy to our overseas
affiliates to promote human resource development.
In FY2023, we began dispatching employees from ouraffiliates to the Company for training.

Launching Digital Reskilling Programs to
Support DX

The automotive industry is undergoing a once-in-acentury transformation, and the business environment is changing dramatically on a daily basis due toadvances in IT/digital technology. In addition, we believe we need to build a foundation to promote digitaltransformation in anticipation of the shift to Generation Z, the digital natives who will become the core of
the car-buying and car-using population. Against thisbackdrop, all Board members have discussed our vision
for the next 15 years in the IT/Digital area and consider
it important for all employees to be literate in IT anddigital technologies in order to make the most of thepower of technology and move forward into the future.
For this reason, we have made “digitalization/expansion into new business areas” a key activity theme andone of the main challenges of “Challenge 2025,” our
mid-term business plan. In FY2023, as the first step indeveloping digital human resources, we conducted “IT/Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 4.4

digital literacy improvement training” (six hours in total) for all executives and indirect employees to fostera change-oriented mindset among all employees. In
the future, we will define the image of IT/Digital humanresources required for MITSUBISHI MOTORS and implement the education necessary for the development of
more advanced digital human resources in stages.

Embedding Technical Expertise into HR Systems and Processes

In our FY2022 revisions to the HR system, we added thecategory of “expertise” as a behavioral assessment item.
Our intent is to generate more results and improve theperformance of each employee by evaluating the degree to which they have acquired the specialized knowledge and skills required by each organization and thedegree to which they have put this expertise into practice. The system uses expertise to link recognition andmotivation, practice and feedback, skill development
and growth, and these are connected to salary increases and promotions in the form of evaluation results. By
repeating this cycle through annual evaluations, we hopeto create opportunities for career advancement and newchallenges based on the growth of expertise.
When we first introduced the system in FY2022,
we established Company-wide standards and conducted evaluations on a trial basis. However, wehave put in place department-specific evaluation
standards throughout FY2023, and we introduced
the system officially in January 2024. Based on thesestandards, individual departments and the Company
as a whole will work to enhance training measures,
both on and off the job, to enhance expertise.

Cultivating Next-Generation Leaders
To cultivate the next generation of leaders, we believe
in a combination of systematic training and practical
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

experience. We have introduced a selective program(the Leadership Development Program) for managers
and above to cultivate next-generation leaders.
The program, which lasts approximately sevenmonths, defines the desired image of a leader for eachposition. It supports step-by-step growth through theacquisition of knowledge and training in thinking skills
necessary for future management responsibilities.
In addition, we hold an “advance review meeting for
personnel assignments to key positions” as part of ourtalent management efforts, through which we aim tosystematically develop and assign management personnel. This meeting, which is attended by the president, vice president, and executive officers, discusses
succession plans for people in “key positions,” which
include executive officers, presidents of affiliatedcompanies, and general managers of internal divisions.
Succession plans, which form the basis for discussion,
are updated annually by the head of each division, andare prepared jointly with the human resources department by listing three tiers of personnel both within andoutside the division in question: candidates for succession in one to two years, candidates for succession
in three to five years, and people with the potential to
become candidates at some point in the future.
Each division also prepares a general manager
succession plan every year, and holds a personnel
meeting with the general manager and the humanresources department to discuss the assignment andtraining of candidates for the next fiscal year.

Supporting Career Formation
Career Development

Regarding career formation, we have put in place a system which enables employees to proactively set their own
goals based on their achievements, capabilities, and life
plans, while elevating their capacity to achieve these goals.
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74▶ NextAs a specific career development method, employees
participate in interviews with their superiors every year.
The interviews are held based on their Career Development Plans in which employees describe a future careercourse they hope to take and their medium- to longterm career design by reflecting on their past career.
The aim of this interview is to have employees build an
objective picture of their challenges and then proceedalong a career path they have formed for themselveswith conviction and a high degree of motivation.
We have created a “second assignment system,”in which employees are rotated across departments
three to five years after their initial assignment. Thisapproach aims to develop new-graduate office workers
into human resources with a broad range of knowledge
and insight as well as a broad network of contacts
within the Company and a perspective of overall optimization through experience in multiple departments.
We are also working to develop human resources
with diverse experience and a high level of expertisethrough intradepartmental rotations, job rotations toother departments with which they have a business
relationship, and by dispatching people from the sales
department to sales companies.

Supporting Lifelong Education

In accordance with the Revised Act for the Stabilizationof Employment of Older Persons, which went into effect in April 2021, we are promoting the reemploymentof retirees aged 60 and over to steadily pass on theskills, knowledge and experience of our skilled workers.
We are also working to support the lifelong careerdevelopment of our employees. For instance, we regularly hold Good Life Seminars, a joint undertaking withthe labor union geared toward employees aged 50 andover, where we give post-retirement life planning advice.
FY2023 Good Life Seminars

Number of seminars
4 in total across the company
The number of participants
83
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Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

Promoting Occupational Health and Safety

ESG Data

Targetl 8.8

Basic Approach

Progress in FY2023

0.33

MITSUBISHI MOTORS believes ensuring the health and safety of employees is the foundation of corporate activ-

Accident rate with loss of
workdays*2[FY2022: 0.06]

0.08

ongoing basis, including through offices for on-site cooperation.

New mental health patient
incidence rate*3[FY2022: 0.76%]

0.84%

Basic Policy

Overall accident rate*1[FY2022: 0.31]

Attendance at“safety training schools”(of which, 3,546 attended
remote safety training schools)[FY2022: 7,228]

3,857 people Operated “remote safety training schools,” which
enhance the ability to predict danger through visual experiences Assessed compliance with safety-related laws andregulations at each factory, as well as technicalcenters, parts centers and subsidiaries and affiliates in Japan 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 number of workers)×12*4 Short for Employee Assistance Program. This employee
support program seeks to improve individual and workplace health by implementing organizational mental healthmeasures, offering health consultations on individual
physical or mental health issues, and addressing compliance and other issues.

<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P16, P18 Materiality
P65 Human Resources Management
P122 Human Resources-Related Data
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ities. Accordingly, based on a Health and Safety Management Policy we are undertaking related measures on an

Health and Safety Management Policy
1.	 We will undertake companywide activities with emphasis on each process of the PDCA cycle to eliminate workplacerisks and hazards with safety taking priority over all else. Within each activity, confirmation, follow-up, and improvement will be carried out successively and continuously.
2.	Workplace supervisors from senior management down will implement comprehensive health and safety management measures under their own responsibility with an awareness that ensuring health and safety is the foundationof 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 supervisors 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 andendeavor 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 madeand decisions that have been made by others.
4.	Companywide efforts shall be made to create clean and comfortable work environments, prevent disease, and promote 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.

Management Structure
At MITSUBISHI MOTORS, the “Central Production
Committee” comprises the lead officer, heads ofproduction sites, and labor union representatives.
The committee meets annually to assess the statusof measures taken over the year to address such
issues as occupational safety, traffic safety, natural
disaster preparedness and health management andBack ◀

75▶ Nextsets 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 situation is reported to the Executive Officer, President &CEO and other members of senior management, andwe respond according to their instructions such as
ascertaining current conditions and introducing measures to prevent recurrence.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 8.8

Initiatives to Ensure Workplace Safety
MITSUBISHI MOTORS works to create safe and secure workplaces where all employees can dedicate
themselves 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 make anall-employee effort to identify unsafe conditions andmake improvements. Additionally, we create safe
workplaces by carrying out mutual safety checks at
production sites by senior officials and workplace supervisors to identify hazards. Other measures include
adopting improvement proposals and requests raisedby employees.
We conduct “safety training schools” at businesssites to give participants experience with dangerous
situations. At some business sites we have “remotesafety training schools,” where participants are exposed to such situations via video. In FY2023, 3,795
people attended these schools. In addition, 62 employees participated in hands-on training sessions at
an outside facility to increase their sensitivity to potential hazards that could be present on a daily basis.
In addition, 17,960 employees participated inother programs, including training to become
chemical substance managers and obtain othersafety qualifications.
In FY2023, our overall accident rate was 0.33,
which is slightly lower than the average for the Japanese automobile industry, at 0.38, but exceeds ourtarget, of 0.28. Looking at these accidents by contributing factor, unsafe conditions was an issue in eightof the 12 instances, so mutual safety inspections
were conducted in which safety staff from other offices inspected offices where accidents had occurred.
Mutual inspections encourage new insights from athird-party perspective and the discovery of hazardMITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ous areas, helping us to eliminate unsafe conditions.
To ensure the safety of workers at production sites,
we follow risk assessment procedures based on the Industrial Health and Safety Act when installing or modifying equipment, jigs, and tools to prevent occupational accidents. Through a process covering risk discovery,
analysis, and evaluation, appropriate countermeasures
are implemented for the identified risks.
As for assessing our compliance with safety-related laws and regulations, we use checklists to conduct
self-checks of each workplace and to conduct reciprocal checks on other workplaces to ensure thoroughcompliance. We are increasing the thoroughness of
our compliance. In FY2020, we checked technicalcenters and parts centers. In FY2021, we expanded
the scope to include subsidiaries and affiliates inJapan, and by the end of FY2024 we will complete
physical checks at all relevant locations. At our overseas plants, compliance assessments were performedat Mitsubishi Motors (Thailand) Co., Ltd. (MMTh), PT
Mitsubishi Motors Krama Yudha Indonesia (MMKI) and
Mitsubishi Motors Philippines Corp. (MMPC).
Data (p. 124): Accident rate

Promoting Health Management
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“The Health Declaration” below and established a system to work together as one company at domestic
locations, promoting health management. In March
2024, we were certified as a “2024 Certified Health &Productivity Management Outstanding Organizations”
in the large corporation category of the certification
Back ◀

76▶ Nextsystem organized by the Ministry of Economy, Tradeand Industry and the Nippon Kenko Kaigi, for the second year in a row.

“The Health Declaration” of MITSUBISHI MOTORSThe foundation for our employees having fulfilling workand personal lives is the mental and physical health of all
employees and their families as well as the creation ofan environment that allows them to work enthusiastically. MMC will actively promote each employee’s health.

As part of our efforts to promote health management, we have identified issues that we aim toresolve through health management, created a healthmanagement strategy map to clarify our health management strategy and story, and are implementing
measures and specific initiatives to resolve various
health issues.
Given that mental health issues have accounted
for roughly half of all 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 consultation
on individual issues, provide mental health educationand offer support programs to improve the workplace.
Improvements to the workplace environment include
training to improve communication in the workplace,such as assertive communication and resilience, as well
as workplace environment improvement programs.
However, in FY2023 the number of new employees
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 8.8

Health Management Strategy Map
Health Issues

Investments in Health

Issues toaddress

Execution of healthmeasures

New mental
health patient
incidence rate

Insufficient
employeeawareness ofhealthIncreased
prevalence

An aging
workforce

Health challenges
due to changing
lifestyles andwork styles

01

Improved healthindicators

Mental healthpromotion

Improvement of toplevel indicators

Contributing to thesustainable developmentof society as a trusted
company

New patient
incidence rate

Improvement of mental healthliteracy, return-to-work programs,enhanced interview
implementation, self-care/line-careseminars, etc.

Return-towork ratio

Rate of presence02

Prevention oflifestyle diseases

Health literacy improvement, Fitbit
utilization, roadmap to reducesmoking rate, post-health checkup
follow-ups, women's healthseminars, etc.

Sleep adequacy
rate

Five
indicatorsof vitality

Habitual
exercise rate
BMI
Smoking rate

03

Workplacerevitalization

Management education,
workplace travel education,
workplace recreation, workplace
improvement programs, etc.

Management Issues
to Address throughHealth Management

Effects of Investments in Health

Healthmanagement
at MITSUBISHI
MOTORSGreaterengagement
Improved employee
performance andproductivity

Lower
presenteeism

Number of highstress workplaces
Rate of high-stressworkers

absent from work due to mental illness increased
11% compared with last fiscal year, and work-related
concerns continued to account for around 80% of allcases. Accordingly, in FY2024 MITSUBISHI MOTORS willcontinue to prioritize prevention with the aim of encouraging care of subordinates by superiors and improving workplace environments. As self-care, we haveestablished external counseling services as a point ofcontact for employees to easily consult with someone
about their concerns. We also conduct interviews withindustrial doctors and counselors for employees whoare estimated to have high levels of stress based on
the results of the annual stress checks. In addition, we
provide "all-hands counseling" to employees who havejust joined us, who are not used to their work and do
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

not feel comfortable asking for advice, in an effort toprevent the onset of mental illnesses.

Labor-Management Relations
We support the basic principles of the Universal Declaration of Human Rights, the United Nations Global
Compact, the Core Labor Standards of the International Labour Organization and the OECD Guidelines
for Multinational Enterprises. Furthermore, by complying with national labor laws and regulations at
each business location, we guarantee fundamentallabor rights to employees.
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77▶ NextOur labor agreement stipulates that the labor
union has the three rights of labor (the right to organize, the right to collective bargaining, and the rightto collective action).
As of April 2024, all employees except officers andmanagers had joined our labor union.

Status of Labor-Management Communications
The labor-management council is regularly held as anopportunity for labor management discussions. These
discussions aim to share information about issues
such as working conditions and the working environment, and labor and management then work together
to solve these issues.
In particular, at a "central management council" thatmeets three times a year, we share information about
the management environment, short-, medium-, andlong-term company policies and directions. At thismeeting, labor and management take part in spirited
discussions on measures to invigorate various policies,
the utilization of human resources, and other issues.
Including this meeting, in FY2023, 62 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 inworking conditions, we organize a labor-management
expert committee and make decisions after carefulconsideration and discussions and management. We
are also working to build good relationships with labor
unions at overseas affiliates in accordance with thelabor laws and regulations of each country. No serious
worker rights violations or labor disputes have occurred at any of our locations. In addition, to prevent
inhumane working conditions involving working hours,
we have repeated labor–management consultations
and management of working hours to ensure against
excessive working hours.

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Delivering Products Which Help Prevent Traffic Accidents
Basic Approach

Progress in FY2023
Safety Support Car S Wide
Models[FY2022: 16 vehicle models]Models Certified by the Ministryof Land, Infrastructure,
Transport and Tourism (MLIT)
as Having Forward Collision
Mitigation Braking[FY2022: 15 vehicle models]Models Certified by the MLIT
as having Pedal Misapplication
Prevention Devices[FY2022: 16 vehicle models]Models adopting the Collision
Safety Technology “RISE”(Excluding Vehicle Models
Provided by OEM)
[FY2022: 12 vehicle models]

18 vehicle models
13 vehicle models
16 vehicle models
13 vehicle models

 The new “TRITON” (launched in February 2024) and“MINICAB EV” (launched in December 2023) are certified as Safety Support Car S Wide models
 The new “TRITON” (launched in February 2024) and“MINICAB EV” (launched in December 2023) employ
RISE collision safety technology.

Management Structure

MITSUBISHI MOTORS is aware of its responsibility

With regard to product development, the product safety

towards traffic safety as an automaker, and wecommittee has established guidelines and a strategy

have identified “Delivering products which help

for safety technology development based on the MIT-prevent traffic accidents” as a key part of our sus-SUBISHI MOTORS’ safety philosophy. The committee also

tainability activities.

formulated an automobile safety philosophy framework

Approximately 1.19 million people were killed inas our approach to safety technology. We are conduct-

traffic accidents worldwide in 2021. Although theing initiatives primarily focused on three points:

annual number dropped by around 5% between 2010

1. T echnology to help prevent traffic accidents

and 2021, many lives are still lost every year.* Reducing the number of traffic accidents and, in turn, traffic accident fatalities is an urgent matter globally. A(active safety)
2. T echnology to mitigate damage from traffic accidents (passive safety)

target was adopted for Target 3.6 of the Sustainable

3. M itigation of dangers, both in hardware and soft-

Development Goals (SDGs) at the 74th UN General As-

ware, in the situation of daily use (fundamental

sembly held in 2020. This target calls for halving the

product safety)

number of global deaths and injuries from road traffic

We are also working to enhance the management

accidents between 2021 and 2030.
We have set our safety philosophy towards a car
society with zero traffic accidents. Our work on thisarea is expanding in two aspects: development anddissemination of safety technologies and also educa-

structure by educating R&D personnel, promoting
awareness of the safety philosophy and automobile
safety philosophy framework.
Automobile Safety Philosophy Frameworktion of road traffic safety.

omobile SafetyAut
fic Safety
Traf* 2023 World Health Organization

Accide
Mit ntig

Realizing
zero
accidentsgema
Da ionat

nt
de tionnA
Pre ccive<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P16, P18 Materiality

Targetl 3.6

Back ◀

78▶ Next

ft

e

So

me

n t a l P ro d u c t

fe

t

y

F

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

da

ar

w

rd

un

ar

e

Ha

w

Sa

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 3.6

Development of Safety Technology
By reflecting a variety of safety technologies in our
products, MITSUBISHI MOTORS aims to help ourcustomers drive with peace of mind, confidence,and comfort.

Examples of Active Safety Features
Function
Forward Collision Mitigation System

Emergency Assist for Pedal Misapplication

Lane Departure Warning System andLane Departure Prevention Function
Automatic High Beam

Forward Collision Prediction Warning
Traffic Sign Recognition System
Driver Attention Alert

Active Safety Technology

Scope of Support Cars Expanded

We are working to develop and install various active
safety technologies to help to eliminate traffic accidents preemptively.

Safety support cars are vehicles equipped with ad-

MITSUBISHI MOTORS Safety Sensing [MMSS]
Using millimeter-wave radar and cameras, thesetechnologies help to detect the risk of accidents andhelp prevent, avoid or mitigate damage.

Description
Monitors the distance and relative speed of vehicles, pedestrians, and people riding bicycles that are detected ahead. It also monitors pedestrians at night. Whenthe system determines that there is a risk of collision, it alerts the driver withan alarm and information screen display, and activates brake control to assist incollision avoidance or reduce collision damage.
Helps to detect obstacles such as walls when moving forward or backward,
and vehicles and pedestrians when moving forward. If the accelerator pedal ispressed too hard due to a misstep or other operational error, the system alerts
the driver with an alarm and information screen display. It also suppresses motor
output and activates brake control to assist in collision avoidance or to mitigate
damage due to collision.
When the vehicle is detected as about to depart from its lane, the system alerts
the driver by causing the steering wheel to vibrate. The system also briefly controls the brakes to help the vehicle return to its lane.
Helps to detect the brightness of the road ahead, oncoming vehicles, and thesurrounding area. By switching between high and low beams, the system enhances visibility in the distance and reduces the chance of forgetting to switch
beams or the need to operate the system manually.
Helps to detect relative distance and relative speed to the vehicle ahead and,
when detected, alerts the driver when it is judged that there is a risk of collision.
Helps to recognize traffic signs showing speed limits and other information anddisplays this information on-screen and on the head-up display.
When the manner in which the steering wheel is operated causes the system todetect that the driver’s attention is faltering, the system sounds an alarm anddisplays a warning message on the information screen, suggesting “Why don’t
you take a break?” This helps prevent accidents caused by driving fatigue.

Note: On-board functions and detection targets vary depending on the vehicle model.
These systems are driver aids only and are not a substitute for safe and careful driving or visual confirmation. Under certain circumstances, these systems may not detect other vehicles, pedestrians, or objects correctly.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Back ◀

79▶ Nextvanced technologies that help to support safer driving. It is a new automotive safety concept, as aneffort 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 Support Cars” or and “Safety Support Cars S”(Basic, Basic +, and Wide) depending on the featuresin each vehicle. We are expanding our lineup of Safety
Support Car S Wide Models.
Safety Support Car Models (As of April 2024)
Safety Support Car S Wide Models
OUTLANDER PHEV model
ECLIPSE CROSS PHEV model
ECLIPSE CROSS gasoline model
RVR
TRITONDELICA D:5
DELICA D:5 URBAN GEARDELICA D:2
DELICA D:2 CUSTOM
Delica MinieK X EVeK X
eK WAGON
eK SPACE
TOWN BOXMINICAB EV
MINICAB VAN*
MINICAB TRUCK** Some grades are excluded.

