MITSUBISHI MOTORSCorporate Social Responsibility Report 2018

Contents

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Corporate Overview ..................................................... 02
Commitment of Top Management ................................. 04

CSR Management .............................................................. 06
Mitsubishi Motorsʼ Material Issues .................................... 08
Overview and Measures Regarding Improper Conduct
in Fuel Consumption and Emissions Testing .................... 12
ESG Performance Report:

E nvironment ........................................................... 14
Policies ............................................................. 15
Environmental Management ................................ 21

Products & Technologies ..................................... 25
Business Activities ............................................. 37

Collaboration with Society ................................... 46
Environmental Data ............................................ 51

S ocial ............................................................................ 54
Safety and Quality .............................................. 55
Employees ........................................................ 64

Human Rights .................................................... 76
Supply Chain Management .................................. 78
Social Contribution ............................................. 81

G overnance ................................................................... 83
Corporate Governance ........................................ 84

Editorial Policy ............................................................ 94
GRI Standards Reference Chart ...................................... 95
Mitsubishi Motors CSR Report 201801

Corporate Overview

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Corporate Overview
Company Name

Mitsubishi Motors Corporation

Brand NameMITSUBISHI MOTORS

Established

April 22, 1970

Capital Stock¥284,382 million

Head Office

5-33-8 Shiba, Minato-ku,
Tokyo 108-8410, JAPAN

Number of Shares
Issued and Outstanding(Common Stocks)

1,490,282,496 (including treasury stock)

Business

Mitsubishi Motors Group carries out
development, production and sales of vehicles
and vehicle parts and engages in the sales
finance and insurance agency businesses.

Consolidated Net Sales(Billions of yen)

Number of Employees

as of March 31, 2018

Consolidated Operating Income, Ordinary Income and Net Income*Consolidated Operating Income

2,093.4

2,180.7

2,267.8

2,192.4

123.4 129.5

1,906.6

Consolidated: 30,507
Non-consolidated: 13,693

Ordinary Income
135.9

151.6
118.2

104.7

Net Income*(Billions of yen)

* Net income attributable to owners of the parent

138.4 141.0
98.2

72.6
5.1

2013

2014

2015

2016

2017

（FY）

2013

2014

2015

110.1 107.6

8.9

2016

△198.5

Mitsubishi Motors CSR Report 20182017 （FY）

02

Commitment of
Top Management

Corporate Overview

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

GRI Standards
Reference Chart

Editorial Policy

Principal Facilities

Worldwide

GAC Mitsubishi Motors Co., Ltd. (GMMC)
Mitsubishi Motors (China) Co., Ltd. (MMCh)

PCMA Rus

Japan

Mitsubishi Motors R&D of
America, Inc. (MRDA)

Tokachi Research & Development Center

Kyoto Plant
Kyoto Research & Development CenterJapan
Mitsubishi Motor R&D Europe GmbH (MRDE)

Mitsubishi Motors Philippines Corporation (MMPC)

Mizushima Plant

Asian Transmission Corporation (ATC)Kyoto Plant - Shiga
Pajero Manufacturing Co., Ltd.
Head Office
Tokyo Design Studio

Mitsubishi Krama Yudha Motors and Manufacturing (MKM)

Okazaki Plant
Research & Development Center
EV Research & Development Center

Mitsubishi Motors Krama Yudha Indonesia (MMKI)
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)

MMTh Engine Co., Ltd. (MEC)

104 sales companies in Japan(including non-consolidated companies)

Sales in more than 160 countries
Head Office

Production
Bases

Major Vehicle Production Bases

Production Bases for Engines, Transmissions, Parts, etc.

Major vehicle
modelsSix bases in the four countries of Japan,
Thailand, the Philippines, and Indonesia(including consolidated subsidiaries)

Engines,transmissions,parts, etc.

Seven bases in the five countries of Japan,
China, Thailand, the Philippines, and Indonesia(including consolidated subsidiaries, affiliates,and partners)

Development / Design Bases

Nine bases in the five countries of Japan,
United States, Germany, China, and Thailand(including consolidated subsidiaries)

Development / Design Bases

Global Sales and Production Volumes

Japan
North
America
Europe(Thousands of units)

FY2015FY2016FY2017

Production volume

653

531

590

Sales volume

102

80

98

Production volume

38

−

­

Sales volume

135

138

155

Production volume
Sales volume

3

−

1

206

179

189

Asia
Other
Regions
Total

FY2015FY2016FY2017

Production volume

490

533

661

Sales volume

322

315

429

Production volume

24

15

19

Sales volume

283

214

230

Production volume

1,208

1,079

1,270

Sales volume

1,048

926

1,101

* Production volume refers to the number of finished vehicles (including KD) produced, including vehicles supplied to other companies
as OEM and joint-development vehicles produced by our company, but does not include local brand vehicles in China. Sales volume
refers to retail units sold under the brand name of Mitsubishi Motors

Mitsubishi Motors CSR Report 201803

Commitment of
Top Management

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Contributing to the Development of a Vibrant Society through CSR That
Demonstrates Mitsubishi Motorsʼ Character
Responding to Changes in theManagement Environment andPursuing New Possibilities of Mobility
The management environment of the automobile
industry is undergoing major changes. For example,
new technologies such as AI and the Internet of Things(IoT) are being incorporated into mobility, and the value
and roles of automobiles are changing. In addition,
the spread of car sharing is replacing the conventional
wisdom that automobiles are something to be owned.
Under these circumstances, Mitsubishi Motors became amember of the Renault-Nissan Alliance in 2016 and madea step toward sustainable growth.
In order to transform these internal and external changes
into opportunities, it is necessary that we take proactive
action toward value creation. With this commitment,
Mitsubishi Motors established a new Corporate Vision
and Mission in FY2018 (see page 6). Our vision of creating
a vibrant society by realizing the potential of mobility
and the four missions on page 6 for carrying out thisvision represents the stance that the entire Mitsubishi
Motors Group is pursuing, from a long-term perspective.
It is also crucial that we collaborate with partners who
have strengths different from ours so that we canrespond to rapidly changing social needs. For example,
battery performance is a major key to the success ofelectric vehicles, and collaborating with battery makers
is essential. The situation is similar with regard toconnected cars, and in September 2018, Renault, Nissan

Motor, and Mitsubishi Motors established a technology
partnership with Google. Through these types ofpartnerships, we are making advances in performanceand the practical application of equipment that wasconsidered difficult to realize before.
We believe that by focusing on social needs andaddressing those needs in new car manufacturing, there
is no limit to what we can contribute to society.

Solving Social Issues throughBusiness Activities Based on
Identified Material Issues
The United Nations adopted the Sustainable Development
Goals (SDGs) in 2015. Mitsubishi Motors, recognizing theimportance of the SDGs, conducted repeated interviews
with experts and internal investigations. In FY2018 we
identified 15 material CSR issues that the company should
address from among various issues in the environmental,social, and governance fields (for details, see page 8).
A person in the officer class responsible for each of the
15 material issues was appointed, and targets and key
performance indicators were set. The progress and resultsof undertakings are monitored by the CSR Management
Committee, of which I serve as chairman.
Officers were appointed as leaders with regard to thefollowing six material issues, which are particularly
important from the perspectives of stakeholderʼs concern
and impact on the company, creating a structure thatallows for even more comprehensive follow-ups.

Mitsubishi Motors CSR Report 201804

Commitment of
Top Management

Commitment of
Top Management

CSR Management■ Responding to climate change and energy issues

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialThe first issue is “responding to climate change and energy
issues.” Record-breaking rainfall, droughts, and othernatural disasters are occurring around the world and various
environmental changes are taking place on a global scale.
Undertaking measures to reduce environmental impact
including reducing greenhouse gases is the responsibility of
automobile makers. We believe that the widespread adoptionof electric vehicles in particular can contribute to climatechange countermeasures.
How we can prepare for natural disasters is also an
important perspective. For example, electric vehicles that
can also be used as power supplies during power outages
can contribute to the development of a strong society that isresilient to disasters.
With regard to the second issue, the “delivering products
which help prevent traffic accidents,” we believe that
advancing preventive safety technologies can reduce
accidents caused by human error, which is said to be
the cause of 90% of automobile accidents. We are also
developing technologies that can mitigate injuries topassengers and pedestrians should an accident occur.
The third issue is “improvement of product, sales, andservice quality,” and we are working to enhance not justproduct quality, but also the quality of sales and after-sales
service. One of our initiatives is the Education Academy, asales and service training facility that Mitsubishi Motors

With regard to the sixth issue, “corporate governance,compliance,” we increased the number of outside members■ Improvement of product, sales, and service quality■ Contribution to local economy through business activities■ Work style reform■ Corporate governance, compliance

Editorial Policy

GRI Standards
Reference Chart

Thailand (MMTh) opened in June 2018, aiming to achieveeven higher customer satisfaction.
We are implementing a variety of initiatives in Japan andoverseas to address the fourth issue, “contribution to
local economy through business activities.” Overseas, weare building trusting relationships, particularly with thegovernments of Thailand, the Philippines, and Indonesia̶
countries where production bases are located̶and we arebeing called on to make contributions through investment,
employment, human resource development, and technology
transfers and to promote exports of locally-produced
vehicles that will contribute even further to the national
interest of these countries.
In Japan as well, we believe that the relationships of our
production sites with business partners and local communities
are important. In August 2018, we entered into an agreementwith Okayama Prefecture regarding industry and community
development in response to the shift to electric vehicles.
We are continuing our efforts in collaboration with Okayama
Prefecture to promote industry and develop infrastructure inpreparation for the full-scale era of electric vehicles.
The fifth issue is “work style reform.” This topic also involves
each employee asking what kind of life they want to live and is
the topic that I personally feel strongest about. Discussion is
not limited to simply reducing overtime work and encouraging
employees to take paid leave. We are working to reinforce
various support programs so that the increasing numbers of
employees who are also undertaking childcare or nursing carecan maintain good life-work balances. I believe that measuresthat enable employees to feel happy are the ideal, and I havestarted conducting dialogues with small groups of younger
employees to consider the optimal status of the company.

■ Delivering products which help prevent traffic accidents

Performance Report:
Governanceof the board and Audit & Supervisory Board members at thetime of appointment of officers in June 2018, to reinforce
supervisory and audit functions regarding the performanceof duties. We are also building global internal control systems
under the leadership of the Global Risk Control Officer.
In addition, we are working to increase the transparency ofmanagement and the work of all officers and employees
and to enhance communications based on self-examination
regarding past incidents.
It is society, in the broad sense, including people who are
not direct customers of our products and services, that
supports the continued existence of Mitsubishi Motors as acompany. We will always keep this in mind when undertaking
CSR measures and will endeavor, with resolution andcommitment, to the creation of a vibrant and sustainable
society through business activities that demonstrate thecharacter of Mitsubishi Motors.
Osamu Masuko
Member of the Board
CEO
Mitsubishi Motors Corporation

Mitsubishi Motors CSR Report 201805

CSR Management

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

CSR Management
Policies
The Three Principles ofthe Mitsubishi GroupThe Three Principles represent the spirit of Mitsubishi
since its founding and embody the fundamental
philosophy shared by all Mitsubishi Group companies.

Shoki Hoko
= Corporate Responsibility to Society
Strive to enrich society, both materially and spiritually,
while contributing towards the preservation of the
global environment.

Shoji Komei= Integrity and Fairness
Maintain principles of transparency and openness,
conducting business with integrity and fairness.

Ritsugyo Boeki= Global Understanding through Business
Expand business, based on an all-encompassing global
perspective.

Vision & Mission
In April 2018, Mitsubishi Motors established a newcorporate Vision and Mission that enabled its group
employees to look towards the future, develop a common
understanding, and work as one team. The automobile
industry is in a period of major change, and Mitsubishi
Motorsʼ business environment is also undergoing
substantial changes. Under these circumstances, the

Vision (the society we want to create) and Mission (how torealize the Vision) specify how we become more proactive
to exert a positive influence on society.

VISION
Create a vibrant society by realizing thepotential of mobility

MISSION
1. Provide new experiences for our customers withcreative products and service excellence.

Approach to CSR
Mitsubishi Motors strives to carry out its Mission
and realize its Vision by encouraging each employee
to practice the MMC Way and the Global Code of Conduct.
We contribute to the sustainable development of society
while deepening mutual understanding with diverse
stakeholders through dialogue, and engaging in businessactivities centered on automobiles, which are theproducts we see and use every day.

2. Make positive contributions to the sustainable
development of our society.
3. Act sincerely as a trusted company.
4. Enhance stakeholder value by leveraging the alliances.

VISIONThe automobile industries have been creating
numerous technologies and innovations including
the powertrain diversification, intelligence and IoT(Internet of Things) into vehicles. The role of theautomobile has been and will be transformed from a“car” as a type of hardware currently to “mobility” asa transportation system entirely. Under such a majortransition, we are committed to research and develop
the potentialities of mobility broadly and to provide all
people with possible opportunities to go wherever theywant, to see whatever they want, and meet whomever
they want, at any time. Our Vision embraces our desire
to encourage individuals to take on new challenges,
promote economic activities, and contribute to therevitalization of society by improving the efficiency
and optimizing movement of the people.

The society we want to create

MISSION
How to realize the vision

MMC WAY“Mindset” and “Actions” every one of us must
put into practice

Global Code of Conduct
Standards that all officers and employees
must comply with

Mitsubishi Motors CSR Report 201806

CSR Management

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

CSR Management
Management
Framework for Promoting CSR
Mitsubishi Motors positions the environment andcompliance as the key areas of CSR. We appointed
a Chief Environmental Strategy Officer for theenvironment and a Global Risk Control Officer forcompliance. Under the direction of these officers, we
systematically implement measures in these areas.
In fiscal 2017, we established a CSR Management
Committee with the CEO as its chair to identify key
CSR issues (materialities), set CSR targets, confirm theprogress of measures, and take other action.
We seek to create structures that can promote CSR
throughout the Mitsubishi Motors Group and periodicallyreport on material topics to the Board of Directors.

Board of Directors
ReportingExecutive Committee

Dialogue with Stakeholders
Inquiry contacts, plant tours, regional
events, solidarity with local communities,
social contributions (support for the next
generation, traffic safety, environment
preservation, participation in local
communities, disaster assistance), website

Customers

Localcommunities

Labor-management discussions,consultation offices (Employee
Consultation Office, MMC Hotline,
Mitsubishi Motors Global Internal
Reporting Office), internal websites,
surveys on employee attitudes

Customer Call Center, sales companies,
after-sales services, website, social
networks, customer satisfaction surveys,
events, TV/newspaper/magazine
advertising, email magazine

Employees

Mitsubishi
MotorsGroup

Business
partners

Shareholders
and investors

Contact for inquiries,
Business Partner Helpline,
Suppliers Meeting, events,
specialized websites,
participation in industry
organizations

IR inquiry contacts, interviews, financial
results briefings, mid-term businessplan briefings, Shareholdersʼ Meeting,individual initiative briefings, shareholder
events, IR websites, Annual Report, the“Investorsʼ Note” shareholder business
report, IR email magazines

Deliberation

CSR Management Committee
Chair: CEO
Members: Division general managers of
relevant divisions

Relevant divisions
Group companies

Administrative office:
CSR Planning &Environmental Affairs
Department

Participation in External Organizations

External Initiatives Supported or Referred to■ Japan Business Federation (Keidanren)■ Japan Automobile Manufacturers Association, Inc.
■ Society of Automotive Engineers of Japan, Inc.

