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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Environment

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Disclosure Based on
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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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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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105▶ NextBack to Contents ▶▶

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.

Back to Contents ▶▶

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
Back to Contents ▶▶

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.
Back to Contents ▶▶

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.
Back to Contents ▶▶

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.
Back to Contents ▶▶

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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111▶ NextFemale

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