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.
Back to Contents ▶▶

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）。
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◀
▶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
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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

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64▶ NextBack to Contents ▶▶