■ Core Labor Standards of the International Labour
Organization (ILO), Organisation for Economic Cooperation and Development (OECD) Guidelines forMultinational Enterprises■ ISO 26000 Guidance to Social Responsibility■ GRI Standards■ United Nationsʼ Sustainable Development Goals (SDGs)■ Keidanren Charter of Corporate Behavior

Mitsubishi Motors CSR Report 201807

Mitsubishi Motorsʼ
Material Issues

Commitment of
Top Management

Mitsubishi Motorsʼ
Material Issues

CSR Management

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Identification of Material CSR Issues
Identification Process
Starting in fiscal 2016, Mitsubishi Motors has been
identifying material issues that we should address
based on social trends and the expectations ofstakeholders while making reference to the GRI
Standards and other materials. When identifying
material issues, we performed the following four steps.

We identified candidate issues by making reference to
the SDGs, GRI Standards, outside assessments of our
CSR activities, and other information.
We also set assessment criteria based on boundaries
and compatibility with business risks in order todetermine priorities.

2

Internal investigation

STEP

3

Interviews with outside experts
We conducted interviews of five outside experts on social
issues and had them review the issues that the Company
should address from the perspective of social impact.

STEP

4

Determination of material issues andsetting of KPI(E) Responding to climate change and energy
issues(E) Conservation of water resources(S) Delivering products which help prevent
traffic accidents(S) Contribution to local economy throughbusiness activities(S) Work style reform(G) Corporate governance, compliance(E) Prevention of pollution(E) Resource recycling initiative(E) Preservation of biodiversity(S) Diversity(S) Occupational health and safety(S) Human resource development(S) Social contribution activities

High

Relevant individuals involved in practical-level
operations within the company met multiple times toexchange opinions and confirm the ranking of prioritiesof measures from the perspective of impact on thecompanyʼs business.

(E,S) Deploying supply chain sustainability
initiatives(S) Improvement of product, sales, and service
quality

Very highSTEP◆ Mitsubishi Motorsʼ Material CSR Issues

Stakeholderʼs Concern

1

Organization of issues and formulationof assessment criteria

Material issues that the company should address in the environmental (E), social (S), and governance (G) fields wereidentified as the following 15 items (E: 5 items; S: 8 items; common to E & S: 1 item; G: 1 item).

Extremely high

STEP

Identified Material Issues

High

Very highExtremely highImpact on MMC

Classification of issues(E): Environmental issues(S): Social issues(G): Governance related issue

The CSR Management Committee, chaired by the CEO,verified the material issue matrix reflecting internal andexternal opinions and obtained final approval from the
Executive Committee. At the same time, KPI were set and aperson responsible for each material issue was appointed.

Mitsubishi Motors CSR Report 201808

Mitsubishi Motorsʼ
Material Issues

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Identification of Material CSR Issues
Identified Material Issues◆ Main Measures to Address Material CSR Issues
Category

Material CSR Issues

Details of Main Measures

Related SDGs

Begin formulation of an environmental vision (post 2020)
Responding to climate change and energy issues

Facilitate product development aiming to reduce CO 2 emissions while driving
Reduce CO 2 emissions in business activities (production and distribution)
Promote acquisition of Eco-Action 21 Certification by sales companies

Conservation of water resources
E: Environment

Investigate water risks in production activities and formulate reduction plans basedon the results
Encourage recycling of drive batteries of electric-powered vehicles

Resource recycling initiative
Reduce waste material in production activities
Properly manage hazardous substances in products
Prevention of pollution
Curtail emissions of VOCs in production activities

E: Environment
S: Social

Preservation of biodiversity

Survey wildlife and expand the scope of biodiversity preservation activities atdomestic business sites

Deploying supply chain sustainability initiatives

Conduct procurement that takes into consideration the environment, labor, andhuman rights

Mitsubishi Motors CSR Report 201809

Mitsubishi Motorsʼ
Material Issues

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Identification of Material CSR Issues
Identified Material Issues
Category

S: Social

G: GovernanceMaterial CSR Issues

Details of Main Measures

Related SDGs

Delivering products which help prevent traffic
accidents

Develop technologies to address collision safety, preventive safety, etc.

Improvement of product, sales, and service quality

Undertake improvement activities seeking the industryʼs highest levels of quality
from the customerʼs perspective

Contribution to local economy through businessactivities

Contribute to local economies through employment, human resource development,
investment, transfer of technology, and exports

Work style reform

Implement measures to support a good work-life balance

Diversity

Foster women leaders

Human resource development

Update and further expand and enhance educational programs by reviewing
educational targets and required competencies at each level

Occupational health and safety

Improve health and safety management

Social contribution activities

Undertake activities in cooperation with local communities, NGOs, and otherorganizations

Corporate governance, complianceReinforce internal controls within the Mitsubishi Motors Group

N/A

Mitsubishi Motors CSR Report 201810

Mitsubishi Motorsʼ
Material Issues

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Identification of Material CSR Issues
Expert Comment
Review by Outside Experts

We obtained opinions from outside experts in the process of identifying material issues (page 8
We will continue to examine the opinions received and use them in our activities.

STEP 3).

Former President, Japan Institute for Womenʼs
Empowerment & Diversity Management
Audit and Inspection Commissioner of the Tokyo
Metropolitan Government

Managing Director, Institute for Promoting
Sustainable Societies

Executive Of ficer
Deput y Chief Research Of ficer
Development Bank of Japan Inc.

Kimie Iwata

Itaru Yasui

Keisuke Takegahara

It is praiseworthy that you have performed this process while making
reference to social requirements such as the GRI and SDGs. The more
seriously you consider these issue, the more issues are placed in theupper right quadrant of the CSR material issue matrix (page 8). Therefore,
in order to prioritize the material issues, you will have to disperse themin the matrix. Also, activity progress should not be included when you
evaluate disputed points. The environment and compliance are elementsthat fall within the upper right quadrant. Environmental measures in the
supply chain are just as important as human rights and labor. The items
relating to hiring and labor should be reorganized, and priority should beplaced on diversity and work style reform.

Eighty percent of the discussions that take place within carcompanies are about climate change and energy issues. However,since each automaker has already considered the next step beyond
identifying material issues, you should move forward quickly. What
type of goal your company sets is important. To this end, you will
have to understand the Western concept of “climate justice,” anddevelop a corporate vision which will be accepted globally. You will
also have to present an overall image of your companyʼs value chain
management.

Professor, Sophia Universit y Graduate School of
Global Environmental Studies

Senior Advisor on CSR
Sompo Japan Nipponkoa Insurance, Inc.
Specially-appointed Professor, School of Business
Administration, Meiji Universit y

Akemi Ori

Masao Seki

Although you have comprehensively covered all the points that are supposed
to be covered, I can see neither Mitsubishi Motorsʼ distinctive strengths
nor the issues your company faces through these material issues. If people
cannot understand that these are Mitsubishi Motorsʼ material issues just by
giving a quick glance at them, it would be difficult to put them into practice.
Firstly, it is important to clarify the strengths of your company as well as
the issues your company is facing. One way to address this matter is to
discuss your companyʼs manufacturing flow first (for example, the impact
of raw material procurement on society and the environment, etc.). It is also
important to share awareness of issues within the company while at thesame time providing stakeholders with adequate information.

All the points of contention that are supposed to be covered have been covered.
However, I have got the impression that your company has set too many points.
In this respect, there is room for improvement. Currently, the mainstream
thinking in the West and among investors is to identify material issues as part ofgrowth strategies rather than simply identifying issues. You should also view theSDGs from the perspective of your companyʼs growth. It will be better if you canorganize your companyʼs growth factors so that they will fall within the upper
right quadrant. Your companyʼs material issues should have a strong message
from a global perspective, and should also be distinctive compared to othercompaniesʼ material issues. Since operations in developing countries differ fromthose in Japan, it would be good if you could consider them separately.

As with the environment and safety, the way mobility should exist
in an aging society is an important issue, and I would like to see
your companyʼs efforts to address this issue. With regard to humanrights, child labor and forced labor are significant problems in the
supply chain, and it is necessary to trace back to raw materials andtake measures in consideration of international trends. In addition
to disclosing information, it is important to engage in two-way
communications with various stakeholders on a regular basis andincorporate outside perspectives in order to gain the trust of society.

Mitsubishi Motors CSR Report 201811

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Overview and Measures Regarding Improper Conduct in Fuel Consumption and Emissions Testing
Preventative Measures

Mitsubishi Motors has endeavored to comply fully with requirements and to change
attitudes based on self-examination of past quality issues. However, the serious
improper conduct regarding fuel consumption and emissions testing of products
manufactured by the company for sale in Japan uncovered in April 2016 caused
considerable inconvenience to and concern on the part of our stakeholders. For this,we sincerely apologize.
We are continuously confirming the implementation status and effects of measures
to prevent reoccurrence of improper conduct concerning fuel consumption andemissions and are working to ensure the reliability of those measures. We also reportquarterly to the Ministry of Land, Infrastructure, Transport and Tourism.

We deeply regret that this improper conduct occurred in the wake of prior quality issues.
In addition to conducting an internal investigation, on April 25, 2016, we establisheda special investigation committee made up solely of independent outside experts. We
received the Committeeʼs Investigation Report on Improper Fuel Consumption Testingon August 1, 2016
We formulated 23 preventive measures on June 17, 2016 and supplemented themwith eight additional measures on September 30 for a total of 31 preventive measures(see Table 1).

Overview, Background, and Causes◆ Table 1. Preventive Measures

In 2016, we discovered improprieties in the fuel consumption testing data that we
submitted to Japanʼs Ministry of Land, Infrastructure, Transport and Tourism as partof the certification process for the eK Wagon and eK Space mini-cars developed andmanufactured by Mitsubishi Motors from June 2013 for sale in the Japanese market(as well as the Dayz and Dayz Roox manufactured by MMC and supplied to Nissan Motor
Company). We found that testing had been improperly conducted to present better fuelconsumption rates than the actual rates and that the test methods used differed fromthose stipulated by Japanese law.
In response, we conducted an investigation of other vehicles manufactured by
Mitsubishi Motors for sale in Japan (nine currently sold models as well as 20 models
manufactured and sold during the past 10 years for which documentation has beenretained). As a result, we found that fuel consumption testing for vehicles for sale inJapan had been performed improperly for many years.
We determined that this improper conduct was the result of multiple factors including
inadequate information-sharing between management and development divisions as well as
insufficient awareness of compliance, an organizational culture that made it difficult for staff
to point out issues, and personnel remaining in the same departments for long periods.
Specific details of the incident and the background and causes can be found at thefollowing website.
We did not find that these activities were occurring with vehicles for overseas markets.

Category

MeasureReinforce functions for auditing the Product Development Division
Establish a legal and regulatory management function within the Development
Engineering Office
Establish an organization to create structures for preventing reoccurrence

OrganizationRelated Measures

Revise the product executive (PX) system
Reassess the status of Mitsubishi Automotive Engineering (MAE, a subsidiary)
Create a corporate safety and environmental philosophy
Revise the organizational structure of the Development Engineering OfficeTransfer responsibility for achieving development targets from testing
departments to design departments
Revise running resistance measurement operations
Clarify who is responsible for achieving fuel consumption targets
Establish a test vehicle quantity verification body

System-Related
Measures

Introduce an automated system for processing running resistancemeasurement data
Create rules on publication of test reports
Perform comprehensive inspection of regulatory compliance status
Use IT to manage running resistance measurement data
Revise development processes (the Mitsubishi Motors Development System)
Improve the accuracy of product plan and estimates of required man-hours
Formulate rules on revising manuals

Mitsubishi Motors CSR Report 201812

Commitment of
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CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Overview and Measures Regarding Improper Conduct in Fuel Consumption and Emissions Testing
Reassign management personnel involved in the improper conduct
Redevelop personnel ideals required in development divisions
Create systems for job rotation within and among divisions
Revise personnel evaluation standards
Culture andPersonnel-Related
MeasuresEstablish sections to promote personnel development within development
divisions
Create a system for legal and regulatory education for engineers
Conduct training for all personnel in development divisions involved in the
improper conduct
Repeat basic training for development divisions
Conduct surveys of employee attitudes

MeasuresregardingManagementLevel Involvement

Consider transferring the Certification & Regulation Compliance Department
outside the Development Engineering Office
Formulate methods for headquarters management to monitor development
divisions
Create crisis management systems for handling critical issues
Enhance checks of certification application content

Progress of Preventative Measures

R&D Learning Center “Lessons from the Past” Established

We opened the R&D Learning Center at the Research & Development Center in Okazaki
in February 20, 2018. The intent is to prevent the serious mistakes relating to vehicle
safety and quality that have occurred in the past from being forgotten and to haveeach employee accurately understand the situations at the time and review the
optimal status of day-to-day operations.
When undergoing training at this facility, employees watch videos of reports fromwhen the incidents occurred and summaries by customers and employees withguidance from an instructor. They then view panels explaining the various problems
that have occurred since the recall concealment in 2000 and examine full-scalemodels of defective parts.
We are continuously making use of this facility by incorporating it into training
programs for newly hired and promoted employees.
● Details of the exhibit: Videos and panels relating to the recall concealment, mini-cars

engine oil leak recall, and improper conduct regarding fuel consumption testing, full-scalemodels of defective parts, and other items

All 31 of the preventive measures were implemented by April 2017. The measures
were divided into four categories (I�IV) based on their individual characteristics.
Confirmation of the effects is ongoing. The number of items whose effects have been
confirmed as of June 25, 2018 is as follows.
Implementation of those measures whose effects were confirmed has been established,
and we will continue to follow up to ensure proper implementation in the future.
I.

