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

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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.
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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
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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.
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