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 ofworkdays*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 “mentalhealth program”*1 Number of accidents with or without loss of workdays per1 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 2024ities. 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 ProductionCommittee” 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 thecoming 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.
Back to Contents ▶▶

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 dedicatethemselves 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 ofour 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) andMitsubishi 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 recentyears, 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
Back to Contents ▶▶

Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based onthe TCFD Recommendations

ESG DataTargetl 8.8

Health Management Strategy Map
Health Issues

Investments in HealthIssues toaddress

Execution of healthmeasures

New mental
health patient
incidence rate

Insufficient
employeeawareness ofhealth

Increased
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 trustedcompany

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

Fiveindicatorsof 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 GlobalCompact, 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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