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 3.6

In addition, MITSUBISHI MOTORS’ forward collision
mitigation braking system and pedal misapplication
prevention device have been certified as achieving acertain degree of performance under the Ministry ofLand, Infrastructure, Transport and Tourism’s “Advanced Safety Technology Performance Evaluation
Certification System.”
Certified Models (As of April 2024)(Forward Vehicles) Forward Collision Mitigation Braking System(Pedestrians) Forward Collision Mitigation Braking System
OUTLANDER PHEV model
ECLIPSE CROSS PHEV model*1
ECLIPSE CROSS gasoline model*1
DELICA D:5*2
DELICA D:5 URBAN GEAR*2
eK X EVeK X
eK WAGON
eK SPACE
Delica Mini
DELICA D:2
DELICA D:2 CUSTOMMINICAB TRUCK*3*1 For some grades, forward vehicles only
*2 Forward vehicles only
*3 For some grades only

Pedal Misapplication Prevention Device

Body Structures

OUTLANDER PHEV model
ECLIPSE CROSS PHEV model
ECLIPSE CROSS gasoline model
RVR*4
DELICA D:5*4
DELICA D:5 URBAN GEAR*4
eK X EVeK X
eK WAGON
eK SPACE
Delica Mini
DELICA D:2
DELICA D:2 CUSTOMTOWN BOXMINICAB VAN*5
MINICAB TRUCK*5

In the event of a collision, it is crucial to have a vehicle*4 Forward only
*5 For some grades only

ventional high-tensile-strength-steel.

body structure that mitigates the impact on passengers and provides adequate space. We have 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 inJapan in December 2021, use a front-to-rear straightframe structure that can help to efficiently absorb
collision energy. The vehicle cabin uses hot-stamped
ultra-high-tensile-strength-steel to enhance passenger safety while reducing weight in addition to con-

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)

RISE Body used in the “OUTLANDER PHEV model”

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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80▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 3.6

MITSUBISHI MOTORS is also pursuing safety tech-

Third-Party Evaluations of Safety Performance

nology with regard to pedestrians, as well as drivers

Mitsubishi Motors has earned high marks for safety in automobile assessment programs conducted by Japan’s

and passengers. For example, we have adopted ener-

JNCAP*2 and other public agencies in Japan and overseas.

gy-absorbing structures in the hood, cowl top, windshield wipers and other parts to mitigate injury to

Key Evaluation Results (as of April 2024)*3

pedestrians’ heads. Energy-absorbing structures that

Third-Party Evaluation

help to protect pedestrians’ legs are used in bumper
faces and headlights, and so on.
Models Adopting (As of April 2024)*1
Reinforced Impact Safety Evolution (RISE)OUTLANDER PHEV model
ECLIPSE CROSS PHEV model
ECLIPSE CROSS gasoline model
RVR
TRITONDELICA D:5
DELICA D:5 URBAN GEAR
Delica MinieK X EVeK X
eK WAGON
eK SPACE
MINICAB EV

RatingJapan

JNCAP*25☆

ASEAN

ASEAN NCAP*2

5☆

Australia

ANCAP*2

5☆

UnitedStates

NCAP*2
IIHS*4Latin NCAP*2

5☆
TSP+
5☆

Latin
AmericaModel
OUTLANDER PHEV model
ECLIPSE CROSS gasoline modeleK X EVTRITONECLIPSE CROSS gasoline model
OUTLANDER PHEV and gasoline models
TRITON*5
ECLIPSE CROSS gasoline model—
OUTLANDER PHEV and gasoline models

Number of vehicles withthe highest rating/numberof vehicles evaluated
3/5
2/3
2/2
1/4
0/6
1/1

*2 New Car Assessment Program*3 Excluding models provided by OEM*4 The US Insurance Institute for Highway Safety (IIHS) conducts a comprehensive evaluation of safety performance. TSP+ (Top Safety
Pick+) is the highest rating.
*5 Double-cab models are eligible.

*1 Excluding models provided by OEM

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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81▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 3.6

Mitigation of Dangers in Daily Use
On the hardware (physical) side, MITSUBISHI MOTORS
uses flame-retardant materials, employs isolation
structures on high-voltage components and uses
other 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 equipment mounted in vehicles.

Traffic Safety Education and Promotion
We seek to reduce the number of traffic accidents byconducting traffic safety education and promoting
awareness. In these ways, we are working to raisesafety awareness throughout society. We also aim to
reduce the number of traffic accident fatalities andinjuries through collaboration among industry, government, and academia.
See “Social Contribution Activities” on page 92 fordetails of these activities.

Promoting Collaboration among Industry,
Government, and Academia in the ASEAN Region
Thailand Road Traffic Safety Forum
We participated in presentations and panel discussions on traffic accident data analysis at the Thailand Road Traffic Safety Forum, the first meeting of
which was hosted by the Thailand Accident ResearchCenter (TARC) and held in March 2024. This forum
brings together government agencies involved inroad traffic safety in Thailand, such as the Ministryof Transport, the Ministry of Public Health, and thepolice, as well as universities, research institutes, andDissemination of Traffic Safety Information
Automobile Safety Facts Guide Website
We disseminate information on website on the properuse of equipment and other topics that require drivers’ special attention so that drivers will use automobiles more safely.

automakers, to discuss ways to reduce the numberof traffic fatalities. By actively promoting such industry–government–academia collaboration activities,
we contribute to research, analysis, and the formulation of measures to reduce the number of fatalities
and injuries resulting from traffic accidents, including
fatal accidents involving motorcycle riders, which are
uniquely common in the ASEAN region.

Automobile Safety Facts Guide
WEB https://www.mitsubishi-motors.co.jp/support/safety/
popup/index.html(only in Japanese)

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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82▶ NextPanel discussion at the 1st Thailand Road Traffic Safety Forum

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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.
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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
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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

Back ◀

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 ◀

86▶ NextBack to Contents ▶▶

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

Back ◀

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 ◀

88▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialContribution to Local Economy throughBusiness Activities
Progress in FY2023
Annual employment Numberof local employees (including
non-full-time employees)(Thailand, Indonesia,
the Philippines, Vietnam)[FY2022: 11,000 people]
Annual vehicle exports
Of which,
Thailand: 301,000 vehicles
Indonesia: 115,000 vehicles[FY2022: 384,000 vehicles]

13 thousand people

41.6 thousand units Employment creation in the ASEAN: Continued
to create local employment at four consolidated
companies in Thailand, Indonesia, the Philippines,
and Vietnam
 Major human resource development and technology transfers in the ASEAN: provided scholarships tovocational training schools and technical universities, provided training vehicles, conducted education and training courses (Thailand, Indonesia, thePhilippines, Vietnam)
 Major exports to the ASEAN: Continued to export vehicles from Thailand and Indonesia (exported vehicles:[Thailand]: TRITON, PAJERO SPORT, MIRAGE, Attrage[Indonesia]: XPANDER)
 Started joint study of Kei-car segment commercial
electric vehicle in Thailand and Indonesia with logistics 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 andthe Philippines, and promoted other activities tohelp realize a carbon-neutral society.
<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P16, P18 Materiality

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Disclosure Based on
the TCFD Recommendations

GovernanceTargetl 4.4

Targets
l 9.2
l 9.4

Targetl 10.2

Targetl 11.5

ESG Data

Targetl 13.1

Targetl 17.7

Basic Approach

Management Structure

MITSUBISHI MOTORS has been developing businessin 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 business activities for many years, we are working proactively to address local social issues. To promotejoint growth, we will invigorate the region, cultivate
the market, understand consumers’ needs and reinforce our own brand. In these ways, we believe we
can simultaneously achieve regional development
and our own development. “Challenge 2025,” themidterm business plan, calls for the concentration ofmanagement resources on the ASEAN—a core area of
business. In addition, in the aim of achieving further
growth MITSUBISHI MOTORS will conduct higher andstable spending on R&D and capex, which will include
increased expenditure on electrification, IT and new
business as a proportion of total expenditure. One ofour material issues is “contribution to local economy
through business activities.” Through the development of our business in the ASEAN region, we willcontribute to the regional economy and aim to growtogether by creating employment, investment, technology transfer, and exports, as well as cultivating
human resources to support the automotive industry(supporting the growth of human resources who areresponsible for the regional economy).*1
In addition, by responding to social needs specificto the ASEAN, we will engage in initiatives that leverage our technologies and services in the areas of theenvironment and social contribution, as well.*2

Local subsidiaries take charge of planning and implementing 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 supervisory functions, is responsible for promoting these
initiatives. In the four countries where our production
bases are located, we check every six months withthe local subsidiaries on the rate of progress andresults of initiatives, reporting to the management
team via the Sustainability Committee.

*1 Please see page 12 for details on identifying material issues*2 Please see pages 89–91 for specific examples
Back ◀

89▶ NextEmployment
Our mid-term business plan, “Challenge 2025,” whichstarted in FY2023, positions the ASEAN region as a coreregion for our business. In Indonesia and Vietnam, welaunched the new “XFORCE” SUV, an internal combustion
engine vehicle. In Thailand and the Philippines, we havestarted production and sales of the new-model “TRITON” pickup truck. We have also been working to reflecta series of policies announced in various countries topromote the realization of a carbon-neutral society.
In Thailand, we have started producing and selling the“XPANDER” series HEV model and sales of the “XPANDER” series HEV model started, and in Indonesia, we havebegun production and sales of the “L100 EV (MINICABEV)”, our first electric vehicle outside of Japan. Throughthese business activities, in addition to generating
business profits for companies, we expect to create newjobs in the ASEAN region. We employed approximately 13
thousand people in FY2023, in the four countries where
we have production bases: Thailand, Indonesia, thePhilippines and Vietnam. In FY2024, we will continue tocreate local employment in line with our business plans.
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialTargetl 4.4

Human Resource Development

Investment

In the ASEAN, which is working to become more

We continue to make capital investments in plants,

industrially advanced, MITSUBISHI MOTORS helps bywhich support local economic growth.

providing experience in automobile manufacturing,

Our mid-term business plan, “Challenge 2025,” po-sales and service. In addition to cultivating special-sitions the ASEAN region as our core business region.

ized expertise and skills, we cultivate people who

There, we plan to promote the continuous launch of

are involved in manufacturing and foster local eco-

new products and the production and introduction

nomic growth.

of electric vehicles suitable for each market. To this• In Thailand, we implemented an internship program

end, we plan to continue investing in R&D and making

for 36 students recruited from seven industrial

capital expenditures in the ASEAN region at a stable

universities to cultivate human resources who will

and higher level than in the past.

become local economic leaders.
• In Indonesia, we conducted training to enhance
operational skills for 310 local employees according
to their business level.

From FY2019
FY2023 Results

ucation and training aimed at enhancing their operational skills and productivity, thereby enhancing
their expertise.
• In Vietnam, we provided training to 564 employeeswith the intention of strengthening the work skills

Key Investment Projects
Indonesia: Expansion of facilities toincrease production capacity(Increased production capacity from
160,000 vehicles in FY2019 to 220,000
units in FY2020)• In the Philippines, 16,183 local employees took ed-

Future Plans

Thailand: Updated existing paint plant
Philippines: Equipped plant to promote the export of commercial
vehicles to ASEAN countries
Vietnam: Consider new plantand enhancing the expertise of local employees
according to their position and field.
In FY2024, we plan to continue providing training courses and OJT according to conditions ineach country.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Technology Transfer
We continue to support the enhancement of manufacturing capabilities and strengthening of competitiveness through local production in various countries,
with a focus on the ASEAN, our driver of growth.
In FY2023, we promoted the overseas transfer
of manufacturing technologies, including electrified
vehicles developed in Japan, through the preparation
for production of new models such as the “TRITON”
Back ◀

90

Disclosure Based on
the TCFD Recommendations

Governance▶ NextTargets
l 9.2
l 9.4

Targetl 10.2

Targetl 11.5

ESG Data

Targetl 13.1

Targetl 17.7new pickup truck; the “XFORCE,” a compact SUV; the“MINICAB EV,” which is our first electric vehicle to be
produced overseas; and the “XPANDER HEV.”To enhance manufacturing competitiveness, wehave introduced the Buddy system (sharing a common destiny), which has gained traction. This allows
for the implementation of various measures to enhance competitiveness and the transfer of expertise,from the start-up of new model vehicles to mass
production, making improvements and imparting
expertise in such areas as quality control and logistics. In Thailand, we have brought the automation of
welding and painting up to the same level as Japan,
and promoted the training of robot engineers.
In addition, we are actively promoting the adoption of solar power generation in our efforts to create environmentally friendly factories. Going forward,
we will promote the construction and expansion ofsolar panels at our plants in Thailand, Indonesia, and
the Philippines, and we will continue to transfer thesolar power generation and energy storage technologies and know-how cultivated in Japan to ouroverseas production bases.
Furthermore, to help local people acquire technological expertise, we provided scholarships andtraining vehicles to technical universities and vocational training schools in Thailand, Indonesia, thePhilippines, and Vietnam. In addition, we have organized online seminars for teachers to help vocational
school students working in the automotive industry
understand the latest technologies and industry
needs. Through these efforts, we promote local
technology transfer by providing multifaceted support, as needed.
In FY2024, we will continue to support the advancement of the regional manufacturing industry.
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialTargetl 4.4

Realizing a Carbon-Neutral Society throughOur Products

ExportExports generate foreign currency, which supports
the continuous growth of the local economy. MITSUBISHI MOTORS’ overseas production bases, Mitsubishi Motors (Thailand) Co., Ltd. (MMTh) and P.T.
Mitsubishi Motors Krama Yudha Indonesia (MMKI),
are leveraging their strategic locations to export ourmainstay models, such as pickup trucks and SUVs,
both throughout the ASEAN region and globally.
Units Exported from the ASEAN Region

Our Electric Vehicle (Battery EV) Strategy• As in FY2022, in Thailand we conducted demonstration experiments using our Kei-car commercial
electric vehicle, the “MINICAB EV,” in collaboration
with national postal services and logistics companies
to lay the foundation for the spread of EVs.
• In Indonesia, In February 2024 we produced the“L100 EV (MINICAB EV),” a Kei-car segment commercial electric vehicle.
Promoting Adoption of Hybrid Electric Vehicles (HEVs)• In Thailand, we launched an HEV model in the“XPANDER” series in February 2024.

45

39.7

36

35
30

38.4

Targetl 10.2

Targetl 11.5

41.6

ESG Data

Targetl 13.1

Targetl 17.7

roof of a paint plant at PT Mitsubishi Motors Krama
Yudha Indonesia (MMKI).*2 (5.6MW, commenced
operation in February 2024)• In the Philippines, we have installed solar panels
at a plant of Mitsubishi Motors Philippines Corp.
(MMPC).*3 (2.8MW, began operating on a trial basis
in February 2024)

Solar panels on the roof of
MMKI’s plant

24.1

25
20

Charging of “MINICAB EV,” which
are being used in a joint studyin Thailand

15
10
5
0

Targets
l 9.2
l 9.4

Hospital with a rooftop solar
power system installed as partof the “Solar for Lives” environmental project(Tens of thousands of vehicles)

40

Disclosure Based on
the TCFD Recommendations

Governance

2019

2020

2021

2022

The “L100 EV (MINICAB EV),” ourKei-car segment commercial
electric vehicle that launchedin Indonesia

2023 (FY)

Units exported

Environmental and Social Contribution
As the importance of complying with environmental
regulations in the ASEAN region gains importance,
we are leveraging our electric vehicle technology andexpertise, as well as working with our partners ineach region, to realize sustainable business in the region and to promote efforts to realize a carbon-neutral society.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

An HEV model in the “XPANDER”
series that launched in Thailand

Promoting the Spread of Renewable Energy• In Thailand, we are promoting “Solar for Lives” activities to install solar power generation systems at
local hospitals.*1• In Indonesia, we have installed solar panels on the
Back ◀

91▶ NextSolar panels erected on the roofof MMPC’s plant*1 Launched in 2022, Solar for Lives is an activity promoted by
MMTh in collaboration with partners and national institutions,
including the Thai Ministry of Public Health, the Electricity
Generating Authority (EGAT), and the Thailand Greenhouse Gas
Management Organization (TGO). We are donating a total of
THB60 million (approx. ¥220 million) to be spent on solar power generation systems to 40 community hospitals in Thailand
by 2032. This activity is expected to reduce carbon dioxide(CO2) emissions from 40 hospitals by 17,300 tons/year. Since
its launch in 2022, the system has been installed at a total ofeight hospitals.
*2 This is the second MMKI initiative since the program waslaunched in FY2022, based on the Indonesian government's
policy of becoming carbon neutral by 2060.
*3 MMPC is working in accordance with the Philippine government’s target of reducing greenhouse gas emissions by 75%
by 2030.

Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Promoting Social Contribution Activities

Disaster cooperationagreements in placewith municipalities[FY2022: 250]

255

Total of

Total social contribution
expenditures[FY2022: ¥416 million]

Targetl 10.2

Basic Approach and Policies

Progress in FY2023

384 million¥

Participants in social
contribution activities[FY2022: Cumulative totalof 58,767]

61,475 people

Hours spent on social
contribution activities*1[FY2022: 69,933 hours]

50,178 hours

Cumulative total of Promoted the DENDO Community Support Program Promoted activities in the “STEP” field Expanded forest preservation activities*1 Activities during working hours<Related pages>
P12 MITSUBISHI MOTORS’ Materiality
P16, P18 Materiality
Social Contribution Activities Report
WEB https://www.mitsubishi-motors.com/en/sustainability/contribution/report/

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Disclosure Based on
the TCFD Recommendations

In accordance with the Social Contribution Activi-

Targetl 11.5

ESG Data

Targetl 13.1

Targetl 15.4

Logo Mark for Social Contribution Activities
The figure shows how our circle of activity in STEP
areas expands outward from the center.

ties Policy formulated on the basis of MITSUBISHI
MOTORS’ vision and mission, we will contribute to asustainable society by promoting social contribution
activities through collaboration and cooperation withlocal governments and affiliated companies where we
operate aiming to address problems facing diversified
local communities, prevent environmental issues ofglobal scale such as climate challenge and realize acarbon-neutral society.

Breakdown of Social Contribution Expendituresin FY2023*2

Social Contribution Activities Policy
To address diversifying social issues, MITSUBISHI MOTORS carries out its STEP social contribution activities,
focused on four main themes, standing for the first letters of Society, Traffic safety, Environment and People.
Based on this policy, we will continue to contribute tosociety by utilizing each and every employee's skills andknow-how as well as our technologies and products,
aiming to create a better society where people canhope for a better future.

Back ◀

WEB https://www.mitsubishi-motors.com/en/sustainability/
society/contribution/index.html

92▶ Next(¥ million)

Category

Society
Traffic safety
Environment
PeopleSupport for disaster-stricken areas,
support measures to address COVID-19
Total expenditure

Amount
126
5
33
182
36
384

*2 S
 ocial contribution expenditures including donations as well as
in-kind benefits and free use of company facilities converted
into monetary equivalents.

Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targetl 10.2Society
DENDO Community Support Program

As an activity that takes advantage of the featuresof MITSUBISHI MOTORS products, we have signed anagreement with local governments to cooperate incase of contingencies and provide assistance throughthe utilization of Mitsubishi Plug-in Hybrid Electric
Vehicles (PHEV), which uses regenerative braking toconvert the energy expended coming to a stop into
electricity for use later, including charging the battery.*1 With the “power of PHEVs to drive” and the“power of electricity,” we will continue to support the
security of the lives of local residents.

1. Agreements for Cooperation During Disasters
Between Local Governments
At the request of local governments that have experienced power outages due to disasters, MITSUBISHI
MOTORS, together with its affiliated dealers, has beenpromoting initiatives to conclude disaster cooperationagreements with local governments nationwide sothat “ OUTLANDER PHEV” and other electrified vehicles that can be recharged to be provided to affectedareas and evacuation centers as soon as possible.
We will continue toengage in activities incooperation with local
governments to contribute to the security of local residents
through the utilizationof electrified vehicles.
A signing ceremony in Tokyo’s
Setagaya Ward (November 2023)

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Targetl 13.1

Targetl 15.4

Agreements in Place with Municipalities around
Japan (As of May 31, 2024)

Municipalities withagreements in place:

255

*2

Hokkaido

8

Tohoku48

Koshinetsu andHokuriku

Chugoku

26

Kyushu andOkinawa

16

Shikoku

8

18

Kinki

32

Tokai

22

Kanto

77

*1 Regenerative Braking provides a minimal charge to the vehicle and is
not a substitute for charging or refueling your vehicle.

Our Activities

Targetl 11.5

ESG Data

u Recent agreement status (only in Japanese)
WEB https://www.mitsubishi-motors.co.jp/carlife/phev/dcsp/*2 Excluding two-party agreements between affiliated dealers andmunicipalities

2. Cooperation with the Ministry of Land, Infrastructure, Transport and Tourism project “Connection
Test from Electrified Vehicles to Medical Devices
In preparation for long-term power outages caused
by natural disasters and so on, power supply for medical equipment is required to be secured for persons
requiring medical care who use ventilators and othermedical equipment at home.
The Ministry of Land, Infrastructure, Transport andTourism (MLIT) conducts connection tests to determine precautions for safely supplying power to medical
equipment from motorized vehicles in case no otherstable power source can be secured during a disaster.
We participated in this test with our “MINICAB EV*3.”
Manual for the Use of Power Transfer from Electrified Vehicles to Medical Devices in Case of Disaster(issued in March 2022)” will be revised by MLIT basedon the results of the connection test, and will be pubBack ◀

93▶ Next

The MINICAB-EV,
which supplies power

Checking the supplied power

lished mainly for local government officials and usersof medical devices (patients themselves and theirrelatives and so on).
*3 The warning statement “Never use medical equipment” in the“MINICAB EV” operation manual “100V AC power supply (1500W) (inthe interior equipment section)” shall remains in place and will not
be changed regardless of the results of the connection test.

3. E
 lectrified vehicles supply power to traffic signals
during disaster drills simulating a power outage.
Large-scale comprehensive disaster drills were conducted in cooperation with the public and private
sectors in the Marunouchi area of Tokyo in September 2023, marking the 100th anniversary of the Great
Kanto Earthquake throughout the entire city.
We participated in a “traffic light outage drill,” simulating a traffic light outage due to a power outage
and restoring power to the traffic lights by supplying
power from an electrically powered vehicle. On the dayof the drill, police officers gave hand signals to two
traffic signals on Marunouchi Gyoko-dori that had lost

Connecting to an outlet inside
the vehicle

Traffic signal resumes operation, using the power supplied
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targetl 10.2

power, and then plugged in the OUTLANDER PHEV’s
in-car power outlet to start supplying power to thetraffic signals to confirm that they were restored.
4. Signing Comprehensive Collaborative Agreement
to Realize Carbon-Neutral Society
In November 2023, MITSUBISHI MOTORS concluded
a “Collaboration Agreement for the Realization of aCarbon Neutral Society” with Kyoto City, Kyoto Prefecture. Through the agreement, both parties willleverage their knowledge and experience to jointly
promote various initiatives toward the realization ofa carbon neutral society by 2050. We have also concluded cooperative agreements with Kurashiki City
and Okazaki City, where our production facilities arelocated, to realize a carbon-neutral society and initiatives are underway with their municipalities as well.
Through the Collaboration Agreement, spread ofelectric vehicles shall be the key to our endeavor tocooperate in building a decarbonized society.
Main collaboration items:(1) Realization of a carbon-neutral society in the region(2) Promotion of spread of electrified vehicles(3) F ostering understanding of the usefulness of electricvehicles for decarbonization and disaster preparedness(4) Agreements between the two parties that contributeto the achievement of objectives other than thoselisted in the preceding items.