Measures which can be expected to produce immediate effects when implemented: 3(Confirmation of effects completed for all items)

II. Measures whose effects are to be continuously confirmed for one year after
implementation: 20 (of which, the effectiveness of 16 has been confirmed)

Video screening room

Exhibit with panels and full-scale models ofdefective parts

III. Measures whose effectiveness is to be confirmed after three years of continuous
observation: 6
IV. Measures whose effectiveness is to be confirmed through surveys of employee
attitudes: 2

Mitsubishi Motors CSR Report 201813

E

Environmental
Initiatives

Commitment of
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CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

nvironment

Policies
Message from the Chief Environmental Strategy Officer ...... 15
Environmental Policy ........................................................ 16

Key Environmental Issues .................................................. 17
Environmental Vision 2020 ............................................... 19
Environment Initiative Program ........................................ 20
Environmental Management
Environmental Organization ............................................. 21
Environmental Management System ................................ 22
Environmental Education ................................................. 22
Environmental Risk Management ..................................... 23

Business Activities
Efforts in Production ........................................................ 37
Efforts in Distribution ....................................................... 42

Collaborative Efforts with Suppliers .................................. 43
Efforts in Offices and Dealers ........................................... 44
Collaboration with Society
Initiatives for Preserving Biodiversity ............................... 46
Environmental Communication ......................................... 49

Collaborative Environmental Preservation with Society ....... 50
Environmental Data .............................................................. 51

Life Cycle Assessment (LCA) ............................................. 24
Products & Technologies

Reduction of CO2 Emissions while Driving ......................... 25
Development of Electric Vehicle Technologies .................. 26

Development of Fuel Economy Improving Technologies .... 28
Purifying Exhaust Gas while Driving .................................. 31
Reduction of In-Cabin VOCs .............................................. 32
Recycling Initiatives .......................................................... 33

Reduction of Hazardous Substances ................................. 36

Mitsubishi Motors CSR Report 201814

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Policies
Message from the Chief Environmental Strategy Officer
achieving sustainable growth, Mitsubishi Motors
has identified key CSR issues (material issues) and iscarrying out CSR activities based on those material
issues. Regarding the environment in particular, we
identified six issues: Responding to climate change andenergy issues, Deploying supply chain sustainability
initiatives, Conservation of water resources, Resource
recycling initiative, Prevention of pollution, andPreservation of biodiversity.
In regard to Responding to climate change and energy
issues, a topic of extremely high interest among
stakeholders, we are working to reduce CO 2 emissions
throughout the product life cycle from production touse and disposal. CO 2 emissions are greatest during the
Masao Omichi
Chief Environmental Strategy Officer

The Sustainable Development Goals (SDGs) wereadopted at the UN Sustainable Development Summit
in 2015, and sustainable goals to be achieved by 2030
were set. They include goals relating to water, energy,
resources, climate change, and other issues. Since Paris
Agreement came into effect in 2016, ESG investment,
in which the environment, society, and governance are
took into is accelerated. Also, the proposal of the Task
Force on Climate-related Financial Disclosures (TCFD)
was released. As stated above, business enterprises arebeing called on to undertake environment preservation
initiatives from a variety of perspectives.
With the aim of contributing to solving issues anduse stage of an automobileʼs life cycle, and therefore,
we have made efforts in the past to develop and sellelectric-powered vehicles such as electric vehicles(EVs) and plug-in hybrid electric vehicles (PHEVs) and toestablish charging facilities and other infrastructure.
We also plan to expand and improve electricpowered vehicles even further and contribute to thedevelopment of overseas infrastructure in Southeast
Asia and other regions in the future. In addition, we
are working to continuously raise productivity inproduction activities and introduce renewable energy
including solar power.
Stakeholder interest is also quite high in Deploying
supply chain sustainability initiatives and Conservationof water resources, and we are reinforcing
collaboration with business partners to reduce

hazardous substances used in products, investigatingwater risks at production sites in each country, andpromoting water recycling and other initiatives.
We are also supporting Resource recycling initiative byimproving the recyclability of electric-powered vehicles
and reducing waste in production activities.
Mitsubishi Motors established the “Environmental
Vision 2020” and is working to achieve the specifictargets in the “Environmental Initiative Program
2019,” however, demands from society require
even higher levels of environmental initiatives, andthese initiatives have become our responsibility.
The automobile industry is confronting atransformation to new mobility made possible
by Artificial Intelligence (AI) and the Internet ofThings (IoT), such as connected cars, autonomous
drive, practical application of car sharing and otherdevelopments. We have started to investigate ournext environmental vision in light of needs to takeenvironmental action and changes in the mobility
society so that we can present long-term action
policies and objectives. This vision will be established
as a pillar of management, and we will formulate ournext mid-term environmental action plan.
We will continue to take steady action in response
to CSR issues so that we can contribute to thesustainable development of society, and move forward
as a company that contributes to society and theenvironment into the future.

Mitsubishi Motors CSR Report 201815

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GRI Standards
Reference Chart

Policies
Environmental Policy
Mitsubishi Motors formulated the “Environmental Policy” that clarifies its initiatives forenvironmental preservation in corporate management.

Basic Policy
Mitsubishi Motors recognizes that protection of the global environment is a priority forhumankind and as such makes the following pledges:
1. Taking a global perspective, we are committed to harnessing all our resources to achieve
continuous reductions in the environmental impact of all our corporate activities, spanning
development, procurement, production, sales, and after-sales servicing of vehicles.
2. As a good corporate citizen, we are committed to take actions that protect theenvironment at the level of local communities and society as a whole.

Behavioral Standards
1. We will endeavor to protect the environment by forecasting and assessing theenvironmental impact of our products at all stages in their life cycle.
<Priority Initiatives>●

Prevention of global warming by reducing emissions of greenhouse gases●

Prevention of pollution by restricting emissions of substances harmful to the environment●

Reduction of waste and maximizing efficient use of resources by promoting
conservation of resources and recycling

2. We will endeavor to improve our environment management practices as part of ongoing
efforts to ameliorate the impact on the environment.
3. We will comply with environmental regulations and agreements, and will work to protect
the environment by establishing voluntary management targets.
4. We will encourage our affiliates and suppliers, both in Japan and overseas, to cooperate
in working to protect the environment.
5. We will actively disclose environment-related information and will seek theunderstanding of local communities and of society at large.

Mitsubishi Motors CSR Report 201816

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GRI Standards
Reference Chart

Policies
Key Environmental Issues
Vehicles are convenient for transportation andlogistics. On the other hand, vehicles have a major
impact on the environment. The production of
automobiles consumes resources including water andfossil fuels, and also uses chemical substances thatare a pollution risk to the environment. While driving,vehicles consume fossil fuels such as gasoline and lightoil. In addition, they emit gases such as CO 2, whichis the cause of the global warming and air pollution.
Mitsubishi Motors, as a corporation that produces
and sells vehicles, has been promoting environmental
initiatives with a particular emphasis on responding
to climate change and energy issues caused by global
warming, conservation of water resources, resource
circulation and prevention of environmental pollution.

Responding to Climate Change andEnergy Issues
There are concerns that climate change from global
warming may cause natural disasters, rising sea levels,
desertification, and food shortage crises. It is believedthat impacts on biodiversity and damage to the humanbody caused by these phenomena will eventually put
the very existence of human life in peril. The Fifth
Assessment Report of the Intergovernmental Panel on
Climate Change (IPCC) concluded that global warming
after the 20th century was highly likely attributable tohuman activities.
Vehicles consume fossil fuels and emit CO 2, a causeof global warming, throughout their lifecycle, fromtheir production phase to their driving phase and on
to their disposal phase. Most CO 2 emissions by vehicles
occur during driving, so we anticipate regulations
on vehicle fuel economy and CO 2 emissions will bestricter in each country and region. At the same time,
due to the increasing tendencies for people to seek
environmentally-friendly products, we believe that fueleconomy performance will become more importantwhen selecting a car. In addition, there is a possibility
that fossil fuels will be unavailable for use as a resultof the need to mitigate climate change, which would
present fossil fuel procurement risks.
Based on the above, the company is prioritizing
effective energy use and the prevention of global
warming, both of which act against climate change.
The company released our “Environmental Vision 2020”
in 2009, and we have been working on decreasing ourenergy consumption and reducing our CO 2 emissions
for a pleasing and low-carbon society. We have set
a CO 2 emissions reduction target and are reducing
energy consumption by promoting the creation ofelectric-powered vehicles, improving fuel economy,increasing efficiency in our business activities, andintroducing energy-efficient devices.
Furthermore, in response to increasing natural
disasters due to climate change, we believe a power
feeding function of electric-powered vehicles andplug-in hybrid vehicles such as V2X* will be one of theadaptation strategies.
*V2X: This refers to supplying power from the drive batteries of electricpowered vehicles to houses, buildings, or communities.

Conservation of Water Resources
Concern for the conservation of water resources has
been increasing over the years throughout the world.
We believe it is important to consider the impact
derived from water withdrawal and discharge on theenvironment in regions with high water risk. Based on
the above, we investigate water risk in each country andregion, and are working on initiatives such as promoting
the use of recycled water to reduce water consumption.

Mitsubishi Motors CSR Report 201817

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GRI Standards
Reference Chart

Policies
Key Environmental Issues
Resource Circulation Initiatives
The consumption of resources around the world tends
to increase due to the rise in the world population andeconomic growth in emerging countries.
In the production of vehicles, many resources areused, and in next generation vehicles such as electricpowered vehicles, in particular, many scarce resources
including rare earth materials are used. Therefore,
there are risks from resource depletion and difficulty
in procurement.
Based on the above, the company regards effective
resource use as our task and promotes initiatives forrecycling and resource conservation. More specifically,
we design products with a consideration for recycling
and carry out recycling of end-of-life vehicles. In
production, we work on the reduction of externallydisposed waste.

(VOC) are emitted from the use of paint and solvents.
Furthermore, since materials in vehicles containenvironmentally hazardous substances, there is arisk of pollution throughout the entire lifecycle fromproduction to disposal.
We believe that stricter regulations on the emissions
performance of vehicles and management ofenvironmentally hazardous substances will be
enforced in each country and region going forward.
Based on the above, we have been promoting initiatives
for the prevention of environmental pollution asa priority. For products, we are focusing on thedevelopment and diffusion of low-emission gas vehicles
and the management and reduction of environmentallyhazardous substances in materials. In production, we
have been working on the reduction of VOC emissions
released in the use of paints and solvents.

Environment Pollution Prevention
Air pollution by nitrogen oxides (NOx), sulfur oxides(SOx), and particulate matter (PM), along with soil
and water pollution caused by heavy metals in waste
water, impact human health and biodiversity.
Long-term risks of substances left in the environment
without decomposing have become a significant
concern. Most of vehicles emit NOx and SOx due
to engine combustion while driving. In production,in addition to emissions of NOx and SOx fromcombustion in boilers, volatile organic compounds

Mitsubishi Motors CSR Report 201818

Environmental
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Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Policies
Environmental Vision 2020
In fiscal 2009, Mitsubishi Motors formulated
an “Environmental Vision 2020” based on its“Environmental Policy”. The “Environmental Vision
2020” states our medium-to long-term policy forenvironmental initiatives across the entire group for a
low-carbon society.
The “Environmental Vision 2020” centers on the concept
of “Leading the EV* era, toward a sustainable future.
“We aim to create a sustainable future by pursuingenvironmental initiatives in technological development
and business activities, spearheaded by EV technology.
We aim to work with customers and society to create aclean and vibrant low-carbon society.
In addition, we are commencing work on our next
Environmental Vision with considering transformations
in mobility impacting the automotive industry, such as
autonomous driving, connected cars, and so forth.
* EV: Electric vehicles, plug-in hybrid vehicles, and other electricpowered vehicles

Achieving the Environmental Vision 2020
To achieve the goals of the “Environmental Vision
2020”, we will focus our efforts in a three-pronged
approach comprising “products & technologies,”“business activities,” and “collaboration with society.”
Promote development and application of EV
technology● Reduce environmental impact during vehicle
life cycle●

Products &Technologies

Step up corporate activities to promotewidespread use of EVs● Raise level of environmental protection
activities by setting new standards for eachfield of corporate activity●

Business
Activities

Create a pleasing and low-carbon society
by working together with customers andsociety.
● Step up contribution to protecting the global
environment by environmental conservation
activities with local communities●

Collaboration
with Society

Mitsubishi Motors CSR Report 201819

Environmental
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Performance Report:
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Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Policies
Environment Initiative Program
In March 2018, Mitsubishi Motors formulated Environment Initiative Program 2019, which shows the environmental initiatives. The program sets the plan for the period ending infiscal 2019 when the mid-term business plan “DRIVE FOR GROWTH” is being implemented. The program seeks to improve and enhance the Groupʼs systems and foundation so thatthey Group can take on new environmental issues. The two central pillars of these initiatives are enhancing environmental management and implementing initiatives to addressenvironmental issues, with the aim of continuing and deepening the initiatives that are already being implemented.

List of Environment Initiative Program 2019 Initiatives① Enhancing environmental management
Field

Initiative
Renewable energy
Water resources

Environmental
management

Environmental activities in purchasing
Environmental activities in sales
Environmental data management*1 GHG stands for greenhouse gas­：Initiatives from fiscal 2018
Implementation Items
Use renewable energy considering local characteristics
Manage water risks at each production site
Deploy Green Procurement Guidelines to overseas plant business partners
Assess environmental management conditions and CO 2 emissions of procurement business partners
Promote the acquisition of Eco-Action 21 certification to our dealers
Emphasize and publicize value of EV/PHEVs to expand them widely
Renew central environmental data management system
Improve reliability of implementation and evaluation methods for GHG*1 emissions LCA*2 for new vehicles

FY2017 Results
ー
ー
ー
ー
ー
ー
ー
● Update LCA database*2 LCA stands for Life Cycle Assessment, which is a technique for calculating the environmental impact of a product from manufacturing to disposal② Initiatives to address environmental issues
Field
Responding toclimate change
and energy
issues

Initiative Items
Reduce CO 2 emissions while driving
Develop technologies for next-generation
environmentally-friendly vehicles
Reduce amount of CO2 emitted by production activities
Reduce amount of CO2 emitted by non-production activities
Reduce amount of CO2 emitted by logistics activities
Develop new technologies for improving therecyclability and appropriate processing of EV/PHEVs

Resource
circulation

Commercialize and expand usage of resourceconserving materials
Reduce disposal volume

Pollution
prevention

Improve risk management system for hazardous
substances in products
Reduce use of hazardous substances

Environmental
preservation

Promote preservation of biodiversity­：Initiatives from fiscal 2018
Implementation Items
CO2 emissions per new vehicle while driving: 8% reduction compared to FY2010

FY2017 Results● CO 2 emissions per vehicle: -10%

Promote development of motor efficiency improvement methods●

Development completed: Use in 2019 model PHEVs (motor output improvement)●

CO 2 emissions per vehicle: -28%

CO 2 emissions at production facilities per production vehicle: 37% reduction
compared to FY2005
1% annual reduction in unit CO 2 emissions in non-production facilities
CO2 emissions per unit of transportation in Japan: 9% reduction compared to FY2010
Commercialize simplified disassembly design
Selecting materials with outstanding recyclability
Recycling management systems responding to an increase of used items
Commercialize parts resource conservation technology
Expand use of recycled material
Externally-disposed waste of production activities per production vehicle:
52% reduction compared to FY2005
Thorough management of managed substances
35g/m 2 or less of VOC*3 emissions per painting area in production activities
Conduct biological surveys and implement conservation activities at sites in Japan
Pajero Forest planting and tree growing activities
Tree planting activities at overseas business sites

Vs. previous fiscal year (FY2016): -2.8%
Vs. FY2010: -5.7%● Development completed: Use in new model Outlander PHEV (iron battery case)● Recycle design guideline formulation
ー
ー
ー
●
●

●

Externally-disposed waste per vehicle: -54%

Thorough management by obtaining information regarding developmentof stricter regulations, revising systems, etc.
● VOC emissions: 34g/m 2● Conducted ecosystem survey in Mizushima area
● Conducted two activities per year
● MMPC (Philippines) started tree-planting project with DENR (Departmentof Environment and Natural Resources)●*3 VOC stands for Volatile organic compounds

Mitsubishi Motors CSR Report 201820

Environmental
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Commitment of
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Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Environmental Management
Environmental Organization
Mitsubishi Motors promotes environmental
initiatives, led by the CSR Planning & Environmental
Affairs Department under the direction of the Chief
Environmental Strategy Officer.
Since 1993, we have held the “Environmental Council,”which includes the president and other officers andauditors. In fiscal 2017, we established the “CSRManagement Committee,” with the CEO as its chair, andpositioned the environmental initiatives as a key CSR
field. This committee discusses environmental initiatives
such as the medium- to long-term basic policy, targets,and implementation plans, confirms their progressstatus and results, and reports critical matters to theBoard of Directors. Furthermore, an environmental
working group has been created under the Committee toengage in concrete deliberations on issues such as theformulation of a new environmental policy.
Within practical operations, we promote environmental
initiatives throughout vehicle lifecycles by implementing
the PDCA cycle with an ISO14001 certification, assessing
our Groupʼs environmental impact, etc.

