Message fromthe President & CEO

Sustainability Management

Environment

SocialGovernance

Disclosure Based on
the TCFD Recommendations

ESG DataTargetl 8.7ing of 15 members) conducts audits to determine
whether operational management of the Group is
being conducted with transparency using appropriateprocesses. The Quality Audit Dept. (7 members) audits
the appropriateness of product quality-related activities by MITSUBISHI MOTORS and its subsidiaries andaffiliates in Japan and overseas.
The results of the internal audit conducted by theInternal Audit Division are reported to Executive Officer, President & CEO and the Audit Committee.
Besides coordinating meetings with the Audit
Committee six times a year and holding regular meetings with full-time Audit Committee Members oncea month, the Internal Audit Division also exchanges
information at tripartite audit meetings with full-time
Audit Committee Members and Accounting Auditors.

Cooperation between the Audit Committee
and internal audit divisions
The Audit Committee Members regularly hold meetings with the Internal Audit Division to receive information regarding the auditing system, auditing plans, andinternal audit results within MITSUBISHI MOTORS and at
its affiliated domestic and overseas companies, and toprovide feedback to the Internal Audit Division on thestatus of the Audit Committee Members’ audits. Additionally, the Audit Committee summarizes audit activities it has conducted, including the details of reports
received from the Internal Audit Division, and reports
the results to the Board twice a year.

Executive Remuneration
Basic Views and Policy
Our Compensation Committee, which is chaired byan Outside Director, has established the following
policy regarding remuneration for Directors andExecutive Officers.
<Basic approach>
1. The compensation system shall contribute to ourgroup’s sustainable growth and medium- to longterm improvement of corporate value.
2. The compensation system shall be linked withcorporate results in order to motivate Executive
Officers to accomplish management strategies andmanagement plans as well as to achieve targeted
corporate results in an appropriate manner.
3. The compensation levels shall contribute to securing professionals who measure up to ideal standards for management personnel that MITSUBISHI
MOTORS expects for those responsible for corporate operation to have.
4. The compensation system shall increase a sharedawareness of profits with shareholders and awareness of shareholder-focused management.
5. The decision-making process relating to compensation shall be highly transparent and objective.

Targetl 16.5

Based on these policies, the Compensation Committee determines the method calculating remuneration and individual remuneration amounts of theDirectors and Executive Officers. Remuneration for
FY2023 is contained in the FY2023 Annual Securities
Report (pages 100-106).
FY2023 Annual Securities Report
PDF https://www.mitsubishi-motors.com/en/investors/library/
pdf/20240621yuka_e.pdf

From FY2022, based on the recognition that the response to sustainability is one of the crucial issues ofour group, we added ESG-related items as the index
to determine the Medium-and Long-term Performance-linked Compensation for Executive Officers.
l Environmental indicator:
We have introduced “CO2 emissions from businessactivities” as an indicator for measuring progress inaddressing climate change and other increasingly
environmental issues.
l Social indicator:
We have introduced “employee engagement” as anindicator of advancement of employee job satisfaction and increased initiative through securing diversity and work-life balance, and promoting humanresources development.

Items Relating to Takeover Defense
Not applicable.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2024

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