Traffic safety
Conducting the “Vehicle School” for Traffic Safety
We are implementing “Kuruma no Gakko,” a programin which participants think about traffic safety, learn
together and have fun together.
In FY2023, with the aim of helping to reduce traffic accidents caused by erroneous driving, “Support
Car Test Ride” was carried out five times in collaboration with local governments, sales companies, andpolice stations in Okazaki City, Aichi Prefecture, Kyoto
City, and Kurashiki City, Okayama Prefecture, with a
total of approximately 700 participants joining the

by local traffic safety associations and police stations
were attended by a total of 266 employees on fouroccasions in collaboration with the local community.

Traffic Safety Awareness for Children
Website for Children “Do You Know the Answer?
Traffic Safety Quiz”
We post a regular feature on its “Why, Why, Car Development Research Kids” website 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.

spots from the driver's
seat, and experiencing
the Emergency Assist for
Pedal Misapplication of
the Safety Support Car
Riding together in a safety
support car(SUPPORT CAR).

Traffic Safety Awareness Activities in Our Operation areas

during commuting andschool hours, and traffic
guidance was provided

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Targetl 15.4

simulator, checking blind

conducted for passing vehicles and pedestrians

Launch of a demonstration
project for autonomous street
lighting in cooperation with thecity of Okazaki, Aichi Prefecture(April 2023)

Targetl 13.1

test rides, including a driving ability assessment, car

In FY2023, traffic safety awareness activities were

Signing ceremony with the cityof Kyoto (November 2023)

Targetl 11.5

ESG Data

for children on their way
to and from school. In addition, local traffic safety
awareness events held
Back ◀

Employees serving as safety sentries

94▶ Next“Do You Know the Answer? Traffic Safety Quiz”
WEB https://www.mitsubishi-motors.com/jp/sustainability/
contribution/people/kids/anzen/ (only in Japanese)

Environment
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 preservation activities have begun.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targetl 10.2

Forest preservation activities include environmental education, thinning, tree planting, and underbrushcutting to foster environmental awareness among
employees. In FY2023, in terms of the “Pajero Forest,”
where MITSUBISHI MOTORS has been working with the
OISCA Foundation since 2006 to preserve the forest in
Hayakawa-cho, Yamanashi Prefecture, we confirmedthat natural vegetation has been restored and biodiversity has increased. The employees also restored
and extended the boardwalk using thinned wood andbuilt benches to be placed in the forest for visitors totake a short rest.

Participants repairing and extending walkways using thinned woodGroup photo of participants inthe tree-planting activity

Donating Seedlings as part of Our Environmental 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 FY2023, which marked the sixth year of ouractivities, we continued to plant trees cooperatingwith schools and local governments to protect a lush
green environment, planting a cumulative total of
27,109 saplings.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Targetl 11.5

ESG Data

Targetl 13.1

Targetl 15.4PeopleSupporting the Education of Elementary,
Junior and Senior High School Students
We support the education of the children who willtake responsibility for the next generation throughfactory tours (where elementary school students canexperience production sites) and a hands-on lesson
program, in which employees visit elementary schools
to conduct lessons. We also host career counselingstudies to encourage junior and senior high school
students to think about
the future and broaden
their horizons.
In FY2023, the activities were attended byapproximately 30,400 elementary, junior and senior Factory tour for elementary
school students
high school students.

Conduct Joint Industry-Academia Projects
with Vocational Schools and Art Universities
From March 2023, we have participated in a corporate
collaboration class hosted by Tokyo CommunicationArts, a vocational college.
In April, we initiated a joint industry-university
project (class) with the Department of Production
Design at Tama Art University. Our designers provided
guidance both online and on-site, and the students
planned and proposed new lifestyle mobility with thetheme of “a car to be released under the Mitsubishi
brand in the future (tentative title),” imagining theimage of the brand in the future.
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95▶ NextDesigners providing guidance on-site

Educational Support in Asia
In Thailand, Indonesia, Vietnam, and Malaysia, wetake part in various efforts to help children who havedifficulty accessing education for economic reasons.
We provide scholarships to junior high school, highschool and university students; donate learning tools
to orphanages; donate teaching vehicles that can help
cultivate high-quality future talent for the automotive
industry; and host interns.

Run Charity Marathon in Thailand and Raise
Donation to a Medical Institution
In FY2023, Mitsubishi-Motors (Thailand) Company
Limited (MMTh), a production and sales company inThailand, and Mitsubishi-Motors (Thailand) Foundation (MMTF), a non-profit organization, organized
the “Mitsubishi-Motors Charity Run 2023. MMTh and
MMTF donated a totalof 700,000 baht to
Wat Yannasanwarararam Hospital in
Chonburi Province tosupport the purchase
Making the donationof medical equipment.

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targetl 10.2

Holding a First Aid Workshop in Vietnam
From April to May 2023, Mitsubishi-Motors Vietnam
Company Limited (MMV), a local production and sales
company in Vietnam, collaborated with local dealers
and Survival Skills Vietnam, a local NPO thatprovides first aid education. In fiscal 2023, workshops on CPR were held
three times with approximately 530 participants.
Participants ensuring that the
airway is clear

MITSUBISHI MOTORS STEP Funds andMatching Gift Program
The MITSUBISHI MOTORS STEP Funds,
introduced in April 2009, is a structure through which employees of
MITSUBISHI MOTORS Group companies can continuously participate insocial contribution activities by voluntarily donating
fixed sums to the funds. These funds are then used
for to support activities in developing countries andareas struck by the Great East Japan Earthquake, invalues employees’ motivation to contribute to society

Targetl 15.4

The recipients of donations and matching gifts

mainly in Hayakawa-cho, located in the prefecture of
Yamanashi, where we carry out our forest conserva-

cus areas of MITSUBISHI MOTORS Social Contribution

tion activities.

Activities Policy, business continuity, regular activity

In addition, we have been engaging in “Employee

reports and track record. In addition, we hold debrief-

Presenter Program” through which our employees

ing sessions for our employees by the recipients ofhand out a set of forest wooden building blocks toour support, and we communicate with them to linknurseries and kindergartens of their choice (usually

our activities with theirs.

choice from their childhood memories) through ourThrough this support, MITSUBISHI MOTORS andinternal donation funds.

MITSUBISHI MOTORS STEP Funds aim to continue withIn FY2023, we presented blocks to 60 kindergar-

activities that meet local needs and contribute to thetens and nursery schools. The blocks have been do-

development of the local community.

nated to 585 kindergartens since 2010.

Engaging in the “Forest Wooden Building Block
Project” for Children

Support for Construction of Secondary School
Buildings in the Philippines

The concept of thisWith the aim of improving children's learning environ-project is to present

ment, we constructed a school building to open one

nurseries and kinder-

secondary school in Samar, Republic of the Philippines

gartens near Company

while donating 40 chairsbusiness sites with

with tables, a projector,

cozy wooden building
blocks for enhancing
the children’s creativ-and other equipment
Building blocks made fromthinned cypress

ity through block play, which are made of Japanesecypress comes from forestry thinning operations
The Supported
 World Vision Japanand to support more people, the Company matches
donations made through the MITSUBISHI MOTORS OISCASTEP Funds.

 Kindergarten, Nursery School,
and Others in the Vicinity of
Our Business sites

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Targetl 13.1are selected based on their alignment with the fo-line with the purposes of MITSUBISHI MOTORS social
contribution activities. In addition, to demonstrate it

Targetl 11.5

ESG Data

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96

through cooperation withWorld Vision Japan, aninternational NGO.
The opening ceremony

Main Activities
Donations for activities in developing countries that address local issues such as waterand sanitation, health, and nutrition to prevent HIV/AIDS, malaria and other infectious
diseases, as well as education and school construction to create an environment wherechildren can grow up healthy and thrive.
Donation to activities to promote the greening of the earth through planting saplings
by children overseas
Donation of building blocks made of natural solid cypress wood thinned from forests inYamanashi Prefecture and our original car-shaped cases to kindergartens and nurseryschools as educational toys
▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Targetl 10.2

Support for Disaster-Stricken Areas
In the event of natural disasters and other emergencies, MITSUBISHI MOTORS provide various forms of
support, such as monetary donations, free loan ofvehicles, and employee volunteer work.

Support for the 2024 Noto Peninsula Earthquake
We donated 10 million yen to support reconstructionof the affected areas of the Noto Peninsula Earthquake that occurred in January 2024.
In addition, at the request of the Niigata Prefectural Government, two OUTLANDER PHEVs and two
ECRIPSE CROSS PHEVs were loaned to a community
center in Kashiwazaki City to be used for recharging
mobile phones in areas with power outages, alongwith “free quick recharge service” and “free recharge
service for smartphones” at 26 new car dealerships in
Niigata, Toyama, Ishikawa and Fukui prefectures.
Main Support in FY2023
Implementation Period

January 2024

May 2023 to March 2024

June 2023

Targetl 11.5

ESG Data

Targetl 13.1

Targetl 15.4Furthermore, at theto engage in volunteer activities such as removing

request of Kurashiki City,

household goods and clearing away soil to help re-one “DELICA D:5” was lent

store the affected areas.

free of charge. The DELI-

Providing a Number of Vehicles to Assist Flood
Affected Areas in Australia

CA D:5 will be utilized for
one year as a means oftransportation for Kurashiki City employees

Removing mud from under
the floor

From May to July 2023, Mitsubishi Motors Australia
Limited (MMAL), an Australian sales company, collab-

who provide health care support to victims of theorated with Disaster Relief Australia (DRA), an Austra-disaster in Suzu City, Ishikawa Prefecture.

lian disaster relief organization, to support emergency

Dispatch of Volunteers to Areas Affected by
Heavy Rainand recovery needs in areas of the country affectedby the flooding.
MMAL provided 30 vehicles, among them a “TRI-

In June 2023, heavy rains, attributed to the rainy sea-

TON” pickup truck and a “PAJERO SPORT” sport utility

son front and Typhoon No. 2, inundated a wide area

vehicle, to support DRA’s recovery operation, includ-in eastern Aichi Prefecture, and some areas in Okazaki

ing debris removal and transportation. In May andCity, Aichi Prefecture were submerged in water.

July of the same year, seven staff members vol-A total of 206 employees (for six days) from various departments of Okazaki Works were dispatched

Support• Donated ¥10 million in relief funds• Donated two vehicles, an “OUTLANDER
2024 Noto Peninsula
PHEV” and an “ECLIPSE PHEV”
Earthquake• Collaborated with the city of Kurashiki
and donated a “DELICA D:5”
• Provided 30 vehicles, including “TRITON”
Areas of heavy rainfall and and “PAJERO SPORT” models• A total of seven disaster-aid volunteers
flooding in Australia
participated (May and July 2023)• A total of 206 employee volunteers
Heavy rainfall attributed
participated in earth removal and otherto the rainy season front
activities in the city of Okazaki.
and Typhoon No. 2

unteered as disaster relief volunteers including thecompany’s CEO.

Support Recipient
Municipalities Affected

Disaster Relief Australia

OkazakiPlease see the following website for details on our disaster relief support.
WEB https://www.mitsubishi-motors.com/en/sustainability/contribution/society/relief/
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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97▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Governance

Disclosure Based on
the TCFD Recommendations

ESG Data

GovernanceCorporate Governance����������������������������������������������������������������������������������������������������������������������������������������������������99
Basic Approach and Policies, System of Corporate Governance������������������������������������������������������99
Status of Audit Committee Audits and Internal Audits�����������������������������������������������������������������������102
Items Relating to Takeover Defense����������������������������������������������������������������������������������������������������������������103

Executive Remuneration�������������������������������������������������������������������������������������������������������������������������������������������103
Basic Views and Policy�����������������������������������������������������������������������������������������������������������������������������������������������103

Internal Control������������������������������������������������������������������������������������������������������������������������������������������������������������������104
Basic Approach, Policies and Organization��������������������������������������������������������������������������������������������������104

Risk Management������������������������������������������������������������������������������������������������������������������������������������������������������������105
Basic Approach and Policies, Development of Risk Management Framework��������������������105

Compliance����������������������������������������������������������������������������������������������������������������������������������������������������������������������������106
Basic Approach and Policies�����������������������������������������������������������������������������������������������������������������������������������106
Management Structure, Establishment of Internal and External Consultation Offices�����107
Education and Training����������������������������������������������������������������������������������������������������������������������������������������������108
Anti-Corruption, Political Involvement (Political Contributions)����������������������������������������������������109
Information Security, Protection of Personal Information, Security Export Control,
Approach to Taxation���������������������������������������������������������������������������������������������������������������������������������������������110

Board of Directors Composition��������������������������������������������������������������������������������������������������������������������������111

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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98▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernanceCorporate Governance
Basic Approach and Policies
Based on MITSUBISHI MOTORS’ Vision and Mission, we
consider compliance to be of topmost importanceand are making the ongoing reinforcement and improvement of governance a management priority,
in order to meet the expectations of shareholders,customers and all other stakeholders, and to achievesustainable growth and increase in corporate value
over the medium to long term.
In addition, we have put together its basic framework for and views on corporate governance in theform of “Corporate Government Guidelines” and publish these guidelines on our website.
PDF Corporate Governance Guidelines

System of Corporate Governance
We have adopted the form of a company with aNomination Committee, etc., as part of its efforts toenhance our corporate governance and clearly separate supervisory and execution function, and in orderto achieve swift execution of business in quick response to environmental changes and to ensure thesoundness and transparency of management throughfurther strengthening of supervision and implementation 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 management issues and oversees the execution of business
by Executive Officers.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 8.7

In order for the Board to objectively and multi-dimensionally deliberate on management policies and executionof specific matters, and to appropriately supervise theexecution status of operation by Executive Officers, it
shall be important that the appropriate number of Directors, internal or outside, with diversity in terms of knowledge, experience, expertise and background, engage invigorous discussions from a variety of perspectives. To
this end, candidates for Directors shall be nominated.
In accordance with the above, the independence anddiversity of the Board shall be ensured as follows.
In order to strengthen the supervisory function of theBoard, the majority of Board members shall be Outside
Directors. Furthermore, in order to fulfill their duties froman independent and objective standpoint, at least onethird of the Directors shall be Independent Directors, andconsideration shall be given to their total term of office.
In addition, the majority of the Nomination, Compensation, and Audit Committees, 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 di-

We have formulated the following policy for nominating candidates for Directors and the compositionand size of the overall Board of Directors.
As of June 20, 2024, the Board comprised 13 Members (2 female Members). 11 of the 13 Directors are
Outside Directors with extensive experience and highlevels of insight, and 5 of the Outside Directors are
Independent Outside Directors.
We publish individual Directors’ knowledge, experience and expertise (skill matrix) in our composition ofmembers of the board (page 111) and on our website.
WEB https://www.mitsubishi-motors.com/en/sustainability/
governance/policy_skill.html

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99▶ NextTargetl 16.5verse knowledge, experience, and expertise, which cannot
be obtained from Internal Directors alone, for example,
specialists in law, accounting, finance, etc., persons withmanagement 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 shallbe placed on their eagerness to devote the necessary timeand efforts to understand the business of the Company
as a group, and discuss the direction the Company as agroup should take, and to express their opinions to the
management without hesitation. In addition, the diversityof backgrounds such as gender, age, and internationality
shall be also taken into account, as it shall be recognizedthat multiple perspectives contribute to business promotion and appropriate supervision and auditing.
As for Internal Directors, Executive Officer, President& CEO, and a person who can appropriately serve as amember 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 constructively
discuss and exchange opinions.

Independence Standards and Qualification for
Outside Directors
We have established independence standards for
Outside Directors as follows, and we appoint as independent directors those persons who are not at risk of
having a conflict of interest with general shareholders.
<Independence standards and Qualification for
Outside Directors>
The Outside Directors of MITSUBISHI MOTORS shall not
be any of the following and shall be in a neutral position independent from our management.
1. An executive of a major shareholder* of the Company* a major shareholder: a shareholder who owns a 10% or greater
share of voting rights

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Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 8.7

2. An executive of a major business partner*1 of theCompany, or of a company for which the Company
is a major business partner, or the parent company
or subsidiary of such a company
3. An executive of a major lender*2 to the Company or
the parent company or subsidiary of such a company
4. A
 person affiliated with an auditing firm that conducts statutory audits of the Company
5. A consultant, an accounting professional such as acertified public accountant, or a legal professionalsuch as an attorney-at-law who receives a large
amount*3 of monetary consideration or other property other than compensation of Members of theBoard from the Company (in the event such property is received by a corporation, association or othergroup, then any person belonging to such group)
6. An executive of a company with which we sharea Director
7. An executive of an organization that is receiving alarge donation or grant*3 from the Company
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 ofkinship) 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 relationship with the Company appears strong undersubstantive and comprehensive consideration of
the situation*1 a major business partner: a major client of the Company withannual 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 supplier’s
consolidated net sales in the most recent fiscal year
*2 a major lender: a financial institution that provides the Company with loans amounting to 2% or more of the Company’s consolidated total assets at the end of the most recent fiscal year
*3 large amount: an amount of consideration received from theCompany that is 10 million yen or more
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Targetl 16.5

Analysis and Evaluation of the Effectiveness of theBoard of Directors
To improve the effectiveness of corporate governance, MITSUBISHI MOTORS annually evaluates theeffectiveness of the Board by conducting a questionnaire-based survey of all its Directors. The results ofthis survey are reported to the Board.
In FY2023, we conducted a survey of all Directors
under the following scope for the purpose of enhancement of Board’s oversight capability.
<Aspects evaluated>
1. Structure and operations of the Board
2. Management and business strategy
3. Corporate ethics and risk management
4. Monitoring of the management team
5. Dialogue with shareholders
6. Committees•E xpand opportunities for discussion of management-related information, such as management andbusiness environment and the status of businessexecution in key divisions•F urther enhance opportunities for strategic discussions through the establishment of agendas such as
key regional strategies, capital strategies, and human resource strategies• Make the criteria for submission of proposals to theBoard more suitable in terms of enhancing discussions as a management board on medium- to longterm, broad-based management strategies

Below is a summary of the effectiveness of the Board
in FY2023, taking into account the comments received from each Director.
• The Company’s Board of Directors is generally judged
to be effective.
• The importance of deepening discussions on medium- to long-term and big-picture management
strategies was confirmed. The importance of further
improvement by promoting the following initiatives
was noted.
- Deeper sharing and understanding of management-related information as a basis for improving
the quality of discussion, supervision, and decision-making- Creating concrete opportunities for strategy discussions, including setting relevant agendas

The Board has the following three statutory committees, which supervise Directors and Executive
Officers together with the Board. Each committee
is composed of a majority of Outside Directors, andthe Chairpersons of each committee are Outside
Directors. Through this, a system is in place in which
corporate governance functions in a fair and transparent manner.

Based on the above summary and recognition ofissues, the Board is considering proceeding with thefollowing actions.
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100▶ NextThrough these efforts, we will further improve theeffectiveness of the Board and continue to strengthen corporate governance.

Committees

Nomination Committee
The Nomination Committee makes decisions on proposals for the appointment and dismissal of Membersof the Board to be proposed to the General Meetingof Shareholders, approves proposals for the appointment and dismissal of Executive Officers proposed by
the President to the Board, and discusses 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.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

ESG Data

Targetl 8.7

In FY2023, the Nomination Committee met 11
times, determining agenda item for the election of
Directors to be proposed to the General Meeting of
Shareholders, and deliberated on approval of the
proposal for the election of Executive Officers to be
proposed by the President to the Board, and on succession planning for the President, and other matters.

When executing business, the Executive Officer, Executive Vice President is positioned as the responsible
person with authority and responsibility for businessexecution within the scope of duties, in addition to
the President who is the head of the executive department. In addition, delegation of decision-making
authority is systematized based on the Delegation

General Meeting of Shareholders
Proposals for Election/
Dismissal of Directors

Election/Dismissal

Election/
Dismissal

Nomination Committee
5 (including 5 Outside Directors)
Board of Directors
13 (including 11 Outside Directors)

Compensation Committee
5 (including 4 Outside Directors)

Supervision

Delegationof authority

Election/ Determination ofDismissal compensation

Product Discussion
Meeting

ReportInternal Control
Committee
Supervise and order

Corporate Officers and Employees

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101▶ NextAudit Coordination

Instruction

Executive Officer, President
and Executive Officers
Executive Committee

Coordination

Instruction/report(Specific case suchas misconduct)

Audit

Accounting Auditors

Audit Committee
5 (including 4 Outside Directors)

Audit Division

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Outline of Decision-Making Process for
Business Execution and Various Committees

Corporate Governance and Business Execution Structures (June 20, 2024)

Execution function

Audit Committee
Among other activities, the Audit Committee audits
the execution of duties by Directors and Executive
Officers, supervises the status of the formulation andoperation of the internal control system and prepares audit reports. Additionally, the Audit Committee
conducts internal investigations on matters that theBoard or the Audit Committee deems inappropriate
for the executive side to conduct. The Audit Committee consists of four Outside Directors and one Internal
Director, and an Independent Outside Director (Mr.
Yoshihiko Nakamura) serves as the chairperson.
In FY2023, the Audit Committee met 15 times. The
status of Audit Committee audits outlined on page 102.

tive departments by a resolution of the Board.
As of June 20, 2024, there are 10 Executive Officers(including the President).

