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 toput 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 CompanyThe 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 (excludingdivision-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 selectivereinforcement training

Introduction ofPDCA cycle for HRD

Performance evaluation/
feedback interview

Ability requirements

Awareness-raising for
MMC WAY (some training)

Revitalization ofHRD 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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Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based onthe TCFD Recommendations

ESG DataTargetl 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 inthe operationalwork)

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/Skills

Engineer 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)

Institutionaltraining

Global mindset
training*2

Global mindset
training*2

Second yeartraining*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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EnglishMeasures for improving TOEIC score (TOEIC score range from 300 to 695)

Selective
reinforcement raining(e-Learning)(managementprofessional)

Main Staff

Training forcandidates
for promotion

GlobalTraining
across all jobranks

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 toSupport 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 DataTargetl 4.4

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