◆ Covered Companies of Global Environmental Management (24 Domestic and Foreign Affiliated Companies)
Production affiliates
Country

Company NameJapan

Pajero Manufacturing Co., Ltd.
Suiryo Plastics Co., Ltd.

ThailandMitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)

Philippines

Mitsubishi Motors Philippines Corporation(MMPC)
Asian Transmission Corporation (ATC)Indonesia

PT Mitsubishi Motors Krama Yudha Indonesia(MMKI)China

GAC Mitsubishi Motors Co., Ltd. (GMMC)

Board of Directors
Executive Committee
CSR Management Committee

Non-production affiliates(Chair: CEO)

Chief Environmental Strategy
Officer: Member

Environmental Working GroupCSR Planning & Environmental
Affairs Department: Secretariat

Country

Company NameJapan

Mitsubishi Automotive Engineering Co., Ltd.
Mitsubishi Automotive Logistics Technology
Co., Ltd.
Higashi Kanto MMC Parts Sales Co., Ltd.
Hokkaido Mitsubishi Motors Sales Co., Ltd.
Higashi Nihon Mitsubishi Motors Sales Co., Ltd.
Kanto Mitsubishi Motors Sales Co., Ltd.
Chubu Mitsubishi Motors Sales Co., Ltd.
Nishi Nihon Mitsubishi Motors Sales Co., Ltd.

US

Mitsubishi Motors North America, Inc.
(MMNA)
Mitsubishi Motors R&D of America, Inc.
(MRDA)

Puerto Rico

Mitsubishi Motor Sales of Caribbean, Inc.
(MMSC)

Netherlands

Mitsubishi Motors Europe B.V. (MME)

Germany

Mitsubishi Motor R&D Europe GmbH (MRDE)

UAE

Mitsubishi Motors Middle East And Africa FZE(MMMEA)

Australia

Mitsubishi Motors Australia Ltd. (MMAL)

New Zealand

Mitsubishi Motors New Zealand Ltd. (MMNZ)

Related divisions
Group companies

Mitsubishi Motors CSR Report 201821

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GRI Standards
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Environmental Management
Environmental Management System
Mitsubishi Motors acquired ISO14001 integrated
certification, and is promoting environmental
initiatives on company-wide basis.
Major domestic and overseas affiliated companies
also acquired ISO14001 certification. For the domestic
dealers, we promote EA21* certification.
* Eco-Action 21 is a certification and registration system based on
the Environmental Management Systems guidelines formulated by
Ministry of the Environment for medium-sized companies.

◆ Environmental Management System Certification(Affiliated Companies and Dealerships)

Environmental Education
Mitsubishi Motors implements various environmental
education programs concerning its policy, initiatives
and issues regarding the environment in order toencourage employees to take the lead in promoting
environmental initiatives. Environmental education
and awareness activities are conducted for individual
job grades to promote employeesʼ understanding of
the relationship between environmental problems andbusiness activities and of the social responsibility thatthe company is expected to fulfill.
We also include lectures on environmental initiative
trends and our status in our training for engineers.

ISO14001
Development
Mitsubishi Automotive Engineering Co., Ltd.

Production
Pajero Manufacturing Co., Ltd.
Suiryo Plastics Co., Ltd.
Mitsubishi Motors Philippines Corporation (MMPC)
Asian Transmission Corporation (ATC)Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)PT Mitsubishi Motors Krama Yudha Indonesia (MMKI)

Distribution & Services

Trainings

Meinan Mitsubishi Motor Sales Co.,Ltd.

Eco-Action 21
Sales
Hokkaido Mitsubishi Motor Sales
Co., Ltd.
Higashi Nihon Mitsubishi Motor
Sales Co., Ltd.
Kanto Mitsubishi Motor Sales Co., Ltd.
Chubu Mitsubishi Motor Sales Co., Ltd.
Nishi Nihon Mitsubishi Motor Sales
Co., Ltd.

Environmental Lecture Meeting for Executives
We believe that, for environmental management,
it is first vital that executives be well aware of theworld situation with respect to the preventionof global warming and the demands placed on
automobile companies by society. In March 2018,
we held an environmental lecture meeting forexecutives, attended by a total of 44 participants,
primarily executives.
Dr. Itaru Yasui, Professor Emeritus at The Universityof Tokyo, gave a lecture on “The Essential Response
Companies Are Called on to Provide,” based on global
trends following the signing of the Paris Agreement,
followed by an exchange of opinions.

TOPICS

Environmental Film Screening
Sales

Mitsubishi Automotive Logistics
Technology Co., Ltd

TOPICS

Tokai Mitsubishi Motor Sales Co., Ltd
Aomori Mitsubishi Motor Sales Co., Ltd.
Ibaraki Mitsubishi Motor Sales Co., Ltd.
Sunen Mitsubishi Motor Sales Co., Ltd.
Kyoto Mitsubishi Motor Sales Co., Ltd.
Shiga Mitsubishi Motor Sales Co., Ltd.
Sobu Mitsubishi Motor Sales Co., Ltd.

In order to provide an opportunity for employees
to consider environmental issues as issues that
affect them, environmental films were screened in
the head office, Okazaki,
Kyoto, and Mizushima
areas from September toNovember 2017. At thehead office, a documentary
program about climate
Screening at the head officechange was screened.

Mitsubishi Motors CSR Report 201822

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Performance Report:
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Performance Report:
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Governance

Editorial Policy

GRI Standards
Reference Chart

Environmental Management
Environmental Risk Management
Mitsubishi Motors has learned from past cases offailing to comply with environmental regulations suchas those aimed at preventing pollution. We makeevery effort to comply with relevant laws, and our
dedicated compliance department supports otherdepartments and confirms that they are complying
with environmental regulations.
We sincerely respond to complaints from neighboring
residents after investigating the situation.
We clearly set roles and procedures in our legal
compliance framework and Environment Management
System to ensure compliance with laws andregulations. In the event that environmental laws andregulations are violated or an environmental accident
occurs, or if we receive a complaint, the corresponding
division must submit a Legal Non-Conformity Reportto the Compliance Department and take necessary
measures against the cause. The report clarifies thedetails of the case, emergency measures, causes,
and correction measures. Furthermore, we have beenworking to improve our environmental management
system to prevent reoccurrence of incidents(improving work processes, enhancing the supervisionsystem, and increasing employee awareness).

Fiscal 2017 Results
The compliance situation of Mitsubishi Motors
and Pajero Manufacturing Co., Ltd. in FY2017 is asfollows.
Three environment-related accidents occurred. They
were discovered by the company during regularinspections and were promptly reported to therespective prefectural and municipal offices.
There were no cases where the company was
charged fines or penalties due to environmental
accidents or violating laws.
Mitsubishi Motors and Pajero Manufacturing Co.,
Ltd. enhanced the day-to-day management ofequipment and facilities and took measures toprevent future occurrences by sharing information
about the accidents within the companies.

The company received one complaint about odor
from the Kyoto Plant, and one complaint about noisefrom Pajero Manufacturing Co., Ltd. We have been
implementing countermeasures, such as installinga mist type odor eliminator in the corresponding
facility and changing the construction method thatwas the source of the noise.

<Fiscal 2017 Environment-Related Accidents>
1. At the Mizushima Plant, heavy rains caused
some unprocessed wastewater to spill into
the rainwater runoff channel from the processwastewater relay pit.
2. At the Kyoto Plant, the amount of oil in
wastewater released from the effluent treatment
facilities to the sewers exceeded regulation limits.
3. At the Mizushima Plant, incorrect water level
management resulted in the COD value of water
discharge from the effluent treatment facilities
exceeding the wastewater concentration
standard values defined by prefectural ordinance.

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Environmental Management
Life Cycle Assessment (LCA)
The LCA is an approach to quantify the environmental
impact of a part or vehicle through all stages of its
life cycle.
For automobiles, the LCA is used to examine theprocesses of mining natural resources for parts andmaterials, manufacturing materials and parts, assemblingvehicles, driving vehicles, producing fuel, disposing thevehicle, and so on in order to quantify the carbon dioxide
gas emitted from the respective processes as well as thephysical quantities of other environmental items, which
are then summed up and assessed.
With this method, Mitsubishi Motors gains a full pictureof the CO2 emissions of parts and vehicles throughout
their life cycle.
Thus, we use the LCA method to develop products withlower life cycle CO2 emissions.

We use the LCA to develop environment-friendly parts,
production technologies, electric-powered vehicles,
and new model vehicles, and compares the life cycle
CO 2 emissions with conventional parts and vehicles.
The results are then used to determine whether
further development is required, and to verify theeffect of development.
Typical Subjects of the
LCA (Example)

Components
andtechnologies

Transportation

Our assessment shows that over its life cycle the
TRITON, launched in November 2014 produces lower
CO 2 emissions than the previous model.
100%

Vehicle disposal
Transportation

80%

Vehiclemanufacturing

Major Purposes
Determining whether
further development isrequired

Body parts employing
plastics

Verifying the effect ofweight reduction

40%

Outlander PHEV

Assessing the effect ofimprovement from thegasoline-driven vehicle
platform
Assessing the impact ofelement part20%

Mirage , Triton

Comparing the effectof improvement fromconventional vehicles

VehicleApprox. 6%

Driving

Parts and accessories
made of plant-derived
materials and productionengineering

Resources mining to blank materials manufacturing
Parts manufacture and vehicles assembling

LCA Result of TRITON

Utilizing the Results of the LCA

Materials
manufacturing

60%

0%

TRITONPrevious model

Fuel production
Driving
Maintenance
Vehicle disposal
TRITON

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Products and Technologies
Reduction of CO2 Emissions while Driving
Gasoline and diesel engines inevitably generate
exhaust gases that contain large quantities of CO 2,a cause of global warming. For the sake of theenvironment, Mitsubishi Motors is striving to reduce
the CO 2 emissions caused by driving. Mitsubishi
Motors focuses on products and technology-related
initiatives, recognizing the importance of developing
technologies for improving fuel economy and electricpowered systems, as well as spreading the use ofvehicles equipped with these innovative systems.

Development of Electric Vehicle
Technologies
We introduced our Electric Vehicle i-MiEV in 2009, andPlug-in Hybrid Electric Vehicle Outlander PHEV basedon Electric Vehicles in 2013.
We are also developing electric-powered vehicles
by improving drive batteries and enhancing motor
efficiency toward the realization of the vehicles to be
expected in the future.

Outlander PHEV

Development of Improving Fuel
Economy Technologies
We are committed to developing technologies toimprove the fuel economy of gasoline and diesel
engines, which greatly contributes to the reduction of
CO 2 worldwide.

TOPICS

Market Launch of Eclipse Cross
The new compact SUV Eclipse Cross was firstlaunched in Europe in October 2017 followed byAustralia, New Zealand, and ASEAN in November,
North America in January 2018, and Japan in March.
It features a newly-developed 1.5 L downsizing
direct-injection turbocharged gasoline engine.
Precise control of fuel injection into the cylinder andthe intake port adjusted according to the driving
conditions provides exceptional fuel economy
performance and achieves clean emissions.

Eclipse Cross for the Japanese market

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Products and Technologies
Development of Electric Vehicle Technologies
Vehicles are expected to be environmentally-friendly.
This includes preventing environmental pollution andglobal warming, as well as diversifying energy sourcesfrom petroleum in recent years. Mitsubishi Motors
strives to address these issues through initiatives suchas improving the fuel economy of conventional enginedriven vehicles and developing clean diesel vehicles.
In particular, we position the electric vehicle
technology incorporated in the MiEV* series as ourcore technology for environmental friendliness, and weare committed to developing it further.
We would like to contribute to global environmental
conservation by developing and promoting electricvehicles and plug-in hybrid electric vehicles featuring
our electric vehicle technologies.

Electric Vehicle i-MiEV
The Electric Vehicle i-MiEV is powered by an electricmotor, and so it emits no exhaust gases such as
CO 2 while being driven. In 2009, Mitsubishi Motors
released i-MiEV as the world's first mass-produced
Electric Vehicle.
i-MiEV has built up a remarkable reputation
among customers for its many advantages overconventional gasoline engine vehicles, including
environmental performance, acceleration startingwith maximum torque, reduced noise by the electricmotor, and stability with the battery unit beneaththe floor.

* Mitsubishi innovative Electric Vehicle

Energy diversification(Liberation from petroleum,saving energy)
Electric Vehicle i-MiEV• Recycling
technology

MiEV• Catalyst technology• Exhaust purification• Avoiding the use ofhazardous substances

Preventing
environmental
pollution• PHEV• FCV• Variable
valve typeengines• Biofuels
compatibility

Plug-in Hybrid Electric Vehicle
Outlander PHEV
Plug-in hybrid electric vehicles are powered byelectricity stored in drive batteries. They use theengine to generate electric power when the battery
level is low.
The Plug-in Hybrid EV System for the Outlander PHEV
automatically shifts to the optimum driving modefor each running condition. “EV Drive Mode” uses
electric power from the drive battery and is suitable
for low to medium speeds in residential and urban
areas. When the battery level is low, it shifts to“Series Hybrid Mode,” which generates electric powerusing the engine. During high-speed driving, thevehicle shifts to “Parallel Hybrid Mode” driven by theengine and simultaneously assisted by the batterypowered motor. Based on electric vehicle technology,
the system has inherently lower CO2 emissions thanconventional gasoline engine vehicles, delivering
outstanding environmental performance.
Concern over insufficient power is no longer
an issue with the Outlander PHEV. It offers theadvantages of EVs: powerful driving, superb
quietness, and high stability.

• Clean diesel engine• Assist battery

Preventing
global warming

Plug-in Hybrid Electric Vehicle
Outlander PHEV

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Products and Technologies
Development of Electric Vehicle Technologies
New Value of Vehicles
Our EV/PHEVs are fitted with a large-capacity
battery, which means that customers can connect
their electrical appliances to use them even while on
holiday or traveling. The batteries can also serve as an
emergency source of electrical power in the event ofdisaster.*1 (For the Outlander PHEV, a maximum of 10days*2 of electrical power can be provided, including
electricity generated by the engine.*3)
In addition, by adopting Vehicle to Home (V2H)
technologies, which connect vehicles to the electricalsupply of homes, batteries can be used for energy
management or serve as an alternate power supply
during power outages.
These types of electric-powered vehicles are becoming
more widely adopted as vehicles that have value evenwhen they are not being driven.

Drive Battery＋
Engine Electric Power Generation
General Household
Electric Power Usage

Up toDaysʼ Worth*1 Please follow the instructions for each vehicle when connecting
appliances.
*2 Calculated based on an approximate daily electric power
consumption of 10 kWh for an average household. (excluding
conversion efficiency such as from V2H equipment)*3 When connected to V2H equipment, the engine cannot be used togenerate electricity.

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Products and Technologies
Development of Fuel Economy Improving Technologies ｜ Engine Improvement
The key issues in developing technologies for
improving fuel economy are how to minimize waste
when burning fuel, and how to reduce the resistanceof air intake and the friction of sliding parts. Mitsubishi
Motors uses these perspectives to promote thedevelopment of technologies for improving the fueleconomy of new engines.