The Board makes decisions on matters that require aresolution of the Board pursuant to laws, regulations
or provisions of the Articles of Incorporation, mattersdelegated to the Board by a resolution at a General
Meeting of Shareholders, and certain material mattersrelated to business management. Executive Officers
are given the authorization to make decisions relating to the execution of business excluding any of theabove matters.
Executive Officers are responsible for making decisions on business execution delegated by the Board.
The President is appointed as the head of the execu-

Supervisory function

Compensation Committee
The Compensation Committee deliberates and determines the policy regarding determination of remuneration of Directors and Executive Officers, as well as
the details of individual remuneration. The committee
is composed of four Outside Directors and one Internal Director. An Outside Director (Mr. Shunichi Miyanaga) serves as the chairperson.
The Compensation Committee met 9 times in
FY2023. The Committee deliberated on the determination of the individual Compensation Plan for Directors and Executive Officers, review of the current
Compensation Plan for Directors, and other matters.

Executive Officers

Targetl 16.5

Coordination

Audit
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 8.7

of Authority Rules, in which items subject to delegation and their scope are defined, and decision-making procedures for major matters are formulated to
speed up business execution and improve the transparency of the decision-making process.
Important matters on management are decided
after deliberation at the Executive Committee, whichis composed of all Executive Officers and chaired by
the President.
Important matters relating to product development projects are decided after deliberation at theProduct Decision Meeting.
Additionally, matters related to internal control
are decided after deliberation at the Internal
Control Committee.
Each of these committees are chaired by the President and the relevant Executive Officers serveas members.

Conflicts of Interest

Transactions between MITSUBISHI MOTORS and Directors or Executive Officers that particularly competewith our business operations or conflict with ourinterests require prior resolution from, and afterthe-fact reporting to, the Board in accordance withthe rules of the Board (hereinafter referred to as the“Rules of the Board”). In addition, the Rules of theBoard stipulate that Directors with a special interestin a resolution of the Board shall not participate insuch resolution.
Furthermore, we conduct transactions with related parties, such as its Officers or major shareholders,
based on the validation of multiple related departments and approval of the person in charge, pursuant
to the Delegation of Authority Rules, after we havesufficiently considered the economic rationality toconfirm there is no harm to our interests, which is thesame process we go through with non-related parties.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Status of Audit Committee Audits andInternal Audits
Status of Audit Committee audits

Based on its audit policies and audit plans, the Audit
Committee of us, collects information by holding its
meeting once a month in principle, having meetings
with internal audit divisions, and interviewing Executive Officers and Corporate Officers, and performs
systematic audits. Such information includes thestatus of the development and maintenance of theinternal control systems (including internal controls
over financial reporting) at us and its major affiliateddomestic and overseas companies, the progress andimplementation status of compliance activities, thevalidation of risk assessment, and the risk management system.
In the Audit Committee during the fiscal year
under review, resolutions made concerning the audit
policies and audit plans; audit methods; the assignment of audit duties;, reports made the status of the
improvement and maintenance of the internal control
systems; the appropriateness of accounting auditors’audit plans, auditing methods, and results; communications in relation to Key Audit Matters (KAM); and thestatus of duties executed by the Full-time Member ofthe Audit Committee.
In addition to the meetings above, based on its
audit policies and audit plans, the Audit Committee held 6 meetings (approximately 90 minutes per
meeting) with the internal audit divisions during theyear, performed audits, and collected information on
the operating status of internal controls through thedivisions. The Audit Committee also interviewed Executive Officers and others 10 times during the year (approximately 90 minutes per interview) to confirm how
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102▶ NextTargetl 16.5our group’s major subsidiaries and affiliates in Japanand overseas as well as divisions address issues on
the development and operation of the internal 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 audited, or conducted hearings with our
major business 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 held the tripartite
audit meetings (Audit Committee, Accounting Auditors and internal audit divisions). The status of duties
executed by full-time Members of the Audit Committee is reported in the meeting of the Audit Committee.
The status of activities carried out by the Audit
Committee is reported to the Board twice a year. The
Audit Committee also exchanges opinions with Executive Officer, President to communicate its findings
every year.

Status of internal audits

We have established internal audit departments(the Internal Audit Department and the Quality Audit
Department) in the Internal Audit Division (an independent organization reporting directly to Executive
Officer, President & CEO) and these departments
systematically conduct internal audits based on theannual audit plan.
As of the end of March 2024, the Internal Audit
Division consists of 24 members with specialties,
including those with a variety of managerial experience, certified internal auditors, and qualified internal
auditors. The Internal Audit Department (consistBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 8.7

ing of 15 members) conducts audits to determine
whether operational management of the Group is
being conducted with transparency using appropriate
processes. The Quality Audit Dept. (7 members) audits
the appropriateness of product quality-related activities by MITSUBISHI MOTORS and its subsidiaries andaffiliates in Japan and overseas.
The results of the internal audit conducted by theInternal Audit Division are reported to Executive Officer, President & CEO and the Audit Committee.
Besides coordinating meetings with the Audit
Committee six times a year and holding regular meetings with full-time Audit Committee Members oncea month, the Internal Audit Division also exchanges
information at tripartite audit meetings with full-time
Audit Committee Members and Accounting Auditors.

Cooperation between the Audit Committee
and internal audit divisions
The Audit Committee Members regularly hold meetings with the Internal Audit Division to receive information regarding the auditing system, auditing plans, andinternal audit results within MITSUBISHI MOTORS and at
its affiliated domestic and overseas companies, and toprovide feedback to the Internal Audit Division on thestatus of the Audit Committee Members’ audits. Additionally, the Audit Committee summarizes audit activities it has conducted, including the details of reports
received from the Internal Audit Division, and reports
the results to the Board twice a year.

Executive Remuneration
Basic Views and Policy
Our Compensation Committee, which is chaired byan Outside Director, has established the following
policy regarding remuneration for Directors andExecutive Officers.
<Basic approach>
1. The compensation system shall contribute to ourgroup’s sustainable growth and medium- to longterm improvement of corporate value.
2. The compensation system shall be linked withcorporate results in order to motivate Executive
Officers to accomplish management strategies andmanagement 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 MITSUBISHI
MOTORS expects for those responsible for corporate operation to have.
4. The compensation system shall increase a sharedawareness of profits with shareholders and awareness of shareholder-focused management.
5. The decision-making process relating to compensation shall be highly transparent and objective.

Targetl 16.5

Based on these policies, the Compensation Committee determines the method calculating remuneration and individual remuneration amounts of the
Directors and Executive Officers. Remuneration for
FY2023 is contained in the FY2023 Annual Securities
Report (pages 100-106).
FY2023 Annual Securities Report
PDF https://www.mitsubishi-motors.com/en/investors/library/
pdf/20240621yuka_e.pdf

From FY2022, based on the recognition that the response to sustainability is one of the crucial issues ofour group, we added ESG-related items as the index
to determine the Medium-and Long-term Performance-linked Compensation for Executive Officers.
l Environmental indicator:
We have introduced “CO2 emissions from businessactivities” as an indicator for measuring progress inaddressing climate change and other increasingly
environmental issues.
l Social indicator:
We have introduced “employee engagement” as anindicator of advancement of employee job satisfaction and increased initiative through securing diversity and work-life balance, and promoting humanresources development.

Items Relating to Takeover Defense
Not applicable.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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103▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

ESG Data

Internal Control
Basic Approach, Policies and Organization

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

fice under the supervision of the Executive Officer forInternal Control Promotion/General Administration/
Corporate Affairs to identify and prevent potential
risks, respond to emergencies when risks materialize,
and make our major risks visible.
We have been working to establish a global internal
control structure by gradually establishing and operating internal control committees from FY2018 at main
affiliates in Japan and overseas. In addition, we haveestablished a system in which a designated department is responsible for the overall management of eachaffiliated company, and related internal departments
support the responsible department according to theirroles, providing various support, checks and balances,and supervision to strengthen the affiliate and promote its development. Furthermore, internal rules havebeen established to ensure that important information
at subsidiaries is reported to MITSUBISHI MOTORS in atimely and appropriate manner, and subsidiaries operatein accordance with these rules. To ensure the appropri-

Accounting
AuditorAccounting
Audit

Report* See Corporate Governance Report for “Basic Policy on the Establishment of Internal Control Systems” PDF
PDF https://www.mitsubishi-motors.com/en/sustainability/
pdf/governance.pdf

Audit/Report

Coordination
Audit

Nomination
Committee

Coordination

Compensation
Committee

ReportExecutive Officer, President & CEO
ReportReportInternal Control Committee

ReportInternal Audit Division

Audit

Board of Directors

Audit Committee

Instruction/Report(specific issues of
misconduct, etc.)

Targetl 16.5

ateness of financial reporting, a specialized organization
has been set up under the J-SOX Promotion Committee
described above. This organization follows up on andgathers information about systems in place at MITSUBISHI MOTORS and its affiliates, the scope of evaluation,
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, including
the Internal Control Committee, with the aim of achieving
effective and efficient internal control system operation.
Going forward, we will continue with initiatives tofurther reinforce governance by working to ensurecompliance with laws and regulations and to promote proper, effective business execution in line withchanges in the domestic and overseas environments.

Internal Control Structure

ReportCoordination

Whistleblowing
contact

Based on the “Basic Policy on the Establishment ofInternal Control Systems”* resolved at the Board of
Directors, MITSUBISHI MOTORS monitors the status ofoperations and strives to improve and reinforce internal control systems.
We recognize the gravity of its improper conduct infuel 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 operational, hazard
risks and report regularly to the Board of Directors on
governance improvement measures. (In FY2023, thetitle was changed to the Executive Officer for Internal
Control Promotion/General Administration/Corporate
Affairs.) Furthermore, in order to reinforce, and improvethe efficiency of, its handling of internal controls basedon 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, Executive Vice President (CFO), handles internal control related to financial reporting in accordancewith 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, promotesinternal control related to the Companies Act. This
Internal Control Committee confirms and evaluates
the contents reported and/or resolved at subcommittees in each internal control field, such as Compliance,
Information Security, Business Continuity Management(BCM), and J-SOX, in accordance with the “Basic Policyon the Establishment of Internal Control Systems.”
From FY2022, we expanded the scope of risks
covered to address the new risks that have emergedin recent years and are intricately intertwined withmultiple risk factors (strategy, finance, operationaland hazard risks) for a single event. In addition, we
have established the Internal Control Promotion Of-

Targetl 8.7

Executive Officer,
Executive Vice President (CFO)

ReportCoordination

Compliance
Committee

Information
Security
Committee

BCM
Committee

J-SOX
Promotion
Committee

Controls

ReportDepartments/Affiliates
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

Risk Management
Basic Approach and Policies
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 MITSUBISHI MOTORS Group’s business, prevent risks fromoccurring, and engage in appropriate management tominimize the impact of risks if they do occur.

Development of Risk Management Framework
We have put in place and works to improve our risk
management system for the entire Group throughthree types of risk management activities: “priority
risk management,” “divisional risk management” and“affiliated company risk management.”
For priority risk management, we select risks thatthe entire MITSUBISHI MOTORS Group faces directly,that have a high potential impact and a high degreeof urgency. For each risk, we assign “risk owners,” andwork 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 repeated application of the PDCA cycle involving identifying
and evaluating each risk, devising and implementing

ESG Data

Targetl 8.7

Targetl 16.5Affiliated company risk management involves

In order to establish a system to ensure an ap-

regular confirmation by MITSUBISHI MOTORS of the

propriate response, we have created an emergency

status of initiatives addressing various risks faced

response manual which provides for the setup of anby subsidiaries and associates and activities such as

emergency response organization and the chain ofBusiness Continuity Planning (BCP) improvements.

command. In addition, a company-wide BCP operating

Improvement suggestions and guidance are provided

procedures are also in place.
We conduct company-wide BCP drills annually, in

as required.
As a new strengthening measure, the Internal

which a company-wide BCP headquarters is set up,

Control Promotion Office was established in FY2022.

employees’ safety and damage situations are report-

As geopolitical risks, risks related to economic secu-

ed from each plant, and instructions are given by therity, risks related to business and human rights, etc.

company-wide BCP headquarters, under the assump-that are intricately intertwined with strategy, finance,tion that an emergency has occurred.

operational and hazard risks, have surfaced in re-

In order to prepare for unforeseen contingencies,

cent years, the Company has established a system to

we operate emergency contact system that enable

manage risks with expanded scope.

the rapid communication of information to the senior

These risk management initiatives are regularly
reported to the Board as major internal control activities and their effectiveness is confirmed.

management, as well as a swift and accurate response.
We have built stockpiles as preparations against
the possibility that employees will be unable to returnto their homes for a three-day period (in accordance

We are working on disaster countermeasures andwith the Metropolitan Tokyo Ordinance on Measures

Business Continuity Management (BCM) in line withfor Stranded Persons). At plants, we are also working

our basic policy to prepare disaster such as earth-with neighboring municipalities to improve stockpiles

quake or other natural disaster or an outbreak ofand welcome visitors.

infectious disease—to ensure the safety of customers,
as well as employees and their families, and provide
mutual support to local communities.
In FY2020, we established the “BCM Committee” asa permanent meeting body. In 2022, we consolidated
our existing internal initiatives to strengthen BCM activities during normal times and take measures acrossthe company.

countermeasures, and monitoring.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ComplianceTargetl 8.7

Basic Approach and Policies
Corporate activities are closely interlinked with various laws and public systems such as those related tothe environment, labor, and consumer protection.
Corporate activities must be carried out in compliance 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, butwould also place significant burdens on society andthe environment.
In order to fulfill its social responsibilities as acompany by not only complying with laws, international 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 frameworkand employee training, including those at our majoraffiliates in Japan and overseas. We review the “Global
Code of Conduct” as necessary. In 2019, we made revisions to clarify our policy on respect for human rights
and anti-corruption initiatives.

Targetl 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 tofulfill our social responsibilities as a company.
This Global Code of Conduct applies to all MITSUBISHI MOTORS Group executives and employees. Each member of theCompany 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 environment, and engage in safe work practices. We are also committed to ensuring the safety of our customers and passengers, and continually promoting the safety of products.

3. Avoid Conflict of Interest

We shall act in the best interests of the Company, and shallnot behave, act, or use any information contrary to theCompany'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 ororganized criminal activities.

5. Preserve Company Assets

We shall safeguard the Company's assets, and shall never
use the said assets, including funds, confidential businessinformation, 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,

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ESG Data

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106▶ Nextsuppliers, and other third parties. We shall not participate
in or endorse any corrupt practices including bribery, directly or indirectly such as through a third party.

7. Be Transparent and Accountable

We shall maintain accounts and records relating to corporate management with integrity, and disclose Company's
business activities fairly and transparently to our stakeholders, 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 suppliers, customers, other executives, colleagues, and local
communities. We shall never tolerate discrimination, retaliation 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 andenergy 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 violation of this Global Code of Conduct, we shall immediately
report it to the Company, and the executives and employees who have come forward with such information basedon their own beliefs shall be infallibly protected from any
form of retaliation.

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 8.7

Major subsidiaries and associates in Japan andoverseas also appoint compliance officers. To help
prevent compliance infractions, we have establishedand operated MITSUBISHI MOTORS Global Hotline
since FY2018.
The Board of Directors is provided with regular
reports on these compliance structures, efforts related 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 response 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 reporting, we verify compliance structures and proce-

Management Structure
At MITSUBISHI MOTORS, to prevent compliance infractions 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 department heads serve as code leaders.
Compliance officers work closely with the codeleaders to prevent compliance violations within theirdepartments. When a compliance violation occurs,
compliance officers take corrective actions, measures
to prevent recurrence and confirm its effectiveness,and implement horizontal dissemination, then reportto the Executive Officer for Internal Control.
Organizational Framework for Promoting Compliance

Board of Directors
Executive Officer, President & CEO
Executive Officer for Internal Control Promotion/General Administration/Corporate Affairs
General Manager of Internal Control Promotion Office
RequestChief Officers, Division General Managers approval
ReportConsult/
Thoroughly implement focus
reporton compliance prioritization

DirectReportSupervise
Coordination

Compliance Officers
Consult/
reportThoroughly implement focus on complianceprioritization

General Managers = Code Leaders(including General Managers of the department incharge of the primary management of the affiliates)

Complianceproblem
consultation

Thoroughly
implement
focus oncomplianceprioritization

MITSUBISHI MOTORS
employees

ComplianceDepartment
ReportConsult/
ReportInformation
Security
Management
OfficeEmployee
Consultation
OfficeReportAffiliates
Compliance Officers

Coordination

Reporting,Consultation

Coordination

Outsideattorney
consultation

Reporting,Consultation

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

MITSUBISHI MOTORS and Affiliates
employees (in Japan)
Back ◀

Business
Partner
Helpline

Reporting,
Reporting Consultation

Thoroughly implement
focus on complianceprioritization

Affiliates employees

MITSUBISHI
MOTORS
GlobalHotline

MITSUBISHI
MOTORS and
Affiliates
employees(in Japan
and overseas)107▶ NextBusiness
partners(in Japan)

Targetl 16.5dures 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 FY2023, we checked thestatus of 19 Group companies (MITSUBISHI MOTORS,
6 domestic subsidiaries, and 12 overseas affiliates).
In FY2023, we experienced no serious compliance infractions that might damage our credibility
with customers, investors, or other parties.

Establishment of Internal andExternal Consultation Offices
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 andassociates in Japan to report or consult about suchconduct. We have set up an external consultation
office, the “MMC Hotline,” staffed by outside
attorneys, as well as the MITSUBISHI MOTORS Global
Hotline, accessible to employees both in Japan andoverseas. 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 topromote the early detection and prevention ofcompliance violations, 93.7% of the approximately
5,000 employees who participated in the survey
indicated that they were “aware of the hotlines.”
In FY2023, these offices fielded 104 reports or
consultations. Offices endeavor to swiftly resolve
issues raised in reports and consultations after firstseeking to confirm the facts through an investigationby the Employee Consultation Office or by enlisting
the assistance of relevant compliance officers. Any
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 8.7

reports or consultations that raise concerns aboutcompliance 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 orconsultation via a hotline, we promptly conduct aninterview or other investigation. If a violation is found,
an incident report is filed, and corrective measuresand measures to prevent recurrence are implemented.
Receive report or consultation

Person in charge of hotline conducts
interview and investigation
Problematic or
fraudulent

Not problematic or
fraudulent

Corrective measures
Formulation of measures
to prevent recurrence
Notify the person reporting orrequesting consultation

Follow up

In handling such information and in investigating
the relevant facts, we established our “ComplianceOriented Whistleblowing Operation Procedure” andmade company personnel aware of the provision inorder to ensure that persons who seek consultation
are not treated unfairly.
“The MITSUBISHI MOTORS Global Hotline”
established in FY2018 was set up within an outside
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

firm providing such services. This makes it possible tofile anonymous reports. Systems for identifying andmanaging risks of the entire group have been put inplace, 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 (FY2023, 104 reports)
Item
Corporate/business proposals
Workplace environment
Labor relations
Human relations/harassment
Compliance, violations of operational rules,
fraud
OthersNumber
3
19
3
40
32
7

Out of total 104 reports and consultations received
in FY2023, the results of the investigation revealed 6
cases of compliance problems, including violations oflaws and regulations and harassment. We instructed
the relevant departments to promptly take corrective
actions and confirmed that they were implemented
without fail.

