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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59▶ NextDisclosure Based on
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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60▶ NextDisclosure Based on
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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

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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.
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

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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.
Back ◀

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 2023. 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

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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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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 XX for
details 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.
Back ◀

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

Perceived
Quality

Sales
Quality

Service
Quality

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

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernanceRegarding durability, we are developing technolo-

Quality Experience Cycle

gies that enable customers to use their vehicles comPerceived
Quality

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

feedback from customers but also by collecting andPerceived
Quality

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

Retention

Ownership Cycle
Customer Feedback

InitialQuality

Outflow
Durability

Service
Quality

Improving Product Quality

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

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

ers may experience when they first see the Vehicle in

to improve customer satisfaction.

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

TORS focuses on issues that occur within 3 and 12

ation, which confirms the appearance of the interior

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

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

reduce complaints from customers.

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

activities,” where employees from various divisions

training and passed rigorous qualification exams.

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

VES plays an important role in the decision to begin

curement divisions gathering from the start of ship-

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

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

MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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

The above evaluations are conducted by certified

we conduct a cross-functional activity called “Oobeya

improve initial quality more quickly.

Improving Perceived Quality

achieved, customers will not purchase. In addition,

Addressing not only safety issues but also concerns

Regarding new models, to secure initial quality,

ESG Data

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

Regarding vehicles already sold, MITSUBISHI MO-

Disclosure Based on
the TCFD Recommendations

Back ◀

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

Fundamental quality
is rising every year.

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

Message fromthe President & CEO

Sustainability Management

MITSUBISHI MOTORS will continue our efforts toEnvironment

SocialGovernancement activity promoters several times a year to pro-

improve the perceived quality to ensure that cus-

mote activities at each dealership and further improve

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

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

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

Cooperation with Overseas Dealers

sitivities of each region and proposing color settings

Cooperation with sales companies in each country

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

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

improved sensory quality of colors and materials.

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

Improving Sales Quality

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

interviews. In these ways, we strive to gather input

in concert with sales companies to improve the quali-

from local customers.

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

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

Cooperation with Domestic Dealerscountry and region, by conducting online negotiations

Domestic sales companies are promoting IT-based

and sales, and by introducing smartphone apps. We

business negotiation styles as part of their efforts

train salespeople both in person and online. In addi-

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

provide a new business negotiation experience. For

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

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

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

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

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

ESG Data

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

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

Overseas Initiatives

Appropriate Product and Service
Information Disclosure

our stores. By promptly capturing customer feedback

Disclosure Based on
the TCFD Recommendations

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

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.

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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.

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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.

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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
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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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