Variable Valve Timing Mechanism "MIVEC"
Mitsubishi Innovative Valve Timing Electronic
Control System

Exhaust side
Variable lift
sensor

Idle-Stop "AS&G"
Auto Stop & Go
AS&G is an idling stop function that automaticallystops and starts the engine when the vehicle stops or
moves off. It improves fuel efficiency by not runningthe engine when the vehicle is stopped. When fittedwith a coasting stop function, AS&G stops the engine
while decelerating.

Reducing Engine Friction
Reducing Friction Inside the Engine to Improve
Fuel Economy
Various engine losses can affect fuel economy:
exhaust loss, cooling loss, mechanical friction loss,
pump loss, and drive loss of auxiliary units.
Engine friction is a mechanical friction loss resulting
from combustion gas within the cylinder causing
engine parts such as the piston and crank shaft tomove. This friction loss is mainly caused by thesesliding parts.
We make improvements to decrease the sliding
resistance of such parts to reduce engine friction.

Approaches to Reducing Engine Friction● Improving contact surfaces

Continuously variable valve
lift system
Intake side

Variable camphase system

Variable lift electric
actuator

New MIVEC engine

The new MIVEC is a variable valve timing mechanism
for minimizing fuel consumption. The intake
valve lif t is continuously varied according to theoperating condition to reduce intake resistance.
This minimizes air intake energy loss, resulting in

Optimization of the shape and surface treatment of
the piston skirt, and surface treatment of the cam● Reducing contact force

Improvements to the shape, and reduction oftension of piston rings, optimization of the set loadof valve springs, crank shaft layout, shape of timing
chain, tension of timing belt, etc.

● Reducing friction by improving lubricantsApplication of low-viscosity engine oils

● Reducing resistance when stirring the engine oil

Optimization of the oil level

improved fuel ef ficiency.

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Products and Technologies
Development of Fuel Economy Improving Technologies ｜ Vehicle Body Improvement
Components other than the engine also need to be
examined to improve fuel economy.
Mitsubishi Motors is developing various technologies
related to the vehicle body.

“Assist Battery” Deceleration Energy Recovery (Power Generation Control)

CVTContinuously Variable Transmission

While Decelerating

A continuously variable transmission (CVT) varies
transmission ratio by seamlessly changing theeffective diameter of the pulleys.
It seeks to improve fuel efficiency by controlling
driving power. Based on throttle position information,
driving power is controlled in accordance to thedriving condition to achieve the most efficient balance
between the engine and CVT.
DrivepulleyThis technology controls power generation under various driving conditions such as idling, accelerating, and cruisingby conducting intensive charging of the battery using electric power generated while decelerating. Reducing the loadon the engine raises fuel efficiency.
When Starting from a Stop and Driving

Assist Battery

Electricalcomponents

Charging

Electric power generated from recovered energy
Charging of assist battery

SupplyMeter display

Supply of electric power from the assist battery toControl of power generationelectrical components

Eco-Drive Support
We are spreading equipment to support eco-driving, such as by equipping our vehicles with eco-drive support
displays including an eco-lamp and fuel economy meter in the combination meter and central information display.

Steel belt

DrivenpulleyIn a low state

In an overdrive state

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Products and Technologies
Development of Fuel Economy Improving Technologies ｜ Vehicle Body Improvement
Eco-Drive Support Equipment Display(for Outlander)● Eco-lamp

Lights up while driving in a fuel-efficient manner.

● Fuel consumption meter

Displays the average and current fuel economy.

● Idle-stop duration

Displays the cumulative time of engine halts by the
AS&G idle-stop mechanism.

Aerodynamics

Weight Reducing Technologies

Improving aerodynamic per formance for bet ter
fuel economy.
We optimize the shape of our vehicles to deliver
excellent aerodynamic characteristics throughrepeated analysis and wind tunnel tests using
Computational Fluid Dynamics (CFD) from theconceptual design stage.

We improve fuel economy by reducing vehicle weight.
We use aluminum, light but strong high-tensile
strength steel panels, and rationalization of structures
to keep vehicle weight down while ensuring safety
through a larger vehicle body, thereby achieving abalance between fuel economy and safety.

● Eco-drive assist

Displays how fuel-efficient the current drivingstyle is.

● ECO Score

Determines the driving status at predeterminedintervals, and displays the eco-drive rate in a leafshaped gauge.

Eco-lamp

Average fuelconsumption

Instantaneous fuelconsumption

Idle-stop duration
display

Eco-drive assist

ECO Score

Display in meters(Displays can be switched)

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Products and Technologies
Purifying Exhaust Gas while Driving
Vehicles powered by gasoline and diesel engines
inevitably emit combustion gases from the engine
while driving. These exhaust gases contain pollutants.
Mitsubishi Motors constantly develops and promotes
gasoline and diesel engine vehicles that emit lower
concentrations of these noxious exhaust gases.

Improving Gasoline Engine Vehicles
Since the 1960s, emissions of carbon monoxide,hydrocarbons, and nitrogen oxides (NOx) have beensteadily restricted by regulations.
We have taken various measures since such regulations
were first introduced. We currently comply with theseregulations by applying electronically controlled fuelinjectors and advanced catalyst technologies to the
combustion control system.

TOPICS

Additional ULEV* 70 Vehicles for North
America Introduced
The compact SUV Eclipse Cross for the North
American market is now compliant with the ULEV70
standards, which substantially reduce emissions ofharmful substances.

Eclipse Cross for the
North American market* Abbreviation for Ultra Low Emission Vehicle

Improving Diesel Engine Vehicles
For diesel engine vehicles, carbon monoxide,hydrocarbons, NOx, and particulate matter have been
regulated in some countries, such as Japan, UnitedStates and European countries, since the 1970s.
Since such regulations were first introduced, we havetaken measures including improving the combustion
technology. To comply with these regulations, wehave developed and produced clean diesel engines bysystemizing technology such as VG turbochargers,
controlling combustion with a common rail fuelinjection system, introducing after-treatment using
NOx trap catalysts, and diesel particulate filters.

VG Turbocharger

NOx Trap Catalyst
This converts toxic NOx into
harmless nitrogen.

Diesel Particulate Filter (DPF)
This substantially reduces
particulate matter.

Vehicles with Clean Diesel Engines

The VG turbocharger helps
to improve fuel economy andsuppress emissions of particulatematter through optimum
supercharging across the engineʼs
operating range.

Common Rail Fuel Injection System
Particulate matter and NOx canbe generated due to incomplete
combustion. In Mitsubishi Motors
vehicles, this is suppressed using ahigh-pressure fuel pump, common
rail accumulator that stores highlypressurized fuel, and electronicallycontrolled fuel injectors.

Pajero for the Japanese Market

Delica D:5 for the Japanese Market

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Products and Technologies
Reduction of In-Cabin VOCs
To provide customers with a healthy and safe cabin
space, Mitsubishi Motors works to reduce volatileorganic compounds (VOCs) inside the cabin.
VOCs are compounds that easily volatilize at room
temperature such as formaldehyde and toluene.
These compounds are thought to cause sick building
syndrome, and may irritate the eyes, nose, and throat.
In an automobile cabin, they are mainly generated byadhesives and paint used in interior parts.
The Japan Automobile Manufacturers Association, Inc.
(JAMA) established voluntary guidelines for reducing
vehicle cabin VOC concentration levels (the “Voluntary
Guidelines”) applicable to new model passenger cars
marketed starting from the 2007 fiscal year.
Please see the JAMA website for details regarding theVoluntary Guidelines.
WEB

http://www.jama-english.jp/release/release/2005/050214.html

Progress
In order to reduce the amount of in-cabin VOCs, weare taking measures to reduce the sources of VOCs
as well as VOCs themselves. All new models since
the Mitsubishi i launched in January 2006 satisfy thevoluntary guidelines set by the Japan Automobile
Manufacturers Association (JAMA).
◆ Example of Measures to Reduce VOCs
Central panel

Reduced organic solvents in thesurface painting

CarpetReduced aldehydes in pile adhesives

Seat

Reduced organic solvents in fabricadhesives

Ceiling

Adsorbs and decomposes
formaldehyde using the clean air
filter deodorizing function

Air-conditioner

Reduces VOCs with clean air filter
with deodorizing function

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Products and Technologies
Recycling Initiatives
Automobile Recycling Initiative
Established

Dealing with Automobile Recycling
Acts of Other Countries

In the 1980s, large-scale illegal dumping of automotive
shredder dust occurred due to a shortage of final
disposal sites for such dust. In response, the Ministryof International Trade Industry (the present Ministryof Economy and Industry) METI drew up the Used
Automobile Recycling Initiative in May 1997, to
encourage proper recycling and disposal.
Following METIʼs action, the Japan Automobile
Manufacturers Association, Inc. (JAMA) establisheda voluntary action project called the “Automobile
Recycling Initiative” in February 1998. Mitsubishi
Motors introduced the “Mitsubishi Motors Recycling
Initiative” in the same month.
In the Mitsubishi Motors Recycling Initiative, we set
targets and continued improving the ease of recycling,
reducing the use of lead (except for batteries),and introducing recycled parts (bumpers, interior
substrate materials, floor mats, etc.) for new vehicles.
In line with this unique guideline, we consider easeof recycling from the initial stage of designing anddeveloping products, and have achieved our voluntarytarget values.

Since the Automobile Recycling Law was enforced
in Japan in 2005, automotive manufacturers havebeen properly recycling shredder dust of discarded
automobiles, airbags and fluorocarbons (3 items), thus
helping to create a recycling-based society.
The ELV Directive (2003) was enacted in Europe as
well, specifying ease of recycling as a certification
requirement and promoting recyclable design.
We will comply step-by-step with automobile recycling
regulations which are now being introduced indeveloping countries in Asia.

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Products and Technologies
Recycling Initiatives ｜ Recycling-Based Design and Development
Under vehicle recycling legislation in Japan andEurope, automobile manufacturers are obligatedto consider recycling when developing products.
Mitsubishi Motors conducts design and developmentthat actively incorporates not just recycling, but all
aspects of the 3Rs including reduction and reuse.
Since 1999, we have implemented the 3Rs in thestage starting with conceptual design in accordancewith our unique Recycling Plan Guidelines.
With regard to wires and harnesses, and motors, wehave improved detachability and ease of recycling inaccordance with the Harness Design Guidelines.
Parts made from recycled materials include sparetire covers and battery trays made with recycledmaterial from bumpers replaced during repairs
performed by dealers.

TOPICS

Use of Recycled Parts on New Vehicles
We proactively adopted 3R designs in accordancewith the Recycling Plan Guidelines for all vehicles
developed in fiscal 2017. Eclipse Cross, which waslaunched in fiscal 2017, uses easily recyclable
thermoplastic resin for exterior and interior parts.
We will continue to manufacture vehicles with due
consideration for the 3Rs from the initial stagesof development to promote resource conservationand simplify recycling.

Main parts (indicated in green) that use
thermoplastic resin on the Eclipse Cross .
Top: Exterior, Bottom: Interior

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Products and Technologies
Recycling Initiatives ｜ End-of-Life Vehicle Recycling
Mitsubishi Motors encourages recycling of end-oflife vehicles to reduce the environmental impact ofwaste from these vehicles. In Japan, the EU, and otherregions, we promote recycling in accordance with theautomobile recycling laws of each country.

Response to Automobile Recycling
Laws in JapanThe company accepts automobile shredder residue(ASR), airbags, and fluorocarbons for recycling.
For the recycling of ASR, we participate in ART(Automobile Shredder Residue Recycling Promotion
Team: Team established by Nissan Motor Corporation,
Mazda Motor Corporation, Mitsubishi Motors, etc.)
to jointly process ASR. As a result of the creation of
new processing facilities and other measures, the ASR
recycling rate in fiscal 2017 was 98.1%, substantiallyabove the statutory standard of 70% in effect since2015. We will continue to develop new recycling
facilities to ensure the stable processing of ASR.
The company outsources the treatment of airbags
and fluorocarbons to the Japan Auto Recycling
Partnership (JARP).
In addition, for the effective use of recycling fees
deposited from customers, we proactively works onincreasing the recycling rate by conducting efficient
recycling and proper processing of these three items.

Recycling Promotion in the EU
Response to the EU's Directive on the Recyclingof End-of-Life Vehicles
In the EU, automobile manufacturers or importers
must accept and recycle end-of-life vehicles inaccordance with the End-of-Life Vehicles Directive.*
The company built a system of acceptance andrecycling in line with the actual situation of EU
member countries centering on our European
subsidiary MME (Netherlands).

Collection of Drive Batteries in ElectricPowered Vehicles/Construction andOperation of the Recycling System
The company established and operates a drive
battery collection system for the purpose of recycling
technology development and proper treatmentof end-of-life drive batteries in electric-powered
vehicles and plug-in hybrid vehicles in Japan, Europe,and North America.

* "Directive of the European Parliament and of the Council on End-ofLife Vehicles" effective from October 2000

Provision of Dismantling Information
In the EU, automobile manufacturers must provide
dismantling information for new model vehicles totreatment operators. The company provides suchinformation on a timely basis by using the International
Dismantling Information System (IDIS) jointly developedby automobile manufacturers

Response to the EU's Directives on Approvalfor Vehicle Models for Recyclability
In the EU, satisfying the minimum 95% recyclability
rate is a requirement for type approval of vehicle
models, and the company established a systemthat satisfies the requirements of this directive. Our
vehicles sold in the EU meet the requirements of thedirective under this system.
We will continue to acquire recyclability approval for all
new models sold in the EU.

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Products and Technologies
Reduction of Hazardous Substances
In accordance with the reduction targets of the Japan
Automobile Manufacturers Association, Inc. and EU
end-of-life vehicles directive, Mitsubishi Motors is
working to reduce the use of four substances (lead,
mercury, cadmium, and hexavalent chromium). We
have established internal technical standards tovoluntarily reduce hazardous substances. We are also
taking measures to comply with regulations on the useof hazardous substances in each country in compliancewith the REACH regulation* concerning substances.
At present, in addition to lead, mercury, cadmium,hexavalent chromium and other heavy metals, theuse of VOCs (volatile organic compounds), brominebased flame retardants and various other substancesis regulated.
Regulations similar to European ones are being
enforced in developing countries in Asia as well.
* REACH stands for "Registration, Evaluation, Authorisation and Restrictionof Chemicals." Enacted on June 1, 2007, the REACH regulation is a generalsystem to register, evaluate, authorize and restrict the use of substances

Material Data Control by the International
Material Data System (IMDS)

In cooperation with suppliers, we are complying
with the REACH regulation, a general system for theregistration, evaluation, authorization, and restrictionof substances used in the EU.
◆ Flow of Data Collection through IMDS
Mitsubishi Motors
Hazardous
substance
controlInternal
systemData input
requestData
download

Suppliers
Data input

IMDS

Initiatives to Reduce Hazardous
Substances in Mitsubishi Motors Products
Mitsubishi Motors uses IMDS to manage data
concerning materials. Through this process, we
confirm compliance with use regulations andreductions in the use of hazardous substances in new
vehicles and vehicles in ongoing production.
We will continue to take measures to ensurecompliance with regulations and reduce the use ofhazardous substances.

Data on the hazardous substances contained in
vehicle parts delivered by suppliers are collected by
the International Material Data System (IMDS), aninternational system for collecting such data. Together
with overseas plants such as Mitsubishi Motors(Thailand) Co., Ltd. (MMTh), we utilize the collected
data under a globally centralized internal system forreducing hazardous substances.