Education and Training
Every fiscal year we formulate compliance-related
education and training programs, and offer them to
employees stratified by each job rank. Each divisionalso draws up and conducts its own measures under
the direction of the compliance officer.
Specifically, in order to improve the complianceawareness of all employees, when new graduates or
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108▶ NextTargetl 16.5

mid-career recruits join us, they receive training regarding our history of compliance problems and thelessons 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-learning
opportunities, including courses on the basics of compliance, as well as education on information security,
the so-called “36 Agreement” and other aspects of
employment management.
On and around Safety Pledge Days,* each individual division voluntarily holds events to reaffirm the
day’s significance. Workplace discussions are also heldat the same time to talk about business ethics issues
faced in the workplace and workplace culture.
In addition, we provide easy-to-understand compliance-related information by posting a Compliance
Newsletter on our intranet every month.
In addition to the above, as a measure to raiseawareness further, in FY2023 we hosted a lecture
on business and human rights, given by an outside
expert. Assertive communication training by outside
instructors was provided to managers at the department manager level and above to help improve workplace management. Outside instructors also provided
communication training to newly appointed managers 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 designatedJanuary 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.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 8.7

Anti-Corruption
Policies and Approach
The “Global Code of Conduct” clearly stipulates that
MITSUBISHI MOTORS executives and employees shallcomply with laws and regulations and shall maintain
fair and equitable relationships with public servants andbusiness partners. Moreover, we have built and operatea 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 posting it to a smartphone app (for managers and above).
We also communicate the code across the group,
distributing the pamphlets to subsidiaries and associates in Japan, and in electronic form to subsidiaries
and associates overseas.
We have formulated the “MITSUBISHI MOTORSGLOBAL ANTI-BRIBERY 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 subsidiaries and associates in Japan and overseas to comply
with the same policies. We also ask our suppliers,
contractors, procurement partners, dealers and outside agents to comply with applicable laws and regulations related to bribery and with individual companies’ anti-bribery policies.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

In particular, we have formulated control regulations and operational standards on the provision andreceipt of gifts or business entertainment for public
servants, prohibiting the improper provision of suchgifts or business entertainment to public servants ortheir 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
provided only if approval is received. We have put
in place management and operational standards inaddition to those for public servants. These standards
expressly prohibit the provision of gifts or businessentertainment that is illegal or goes beyond generally
accepted bounds and the receipt of illicit payoffs. In
addition to this, we provide guidelines for the scopeof exceptions to the above and make filing of an application compulsory to ensure transparency. In casethese standards are violated, a system is in place forinternal reporting and the formulation and implementation of measures to prevent recurrence.
Since many employees in sales sites directly handle
money with customers, there is a heightened risk of improper conduct such as embezzlement. At our domestic
sales subsidiaries we conduct regular education andtraining to instill thorough awareness of our compliancepolicies and prevent improper activity. Each sales subsidiary implements site audits regularly. As part of ourinternal auditing of affiliated companies in Japan, ourInternal Audit Division also conducts operational auditsof domestic sales subsidiaries. Audit results are reported to our President & CEO, and the results are also
shared with our Domestic Sales Division. We follow up
the progress of action plans for improvement.
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109▶ NextTargetl 16.5

We work to thoroughly prevent corruption atoverseas subsidiaries and associates by assigningoversight to their executives and employees. Prior totheir appointment, we provide training on legal risks,
including the prohibition and prevention of corruption.
When conducting audits of overseas subsidiaries,
our Internal Audit Division also verifies the progress ofefforts to prevent bribery and other corrupt practices.
In FY2023, no fine or any other punishment was
imposed on us by regulatory authorities for corrupt
practices. No executives and employees have been
disciplined for corrupt practices.

Political Involvement(Political Contributions)
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 relationshipwith politics.
Recognizing that reasonable expenditures are
required to appropriately maintain a democratic government, we consider making political contributions
to be one aspect of its social responsibility. Whenmaking such contributions, we do so in accordancewith 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 FY2023, we donated ¥13.9 million to the People’s
Political Association.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Targetl 8.7

Information Security
MITSUBISHI MOTORS recognizes its social responsibility to adequately protect its important information
assets (information and the IT systems, equipment,
media, facilities, and products that handle this information) in the course of its business activities in ordertion protection are tend to be strengthened aroundand strive to maintain proper tax payments in compli-

the world. We coordinate with our bases in individual

ance with international rules and national regulations.

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 breachesof customer privacy or loss of customer data in FY2023.

to gain the trust of all its stakeholders. We are promoting the following information security measures.
• Putting in place and reviewing internal regulations
related to information security• Strengthening management of information assets
and measures to counter ransomware due to malware infections and cyber attacks• Regularly conducting drills based on the assumptionof an incident at CSIRT*, the organization that prevents security incidents and responds promptly toincidents when they do occur• Providing employees with e-learning about information security, e-mail-based training, and alerts via
our intranet• Monitoring information security activities by the
Information Security Committee

Security Export Control
We sincerely believe in the importance of strict security export controls to prevent the proliferationof weapons of mass destruction and the excessive
accumulation of conventional weapons in order tomaintain international peace and security.
To conduct strict export controls, we have established “Security Export Control Regulations.” We
ensure the legality of our export transactions throughour management system, with its the Security Export Control Committee, led by the Executive Officer,
President & CEO, who serves as chief security export
control officer.

*CSIRT: Computer Security Incident Response Team

Approach to Taxation
Protection of Personal Information
Based on our Privacy Policy, we have built a management framework by establishing internal rules
and taking other measures. We also conduct ongoingeducation, such as through the use of e-learning for
employees. In addition, rules on personal informaMITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Targetl 16.5

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 activities. In linewith this policy, we have created a governance system
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110▶ NextGlobal Tax Policy for MITSUBISHI MOTORS Group
1.	 Tax compliance
The MITSUBISHI MOTORS Group (hereinafter simply
referred to as “MITSUBISHI MOTORS”) pledges topursue proper tax payments all over the world basedon the “MITSUBISHI MOTORS Global Code of Conduct.”This means MITSUBISHI MOTORS maintains appropriate and timely tax payments by understanding theintent and purpose of the Base Erosion and Profit
Shifting (BEPS) Action Plan, which was developed andpublicized by the OECD and G20 countries, as well as
by complying with tax regulations in all countries andregions in which it conducts businesses, tax treaties,
and other international tax regulations related toits business. In addition, MITSUBISHI MOTORS pledges not to use any tax havens or loopholes that areagainst the intentions and purposes of laws.
2.	Corporate governance on tax matters(1) M ITSUBISHI MOTORS recognizes corporate governance on tax matters as an infrastructure topromote 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 andtax-related information.
(2) The MITSUBISHI MOTORS Group makes disclosures to all relevant taxation authorities and discloses appropriately and in a timely manner the
BEPS transfer pricing documentation and otherinformation required for submission by multinational enterprises.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Board of Directors Composition (as of June 20, 2024)

Targetl 8.7

Outside Outside director

Name

Position

Attributes

Committees

Tenure as
Director(As of June20, 2024)

Indep. Independent director

Reasons for Appointment

He has extensive experience, knowledge and personal networks across industries at large, having
held important posts such as Director-General, Kansai Bureau and Director-General, Manufacturing
Industries Bureau at the Ministry of Economy, Trade and Industry, as well as having been involved
Nomination
Tomofumi
Indep.
3 years in energy policy planning at the Agency for Natural Resources and Energy. As such, MITSUBISHI MOCommittee
HirakuTORS appointed him as an Outside Director with the expectation that with these qualities, he will beable to actively supervise the MMC’s management and offer advice and recommendations to MMC
as the Chairperson of the Board of Directors meeting.
He has many years of experience and insight concerning management of MMC’s global business, including experience of serving as President of PT Mitsubishi Motors Krama Yudha Indonesia, one of MMC
Compensation
Takao
Member of
5 years group’s largest overseas manufacturing bases. In addition, he has been engaged in MMC’s management
Committee
Kato
the Boardsince June 2019 as CEO. As such, MMC appointed him as a Member of the Board with the expectationthat he will play an important role in the decisions in significant matters and business execution of MMC.
He has achievements, considerable experience and insight gained over many years in legal affairs,
Audit Comcompliance, and corporate governance at a general trading company that operates worldwide andHitoshiMember ofmittee (Full2years
at MMC. As such, MMC appointed him as a Member of the Board with the expectation that he will
Inada
the Boardtime Member)
apply this experience and insight to the management of MMC.
He has considerable experience, achievements and insight nurtured through his longstanding
Compensation
career in corporate management at the manufacturing company that operates worldwide. As such,
ShunichiMember of Outside
Committee
10years
MMC appointed him as an Outside Director with the expectation that with these qualities, he will be
Miyanaga
the Board(Chairperson)
able to actively supervise MMC’s management and offer advice and recommendations to MMC.
Nomination
She has keen acumen and an objective perspective as an author in addition to deep knowledge about
Committee
international finance as well as considerable insight and experience gained as a Member of the Council
Main
Member of Outside Indep.
(Chairperson)of the Ministry of Finance and the Ministry of Land, Infrastructure, Transport and Tourism. As such, MMC
6
years
Kohda
the Board
appointed her as an Outside Director with the expectation that with these qualities, she will be able toCompensation
actively supervise MMC’s management and offer advice and recommendations to MMC.
Committee
Nomination
He has a broad international understanding as a diplomat and considerable insight and experience,
Committee
having held important posts at the Ministry of Foreign Affairs. As such, MMC appointed him as an
Kenichiro
Member of Outside Indep.
5
years
Outside Director with the expectation that with these qualities, he will be able to actively supervise
Sasae
the Board
Compensation
MMC’s management and offer advice and recommendations to MMC.
Committee
He has considerable insight and experience gained as a member of the management team of an
manufacturer that operates worldwide. As such, MMC appointed him as an Outside
Nomination
HideyukiMember of Outside
5 years automobile
Director with the expectation that with these qualities, he will be able to actively supervise MMC’s
Committee
Sakamoto the Board
management and offer advice and recommendations to MMC.
Audit
He has considerable knowledge as a specialist in accounting and auditing, having been active as an accountant
YoshihikoMember of Outside Indep.
Committee
4 years for many years. As such, MMC appointed him as an Outside Director with the expectation that with these qualiNakamura the Board(Chairperson)
ties, he will be able to actively supervise MMC’s management and offer advice and recommendations to MMC.
He has considerable insight and experience gained as a member of the management team of an
automobile manufacturer that operates worldwide. As such, MMC appointed him as an Outside
Compensation
Joji
Member of Outside
4years
Director with the expectation that with these qualities, he will be able to actively supervise MMC’s
Committee
Tagawathe Board
management and offer advice and recommendations to MMC.
He has considerable insight and experience gained as a member of the management team of an
manufacturer that operates worldwide. As such, MMC appointed him as an Outside
Audit
TakahikoMember of Outside
4 years automobile
Director with the expectation that with these qualities, he will be able to actively supervise MMC’s
Committee
Ikushima
the Board
management and offer advice and recommendations to MMC.
He has considerable experience and achievements as a manager in a general trading company that
operates worldwide and extensive insight into global business management. As such, MMC apNomination
TakehikoMember of Outside2
years
pointed him as an Outside Director with the expectation that with these qualities, he will be able toCommittee
Kakiuchithe Board
actively supervise MMC’s management and offer advice and recommendations to MMC.
He has considerable experience and extensive insight as a manager of an international financial institution. As
Audit
Kanetsugu Member of Outside
2 years such, MMC appointed him as an Outside Director with the expectation that with this experience and insight,
Committee
Mike
the Board
he will be able to actively supervise MMC’s management and offer advice and recommendations to MMC.
She has considerable expert knowledge and extensive insight as a legal specialist, having been acas an attorney at law for many years. As such, MMC appointed her as an Outside Director with
Audit
Junko
Member of Outside Indep.
1 year tivethe expectation that with these qualities, she will be able to actively supervise MMC’s management
Committee
Ogushithe Boardand offer advice and recommendations to MMC.
Note: The knowledge, experience, and expertise indicated here do not represent all the knowledge, experience and expertise possessed by each Director.
For directors’ career summaries, visit:
WEB https://www.mitsubishi-motors.com/en/company/director/

Targetl 16.5

Male

Knowledge, experience, and expertise*
Persons with
with Experts onwith Persons
management Persons
expertiseworld affairs
expertise inexperience theinlegal,
social andautomo- accounting oreconomic
in a listed
tive fieldcompanyor financetrendsMember of
the Board
OutsideChairman of
the Board

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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





















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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on the TCFD Recommendations
Support for the TCFD Recommendations
With the issue of climate change growing increasingly
serious, the Financial Stability Board established theTargets
l 7.2
l 7.3

Governancea. Board’s oversight of climate-related risks andopportunities

Task Force on Climate-related Financial Disclosures

We recognize “responding to climate change and en-(TCFD), which in 2017 announced its recommenda-

ergy issues” as an important management issue andtions. These recommendations encourage companies

have accordingly identified it as one of our materiality

to disclose information related to climate change so

issues. The Board of Directors makes decisions on im-that investors can appropriately assess climate-relat-

portant matters related to environmental initiatives,

ed risks and opportunities.

including those related to climate change, and over-

Recognizing the potential of climate change tosees their execution. The Board of Directors approved

present medium- to long-term risks and opportu-

the “Environmental Vision 2050” and “Environmental

nities that affect its business domains, in July 2021

Targets 2030,” which were revised in FY2022, andMITSUBISHI MOTORS expressed its support for thethese measures were announced.

TCFD Recommendations. Accordingly, we are analyzing the impact of climate change on our businesses
and finances (scenario analysis). We will reflect theresults of scenario analysis in our management strategies to enhance the resilience of our strategies andimprove information disclosure in accordance with
the TCFD Recommendations.

Disclosure
Disclosure Based
Based ononthethe TCFD
TCFD Recommendations
Recommendations

Examples of climate change-related issues discussed or reported by the Board of Directors• Endorsement of TCFD recommendations

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3b. M
 anagement’s role in assessing and managing
climate-related risks and opportunities
To address climate change and energy issues, wehave established the Sustainability Committee,
chaired by the executive officer, president & CEO, who
also holds top responsibility for initiatives related toclimate change. The committee evaluates climate-related risks and opportunities, discusses response
measures, and reviews progress and achievements
in line with the Environmental Targets 2030. We haveestablished the Carbon Neutrality Council under the
Sustainability Committee. This council is chaired by
the Executive Officer, Executive Vice President andconsists of executives responsible for management
strategy, products, manufacturing, procurement andlogistics. This organization formulates medium- tolong-term policies and goals based on the assessment of climate-related risks and opportunities,
considering specific response measures in each area.

• Disclosure in line with TCFD recommendations

These policies, goals, and their progresses are report-• Declaration of intent to achieve carbon neutrality
by 2050 and revision of Environmental Vision 2050

ed by the respective heads of each area at the Sus-

• Revision of Environmental Targets 2030

organization generally meets three times per year,

tainability Committee for review and deliberation. The
and particularly important matters are deliberated
and decided by the Board of Directors.
Please see P30 for details on the structure of promoting
carbon neutrality.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure
Disclosure Based
Based ononthethe TCFD
TCFD Recommendations
Recommendations

ESG Data

Targets
l 7.2
l 7.3

Strategya. Short-, medium- and long-term climate-related risks
and opportunities the organization has identified
MITSUBISHI MOTORS considers climate-related risks
and opportunities to be an important perspectivein the formulation of our business strategy. We are

identifying and evaluating short-, medium-, and longterm risks and opportunities, as well as analyzing theimpact on our business based on multiple climate
scenarios. We are also considering countermeasuresin response to these risks and opportunities. As particularly high-impact migration risks, we identified the“strengthening of regulations for fuel economy/CO2

Item

Targetsl 13.1l 13.2l 13.3and zero-emission vehicles” and the “introduction andexpansion of carbon pricing.” We identified “increasing
frequency and intensity of meteorological disasters” asa 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 ofelectrified vehicles and new business opportunities.

Identified climate-related risks and opportunities
Type

Targetl 9.4

Assumed Impact on MITSUBISHI MOTOR’S Business Activities

Timing of the Degree of
Impact*impact• Increased development/procurement/production costs to comply with stricter regulations
Medium/long• Increase in fines, credit purchase costs, and stakeholder litigation expenses due to non-fulfillment of
Large
term
regulations
Policy andlegal• An increasing tax burden on our emissions due to the introduction and expansion of carbon taxes andIntroduction and expansion ofMedium/longother sorts of carbon pricing, as well as higher prices on carbon, and higher costs due to a price shiftLargecarbon pricing
term
toward the procurement, production and logistics stages
Investment in• Decline in the Company’s competitiveness and market share due to delays in investment in electrificaMedium/long
Technology
Mediumnew technologies
tion and other new technologies
termTransition• Higher energy costs due to a rise in electricity prices resulting from the increased introduction of renew- Medium/longrisks
Changes in the energy mix
Mediumable energy and carbon-neutral sources of electricity, such as hydrogenterm
Tight supply and demand for • Rise in the cost of raw materials (such as rare metals) and components due to growing demand for
Medium/longMarketMediumraw materials (rare metals)
storage batteries
term
Changes in user awareness• Decrease in sales volume due to the development of public transportation infrastructure and the prolifMedium/long
Mediumand behavior
eration of sharing in urban areas
term
Increasingly stringent assessShort/medium
Reputation ment by ESG rating institu• Decline in our social image and share priceMediumterm
tions and stakeholders
Increasing frequency and• Damage to buildings, facilities, and vehicles in inventory caused by typhoons and torrential rains, and the
Short/medium/Acuteintensity of meteorologicalsuspension of operations at production facilities due to supply chain disruptions (delays in the supply of
Large
long term
disasters
parts stemming from damage to suppliers and the disruption of transportation routes)
Physical• Rising (energy) cost of air conditioning to maintain the work environment and employee health
Short/medium/risks
Rise in average temperatures
Small• Difficulty in securing the water needed to manufacture automobiles due to depletion of water resources
long term
Chronic• Increased flooding and surge in the instance of storms due to rising sea levels, resulting in operational
Short/medium/
Rise in ocean levels
Mediumshutdowns at manufacturing facilities and increased investment in disaster countermeasureslong term• Expand sales of electrified vehicles by improving product capabilities and taking advantage of government and municipal measures to promote electrified vehicles
Products
Growing demand for• Increase sales of electrified vehicles and V2X-related equipment/services in line with the growing value
Medium/long
and
Large
electrified vehicles
of electrified vehicles as energy infrastructure
term
Opportuservices• Boost sales of electrified vehicles that can help supply power in response to growing demand to securnities
ing sources of emergency power in times of disaster
EnergyAdvancement in energy
Medium/long• Reduce energy costs by promoting energy conservation activities and the introduction of renewable energy
Mediumsourcetechnologies
termStrengthening of regulations
for fuel economy/CO2 andzero-emission vehicles* 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.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure
Disclosure Based
Based ononthethe TCFD
TCFD Recommendations
Recommendations

Targets
l 7.2
l 7.3

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3b. Impact of climate-related risks and opportunities on the organization’s business, strategy, and financial planningWith the vision of “creating a vibrant society by realizing the potential of mobility,” MITSUBISHI MOTORS aims to enhance our corporate value over the long term by providing
products with value that is unique to MITSUBISHI MOTORS through contributions to carbon neutrality and other efforts. As society-wide efforts to achieve carbon neutrality
accelerate, we recognize that climate-related matters may affect our business, strategies, and financial plans, so we periodically review our strategies and plans as appropriate based on climate change risks and opportunities.
Impact on strategies and plans
Business area
Products andservices

Recognized impact
Incorporation into strategies and plans
To realize a carbon-neutral society, various countries and regions are strengthen- In 2020, we formulated the Environmental Targets 2030, which set the target ofing regulations for fuel economy/CO2 and zero-emission vehicles. These will affect achieving a 40% reduction in CO2 emissions from new vehicles (compared with
our product development, production and procurement strategies.
FY2010 levels) and a target ratio of electrified vehicle sales of 50% by FY2030. In
February 2023, we set a new target, raising our target ratio of electrified vehicle
sales to 100% by FY2035.
Meanwhile, in our mid-term business plan, “Challenge 2025” we set a target of
introducing nine electrified vehicle models by FY2028.
Supply chain,
In the automobile manufacturing and sales business, greenhouse gases such as We revised our Environmental Targets 2030 in February 2023, adding the provalue chain
CO2 are emitted not only during the manufacture of products, but throughout the curement target of “promoting CO2 reduction activities with major business
entire value chain.
partners,” and the logistics target of “promoting CO2 reduction activities in coopAs climate change advances, the worldwide risk of increasingly frequent anderation with transportation companies.”
severe occurrences, such as typhoons and floods, is mounting. If our supply chain
or value chain is affected by such events, our plants’ operations and sales could
be affected.
Investment in R&D
We are promoting investment in R&D to address increasingly stringent and new In our mid-term business plan, “Challenge 2025,” we are budgeting ¥70.0 billion in
regulations for fuel economy/CO2 and zero-emission vehicles in the countries and R&D expenses related to electrification in FY2025. We have also earmarked ¥55.0
billion in capital expenditures related to electrification.
regions where we operate. These moves will affect our R&D costs for electrified
vehicles and other products.
Adaptation andOur business could be affected by countries and regions introducing or expanding In 2020, we formulated the Environmental Targets 2030 and set the goal of remitigation measures carbon taxes and emissions trading systems, as well as by rising energy costs.
ducing CO2 emissions from our business activities “by 40% compared to FY2014.”
In February 2023, we raised this figure to “a reduction of 50% compared to
FY2018,” the SBT* target equivalent to a 1.5°C level.
*3 SBT: Short for Science Based Targets, which are greenhouse gas emission reduction targets set by companies consistent with the Paris Agreement levels

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure
Disclosure Based
Based ononthethe TCFD
TCFD Recommendations
Recommendations

Targets
l 7.2
l 7.3

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3c. 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), the Intergovernmental Panel on Climate Change (IPCC),
and the Network for Greening the Financial System (NGFS), MITSUBISHI MOTORS considered the “less than 2°C scenario*1,” which assumes actions by society to avoid climatechange 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 our business activities.
In FY2023, we conducted an analysis of not only the risks, but also the impact on our opportunities to expand our sales as a result of increased demand for electrified vehicles. We have expanded the scope of analysis to include overseas suppliers, and country- and region-specific scenario analysis is underway. The results of analysis related
to the impact on our business of the associated risks and opportunities are as described below.
*1 Referenced the IEA’s Announced Pledges Scenario (APS), the IPCC’s “RCP4.5,” the NGFS’ “Net Zero 2050,” etc.
*2 Referenced the IEA’s Stated Policies Scenario (STEPS), the IPCC’s “RCP8.5,” the NGFS’ “Current Policies,” etc.