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Business Activities
Efforts in Production
While vehicles make our lives convenient, they affectthe environment in various ways throughout their life
cycle, from development, production and use to final
disposal. As a manufacturer, Mitsubishi Motors has amajor responsibility to minimize the impact of vehicles
on the environment.
Automobile production, in particular, is related tovarious environmental issues, ranging from thecommunity level to the global scale. We are therefore
constantly striving to reduce environmental impacts,
including reducing CO 2 emissions from the production
plants, and preventing air and water pollution.

◆ Our Groupʼs Main Production Sites (partial list)

Okazaki Plant

GAC Mitsubishi Motors Co., Ltd.
(GMMC)

Kyoto Plant - Kyoto

Mitsubishi Motors (Thailand) Co.,
Ltd. (MMTh)

Mizushima Plant

PT Mitsubishi Motors Krama Yudha
Indonesia (MMKI)

Mitsubishi Motors Philippines
Corporation (MMPC)

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Business Activities
Efforts in Production ｜ Reducing CO2 Emissions
We actively promote reducing the consumption ofenergy sources such as electricity and fuels to control
CO 2 emissions that cause global warming while also
conserving the limited resources on earth.

Equipment Improvement for Production

Promoting Renewable Energy
At the Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)plant in Thailand, photovoltaic power generation
panels were installed on the roof of the plant, and thegenerated power is being used for office lighting andto charge electric-powered vehicles.

The paint lines at Okazaki Plant and Mizushima Plant
use the waterborne 3WET paint method, which
reduces CO 2 emissions by passing the painting
workpieces through driving ovens only once instead of
twice, as usual.
The Okazaki Plant changed from conventional large
water pipe boilers to compact through-flow boilers.
This has made it possible to restrict the number ofunits based on operating conditions in each of theplantʼs processes, supplying steam efficiently.
At the assembly plant, the air compressors used tosupply air to parts transfer equipment and tightening
tools have been updated from screw compressors toturbo compressors, improving air discharge efficiency.

Compact through-flow boilers

Photovoltaic power generation panels

TOPICS

Initiatives at the Indonesia Plant
PT Mitsubishi Motors Krama Yudha Indonesia(MMKI), an overseas plant that, in fiscal 2017,
began production of the crossover MPV Xpander,
is making efforts to reduce CO 2 emissions in order
to become a more environmentally-friendly plant.
For example, conventionally, plants have usedsteam boilers as heat sources, but this plant has
introduced heat pump turbo refrigerators, and uses
low temperature exhaust heat from the plantʼs air
compressors to create hot water. It supplies this hot
water to painting equipment, cutting total energy
consumption and reducing CO 2 emissions.
<Major initiatives>
Switch to steam-less heat sources● Reduction of power used in paint processes● Installation of natural ceiling lighting and use of
LED lighting throughout the plant●

Turbo compressors

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Business Activities

Efforts in Production ｜Preventing Air Pollution

To prevent air pollution, Mitsubishi Motors takes a variety
of measures to reduce contaminating substances insmoke emitted from production plants, which can be acause of acid rain and photochemical smog.

Reducing VOC* Emissions
We endeavor to reduce the amount of VOCs emitted
from vehicle body production by reducing consumptionof paint and improving recovery rate of used paintthinner. We achieve this by updating painting robots
and adjusting the painting production lot size.
* Abbreviation of Volatile Organic Compounds.

Reducing NOx and SOx* Emissions
To reduce NOx emissions, we introduced low NOx
content boilers as the heat sources used for paintprocesses and are promoting use of low NOx content
burners. To reduce SOx emissions, we changed the fuelfor the boilers to kerosene or city gas, which has lesssulfur content.
* NOx: Nitrogen oxide, SOx: Sulfur oxide

Reducing Particulate Matter

Mitsubishi Motorsʼ
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Performance Report:
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Efforts in Production ｜ Preventing
Soil and Water Pollution
Mitsubishi Motors has long since conducted surveys
and examinations to ensure that underground wateror soil are not contaminated, to prevent adverse
influence on human health. If contamination is to beobserved, we take immediate measures to prevent its
dispersion, and report to authorities and communities
for information disclosure.

Environmental Survey of Soil andWater Pollution
We conduct regular monitoring of underground water
quality at the wells along the border of the premises,
and ensure that no hazardous substances are
dispersing towards the outside.

Prevention Measures against Soil andWater Pollution
To prevent soil and water pollution, we implement
effluent purification through installing a wastewater
treatment system by activated carbon, and an
emergency reservoir tank. We have also establishedvoluntary control standards
that are stricter than lawregulated values, to tackle
pollution prevention.

We abolished waste incinerators to reduce thegeneration of soot and dioxins.
General effluent treatment facilities

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Performance Report:
SocialBusiness Activities
Efforts in Production ｜ Management of Chemical Substances
To minimize the impact on the environment ofchemical substances, Mitsubishi Motors ensuresmanagement of the usage and discharge status ofchemical substances used in production plants.

Control of PRTR* Substances
We have long since examined the physical propertiesand details of usage plans of new chemical substancesby using the “substances toxicity prior examination
system,” to determine whether or not those newchemical substances may be introduced, in order toemphatically suppress the toxicity from highly risky
chemical substances.
* Abbreviation of "Pollutant Release and Transfer Register." Report on
the discharge removal quantities of substances

Appropriate Management ofHazardous Waste
We manage hazardous waste so that we do not importor export hazardous waste which is restricted by theBasel Convention on the Control of Transboundary
Movements of Hazardous and Their Disposal.
In addition, in case of domestic transportation anddisposal of hazardous waste, we make efforts toappropriately transport and dispose hazardous waste
to prevent the exposure of toxic materials.

Appropriate Management of Waste
Containing PCBs
Polychlorinated biphenyls (PCBs) are contained intransformers and condensers as insulation oil.
To prevent incorrect PCBs disposal, we thoroughly
investigate the current management of PCB waste,
and we are thoroughly implementing appropriate
management in accordance with the Act on
Special Measures concerning Promotion of Proper
Treatment of PCB Wastes.
In FY2017, we properly disposed of approximately
100 condensers stored at our Kyoto Plant andother devices.
Wastes with low concentrations of PCB were also
properly disposed in accordance with the Act on
Special Measures concerning Promotion of Proper
Treatment of PCB Wastes.

Performance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Efforts in Production ｜ Promoting
Effective Use of Resources
At production plants, we convert industrial wastematerials generated from production processes into
reusable resources, reduce the volume of waste
discharged, and maintain landfill waste disposal rate ofzero* at every plant.
* Land reclamation rate below 0.1 %Converting Waste into Reusable Resources
and Suppressing Waste Generation
We convert spent oil into usable oil, waste sand fromfoundries into base course material, and sludge into
raw material for cement.
We also aim to reduce the metal scraps generated
from production processes and the amount of waste
sand that is generated by foundries.

Conserving Resources at Knock-Down(KD)* Plants
To reduce the amount of cartons and pallets used
for transporting product to knock-down plants, weare increasing the use of returnable racks, thereby
reducing our consumption of steel.
* Refers to the exporting in the form of parts for assembling vehicles atthe local plants.

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Editorial Policy

Business Activities
Efforts in Production ｜ Preserving Water Resources
Water is an essential resource for creatures to live. In
recent years, the increase of droughts and flooding, andwater pollution are risks of threatening stable watersupply around the world. Our automobile production
activities require a large amount of industrial water, citywater, and well water, etc., and discharge of water into
sewage lines and rivers, etc. The use of water is alsoessential for many of our business partners, as well, so
we recognize the importance of water risk management
throughout our entire supply chain.
We conduct water risk assessments* in the regions
where our main production plants are located, andidentify which plants are located in high water stressareas. We consider preparation for future water risk
to be an important issue, and strive to conserve
water resources through measures such as reducing
the amount of water withdrawal and monitoring thequality of discharged water.

◆ Water Withdrawal Source and Drainage of Each Plant* Using the "Aqueduct" water risk map developed by Water Resources Institute.
Evaluation of the impact on business by the risk of stricter water
discharge regulations and physical risks such as flooding and drought.

PT Mitsubishi Motors Krama Yudha Indonesia (MMKI),
an overseas plant that began production of thecrossover MPV Xpander in fiscal 2017, is making
efforts to recycle wastewater and reuse rainwaterto reduce water withdrawal. Roughly 50% of thewater processed in its wastewater treatment plantis reused within MMKI.

Initiative Example
Recycling of industrial water-Recycling of washing water to pre-washing-Recycling of purified discharged water for wateringgreen spaces● Reuse of industrial water by circulating-Recycling of cooling water/temperature control water bycirculating in cooling towers● Use of rain water-Watering flower beds on the premises with rain water
storage tanks and automatic watering systems● Use of industrial water and well water that were treatedwith filters (Okazaki Plant)
●

Plant

Water Withdrawal Source

Drainage

Okazaki Plant (Okazaki, Aichi Pref.)Yahagi River

Tributary of Kanda River, etc.

Kyoto Plant -Kyoto (Kyoto, Kyoto Pref.)Lake Biwa

Sewage line

Kyoto Plant -Shiga (Konan, Shiga Pref.)Lake Biwa

Sewage line

Mizushima Plant (Kurashiki, Okayama Pref.)Takahashi River

Hakken River → Mizushima Port

Pajero Manufacturing Co., Ltd. (Sakahogi-cho, Gifu Pref.)Kiso River

Kiso River

Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)

Nong Pla Lai Reservoir, etc.

Sewage line

PT Mitsubishi Motors Krama Yudha Indonesia (MMKI)

Lake Jatiluhur

Sewage line

TOPICS

Initiatives at the Indonesia Plant

Industrial water/wastewater treatment plant(Far left: industrial water treatment plant, Right:
Wastewater treatment plant)

Mitsubishi Motors CSR Report 201841

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Business Activities
Efforts in Distribution
Automobiles are made of numerous parts andmaterials transported from different regions and areshipped around the world. The environmental impactof logistics, including energy use and CO 2 emissions, isparticularly significant.

CO2 Emissions Reduction Initiatives
We set reduction targets for unit CO 2 emissions (kgCO 2 /1000t km) during the transport of procured partsand products to promote initiatives for achieving
these targets.
We strive to reduce transport distances throughthe use of less distant procurement sources, and to
decrease the number of transport trips by improving
the packing appearance, increasing the load factor,
and consolidating transport routes.
Other activities include modal shifts such as
improving rail utilization rates and requesting the
introduction of ecologically-friendly vehicles andpromotion of eco-driving by our business partnersʼ
transport subcontractors.

Mitsubishi Motors CSR Report 201842

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Business Activities
Collaborative Efforts with Suppliers
Automobiles are composed of a wide variety ofmaterials and parts which are developed and producedby our suppliers. Mitsubishi Motors believes that our
impact on the environment can be reduced not only
through our own business activities but also throughinitiatives that take into account all processes frommanufacturing of materials and parts to the delivery ofthese materials and parts.
Based on the basic concept of purchasing materials
and parts with low impact to the environment fromsuppliers who continuously work to reduce theirenvironmental impact, Mitsubishi Motors has rolled
out “Green Procurement Guidelines” to our parts
suppliers, plant material suppliers, and other suppliers,
striving to reduce the environmental impact of ourentire supply chain.

Expansion of Green Procurement
Guidelines
The company requests suppliers to acquire andrenew of external certifications of environment
management systems, as well as to manage
hazardous substances, promote the 3Rs submit
LCA data to allow us to understand the lifecycle
environmental impact, reduce environmental impact
reduction in business activities, and reduce theirenvironmental impact related to logistics.
Green Procurement Guidelines is also supplied tosuppliers of key overseas plants such as Thailand.

Communicating with Suppliers
Our business partners cooperate with us in various
initiatives, including meeting the requirementsof our Green Procurement Guidelines. We believethat ongoing communication is an important partof the steady implementation of initiatives bybusiness partners. We explain the importance ofenvironmental initiatives at our Suppliers Meetings,
which are attended by our business partners, andstrive to engage in communications to reduce theenvironmental impact of our entire supply chain.

TOPICS

Participation in the CDP Supply Chain Program
Since fiscal 2018, we have participated in the
CDP Supply Chain Program operated by CDP, anenvironmental NGO. This program investigatesconditions in business partners using CDPʼs system,
which requires companies to disclose information
regarding their strategies and management
regarding climate change and so on.
We have requested about 100 major business
partners to participate in investigation, arecollecting information on climate change risk factors
in our supply chain, and are monitoring management
conditions and change in emissions.

Hazardous Substances in Products
Mitsubishi Motors has established standards thatdefine the usage limits of hazardous substancesin products in order to reduce the environmental
impact of products throughout their lifecycle. We
confirm if delivered parts meet these standards.
We also strive to ensure thorough risk response byhaving our business partners create their own internalmanagement systems for hazardous substances.
Through these, we promote the assessment ofcompliance with laws and regulations, implementationof voluntary initiatives of the Japan Automobile
Manufacturers Association and usage conditions basedon the notice requirements of laws and regulations,etc. Some substances targeted by these specifications
are designated by groups of manufacturers ofautomobiles, parts and materials from Japan, U.S.,
and Europe for the purpose of conservation of asustainable global environment while other substances
are stipulated by the company independently.

Mitsubishi Motors CSR Report 201843

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GRI Standards
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Business Activities
Efforts in Offices and Dealers
Mitsubishi Motors believes that we must promoteaction to reduce the environmental impact throughall business activities including our offices anddealers. At dealers in particular, we promote action
to spread electric-powered vehicles with outstanding
environmental performance in addition to efforts
such as energy conservation activities and recycling
activities. In this way, we can work toward a clean lowcarbon society together with our customers.

Office Initiatives
As part of the environmental initiatives we carry out
in relation to our business activities, we are promoting
the use of renewable energy in various types.
Through initiatives such as the installation of solar
panels and the application of renewable energy
certificate systems*1, we plan to use renewable energy

TOPICSTOPICS

Okazaki Area "Research and Development
Building" Initiatives

Making Use of the Tradable Green Certificates
Systems at Shareholdersʼ Meetings“Research and Development Building,” an officebuilding in the Okazaki Area Technical Center inoperation from October 2018, features a naturalventilation system, which uses its atrium design,
outside air cooling*2, the use of cool tubes*3, andthe installation of rooftop solar panels. It was rated
as “S Rank,” the highest rank, by CASBEE Aichi*4,
because of its environmental design.
In fiscal 2018, Tradable Green Certificates systems
will be used to supply renewable energy for all
power used in this building.

Making use of the Tradable Green Certificates systems,
the venue at which the 49th Ordinary General Meetingof Shareholders was held in June 2017, supplied all
power from renewable energy sources.

for some of the power consumed in offices.
*1 These systems are used to trade environmental added value of
renewable energy generated from natural energy sources using
renewable energy certificates issued by a certificate issuer andconfirmed by a third party organization.

Okazaki Area "Research andDevelopment Building"*2 During intermediary periods when the temperature outside islower than the temperature inside, outside air is actively used forcooling and warm air is vented out of the top of the atrium area.
*3 Air inside tubes buried underground exchange heat with
underground heat, and the cooled air is brought in for use in air
conditioning.
*4 System developed by Aichi Prefecture in which owners ofbuildings voluntarily submit the building environmental plansso that the environmental performance of the buildings will be
evaluated based on the submitted information.

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Business Activities
Efforts in Offices and Dealers
Dealer Initiatives

TOPICS

Expanding Next-Generation Dealers “Dendo Drive Station”
We promote the acquisition of “Eco-Action 21”*1
to our dealers in Japan. Dealers that have acquired
certification carry out activities such as reducing
the amount of energy and water usage, reducing theamount of waste they produce, and promoting thewidespread use of EV/PHEVs. They install “EV QUICK”
signboards that make it easy for members of thecommunity to use their quick-charging points.
Local residents are also welcome to use these quick
charging points. We are also putting effort into nextgeneration dealers “Dendo Drive Station” to introduce
the value brought by the EV/PHEV.

Mitsubishi Motors is putting effort into the expansion of our “Dendo Drive Station” next-generation dealers, which areequipped with presentation tools and demonstration corners to let more people feel the meaning and value of electricpowered vehicles. By fiscal 2017, we opened 28 Dendo Drive Stations nationwide.
Dendo Drive Stations have photovoltaic power generation systems and V2H*2 devices. Electricity generated from solar
energy can be used to charge EV/PHEVs, and EV/PHEVs can be used to supply power to the dealers. Inside the dealers
are “Lifestyle Corners” modeled on typical dining rooms, where “Power Outage Demonstrations” demonstrate the use ofV2H devices to supply power from EV/PHEVs in the event of a power outage, and “1500W Experience Demonstrations”
demonstrate the capabilities of EV/PHEV 100V AC power.
We will continue to roll out Dendo Drive Stations across Japan, and contribute not only to the environment, but also
toward building a resilient society that does not yield to energy problems and disasters.
*2 V2H: Abbreviation of Vehicle to Home, a system whereby electric power stored in an EV/PHEV is supplied to the home.

*1 Eco-Action 21 is a certification and registration system based on
the Environmental Management Systems guidelines formulated by
Ministry of the Environment for medium-sized companies.

"EV QUICK" Signboard

Dendo Drive Station

V2H and Charging Corner

Power Outage Demonstration

Lifestyle Corner

Quick charger installed in a dealer

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Collaboration with Society
Initiatives for Preserving Biodiversity
All living creatures are connected through various intricate relationships to live in balance. We, as human beings, livewith the blessings of this biodiversity every day.
As an automobile manufacturer, Mitsubishi Motors has impacts biodiversity both directly and indirectly due to landuse (including the construction of plants), the release of chemical substances from sites, and the greenhouse gas
emitted from the use of the companyʼs products and business activities. For this reason, we believe it is a priority
to protect biodiversity so that the next generation can continue to enjoy the blessings of biodiversity. The company
formulated the “Mitsubishi Motors Group Guidelines for the Preservation of Biodiversity” in August 2010 andpromotes conservation activities.
None of our business sites in Japan are located in or adjacent to protected areas according to the Nature
Conservation Act and prefectural codes. However, we have been progressively conducting surveys on ecosystems inorder to understand the impact our business activities have on biodiversity. We learned that Shiga Plant has a highbiodiversity value since the area around the plant is home to various rare species.

Mitsubishi Motors Group Guidelines for the Preservation of Biodiversity
The Mitsubishi Motors Group will continue to track and reduce its impact on biodiversity, recognizing that the activities of humankind
can both benefit from and affect the diversity of living organisms. To this end, the entire Group will take on initiatives for preventing
global warming and environmental contamination, and promote the recycling and efficient use of resources, while engaging in
activities that pay consideration to biodiversity.

Ecosystem Surveys at Business Sites
in Japan
Vehicle production requires the use of largescale plants. We believe it is important to assess
the impact that the use of land in our businessactivities has on local biosystems in our biodiversity
protection initiatives.
Based on this concept, we conduct ecosystemsurveys with the support of experts at our domestic
business sites with large-scale land, such as ourfactories. Also, we survey the biosystems in thesurrounding environment with on-site studies anddocument research. These surveys assist us inplanning maintenance measures that are in harmony
with local biodiversity.

1. Consideration to biodiversity in business activities<Main survey results>

We will track and reduce the impact of business activities on biodiversity by conserving energy, reducing the generation of waste,and curtailing the release of chemicals. At the same time, we will also pay consideration to neighboring communities when making
use of land for factory construction and other purposes.

●

2. Consideration to biodiversity in products

We will promote fuel efficiency, exhaust gas countermeasures and recycling-friendly design of our products, while striving to selectand use materials that pay consideration to the environment.

Ecosystem Survey at Kyoto Plant-Shiga (2013)
Publication of “Mitsubishi Motors Wild Life of Kyoto
Plant-Shiga” (2014) <Japanese only>●

Okazaki Plant Ecosystem Survey (2016)●

Mizushima Plant Ecosystem Survey (2017)

3. Education, understanding and self-awarenessWe will continue to educate the entire Group from management to employees on the front lines to share a common understanding
and develop a self-awareness of the relationship between business activity and biodiversity.

4. Cooperation and collaboration with society
These activities will be promoted in cooperation with all stakeholders including the supply chain, stockholders, local governments,
local communities, non-profit organizations (NPOs) and non-governmental organizations (NGOs).

5. Information disclosure
We will strive to disclose and disseminate the content and results of these activities to customers and local communities.

Mitsubishi Motors CSR Report 201846

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Environment

Performance Report:
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GRI Standards
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Collaboration with Society
Initiatives for Preserving Biodiversity
TOPICS

Ecosystem Survey at Mizushima Plant
Since May 2017, we have conducted an ecosystemsurvey of plants, birds, insects, and aquatic life.
This survey has confirmed the presence of plants(Rhynchosia volubilis, Vitis ficifolia, and so on)
found in coastal forests in nearby areas. This isbelieved to be the result of birds carrying seeds
from nearby coastal forests to the plant, and shows
the connection between the business site and thenatural environment of the surrounding area. We
also found alien plant species, and have a clearer
understanding of the issues toward landscapeconservation within the site.
We will continue to engage in activities with aneye to biodiversity, such as the maintenance andmanagement of greenery within our business sites.
Through this, we believe that we can contributeto the strengthening of bonds with the national
environment around our site.
From fiscal 2018, we will implement maintenanceactivities based on the issues identified throughthis survey.

Conservation Activities Based on
Ecosystem Survey Results
Our past ecosystem surveys have found various
issues; such as many of the grasses and plants onsite grounds being invasive species, plant life local tothe area having difficulty taking root, and a lack ofwaterfront area making it difficult for insects and birds
to live at sites.
Based on these survey results, at our Shiga Plant,
we have terminated alien plant species such as
Andropogon virginicus and planted local plants suchas Imperata cylindrica. We have strived to restore theplant life native to the area by preparing environments
conductive to insect and other life. At the Okazaki
Plant, we have installed birdbaths and prepared agrowth environment for the birds that arrive at thesite. At the Shiga Plant, we conducted a monitoring
survey of the results of past activities. This survey
confirmed that activities such as the planting ofImperata cylindrica and the termination of alien
species have increased the percentage of species
native to the area.

TOPICS

Birdbath Installation
A birdbath allows birds to safely drink water, clean
their feathers, and rid themselves of insects.
At the Okazaki Plant, we installed two birdbaths, andhave confirmed that they are visited by various birds
that bathe in their waters.
We will continue to create environments which
are conductive to birdlife and to contribute to themaintaining of local biodiversity.

Birds using a birdbath

Vegetation survey

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Collaboration with Society
Initiatives for Preserving Biodiversity
Biodiversity Indicators
Condition of Protected or Restored Habitats (Achievements by FY2017)

Business Site

Kyoto Plant-Shiga

Protection:
Initiative of preserving native plants and creatures in andaround the plant

Restoration:
Initiatives of restoring the ecosystem in and around thebusiness areas to the condition which native plants andcreatures are able to live

Environmental preservation of "Yatsuda" where White
egret flower lives

Restoration of cogongrass gregariousness, which provides
habitats for various insects

Kyoto Plant-Kyoto

Planting Asarum caulescens, Blackberry lily and Eupatorium
japonicum, which are native plants of Kyoto city­

Okazaki Plant and Research &Development Center

Preparation of growth environments for birds through the
installation of birdbaths­

Construction of a culvert beneath the test course toprovide a movement route for mammals, etc.

Habitat Status of Rare Species (Red List of Ministry of the Environment) in and around the Plants (the Status to FY2017)
Kyoto Plant-Shiga (investigation period: from 2013 to 2014)
Category

Number of Species

Discovered Species

VU (Vulnerable)

3

Clouded salamander, Whirligig Beetle and Oryzias latipes

NT (Near Threatened)

7

White egret flower, Agrostis valvata, Eurasian Sparrowhawk, Japanese pond turtle, B lack-spotted Pond Frog,
Trigomphus citimus and Trigomphus interruptus

EN (Endangered)1

One species of insects not to disclose

Okazaki Plant and Research & Development Center(investigation period: 2016)
Category

Number of Species

Discovered Species

NT (Near Threatened)2

Northern Goshawk, Eurasian
Sparrowhawk

DD (Data Deficient)

1

Polistes japonicus japonicus

Mizushima Plant(investigation period: 2017)
Category

Number of Species

VU (Vulnerable)

1

FalconDiscovered Species

NT (Near Threatened)

2

Osprey, Japanese buzzard(Okayama Prefecture Red
Data Book)

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Collaboration with Society
Environmental Communication
Mitsubishi Motors aims to be a corporation trusted
by all of its stakeholders. For this goal, we release ourenvironmental initiatives on our website. In addition,
we listen to opinions from various people through ourparticipation in environmental exhibitions and events,
and then use these opinions in our initiatives.

Release of Environmental Information
on Website and in the CSR Report
The company releases
information on theconcepts and details of ourinitiatives on the company
website and in the CSR
report in order to make ourenvironmental initiatives
more widely known.
WEB

https://www.mitsubishi-motors.
com/en/csr/environment/

Environmental Website

Participation in Environmental
Exhibitions and Events
The company proactively participates in environmental
exhibitions and events. There, we spread awarenessabout our environmental initiatives, which are built
around electric-powered vehicle technology, and listen
to opinions from various people for use in our initiatives.

Main Environmental Exhibitions and Event
EcoPro Exhibition
EcoPro Exhibition is the largest environmental
exhibition in Japan.
We introduce our environmental initiatives, including
EV/PHEVs, and ask for
opinions from the visitors.
In addition, we have a quizfor children to provide themwith an opportunity to think
about the environment.
Automotive Engineering Exposition
The Automotive Engineering Exposition is Japanʼslargest exhibition of automotive engineering.
We introduce our environmentally friendly technologies,
including exhibits ofcomponent technologythat forms the structureof EV/PHEVs and newmodel engines with great
environmental performance.

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Collaboration with Society
Collaborative Environmental Preservation with Society
Mitsubishi Motors believes initiatives in collaboration
with society are important in environmental
conservation. For this reason, we have been working
on environmental conservation activities such as theforest preservation, cleaning, mowing, and terminationof alien species in collaboration with stakeholders
including communities, municipal governments,
ministries and government agencies, and NPOs.
For collaboration with ministries and government
agencies in particular, we support the national
campaign “COOL CHOICE” for countermeasures against
global warming and the climate change campaign “Funto Share” by the Ministry of the Environment, and weparticipate in the “Light-Down Campaign.”
Pajero Forest (Forest Conservation Activity)
Since 2006, we have been working on protecting andcultivating a forest in Hayakawa-cho, Yamanashi
Prefecture named“Pajero Forest” with theaim of protecting water
sources and fostering theenvironmental awarenessof the employees.

Light-Down Campaign (Global WarmingCountermeasures)This campaign is organized by
the Ministry of the Environmenton the day of the summer
solstice and “Cool Earth Day”
in July to turn off the lights atlight up facilities and houses.
We participate in this campaign
in key sites.
Hands-on Lessons (Hands-on Environmental Lessons)
The company offers hands-on lessons to students
on the environment to learn about the relationshipbetween cars and environmental problems andquizzes using eco partsin coordination witheducation boards.
Our employees visit
elementary schools toprovide the lessons.

Childrenʼs Forest Program (Forest
Conservation Activity)
In this Program, active in 10
countries such as Thailand andIndonesia, children promote greeningof the earth by planting and growing
young trees in school yards, thus
developing a love of nature.

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Reference Chart

Environmental Data
Supply Chain Greenhouse Gas Emissions (Scope 3, Fiscal 2017 Results)

Product Fuel Economy and CO2 Emissions (Corporate Average) *1(FY)Japan (fuel economy)*

2

United States(fuel economy)

2013

2014

2015

2016

2017

km/L

20.4

19.1

18.4

19.2

18.2

x103 t-CO2 eq

Capital goods

x103 t-CO2 eq
x10 t-CO2 eq

45 consolidated
1,013 consolidated

34.1

35.2

39.8

41.3

44.6

Category3

Light truck

mpg

31.5

33.2

34.4

34.6

34.9

115

110

118

118

Upstream transportation anddistribution

x103 t-CO2 eq

g-CO 2/km

124

Category4

Import vehicle

L/100km

8.0

7.7

7.4

7.6

7.5

Local production vehicle

L/100km

9.2

8.8

8.4

10.0

12.0

Target sites: 24 global environmental management target companies

297 non-consolidated

3

Category5

Waste generated in operations

x103 t-CO2 eq

16 non-consolidated (only production)

Category6

Business travelx103 t-CO2 eq

Category7

Employee commuting

x103 t-CO2 eq

4 consolidated
14 consolidated­

Category8

Upstream leased assets

Category9

Downstream transportationand distribution

Category10

Processing of sold products

Category11

Use of sold products

x103 t-CO2 eq

30,731Category12

End-of-life treatment of soldproducts

x103 t-CO2 eq

741

­

(FY)

Unit

2013

2014

2015

2016

2017

x103 t-CO2

578

598

518

461

540

Scope 1 (direct emissions)x103 t-CO2

137

132

110

104

120

Scope 2 (indirect emissions)x103 t-CO2

441

466

408

357

420

Production

x103 t-CO2

515

523

449

394

477

Non-production

x103 t-CO2

63

75

69

67

63

Japan

x103 t-CO2

412

433

400

363

387

Asia

x103 t-CO2

97

98

89

91

147

Othersx103 t-CO2

69

67

29

7

6

CO2 emission factor● Based on "Greenhouse Gas Emissions Conversion, Reporting, and Announcement System based on the Act on
Promotion of Global Warming Countermeasures"● Overseas emission factors taken from the IEA's "CO2 Emissions from Fuel Combustion (2017 edition)"*3 Applied CO2 emission factors were revised and recalculated.

Category14

all destinationsome of dealers which are5
not affiliated3Franchises­­

Category13 Downstream leased assets

CO2 Emissions (Scope 1, 2)*3

Total amount

5,855 consolidated (only production)

Purchased goods and services

mpg

Business Activity Indicators

Coverage

38,721Category2

Fuel energy not included in
Scope 1 or 2

*1 Reported values to authorities in respective countries and regions.
*2 Tabulation includes passenger vehicles but excluded electric vehicles and plug-in hybrid electric vehicles.