Impact of Risks and Opportunities on MITSUBISHI MOTORS’ Business Activities
Scenario
Item

Less
than
2°C

Risks/Opportunities

Impact on MITSUBISHI MOTORS’ business•N eed for both developed countries and emerging
Risks
markets to comply with stricter regulations
Strengthening of• Increasing likelihood of noncomplianceregulations forfuel economy/
CO2 and zero-emission
Opportunities • Growing demand for electrified vehicles
vehicles• Introduction and expansion of carbon taxes, causing
Risks
Introduction andcarbon prices to rise
expansion of•Promotion of energy-saving technologies
carbon pricing
Opportunities• Increasing use of renewable energy
Risks• Increased possibility of factory damage and supply
chain disruptions due to frequent and severe heavy
rain and flooding

Increasing
frequency andintensity of
Growthmeteorologicaldisasters (flood• Greater demand for electrified vehicles, owing toing, inundation) Opportunities growing need to secure emergency power sources

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Key countermeasures•H igher development/procurement/production costs• Reduce costs by taking advantage of the•F ines and credit purchase costs increase if regulations are alliance, such as by standardizing componot met
nents• Promote electrification, including PHEV andEV• Increased sales of electrified vehicles and expansion of• Promote new mobility businesses such as
the value chain related to electrified vehicles
energy management using electrified
vehicles and used batteries• Increased direct and indirect tax burdens and higher costs • Promote energy conservation activities andat the procurement, production and logistics stages
introduce renewable energy• Promote CO2 reduction efforts in coopera• Lower energy costs
tion with suppliers• Review BCP, assuming such factors as heavy•D amage to production and development facilities
rain and flooding•L ower earnings due to operational shutdowns due to• Promote risk mitigation initiatives in collabodamage to our own factories and suppliers
ration with suppliers• Reduce costs by taking advantage of thealliance, such as by standardizing components• Increased use of electrified vehicles that can help supply• Promote electrification of PHEV/EV
emergency power• Promote new mobility businesses such asenergy management using electrified
vehicles and used batteries

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure
Disclosure Based
Based ononthethe TCFD
TCFD Recommendations
Recommendations

Targets
l 7.2
l 7.3

ESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

MITSUBISHI MOTORS’ Response Measures
Based on Risks and Opportunities

tions, and governments and municipalities to reduce

We have incorporated goals and action plans for ad-

CO2 emissions at the production stage (through raw

dressing climate-related risks and opportunities that

MITSUBISHI MOTORS will incorporate measures to ad-materials and parts) and in logistics (including prod-

have a particularly significant impact, and are moni-

dress climate-related risks and opportunities into ouructs). We will also promote renewable energy andtoring progress through the Sustainability Committee.

Environmental Plan Package* and business strategies,

charging infrastructure, utilize carbon-neutral fuelwhich set forth the direction and goals of our environ-and promote V2X*3.

1

mental initiatives. In this way, we are promoting initia-b. O rganization’s processes for managing climate-re-

We believe the spread of electrified vehicles rep-lated risks

tives to reduce future risks, ensure sustainable busi-

resents a chance to do new business in the form of

The climate-related risks, opportunities, and corre-ness growth and enhance our resilience as a company.

reuse of used batteries, energy management, andsponding measures identified by the Sustainability

On the product front, we will take our own plug-in

data business using vehicle driving and battery data,

Committee have been assigned to responsible ex-hybrid electric vehicles (PHEV) and commercial electricand in collaboration with our partners and municipal-

ecutives at the executive officer level. We have set

vehicles in the Kei-car segment as a starting point,

ities we will grow a mobility business that contributes

KPI and are implementing a PDCA cycle. Additionally,and leveraging the Allian’s technologies. We will de-toward the realization of a carbon-neutral society,reports on critical risks and opportunities requiring

velop electrified vehicles* and promote fuel-efficientwhich represents a unique opportunity for us as anprompt action are provided to the Board of Directors,

internal combustion vehicles, proactively introducing

automotive maker, into a fourth pillar of revenue after

which decides on appropriate responses.

electrified vehicles that optimally meet customers’

vehicle sales, financing (leasing), and after sales*4.

needs, taking into consideration the energy situation*1 Please see page 23 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) andvehicle to grid (V2G), among others*4 Please see page 34 for details on the mobility business.

2

and infrastructure development status in each country and region. Working toward carbon neutrality is
one of the key challenges stated in “Challenge 2025,”
our mid-term business plan. We will develop electri-

inforce electrified vehicles (FY2026–2028). By FY2028,
we plan to introduce nine electrified vehicle models.
To date, we have introduced three: the “ASX PHEV/
HEV models,” the “COLT HEV model,” and the “XPANDER/XPANDER CROSS HEV model.”In our business activities, we will seek to minimize
energy use and transition to renewable sources ofenergy to reduce CO2 emissions.
Across the supply chain, we will collaborate withbusiness partners, related companies and organizaMITSUBISHI MOTORS CORPORATION Sustainability Report 2024

should address, involving various problems related tofields of the environment, society, and governance.
We have positioned “responding to climate change
and energy issues” as one of the most critical material issues, and we are stepping up our efforts in thisregard across the Group.

fied vehicles and step up our efforts in the Alliance as
we work toward the second phase of our plan to re-

In FY2018, we identified material issues that we

Risk Managementa. Organization’s processes for identifying and assessing 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, considering their potential occurrence and impact levels.
Back ◀

116▶ Nextc. H
 ow process of identifying, assessing, and managing climate-related risks are integrated into theorganization’s overall risk management
Risks affecting our business are managed throughout
the Group and include risks related to the effects ofclimate change. In addition, the Internal Control Committee manages operational hazard risk, based on theannual “Companywide Risk Survey.”
Please see P105 for our Group’s risk management
framework, including the Internal Control Committee.
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure
Disclosure Based
Based ononthethe TCFD
TCFD Recommendations
Recommendations

Targets
l 7.2
l 7.3

Metrics and Targets
a. Metrics used by the organization to assess climate- related risks and opportunities in line with
its strategy and risk management process
MITSUBISHI MOTORS 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 contributeto the realization of a society that is resilient to climate change. We also formulated the “Environmental
Targets 2030,” which clarifies specific initiatives to beachieved by 2030 in accordance with this vision. As
major indices to be monitored and evaluated under“Action to Climate Change,” we set a target for Scope
1 and 2*1 in the category of “CO2 emissions from ourbusiness activities.” We also set a target of reducing
emissions under Scope 3*1, Category 11 (use of soldproducts), which accounts for around 70% of total
emissions throughout our supply chain, as well as “reduction in CO2 emissions from new vehicles” and “ratioof electrified vehicles sales.”In an effort to reinforce sustainable management,
aimed at ensuring the Group’s sustainable growth,
in FY2022 we added ESG-related items to an index
used to determine the medium- to long-term performance-linked compensation for executive officers. In
relation to the environment, we introduced “CO2 emissions from business activities” as an indicator to measure progress in addressing the escalating climate.
To move forward on efforts to reduce CO2 emissions, we will introduce internal carbon pricing(¥18,000 per ton of CO2) for domestic sites fromFY2024, taking into account IEA and other international carbon prices. We will use this as one of the
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

factors for consideration when making decisions on
capital investment.
*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 basedon a GHG protocol. The table below shows actual CO2
emissions in Scope 1, 2, and 3 for the period from
FY2019 to FY2023.
To ensure our information is reliable and transparent, we have obtained independent third-party certification for our Scope 1 and 2 emissions. Please see
P138 for details.
<Scope 1, 2 and 3 Emissions >Scope1
Scope2
Scope3Total

Unit
FY2019 FY2020 FY2021 FY2022 FY2023
x103 t-CO2
110
80
92
95
96
x103 t-CO2
416
285
319
271
264
x103 t-CO2 eq 35,429 20,286 28,294 28,710 31,914
x103 t-CO2 eq 35,955 20,651 28,705 29,076 32,274

c. Targets used by the organization to manage climate-related risks and opportunities and performance against targets.
We are promoting a host of measures based on theEnvironmental Plan Package, which we formulated in2020. 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 theEnvironmental Policy, which incorporates our meBack ◀

117▶ NextESG Data

Targetl 9.4

Targetsl 13.1l 13.2l 13.3dium- 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 Environmental Targets 2030, which clarifies
specific initiatives 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 wewill directly address and have set specific targets forthese themes.
As we position “action to climate change” as a
topmost priority, in September 2022 we stated ouraim of achieving carbon neutrality throughout the
supply chain by 2050, and we revised the Environmental Vision 2050 accordingly. In March 2023, weannounced revised Environmental Targets 2030 toserve as a milestone along the path to achieving carbon neutrality by 2050.
Major FY2030 Targets and Progress
Indicators
Average CO2 emissions
from new vehicles(Tank to Wheel,
Compared to FY2010)
Ratio of electrified
vehicles sales
CO2 emissions frombusiness activities(Total Scope1 and 2,
compared to FY2018)

FY2030Target

FY2035
Target–40%

50%–50%*2

FY2023Result
–17%

100%

15%
–34%

*2 F
 Y2018 emissions of 588 thousand t-CO2 include emissions of 43
thousand t-CO2 from certain equity-method associates.
In March 2023, we reviewed our targets in line with the latest perspectives on selecting companies subject to environmental management. After subtracting emissions from these equity-method
associates, we revised our base figure to 545 thousand t-CO2.

Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

ESG Data

ESG Data
Environmental Data Related to Products and Business Activities
Sales of Electrified Vehicles

Unit
Total electrified vehicles Vehicles
Electrified vehicle sales ratio%

2020
64,5618

2021
65,496
72022*2
97,831
122023
120,070
15

Vehicles

47,75835,55343,02160,68353,330

Vehicles
Vehicles

4,970
42,7885,629
29,924

11,66331,35821,544
39,13917,201
36,129Vehicles
Vehicles
Vehicles

1,015
901
114

1,566
1,517
49

839
690
149

10,461
9,790
671

7,360
7,328
32

Hybrid electric vehicles (HEV) Vehicles
Japan
VehiclesOverseas Vehicles

26,37026,370027,44227,442
0

21,636
21,636
026,325
22,105
4,220

52,962
49,299
3,663

Others*1

Vehicles

—

—

—

362

6,418

Global sales (including
vehicles with internal
combustion engines)

Vehicles 1,126,843

801,442936,749

834,172

815,533

Plug-in hybrid electricvehicles (PHEV)
Japan
Overseas
Electric vehicles (EV)Japan
Overseas

Business Activity Indicators

(FY)

2019
75,1437

CO2 emissions

Unit
Japan (fuelPassenger vehicle
km/L
economy)Import passenger
Unitedmpg
States (fuel vehicle
economy) Light truck
mpg
Passenger vehicle(Production facility: g-CO2/km
EuropeMMC)(CO2 emisPassenger vehicle
sions)*4(Production facility: g-CO2/km
MMTh*5)
L/100km
China (fuel Import vehicle
economy) Local production vehicle L/100km

2019

19.3

2020

20.2

2021
20.5

2022
22.8

21.4

45.4

45.5

45.3

42.2

54.6

36.8

35.8

37.5

39.6

99.6

93.0

46.0

—

104.2

115.3

114.9

—

—
7.5

—
7.89

—
7.4

—
7.1

2020
312
53

2021
358
53

2022
314
52

2023
306
54

Japan
Asia
Othersx103t-CO2
x103t-CO2
x103t-CO2

348
173
5

246
116
3

277
132
2

226
138
2

230
128
2

110
416
526
35,42935,95580285
365
20,286
20,651

92
319
411
28,29428,70595271
366
28,71029,07696
264
360
31,74332,103

Target sites: Environmental management target companies for each fiscal year (including MITSUBISHI
MOTORS)
Ratio of data coverage obtained from environmental management target companies: 100%
Please see page 26 for the 20 environmental management target companies in FY2023.
We have adjusted the requirements for environmental management target companies,
removing equity-method associates from this scope from FY2021. Totals (Scope 1+2) for
FY2019–2020 include CO2 emissions from equity-method associates (35 thousand t-CO2 in
FY2019, 28 thousand t-CO2 in FY2020).
Of the environmental management system target companies in FY2023, 97% of sites by
CO2 emissions conversion base have acquired ISO 14001 or other environmental management system certification.
CO2 emission factors•B ased on “Greenhouse Gas Emissions Conversion, Reporting, and Announcement System based on
the Act on Promotion of Global Warming Countermeasures” (as of April 2024)•O verseas 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.”

2023

35.9

Production
Non-production

2019
464
62

Scope 1 (direct emissions)x103t-CO2
Scope 2 (indirect emissions) x103t-CO2(Scope 1+2) Total
x103t-CO2
Scope 3x103t-CO2 eq(Scope 1+2+3) Total
x103t-CO2 eq*1 Vehicles received from Renault on an OEM basis (HEV, PHEV)*2 Revised some sales in overseas

Product Fuel Economy and CO2 Emissions (Corporate Average)*3

(FY)

Unit
x103t-CO2
x103t-CO2

115.6

12.0
7.2

*3 Values reported publicly in respective countries and regions. Values are by model year in Japan andthe United States and by Calender year in Europe and China.
*4 Driving mode: NEDC Mode (until 2020), WLTP Mode (from 2021)*5 Mitsubishi Motors (Thailand) Co., Ltd.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Scope 3 BreakdownCategory
1

Purchased goods
and services

2 Capital goods

Sustainability Management

Unit

2019

2020

2021

2022

x103tCO2 eq

6,331

4,043

5,495

6,806

x103tCO2 eq

319

310

150

121

49

36

44

70

1,174

541

1,049

1,622

21

11

15

15

Fuel energy not inx103tcluded in Scope 1 or 2 CO2 eq
Upstream transporta- x103t4
CO2 eqtion and distribution

3

5

Waste generated inoperations

x103tCO2 eq

x10 tCO2 eqx103t7 Employee commuting
CO2 eqUpstream leased
x103t8CO2 eqassetsDownstream transx103t9 portation and distriCO2 eq
butionProcessing of sold
x103t10
CO2 eqproducts
x103t11 Use of sold products
CO2 eqEnd-of-life treatment x103t12
CO2 eqof sold products
Downstream leased
x103t13
CO2 eqassets6 Business travel

Environment

3

14 Franchises

x103tCO2 eq

15 Investment

x103tCO2 eq

SocialEnergy Input (Primary and Secondary Energy)
Unit
2019
Total amount
PJ*
9.5

(FY)

2023

Coverage
Consolidated
7,890 (only production)
2019-2022:
Non-con411 solidated
2023: Consolidated
Consoli72
dated
Consoli2,212
dated
2019-2022:
Consolidated (only
24 production)
2023: Consolidated
Consoli12
dated
Consoli12
dated

7.0
1.2

6.5
1.0

Japan
Asia
Others

PJ
PJ
PJ

6.6
2.8
0.1

4.9
2.0
0.1

5.6
2.5
0.1

5.5
2.6
0.1

5.1
2.3
0.1

Target sites: Environmental management target companies for each fiscal year (including MITSUBISHI
MOTORS)
Ratio of data coverage obtained from environmental management target companies: 100%
Please see page 26 for the 20 environmental management target companies in FY2023.
* 1015 joules Unit calorific value: Quoted from the “Act on the Rational Use of Energy”

SOx (Sulfur Oxide)
Total emissions

13

13

—

—

—

—

—

—

—

—

—

—

—

—

NOx (Nitrogen Oxide)

—

—

—

—

—

—

Total emissions

—

13

—

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

19

—

14

—

12

—

—

—

2019-2022:
Somedealers in
Japan
527
2023: All
dealers inJapan andoverseas—

Unitt

VOC (Volatile Organic Compounds)
Unit
Total emissions
t

163

2020

125

2021

50

2022

30

(FY)

2023

25

2019
61

2020
44

2021
58

2022
59

(FY)

2023
58

2019
2,243

2020
1,227

2021
1,511

2022
1,667

(FY)

2023
1,822

Target site: Okazaki Plant, Mizushima Plant, Suiryo Plastic Co. Ltd.

Emissions of Ozone-Depleting Substances
MITSUBISHI MOTORS estimates its FY2023 emissions less than 0.1t (HCFC equivalent).

—

Back ◀

2019

Target sites: Environmental management target companies for each fiscal year (including us)
Ratio of data coverage obtained from environmental management target companies: 100%
Please see page 26 for the 20 environmental management target companies in FY2023.
Calculation method: F uel usage volume calculated using the Ministry of the Environment’s “Environmental Activity Evaluation Program” emission factor

All destination
All desti527
nation26,833 14,927 20,981 19,530 20,056

—

Unit
t

Target sites: Environmental management target companies for each fiscal year (including us)
Ratio of data coverage obtained from environmental management target companies: 100%
Please see page 26 for the 20 environmental management target companies in FY2023.
Calculation method: c alculated the weight of sulfur contained in the used fuel and converted theweight into sulfur dioxide (SO2)

13

—

2023
7.5

7.0
1.2

14

—

2022
8.2

5.9
1.1

4

517

2021
8.2

8.3
1.2

4

529

(FY)

2020
7.0

PJ
PJ

4

382

ESG Data

Production
Non-production

4671Disclosure Based on
the TCFD Recommendations

Governance119▶ NextBack to Contents ▶▶

Message fromthe President & CEO

Generated Waste
Total emissions
Production
Non-production

Sustainability Management

Environment

SocialWastewater Volume

(FY)

Unit
x103t

2019
202

2020
109

2021
143

2022
141

2023
167

x103t
x103t

194
8

103
6

137
6

134
7

162
5

Generated Waste and Externally Disposed Waste
Unit
2019
Total amount produced
x103t
89
Externally disposed waste
Internal recycle

x103t
x103t

53
36

2021
85

2022
84

2023
107

40
18

54
31

60
24

93
14

2020
97
1.1

2021
117
2.4

2022
139
2.9

2023
127
3.0

(FY)

2019
4,104

2020
3,266

2021
3,316

2022
3,311

2023
3,093

Production
Non-production

x103m3x103m3

3,843
261

3,034
232

3,254
62

3,238
73

3,037
56

SewagePublic waters

x103m3x103m3

2,041
2,063

1,713
1,553

1,581
1,735

1,410
1,901

1,298
1,795

Target sites: Environmental management target companies for each fiscal year (including us)
Ratio of data coverage obtained from environmental management target companies: 91%
Please see page 26 for the 20 environmental management target companies in FY2023.
• Includes some estimated figures.

(FY)

2020
58

ESG Data

Unit
x103m3

Total amount

Target sites: Environmental management target companies for each fiscal year (including MITSUBISHI
MOTORS)
Ratio of data coverage obtained from environmental management target companies: 99.7%
Please see page 26 for the 20 environmental management target companies in FY2023.

Disclosure Based on
the TCFD Recommendations

GovernanceTarget site: Okazaki Plant, Mizushima Plant, Kyoto Plant

Raw Material Input
Iron and Aluminum
Resin

Unit
x103t
x103t

2019
141
2.1

(FY)

Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant

Withdrawn Water Volume

(FY)

Unit
x103m3

2019
5,915

2020
4,420

2021
4,640

2022
4,659

2023
4,268

Production
Non-production

x103m3x103m3

5,654
261

4,188
232

4,389
251

4,405
254

4,030
238

City waterIndustrial water
Underground waterx103m3x103m3x103m3

988
3,280
1,647

718
2,594
1,108

383
2,938
1,319

438
2,907
1,314

390
2,816
1,062

Total amount

Target sites: Environmental management target companies for each fiscal year (including us)
Ratio of data coverage obtained from environmental management target companies: 99%
Please see page 26 for the 20 environmental management target companies in FY2023.
• PT Mitsubishi Motors Krama Yudha Indonesia (MMKI) recycles and reuses some of its wastewater. In
FY2023, roughly 216 thousand m3 of water was recycled. (Roughly 5% of total MITSUBISHI MOTORSGroup water withdrawal.)

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

ESG Data

Environmental Accounting
Environmental Conservation Costs
Category

Business Area Cost

Upstream/Downstream Cost
Administration Activity Cost
R&D Cost
Social Activity Cost
Environmental Remediation
Cost
Total

Main Initiatives Details

2021
Investment

Unit

Preventing air pollution,
Pollution Prevention Cost water pollution and soil
pollution
Global Environmental
Preventing global warming
Conservation Costand the ozone depletion
Reduction, proper disposal
Resource Circulation Costand recycling of the waste
Withdrawing used bumpers and corresponding automobile recycling law
Maintaining certification of ISO14001, educating employees and monitoring
Research and development about reductions in environmental impact of products such as improving fueleconomy and exhaust gas measures
Hands-on environmental lessons, supporting global
environmental activity, donation to environmentalgroups and disclosing environmental information
Compensation for environmental damage by businessactivities

Cost

2023
Investment

Cost

(FY)

Cost

Million yen

591

658

616

663

186

702

Million yen

78

10

183

56

373

19

Million yen

0

732

0

754

92

654

Million yen

0

1,430

1

1,287

0

1,202

Million yen

30

561

66

551

96

571

Million yen

661

27,691

822

41,9081,013

53,675

Million yen

0

241

0

269

15

199

Million yen

0

2

0

1

0

1

Million yen

1,359

31,324

1,688

45,4891,775

57,023

Capitalinvestment

Unit
100 Million
yen<Reference> MITSUBISHI MOTORS Group-wide capital investment, R&D cost2022
Investment

Capitalinvestment

R&D cost

627

907

786

R&D cost
1,072

Capitalinvestment
936

R&D cost
1,146

Target site: MITSUBISHI MOTORS

Economic Benefit Associated with Environmental Conservation Activities (Actual Benefits)
Category
Details of Benefit
Unit
Operating revenue from the sale of recycled waste products
Revenue
Million yen
and used products produced through key business
Energy expense saving through energy conservation
Million yen
Water expense saving through water conservation
Million yen
Cost Reduction
Disposal cost saving through lower resource input or recycle Million yen
Packaging materials cost saving through recycling
Million yen
Total
Million yen

(FY)

2021

2022

2023

2,540

2,518

2,346

(1,636)
14
(72)
379
1,225

(4,463)
(7)
(141)
120
(1,973)

1,165
21
29
122
3,683

Target site: MITSUBISHI MOTORSMITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

ESG Data

Human Resource-Related Data
Number of Employees (persons)
Number of RegularMale
employees employees Female(nonconTotal
solidated) NonMale
regularFemaleemployees Total
Of which, Male
parttime Female
employees Total
Grand
total
Number of Regular
employees employees(consoli- Non-regular
dated)
employees(Percentage
of non-regular
employees)
Total
Number of Japan
Regular
Employees
employees
by Region
Non-regular
employees
Total
Asia
Regularemployees
Non-regular
employees
Total
North
RegularAmerica
employees
Non-regular
employees
Total
EuropeRegularemployees
Non-regular
employees
Total
Australia Regularand others employees
Non-regular
employees
Total

Number of Employees by Region in FY2023 (28,982 consolidated)

FY201912,8481,559
14,407
2,806
470
3,276
35
77
112

FY202012,403
1,548
13,951
2,215
359
2,574
78
68
146

FY2021
12,3091,520
13,829
3,045
396
3,441
318
79
397

FY2022
12,1391,532
13,671
3,076
454
3,530
341
91
432

FY2023
12,248
1,596
13,844
3,157
480
3,637
348
86
434

17,795

16,671

17,667

17,633

17,91532,17130,091

28,79628,42828,982

Number of Locally-Hired Managerial Employees at Overseas Subsidiaries

8,967(23.6%)

Number of mana- Persons
gerial employees Ratio
Number of employees

8,123(22.2%)

Europe 284 (1%)
North America
539 (2%)Australia and others272 (1%)
Asia
8,937
(31%)

Japan
18,950(65%)

FY2019
1,098
10.2%
10,736FY2020
1,018
10.6%
9,631

FY2021
1,099
11.5%
9,549

FY2022
1,174
12.3%
9,581

FY2023
1,230
12.3%
10,032FY2019
1,775
83
1,858
4.5%

FY2020
1,567
70
1,637
4.3%

FY2021
1,512
81
1,593
5.1%

FY2022
1,515
98
1,613
6.1%

FY2023
1,574
106
1,680
6.3%

7,558
(19.0%)

6,434(17.6%)

7,948(21.6%)

39,72936,52536,74436,55137,949———18,847

18,950

Number of Management*

—

—

—

4,261

4,432

Persons———

23,10823,382

—

—

—

8,518

8,937

Total
Female management ratio

—

—

—

3,744

4,411

—

—

—

12,262

13,348* Figures are as of end-March. Ratio is calculated based on the number of all managerial employees
including Corporate Officers in the non-consolidated.

—

—

—

508

539

—

—

—

50

49

—

—

—

558

588

—

—

—

291

284

—

—

—

57

56

—

—

—

348

340

—

—

—

264

272

—

—

—

11

19

—

—

—

275

291

Male
FemaleNumber of Executives
Persons
Female executive
ratio

Male
FemaleJul. 2020
22
4
15.4%

Jul. 2021
22
2
8.3%

Jul. 2022
22
2
8.3%

Jul. 2023
21
2
8.7%

Jul. 2024
19
3
13.6%

(As of each fiscal year-end)* From FY2023, the numbers of non-regular employees (parttime employees, fixed-term employees,
dispatched employees, etc.) are shown as the annual average number of employees.
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Message fromthe President & CEO

Sustainability Management

Environment

Employee Composition (non-consolidated)
Average age

Male
FemaleAverage years Maleof service
FemaleNumber of
Retirement
employees who Voluntary
have left theretirementcompany(Percentage
of voluntary
retirement)*1
Involuntary
retirement
Work transfer, other
Total

Social

FY2019
41.4
38.1
16.2
11.6
381

FY2020
41.1
37.5
15.8
11.1
203

FY2021
41.9
38.5
15.9
11.7
191

FY2022
42.3
38.8
15.8
11.9
298

FY2023
42.5
39.1
15.8
11.8
217

303
(2.1%)

305(2.2%)

418(3.0%)

392(2.9%)

354(2.6%)

14

11

10

13

5

37

483

25

36

25

735

1,002

644

739

601

Wage Levels

StartingsalaryRatio of
PerformanceLinked
Compensation

University graduate/ Master’s
degree or above
Junior college/
vocational school
graduates
High school
graduates/other
Total

Male
FemaleFY2019229
76

FY2020204
76

FY202142
16

FY2022
104
23

FY2023
150
26

MaleFemale

1
0

0
0

5
5

2
0

2
0

Male
FemaleMale
Female

138
16
368
92

182
9
386
85

54
1
101
22

74
4
180
27

75
3
227
29

Number of Mid-Career Employees
Administrative and Male
engineering staff Female
ManufacturingMale
workers
FemaleTotal
Male
FemaleFY2019
152
44
0
0
152
44

FY2020

6
4
1
0
7
4

FY2021
70
14
0
0
70
14

FY2022
248
56
0
0
248
56

(As of April 1, 2024)

Comparison with local
minimum wage*2¥191,100

115%¥196,000¥209,700¥194,500¥246,700¥263,000¥289,200
Maximum of 37% ofGeneral Manager
annual basic salary
General Manager (responsible for specific Maximum of 32% ofduties)annual basic salary
Maximum of 22% ofManagerannual basic salary

118%
116%
108%
136%
146%
160%

FY2023¥7,863,000
78.9%

Average salary of all employees(annual)Percentage of women’s salaries to men’s salaries (annual)

Working Hours and Ratio of Paid Leave Taken (annual)
Total working hours
per person per year
Overtime worked perperson per year
Ratio of annual paid
leave taken*3

FY20192,013.6
hours
288.6
hours

FY20201,880.8
hours
221.4
hours

FY2021
1,960.3
hours
248.7
hours

FY2022
1,946.7
hours
298.9
hours

FY2023
1,947.6
hours
297.5
hours

100.6%

99.2%

89.5%

94.8%

93.4%

*3 Days of annual paid leave taken during the year
(days carried forward from the previous year + days granted for the current year)
×100
Days of annual paid leave granted for the current year

FY2023
377
68
3
0
380
68

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Monthly
compensation

High school graduate Administrative andEngineering staff
High school graduate Manufacturing Worker
Technical college graduate
Junior college graduate
University graduate
Master’s degree
Doctor of Philosophy

Number of Persons Taking Childcare Leave
Number of persons Maletaking childcare
Femaleleave
Total

FY201949
145
194

FY202035
46
81

Retention Rate of Returnees from Childcare Leave
Retention rate of returnees*4

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ESG Data*2 Minimum wages are calculated based on the minimum wage in Aichi Prefecture (¥1,027/hour) for
high school graduates and the minimum wage in Tokyo (¥1,113/hour) for non-high school graduates
as of April 2024, 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, nationality,gender or other factors among people performing the same job.

*1 Ratio of voluntary retirement in a year among those enrolled at the end of the fiscal year

Number of New Graduates Hired

Disclosure Based on
the TCFD Recommendations

Governance123

FY201997.7%

FY202096.0%

FY2021
88
68
156

FY2022128
57
185

FY2023126
66
192

FY202195.0%

FY202294.0%

FY202391.8%*4 T otal number of employees still employed 12 months after returning to work from childcare leave
×100
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Message fromthe President & CEO

Sustainability Management

Environment

SocialNumber of Persons Who Utilize Major Programs to Promote Work-Life-Balance
FY2023 Results

Pregnancy leave
Maternity leave
Spousal maternity leave
Childcare leave
ChildcareChildcare leave at birthChild nursing leave
Reduced working hours for childcare
Nursing care leave
Short-term nursing care leave
Nursing care
Reduced working hours fornursing care
Life plan leave
Accumulation of unused paid leave
Flextime system (including
managerial employees)*1
Reemployment system umber of employees regMiscellaneous N
istered as candidates forre-hiring under the reemployment system(Returnees in FY2022)
Accompanying leave(Returnees in FY2022)

Male

—
—
179
126
69
492
18
6
291

Female

Total

8
83
—
66
—
198
196
4
74

Disclosure Based on
the TCFD Recommendations

Governance

FY2023 Training Led by the Human Resources Division
Number of employees who took courses
during the year (total)
Total number of hours attended
Total training expenses
Number of course hours/days attended per
employee*4
Training expenses per employee*5

8
83
179
192
69
690
214
10
365

2

3

5

179
776

42
68

221
844

6,278

1,154

7,432

5
(0)

6
(2)

11
(2)

2
(0)

9
(1)

11
(1)

Accident Rate (Accident Frequency)
Overall accident rate*6
Accident rate with loss of
workdays*7

FY2021
0.20

FY20220.31

FY2023
0.33

0.10

0.00

0.03

0.06

0.08

*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

Number of Out of Operations, and Global Lost Work Days
FY2021

Employee Shareholding Association

2.20

400

363.0

2.39

2.41

2.32

361.0

370.5

360.0

Employment rate (%)
3.0

2.51

397.5

2.0
1.5

200

1.0

100

0.5

0

2020

2021

2022

2023

2024

Number of members of theemployee shareholding
association
Membership rate
Shares owned

2.5

300

¥8,877

FY20200.30

Employment of People with Disabilities*2, 3500

9.3 hours/1.16 days

FY20190.42*1 With regard to the flextime system, the number of employees eligible to use the system (as of April
1, 2023)

Number of disabled persons hired (as of April)

9,010
128,254 hours¥122,890,000*4 Total number of hours attended/Number of regular employees (non-consolidated)*5 Total training expenses/ Number of regular employees (non-consolidated)

Number of out of operations
Total number of out of
operation days

(persons)
600

ESG Data

00

FY20220

FY202300
0

As of March 2024
871
5.8%
1,986,026

0.0*2 The number of persons hired and the employment rate are calculated in accordance with the “Actto Facilitate the Employment of Persons with Disabilities,” with the employment of one person witha severe physical or intellectual disability being counted as two persons.
*3 In principle, employment of a one with reduced working hour worker is calculated as 0.5 persons. However, one part-time worker with a severe physical or intellectual disability is counted as one person.
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Message fromthe President & CEO

Sustainability Management

Environment

SocialDisclosure Based on
the TCFD Recommendations

Governance

ESG Data

Governance-Related Data
Overview of Corporate Governance (As of end of FY2023)
Organizational form
Board of Directors members
Outside directors
Of whom, independent directors
Number of Board of Directors meetings
Ratio of attendance at Board of Directors
meetings
Of which, ratio of attendance by outside
directors
Chairperson of the Board of Directors
Statutory committees
Nomination Committee
Compensation Committee
Audit Committee

Compliance-Related Data

Company with a Nomination Committee, etc.
13
11
5
17
97%

 Number of reports to or consultations with the hotline
Employee Consultation
Office (helpline)
Outside attorney
consultation (helpline)

97%
Chairman of the Board
Nomination Committee, Compensation
Committee, Audit Committee
5 (including 5 outside directors)
Chairperson: Outside director(independent director)
5 (including 4 outside directors)
Chairperson: Outside director
5 (including 4 outside directors)
Chairperson: Outside director(independent director)

MITSUBISHI MOTORSGlobal Hotline
Business Partner Helpline

FY2019FY2020

FY2021

FY2022

FY2023

166

112

109

74

74

4

2

5

3

7

25

14

19

16

20

3

4

1

1

3

FY2019FY2020

FY2021

FY2022

FY2023

MITSUBISHI
MOTORS,
affiliatedcompanies

0

0

0

0

0

MITSUBISHI
MOTORS

7

0

5

0

5

5

1

1

2

1

3

1

1

6

2

2

4

1

1

2

24

13

23

12

6

0

2

2

5

3

 Number of compliance infractions

Targets

Serious violations thatdamage trust withcustomers, investors, etc.

Total Compensation in FY2023
Information related to total compensation is disclosed in the Annual Securities Report.

Sexualharassment

Affiliatedcompanies
ImproperMITSUBISHI
conduct
MOTORS
related to
Bullying
Affiliatedhuman rights
companies
violations
MITSUBISHI
Violation of the MOTORSLabor StanAffiliateddards Act.
companies

WEB https://www.mitsubishi-motors.com/en/investors/library/pdf/20240621yuka_e.pdf

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Targets
MITSUBISHI
MOTORS,
affiliatedcompanies
MITSUBISHI
MOTORS,
affiliatedcompanies
MITSUBISHI
MOTORS,
affiliatedcompanies—

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

GRI Standards Reference Chart
GRI 1: Foundation 2021
Statement of use

MITSUBISHI MOTORS has referred to GRI standards and reports the information contained in this reference chart for the period from April 1, 2023 to March 31, 2024.

GRI 2: General Disclosures 2021
Item
1. The organization and its reporting practices
2-1
Organizational detailsa. Its legal nameb. Its nature of ownership and legal formc. The location of its headquarters
d. Its countries of operation
2-2
Entities included in the organization’s sustainability reporting
2-3
Reporting period, frequency and contact point
a. The reporting period for, and the frequency of, its sustainability reportingb. The reporting period for its financial reporting and, if it does not align with the period for its sustainability reporting, explain the reason for thisc. The publication date of the report or reported informationd. The contact point for questions about the report or reported information
2-4
Restatements of information
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
2. Activities and workers
2-6
Activities, value chain and other business relationships
a. The sector(s) in which it is activeb. Its value chainc. Other relevant business relationships
d. Significant changes compared to the previous reporting period

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126▶ NextIndex for applicable pages
Corporate Overview
Securities Report (P4-5) Description of business, (P6-8) Status of subsidiaries andassociates

Editorial Policy
Securities Report (P6-8) Status of subsidiaries and associates
Editorial Policy

N/A
Third-Party AssuranceSocial＞Achieving a Sustainable Supply Chain
Securities Report (P4-5) Description of business

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Item
Index for applicable pages
2-7
Corporate Overview
Employees
ESG Data＞Human Resource-Related Data
a. The total number of employees, and a breakdown of this total by gender and by region
Securities Report (P11-12) Employeesb. The total number of permanent employees and temporary employees, and a breakdown by genderand by region
2-8—
Workers who are not employees
a. The total number of workers who are not employees and whose work is controlled by the organizationb. The methodologies and assumptions used to compile the datac. Significant fluctuations in the number of workers who are not employees during the reporting period and between reporting periods
3. Governance
2-9
Governance＞Corporate Governance＞System of Corporate Governance
Governance structure and composition
Governance＞Internal Control
a. Its governance structure, including committees of the highest governance body
Sustainability Management＞Our approach to and framework for promoting sustainability＞Framework for promoting sustainabilityb. The committees of the highest governance body that are responsible for decision-making on andoverseeing the management of the organization’s impacts on the economy, environment, and people Corporate Governance Report (P●) Corporate Governance and Business Execution
Structuresc. The composition of the highest governance body and its committees
2-10
Governance＞Corporate Governance＞System of Corporate GovernanceNomination and selection of the highest governance body
Corporate Governance Report (P●-●)a. T
 he nomination and selection processes for the highest governance body and its committees
I. Basic Views on Corporate Governance, Capital Structure, Corporate Profile andOther Basic Informationb. The criteria used for nominating and selecting highest governance body members
II. Business Management Organization and Other Corporate Governance Systems
regarding Decision-making, Execution of Business, and Oversight in Management
2-11
Governance＞Board of Directors composition
Chair of the highest governance body
Securities Report (P64) Information about corporate governance, etc.
a. W
 hether the chair of the highest governance body is also a senior executive in the organization
Securities Report (P21-25) Business-related risks, (P64-107) Information about
2-12
corporate governance, etc.
Role of the highest governance body in overseeing the management of impacts
Governance＞Corporate Governancea. T he role of the highest governance body and of senior executives in developing, approving, andSustainability Management＞Our approach to and framework for promoting
updating the organization’s purpose, value or mission statements, strategies, policies, and goals
sustainability
related to sustainable developmentb. The role of the highest governance body in overseeing the organization’s due diligence and other processes to identify and manage the organization’s impacts on the economy, environment, and peoplec. T he role of the highest governance body in reviewing the effectiveness of the organization’s processes, and the frequency of this review.
Securities Report (P64-107) Information about corporate governance, etc.
2-13
Sustainability Management＞Our approach to and framework for promoting susDelegation of responsibility for managing impactsa. H ow the highest governance body delegates responsibility for managing the organization’s impacts tainability＞Framework for promoting sustainability
Governance＞Corporate Governance＞System of Corporate Governanceon the economy, environment, and peopleb. The process and frequency for senior executives or other employees to report back to the highest Disclosure Based on the TCFD Recommendations＞Governancegovernance body on the management of the organization’s impacts on the economy, environment,
and people
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Item
Index for applicable pages
2-14
Sustainability Management＞Our approach to and framework for promoting sustainability＞Framework for promoting sustainability
Role of the highest governance body in sustainability reportinga. T he process for reviewing and approving the reported information, including the organization’smaterial topics by the highest governance body
2-15
Governance＞Corporate Governance＞System of Corporate Governance
Conflicts of interest
Corporate Governance Report (P●-●) I. Basic Views on Corporate Governance,
Capital Structure, Corporate Profile and Other Basic Informationa. T he processes for the highest governance body to ensure that conflicts of interest are prevented
and mitigatedb. Whether conflicts of interest are disclosed to stakeholders
2-16
Governance＞Risk Management＞Development of Risk Management Framework
Communication of critical concerns
Governance＞Compliance＞Management Structurea. Whether and how critical concerns are communicated to the highest governance body
Disclosure Based on the TCFD Recommendations＞Governanceb. T he total number and the nature of critical concerns that were communicated to the highest governance body during the reporting period
2-17Corporate Governance Report (P●-●) Basic Views on Corporate Governance,
Capital Structure, Corporate Profile and Other Basic Information
Collective knowledge of the highest governance body
Governance＞Corporate Governance＞System of Corporate Governancea. M easures taken to advance the collective knowledge, skills, and experience of the highest governance body on sustainable development
2-18
Governance＞Corporate Governance＞System of Corporate GovernanceEvaluation of the performance of the highest governance body
Corporate Governance Report (P●-●) Basic Views on Corporate Governance,
Capital Structure, Corporate Profile and Other Basic Informationa. T he processes for evaluating the performance of the highest governance body in overseeing themanagement of the organization’s impacts on the economy, environment, and people
b. Whether the evaluations are independent or not, and the frequency of the evaluationsc. A
 ctions taken in response to the evaluations, including changes to the composition of the highest
governance body and organizational practices
2-19
Message from the President & CEO
Remuneration policies
Governance＞Executive Remunerationa. T he remuneration policies for members of the highest governance body and senior executives
Corporate Governance Report (P●) Incentives
b. How the remuneration policies for members of the highest governance body and senior executives Securities Report (P100-106) Compensation, etc. of corporate officers
relate to their objectives and performance in relation to the management of the organization’s
impacts on the economy, environment, and people
2-20
Governance＞Executive Remuneration
Process to determine remuneration
Governance＞Corporate Governance＞System of Corporate Governancea. The process for designing its remuneration policies and for determining remuneration
Corporate Governance Report (P●) Incentives
b. The results of votes of stakeholders (including shareholders) on remuneration policies and proposals Securities Report (P100-106) Compensation, etc. of corporate officers
2-21—
Annual total compensation ratioa. T he ratio of the annual total compensation for the organization’s highest-paid individual to themedian 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 highest-paid individual to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual)
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Item
Index for applicable pages
4. Strategy, policies and practices
2-22
Message from the President & CEO
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 tosustainable development
2-23
Sustainability Management＞Corporate Philosophy and Policy
Policy commitments
Environment＞Environmental Plan Package＞Environmental Policya. Its policy commitments for responsible business conduct
Environment＞Preservation of Biodiversity＞Basic Approach＞MITSUBISHI MOTORS Group Guidelines for the Preservation of Biodiversity
b. Its specific policy commitment to respect human rights
Social＞Respect for Human Rights＞Human Rights Policyc. Links to the policy commitments
Social＞Achieving a Sustainable Supply Chain＞Basic Approachd. The level at which each of the policy commitments was approvede. T he extent to which the policy commitments apply to the organization’s activities and to its busi- Social＞Promoting Diversity and Inclusion, and Enhancement of Employee Engagement＞Basic Approach＞Diversity Promotion Policy
ness relationships
f. H
 ow the policy commitments are communicated to workers, business partners, and other relevant Social＞Promoting Occupational Health and Safety＞Basic Approach＞Health and
Safety Management Policy
parties
Social＞Improvement of Product, Sales, and Service Quality＞Basic Philosophy andQuality Policy
Social＞Promoting Social Contribution Activities＞Basic Approach and Policies＞Social Contribution Activities Policy
Governance＞Corporate Governance＞Basic Approach and Policies
Governance＞Internal Control＞Basic Approach and Policies
Governance＞Risk Management＞Basic Approach and Policies
Governance＞Compliance＞Basic Approach and Policies＞Global Code of Conduct
Governance＞Compliance＞Anti-Corruption＞Policies and Approach
Governance＞Compliance＞Approach to Taxation＞Global Tax Policy
Privacy Policy
2-24
Sustainability Management＞Framework for promoting sustainability
Embedding policy commitments
Social＞Respect for Human Rightsa. H
 ow it embeds each of its policy commitments for responsible business conduct throughout its
Social＞Achieving a Sustainable Supply Chain＞Management Structure
activities and business relationships
Governance＞Compliance
Securities Report (P14-20) Approach to and initiatives for sustainability
2-25
Environment＞Environmental Management＞Environmental Risk Management
Processes to remediate negative impacts
Social＞Respect for Human Rights＞Human Rights Policya. Its commitments to provide for or cooperate in the remediation of negative impacts that the orga- Social＞Respect for Human Rights＞Human Rights Due Diligencenization identifies it has caused or contributed toSocial＞Respect for Human Rights＞Access to Remedyb. Its approach to identify and address grievances, including the grievance mechanisms that the or- Governance＞Compliance＞Establishment of Internal and External Consultation
ganization has established or participates in
Officesc. O ther processes by which the organization provides for or cooperates in the remediation of negative impacts that it identifies it has caused or contributed tod. How the stakeholders who are the intended users of the grievance mechanisms are involved in thedesign, review, operation, and improvement of these mechanisms
e. How the organization tracks the effectiveness of the grievance mechanisms and other remediation processes
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Sustainability Management

Environment

SocialGovernance

Item
2-26
Mechanisms for seeking advice and raising concerns

Disclosure Based on
the TCFD Recommendations

ESG Data

Index for applicable pages
Environment＞Environmental Management＞Environmental Risk Management
Social＞Respect for Human Rights＞Access to Remedy
Social＞Achieving a Sustainable Supply Chain＞Management Structure＞Establishing a Business Partner Helpline
Governance＞Compliance＞Establishment of Internal and External Consultation
Offices
Environment＞Environmental Management＞Environmental Risk Management
Governance＞Compliance

2-27Compliance with laws and regulations
a. The total number of significant instances of non-compliance with laws and regulations during thereporting periodb. The total number and the monetary value of fines for instances of noncompliance with laws andregulations that were paid during the reporting period
2-28
Sustainability Management＞Our approach to and framework for promoting sustainability＞Participation in External Organizations
Membership associations
a. Industry associations, other membership associations, and national or international advocacy orga- Environment＞Environmental Management＞Participation in External Associations and Initiatives
nizations in which it participates in a significant role
Social＞Respect for Human Rights＞Management Structure
Social＞Achieving a Sustainable Supply Chain＞Participating in Outside Initiatives
Social＞Promoting Diversity and Inclusion, and Enhancement of Employee Engagement＞Participating in Initiatives Outside the Company
5. Stakeholder engagement
2-29
Sustainability Management＞Stakeholder Engagement
Approach to stakeholder engagem
2-30
Social＞Promoting Occupational Health and Safety＞Labor-Management Relations
Collective bargaining agreements
a. The percentage of total employees covered by collective bargaining agreements
GRI 3: Material topics 2021
Item
Index for applicable pages
3-1
Sustainability Management＞MITSUBISHI MOTORS’ Materiality
Process to determine material topics
3-2
Sustainability Management＞MITSUBISHI MOTORS’ Materiality
List of material topics
a. List of material topics
b. Changes to the list of material topics compared to the previous reporting period
3-3Sustainability Management＞MITSUBISHI MOTORS’ Materiality
Management of material topics
Top Pages of Performance Reports for Each Material Issue P29, 45, 48, 52, 54,
a. T he actual and potential, negative and positive impacts on the economy, environment, and people, 61, 68, 72, 75, 78, 83, 89, 92, 99
including impacts on their human rights
b. Whether the organization is involved with the negative impacts through its activities or as a resultof 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 takenf. How engagement with stakeholders has informed the actions taken and how it has informed
whether the actions have been effective
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Message fromthe President & CEO

Sustainability Management

Environment

SocialItem
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 defining significance201-2

a. Risks and opportunities posed by climate change that have the potential to generate substantive changes inoperations, revenue, or expenditure

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 explainc. If 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 coveraged. Percentage of salary contributed by employee or employer
e. Level of participation in retirement plans
201-4
a. Total monetary value of financial assistance received by the organization from any government during the reporting periodb. The information in 201-4-a by countryc. 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
202-2
Proportion of senior management hired from the local community
GRI 203: Indirect Economic Impacts 2016
203-1
Infrastructure investments and services supported
203-2

Examples of significant identified indirect economic impacts of the organization, including positive and negative
impacts

GRI 204: Procurement Practices 2016
204-1
Proportion of spending on local suppliers

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ESG Data

Index for applicable pages

Securities Report (P1-12) Overview of the Company
Securities Report (P111) Consolidated statement of income
Social＞Promoting Social Contribution Activities＞BasicApproach and Policies
Environment＞Responding to Climate Change and Energy
IssuesEnvironment＞Environmental Plan Package＞Environmental Targets 2030
Disclosure Based on the TCFD Recommendations＞Strategy
Securities Report (P21-25) Business-related risks
Securities Report (P143-145) Retirement benefits—

ESG Data＞Human Resource-Related Data
ESG Data＞Human Resource-Related Data
Social＞Contribution to Local Economy through Business
Activities＞Basic ApproachSocial＞Delivering Products Which Help Prevent Traffic
Accidents
Social＞Contribution to Local Economy through Business
Activities＞Basic ApproachSocial＞Promoting Social Contribution Activities
Social＞Achieving a Sustainable Supply Chain＞Promotionof Localization

GRI 205: Anti-corruption 2016
205-1
Operations assessed for risks related to corruption
205-2
Communication and training about anti-corruption policies and procedures

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Disclosure Based on
the TCFD Recommendations

Governance

Governance＞Compliance＞Anti-Corruption
Social＞Achieving a Sustainable Supply Chain＞Supplier
CSR Guidelines
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Item
205-3
Confirmed incidents of corruption and actions taken
GRI 206: Anti-competitive Behavior 2016
206-1
Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
GRI 207: TAX 2019
207-1
Approach to tax
207-2
Tax governance, control, and risk management
207-3
Stakeholder engagement and management of concerns related to tax
207-4
Country-by-country reporting
Environment
GRI 301: Materials 2016
301-1
Materials used by weight or volume

Energy consumption outside of the organization

302-3
302-4

Energy intensity
Reduction of energy consumption

302-5

Reductions in energy requirements of products and services

Governance＞Compliance＞Management Structure
Governance＞Compliance＞Approach to Taxation
Governance＞Compliance＞Approach to Taxation
Governance＞Compliance＞Approach to Taxation—

GRI 303: Water and Effluents 2018
303-1
Interactions with water as a shared resource
303-2
Management of water discharge-related impacts
303-3
Water withdrawal

303-4

Water discharge

303-5

Water consumption

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
304-2
Significant impacts of activities, products, and services on biodiversity
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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ESG Data

Index for applicable pages
Governance＞Compliance＞Anti-Corruption

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
GRI302: Energy 2016
302-1
Energy consumption within the organization
302-2

Disclosure Based on
the TCFD Recommendations

132▶ NextESG Data＞Environmental Data Related to Products andBusiness Activities—
Environment＞Resource Recycling Initiatives
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities—
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities
Environment＞Conservation of Water Resources
Environment＞Conservation of Water Resources
Environment＞Conservation of Water Resources
ESG Data＞Environmental Data Related to Products andBusiness Activities
Environment＞Conservation of Water Resources
ESG Data＞Environmental Data Related to Products andBusiness Activities
WEB＞Atmosphere/Wastewater Quality/PRTR-designatedPollutants Data
ESG Data＞Environmental Data Related to Products andBusiness Activities
Environment＞Preservation of Biodiversity
Environment＞Preservation of Biodiversity
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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Item
304-3
Habitats protected or restored
304-4
IUCN Red List species and national conservation list species with habitats in areas affected by operations
GRI305: Emissions 2016
305-1
Direct GHG emissions (Scope 1)

305-2

Energy indirect GHG emissions (Scope 2)

305-3

Other indirect GHG emissions (Scope 3)

305-4

GHG emissions intensity

305-5

Reduction of GHG emissions

305-6

Emissions of ozone-depleting substances (ODS)

305-7

Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions

GRI 306: Waste 2020
306-1
Waste generation and significant waste-related impacts
306-2Management of significant waste-related impacts
306-3
Waste generated
306-4

Waste diverted from disposal

306-5

Waste directed to disposal

ESG Data

Index for applicable pages
Environment＞Preservation of Biodiversity
WEB＞ESG Data＞Biodiversity Data
Disclosure Based on the TCFD Recommendations＞Metrics
and Targets
ESG Data＞Environmental Data Related to Products andBusiness Activities
Disclosure Based on the TCFD Recommendations＞Metrics
and Targets
ESG Data＞Environmental Data Related to Products andBusiness Activities
Disclosure Based on the TCFD Recommendations＞Metrics
and Targets
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities
Environment＞Environmental Plan Package＞Environmental Targets 2030
ESG Data＞Environmental Data Related to Products andBusiness Activities
Identifying Materiality
ESG Data＞Environmental Data Related to Products andBusiness Activities
Environment＞Prevention of Pollution＞Preventing Air Pollution
ESG Data＞Environmental Data Related to Products andBusiness Activities
WEB＞ESG Data＞Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data
Environment＞Resource Recycling Initiatives
Environment＞Resource Recycling Initiatives
Environment＞Resource Recycling Initiatives
ESG Data＞Environmental Data Related to Products andBusiness Activities
WEB＞ESG Data＞Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data
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 2016308-1
New suppliers that were screened using environmental criteria
308-2
Negative environmental impacts in the supply chain and actions taken
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Disclosure Based on
the TCFD Recommendations

Social＞Achieving a Sustainable Supply Chain
Social＞Achieving a Sustainable Supply Chain
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Message fromthe President & CEO

Sustainability Management

Environment

SocialItem
SocialGRI 401: Employment 2016
401-1
Total number and rate of new employee hires during the reporting period, by age group, gender and region
401-2
Benefits provided to full-time employees that are not provided to temporary or part-time employees
401-3
Total number of employees that took parental leave, by gender
GRI 402: Labor/Management Relations 2016
402-1
Minimum notice periods regarding operational changes

403-2

Hazard identification, risk assessment, and incident investigation

403-3

Occupational health services

403-4

Worker participation, consultation, and communication on occupational health and safety

403-5

Worker training on occupational health and safety

403-6

Promotion of worker health403-7

Prevention and mitigation of occupational health and safety impacts directly linked by business relationships

403-8

Workers covered by an occupational health and safety management system

403-9Work-related injuries

403-10Work-related ill health

GRI 404: Training and Education 2016
404-1
Average hours of training per year per employee
404-2
Programs for upgrading employee skills and transition assistance programs
404-3
Percentage of employees receiving regular performance and career development reviews
GRI 405: Diversity and Equal Opportunity 2016405-1
Diversity of governance bodies and employees
Ratio of basic salary and remuneration of women to men

GRI 406: Non-discrimination 2016406-1
Incidents of discrimination and corrective actions taken
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ESG Data

Index for applicable pages
ESG Data＞Human Resource-Related Data
ESG Data＞Human Resource-Related Data
Securities Report (P143-145) Retirement benefits
ESG Data＞Human Resource-Related Data
Social＞Promoting Occupational Health and Safety＞Labor-Management Relations

GRI403: Occupational Health and Safety 2018403-1
Occupational health and safety management system405-2

Disclosure Based on
the TCFD Recommendations

GovernanceSocial＞Promoting Occupational Health and Safety＞BasicApproachSocial＞Promoting Occupational Health and Safety＞Management Structure
Social＞Promoting Occupational Health and Safety＞Initiatives to Ensure Workplace Safety
Social＞Promoting Occupational Health and Safety＞Management Structure
Social＞Promoting Occupational Health and Safety＞Management Structure
Social＞Promoting Occupational Health and Safety＞Initiatives to Ensure Workplace Safety
Social＞Promoting Occupational Health and Safety＞Initiatives to Ensure Workplace Safety
Social＞Promoting Occupational Health and Safety＞Initiatives to Ensure Workplace Safety
Social＞Promoting Occupational Health and Safety＞BasicApproachSocial＞Promoting Occupational Health and Safety＞Initiatives to Ensure Workplace Safety
ESG Data＞Human Resource-Related Data
Social＞Promoting Occupational Health and Safety＞Initiatives to Ensure Workplace Safety
ESG Data＞Human Resource-Related Data
Social＞Stepping up Human Resource Development
Social＞Stepping up Human Resource Development
Governance＞Board of Directors Composition
ESG Data＞Human Resource-Related Data
Social＞Human Resources Management＞Basic Framework＞Human Resource Evaluation and Compensation
ESG Data＞Human Resource-Related Data—

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Message fromthe President & CEO

Sustainability Management

Environment

SocialItem
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
GRI 408: Child Labor 2016
408-1
Operations and suppliers at significant risk for incidents of child labor

N/A

412-3

Significant investment agreements and contracts that include human rights clauses or that underwent humanrights screening
GRI413: Local Communities 2016413-1
Operations with local community engagement, impact assessments, and development programs

413-2
Operations with significant actual and potential negative impacts on local communities
GRI 414: Supplier Social Assessment 2016414-1
New suppliers that were screened using social criteria
Negative social impacts in the supply chain and actions taken

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135

Social＞Promoting Occupational Health and Safety＞Labor-Management Relations

N/A

Employee training on human rights policies or procedures

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

Index for applicable pages

Social＞Respect for Human Rights＞Complying with the
Human Rights Policy
Social＞Achieving a Sustainable Supply Chain＞Supplier CSR
Guidelines

GRI 410: Security Practices 2016
410-1
Security personnel trained in human rights policies or procedures
GRI411: Rights of Indigenous Peoples 2016
411-1
Incidents of violations involving rights of indigenous peoples
GRI 412: Human Rights Assessment 2016
412-1
Operations that have been subject to human rights reviews or impact assessments

414-2

ESG Data

Social＞Respect for Human Rights＞Complying with the
Human Rights Policy
Social＞Achieving a Sustainable Supply Chain＞Supplier CSR
Guidelines

GRI 409: Forced or Compulsory Labor 2016409-1
Operations and suppliers at significant risk for incidents of forced or compulsory labor

412-2

Disclosure Based on
the TCFD Recommendations

Governance▶ NextSocial＞Respect for Human Rights＞Human Rights Due
Diligence
Social＞Respect for Human Rights＞Management Structure
Social＞Respect for Human Rights＞Complying with the
Human Rights Policy
Social＞Respect for Human Rights＞Complying with the
Human Rights Policy
Environment＞Environmental Management＞Promoting
Environmental Preservation Activities Rooted in the Local
Community
Environment＞Preservation of Biodiversity＞Promoting
Preservation Activities
Social＞Contribution to Local Economy through Business Activities
Social＞Promoting Social Contribution Activities
N/A
Social＞Achieving a Sustainable Supply Chain＞Management Structure
Social＞Respect for Human Rights＞Complying with the
Human Rights Policy＞Supply Chain Considerations
Social＞Achieving a Sustainable Supply Chain＞Basic ApproachSocial＞Achieving a Sustainable Supply Chain＞Supplier CSR
Guidelines
Social＞Achieving a Sustainable Supply Chain＞Efforts toAchieve Carbon Neutrality throughout the Supply Chain,
Green Procurement Guidelines
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Message fromthe President & CEO

Sustainability Management

GRI 415: Public Policy 2016
415-1
Political contributions

Environment

SocialGovernance

Item

Governance＞Compliance＞Political Involvement (PoliticalContributions)

Incidents of non-compliance concerning the health and safety impacts of products and services

GRI 417: Marketing and Labeling 2016
417-1
Requirements for product and service information and labeling
417-2
Incidents of non-compliance concerning product and service information and labeling
417-3

Incidents of non-compliance concerning marketing communications

GRI 418: Customer Privacy 2016
418-1
Substantiated complaints concerning breaches of customer privacy and losses of customer data

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

ESG Data

Index for applicable pages

GRI416: Customer Health and Safety 2016
416-1
Assessment of the health and safety impacts of product and service categories

416-2

Disclosure Based on
the TCFD Recommendations

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136▶ NextSocial＞Delivering Products Which Help Prevent Traffic
Accidents
Social＞Improvement of Product, Sales, and Service Quality
Securities Report (P4-5) Description of businessSocial＞Improvement of Product, Sales, and Service Quality＞
Use of Customer Voice
Recall Information (only in Japanese)
Social＞Improvement of Product, Sales, and Service Quality
Governance＞Compliance＞Management Structure
ESG Data＞Governance-Related Data
Governance＞Compliance＞Management Structure
ESG Data＞Governance-Related Data
Governance＞Compliance＞Protection of Personal Information

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

SASB Standards Reference Chart
Table 1. Sustainability disclosure topics and accounting metrics
Topic
Product safety

Accounting metrics
Percentage of vehicle models rated by NCAP
programs with an overall 5-star safety rating, byregionNumber of safety-related defect complaints,
percentage investigatedNumber of vehicles recalled

Unit of measure
Percentage (%)

Code
TR-AU-250a.1

Index for applicable pages
Social＞Delivering Products Which Help Prevent Traffic
Accidents＞Development of Safety Technology

Number, Percentage (%)

TR-AU-250a.2

Number

TR-AU-250a.3

Social＞Improvement of Product, Sales, and Service
Quality＞Use of Customer VoiceSocial＞Improvement of Product, Sales, and Service
Quality＞Management System＞QMS ISO 9001 Initiatives
Social＞Improvement of Product, Sales, and Service
Quality＞Use of Customer VoiceSocial＞Promoting Occupational Health and Safety＞Labor-Management Relations
ESG Data＞Human Resource-Related Data
ESG Data＞Environmental Data Related to Products andBusiness Activities＞Product Fuel Economy and CO2
Emissions (Corporate Average)
ESG Data＞Environmental Data Related to Products andBusiness Activities＞Sales of Electrified Vehicles

Labor practices

Percentage of active workforce covered under
Percentage (%)
collective bargaining agreements(1) Number of work stoppages (2) Total days idle Number, days idle
Fuel economy & use- Sales-weighted average passenger fleet fuelMpg, L/km,
phase emissions
economy, by region
gCO2/km,
km/L
NumberNumber of vehicles sold(1) zero emission vehicles (ZEV)(2) hybrid vehicles(3) plug-in hybrid vehicles
Discussion of strategy for managing fleet fuelN/Aeconomy and emissions risks and opportunities

TR-AU-310a.1
TR-AU-310a.2
TR-AU-410a.1
TR-AU-410a.2

TR-AU-410a.3

Materials sourcing

Description of the management of risks associat- N/A
ed with the use of critical materials
Materials efficiency & Total amount of waste from manufacturing, per- Metric tons (t),recycling
centage recycled
Percentage (%)
Weight of end-of-life material recovered, perMetric tons (t), Percentage (%)
centage recycled
Average recyclability of vehicles sold
Percentage (%) per Sales-Weighted
Metric Ton (t)TR-AU-440a.1
TR-AU440b.1
TR-AU440b.2

Environment＞Responding to Climate Change and Energy
Issues＞Development and Spread of Electrified Vehicles
Environment＞Responding to Climate Change and Energy Issues＞Promoting the Use of Electrified Vehicles as a
Way of Adopting to Climate Change
Environment＞Responding to Climate Change and Energy Issues＞Development of Improving Fuel Economy
Technologies
Disclosure Based on the TCFD Recommendations＞Strategy
Social＞Achieving a Sustainable Supply Chain＞Supplier
CSR Guidelines
ESG Data＞Environmental Data Related to Products andBusiness Activities
N/A

TR-AU-440b.3

Environment＞Resource Recycling Initiatives＞Recycling-Based Design and Development
Environment＞Resource Recycling Initiatives＞Promote
recycling of end-of-life vehicles

Code
TR-AU-000.A
TR-AU-000.B

Index for applicable pages
Corporate Overview
Corporate Overview

Table 2. Activity Metrics
Activity metrics
Number of vehicles manufactured
Number of vehicles sold
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

NumberNumber

Unit of measure

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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG Data

Third-Party Assurance
Of MITSUBISHI MOTORS 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 production and non-production divisions in FY2023 (CO2 emissions (Scope 1+2) of 340x103t-CO2, energy input of 7.2PJ).
Manufacturing Sites
CountryJapan
ThailandPhilippines
Indonesia
Vietnam
Malaysia

Company NameMITSUBISHI MOTORS (Okazaki Plant, Mizushima Plant, Kyoto Plant-Kyoto, Kyoto Plant-Shiga),
Suiryo Plastics Co., Ltd.
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)
Mitsubishi Motors Philippines Corporation (MMPC)
Asian Transmission Corporation (ATC)PT Mitsubishi Motors Krama Yudha Indonesia (MMKI)
Mitsubishi Motors Vietnam Co., Ltd. (MMV)
MMC Manufacturing Malaysia Sdn. Bhd, (MMCMM)

Non-Production Sites (Research & Development)
CountryJapan

Company Name
Research & Development Center, EV Research & Development Center,
Kyoto Research & Development Center, Tokachi Research & Development CenterNo. 1811004807

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 “theCompany”) to provide an independent verification on “FY2023 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, onwhether 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 2023 of the Company ended on March 31, 2024.

2. Procedures Performed
JQA conducted verification in accordance with “ISO 14064-3” for Scope 1 & 2 GHG emissions and with “ISAE3000” forEnergy consumption, respectively. The scope of this verification assignment covers Scope 1 & 2 GHG emissions (energyderived 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, Okazaki Plant and Kyoto Plant - Shiga, 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 theinformation regarding Scope 1 & 2 GHG emissions and Energy consumption in the Report, is not materially correct, or has notbeen prepared in accordance with the Rule. The Scope 1 & 2 GHG emissions in FY2023 are 340,458t-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
June 14, 2024

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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