EmissionsCategory1

Import passenger
automobile

Europe (CO2 emissions)China(fuel economy)

Unit

Unit
x103 t-CO2 eq

Total amountx10 t-CO2 eq­

Category15 Investments

Energy Input (Primary and Secondary Energy)
Unit

2013

(FY)

2014

2015

10.4

2016

2017

Total amount

PJ* 4

11.4

11.9

8.3

9.7

Production

PJ

10.1

10.5

9.1

7.0

8.2

Non-production

PJ

1.3

1.4

1.3

1.3

1.5

Japan

PJ

7.6

7.4

6.9

6.5

6.9

Asia

PJ

1.8

3.0

2.8

1.6

2.4

Others

PJ

2.0

1.5

0.7

0.2

0.4

Unit calorific value: Quoted from the "Act on the Rational Use of Energy"*4 1015 joules

Mitsubishi Motors CSR Report 201851

Environmental
Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Environmental Data
Sulfur Oxide

(FY)

Unit
Total emissions

2013

180

t

2014

177

2015

2016

185

2017

193

195

Calculation method: calculated the weight of sulfur contained in the used fuel and converted the weight into
sulfur dioxide (SO 2)

Nitrogen Oxide

(FY)

Unit
Total emissions

2013

101

t

2014

107

2015

2016

93

2017

89

92

Calculation method: Fuel usage volume calculated using the Ministry of the Environment's "Environmental Activity
Evaluation Program" emission factor

VOC (Volatile Organic Compounds)
Total emissions

Unit

2013

2014

2015

2016

2017

t

2,002

2,013

2,151

2,166

1,882

Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant, Pajero Manufacturing Co., Ltd, Suiryo Plastic Co., Ltd

Emissions of Ozone-Depleting Substances
Estimated at less than 0.1t (CFC equivalent) for Mitsubishi Motors Corporation alone.

Amount handled
Release and transfer

(FY)

Unit

2013

2014

2015

2016

2017

t

1,851

1,760

1,628

1,644

1,810

t

406

389

411

408

393

Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant, Pajero Manufacturing Co., Ltd

Generated Waste
Unit

2013

2014

2015

2016

2017

Total amountx103 t

182

161

162

150

162

Production

x103 t

171

151

153

141

148

Non-production

x103 t

11

10

9

9

14

Excluding some affiliated companies.

Generated Waste and Externally Disposed Waste (Mitsubishi Motors alone)
Unit
Total amount produced

x103 t

2013

124

2014

125

2015

111

2013

2014

2015

2016

2017

158

172

158

137

143

Resin

x103 t

2.1

2.3

2.9

3.0

3.0

Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant, Pajero Manufacturing Co., Ltd
Retroactive revisions have been made to correct previous errors.

Withdrawn Water Volume

(FY)

Unit

2013

2014

2015

2016

2017

x10 3 m 3

5,836

5,739

5,452

5,606

7,343

Production

3

x10 m

3

5,422

5,398

5,184

5,295

6,959

Non-production

x10 3 m 3

414

341

268

311

384

City waterx10 3 m 3

1,006

895

652

428

743

Industrial waterx10 3 m 3

3,472

3,324

3,232

3,505

4,009

Underground waterx10 3 m 3

1,358

1,520

1,568

1,673

2,591

Retroactive revisions have been made to correct previous errors. Tabulation has not been performed at some sites.
Recycled water use● MMKI (Indonesia) recycles and reuses some of its wastewater.
3● In fiscal 2017, roughly 178,000m of water was recycled. (Preliminary calculations indicate that this isequivalent to roughly 2% of total group-wide water withdrawal.)

Wastewater Volume

(FY)

Unit

2013

2014

2015

2016

2017

x10 3 m 3

3,677

3,497

4,170

3,977

4,577

Production

3

x10 m

3

3,263

3,156

3,902

3,666

4,193

Non-production

x10 3 m 3

414

341

268

311

384

Sewage

x10 m

3

941

789

1,635

1,708

2,405

Public waters

x10 3 m 3

2,736

2,708

2,535

2,269

2,172

3

Retroactive revisions have been made to correct previous errors. Tabulation has not been performed at some sites.
Includes some estimated figures.

(FY)

2016

93

2017

99

Externally disposed waste

x10 t

48

48

52

47

48

Internal recycle

x103 t

76

77

59

46

51

3

Unit
x103 tTotal amount
(FY)

(FY)

Iron and aluminum

Total amount
(FY)

PRTR

Raw Material Input

Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant

Mitsubishi Motors CSR Report 201852

Environmental
Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
SocialPerformance Report:
Environment

Performance Report:
Governance

GRI Standards
Reference Chart

Editorial Policy

Environmental Data
Environmental Accounting (Mitsubishi Motors and Pajero Manufacturing Co., Ltd.)
Environmental Conservation Costs(FY)

Category

Main Initiatives Details

Unit

2017
Investment

2016
Cost

Investment

Cost

Pollution Prevention Cost

Preventing air pollution, water pollution and soil pollution

Million yen

63

1,269

234

1,281

Global Environmental
Conservation Cost

Preventing global warming and the ozone depletion

Million yen

388

14

311

13

Resource Circulation Cost

Reduction, proper disposal and recycling of the waste

Million yen

6

829

5

874

Withdrawing used bumpers and corresponding automobile recycling law

Million yen

35

1,789

0

1,851

Administration Activity Cost

Maintaining certification of ISO14001, educating employees and monitoring

Million yen

120

668

0

706

R&D Cost

Research and development about reductions in environmental impact of
products such as improving fuel economy and exhaust gas measures

Million yen

3,567

39,545

1,358

34,651Social Activity Cost

Hands-on environmental lessons, supporting global environmental activity,
donation to environmental groups and disclosing environmental information

Million yen

2

328

17

150

Environmental Remediation Cost

Compensation for environmental damage by business activities

Million yen

10

4

3

79

Million yen

4,191

44,446

1,928

39,605Business
Area Cost

Upstream/Downstream Costs

Total

Unit
<Reference> The group entire capital investment, R&D cost

Capital investment

999

100 Million yen

Economic Benefit Associated with Environmental Conservation Activities (Actual Benefits)
Category
Revenue

Cost Reduction

Total

R&D cost

1,025

Capital investment

581

R&D cost

890

(FY)

2017

2016

Benefit

Benefit

Details of Benefit

Unit

Operating revenue from the sale of recycled waste products andused products produced through key businessMillion yen

2,232

1,597

Energy expense saving through energy conservation

Million yen

▲675

1,861

Water expense saving through water conservation

Million yen

1

13

Disposal cost saving through lower resource input or recycle

Million yen

▲3

▲18

Packaging materials cost saving through recycling

Million yen

454

251

Million yen

2,009

3,704

Based on the Environmental Accounting Guidelines 2005
published by the Japanese Ministry of Environment.
Includes data tabulated using proportional division.
In the table, the minus sign "-" indicates an economic increase
due to environmental conservation activities.

Mitsubishi Motors CSR Report 201853

S

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

ocial

Safety and Quality
Safety Measures ............................................................... 55
Quality Measures .............................................................. 58
Employees
Career Development and Evaluation ................................. 64
Training and Education ..................................................... 66

Labor-Management Relations ........................................... 68
Occupational Health and Safety ........................................ 69
Diversity and Work Styles ................................................. 71
Human Resource-Related Data .......................................... 74

Supply Chain Management
Basic Approach and Policies ............................................. 78
Management Organization ............................................... 79

Promoting Supply Chain Management .............................. 79
Initiatives for Business Continuity Plans in the Supply Chain .... 80
Social Contribution
Policies ............................................................................. 81
Initiatives ......................................................................... 81

Human Rights
Basic Approach and Policies ............................................. 76
Management Systems ...................................................... 76
Human Rights Education and Training .............................. 77

Mitsubishi Motors CSR Report 201854

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Safety and Quality
Safety Measures
Basic Approach to Safety
Mitsubishi Motors is aware of its responsibility towards
traffic safety as an automaker, and reflects on its
past quality issues that have led to loss of customer
and society trust. Given these points, we have set“Delivering products which help prevent traffic
accidents” as a key part of our CSR activities.
Approximately 1.25 million people are killed in traffic
accidents worldwide every year* As vehicle ownershipincreases in emerging countries in particular, traffic
accident fatalities are also on the rise. Reducing traffic
accidents is an urgent global issue, and Target 3.6,
the United Nations Sustainable Development Goal,(SDG) calls for halving the number of global deaths andinjuries from road traffic accidents by 2020.
Mitsubishi Motors is upholding a safety philosophy
towards a car society with zero traffic accidents. To
this end, we are taking action from two perspectives:
developing safety technologies and promoting traffic
safety education.
* 2015 World Health Organization (WHO) survey

Development of Safety Technology
We strive to incorporate various safety technologies
into our products, and to provide comfortable andsafe mobility. Our goal is to help customers enjoy
the freedom of movement, the convenience oftransportation, and the pleasure of driving.

Preventive Safety Technology to Avoid Crashes

Body Structures that Protect People

The ultimate solution to eliminate traffic accidents
caused by automobiles is to prevent collisions.
Mitsubishi Motors puts its energies into developing
and equipping vehicles with various types of
preventive safety technologies and providing safety tosociety in order to achieve this objective.

In the event of a collision, it is crucial to have a vehicle
body structure that mitigates the impact on passengers
and provides adequate space. Mitsubishi Motors has
adopted the proprietary Reinforced Impact Safety
Evolution (RISE) body, and enhance collision safety
performance in all directions: front, rear, and sides.
For example, the Eclipse Cross, launched in 2018,◆ e-Assist

adopts a front-to-rear straight frame structure that canefficiently absorb collision energy. The vehicle interior(cabin) has numerous high tensile strength steel plates
to mitigate deformation and protect passengers.
The Eclipse Cross has been awarded a five out of five

We are increasing the models equipped withpreventive safety technology: “e-Assist” to support
safe and comfortable driving using equipment such as
millimeter wave radar and cameras.
e-Assist comprises one or more of the following
functions to support safe operation by drivers.

star rating for its safety performance in many countries
and regions around the world.

Function

Description

Forward Collision
Mitigation Brake System

Detects vehicles and pedestrians ahead. If there is a risk of collision, thesystem alerts the driver or automatically applies the brakes to mitigate
collision damage or avoid a collision.

Lane Departure Warning
SystemContinuously monitors the lane position ahead of the vehicle. If thevehicle appears to nearly drift out of the lane, the system will alert
the driver.

Adaptive Cruise Control
SystemAutomatically follows the vehicle ahead by decelerating or stopping.
Maintains a constant, preset distance from the vehicle ahead to reduce
the risk of a collision.

Misacceleration
Mitigation System

When the driver starts a car to drive forward or in reverse, the systemprevents rapid acceleration caused by the driverʼs improper operationof the gear shift or accelerator pedal.

Automatic High Beams

Automatically switches between low beams and high beams dependingon whether there is an approaching vehicle or vehicle ahead, theambient lighting conditions, and other factors.

Overview of the Eclipse Cross with RISE

Functions may vary depending on the model.

Mitsubishi Motors CSR Report 201855

Commitment of
Top Management

Social Initiatives

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Safety and Quality
Safety Measures◆ Main External Ratings of the Eclipse Cross
RegionTOPICS

Date

Name

RatingEuropeNovember
2017

2017 Euro NCAP*

Five-star

Australia/
New Zealand

December
2017

2017 ANCAP*

Five-star

ASEAN

January
20182018 ASEAN
NCAP*

Five-star

Latin
America

June 20182018 Latin NCAP*(Adult passenger
protection rating)Five-star* Abbreviation of New Car Assessment Program. An automobile safety
testing and assessment program implemented by a third party
organization in each country or region.

Mitsubishi Motors is also pursuing pedestrian safety.
We have adopted energy absorbing structures in thehood, cowl top, windshield wipers, and other parts inorder to mitigate injury to pedestriansʼ heads. Energy
absorbing structures are also used in bumper faces
and headlights to protect pedestriansʼ legs.

Scope of Support Cars Expanded
Safety support cars are vehicles equipped with advanced technologies that support safe driving. As part of the effort toprevent traffic accidents caused by all drivers including elderly drivers, and to mitigate damages and injuries caused by
the accidents, the Japanese government recommends this new automobile safety concept. Vehicles are classified into
the following categories: “Safety Support Cars” or and “Safety Support Cars S” (Basic, Basic +, and Wide) depending on
the features in each vehicle. Mitsubishi Motors is expanding its lineup of safety support cars.

◆ Safety Support Car Models (as of the end of August 2018)
Category
Model

Safety Support Car

RVR
Lancer Cargo

Safety Support Car S
BasicMirageTown Box
Minicab

Safety Support Car S
Basic +eK Space

Safety Support Car S
Wide

Outlander PHEV
Outlander
Eclipse CrosseK WagoneK CustomeK SpaceeK Space Custom
Delica D:2
Delica D:2 Custom

Among these models, the Outlander PHEV and the Outlander were awarded the highest rating, ASV++, by the National
Agency for Automotive Safety and Victimsʼ Aid (NASVA) in its fiscal 2017 car assessment of preventive safety performance.

Mitsubishi Motors CSR Report 201856

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Safety and Quality
Safety Measures
Traffic Safety Education and Promotion
A majority of traffic accidents are believed to becaused by human error, in other words by drivers,
pedestrians, or other people. Mitsubishi Motors
conducts traffic safety education and promotes safe
driving to raise safety awareness throughout society
and thereby reduce traffic accidents indirectly.
The three main pillars of our educational initiatives
are face-to-face education, provision of educational
materials, and information dissemination.

Traffic Safety Education andPromotion of Safe Driving
Provision of
Educational
Materials

Face-to-Face
Education

Information
DisseminationFace-to-Face Education: Driving School
Mitsubishi Motors offers a driving school to learn
driving tips as well as important information about cars
and safety. The conceptof this driving school isfor both participants andstaff to think and learn
together while having an
enjoyable time.

Face-to-Face Education: Traffic Safety around
Business Sites
Mitsubishi Motors employees work as traffic guards
in the early morning at major traffic intersections
around our business sites. In fiscal 2017, a total of 1,644
employees took part in these activities on 43 occasions.
The Mitsubishi Motors Safety Drivers Club, which ismade up of employees in the Okazaki region, donated500,000 yen from membership dues to the Tokai

Information Dissemination: Dissemination of
Traffic Safety Information
Automobile Safety Facts Guide Website
We disseminate information on the proper use of
equipment and other topics that require driversʼ special
attention so that drivers will use automobiles more safely.
(This site is only available in Japanese.)

Kotsu-Iji wo Hagemasu Kai, an organization that
supports the selfreliance of children
who became orphans
as a result of traffic
accidents and promotes
traffic safety.

Provision of Educational Materials: Traffic
Safety Picture Book Project
Mitsubishi Motors donates traffic safety picture books(a set of six books) to elementary schools, nurseryschools, and other organizations located near worksites
in Japan to teach children about traffic safety rules andmanners in an easy to understand format. We donated528 books in fiscal 2017. In total, 4,866 books have been
donated since July 2010.

Information: Dissemination of Traffic Safety
Information for Children
Website for Children
In August 2018, we updated our website that was
designed to provide information on the automobile
industry to elementary school age children. The
updated website contains a new section wherechildren can have fun while learning about the
precautions they should follow when walking or riding
a bicycle in their day-to-day activities.
(This site is only available in Japanese.)

Mitsubishi Motors CSR Report 201857

Commitment of
Top Management

Social Initiatives

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Safety and Quality
Quality Measures
Policies
Mitsubishi Motors takes measures to improve quality
in four categories̶product quality, perceived
quality, sales quality, and service quality̶in order toenhance quality in all stages from when a customer
first considers purchasing a product through thevehicle ownership period.
Product quality comprises initial quality, which
the customer experiences when purchasing a newvehicle, and durability quality, which is experienced
over many years as the customer uses the vehicle.
We undertake global quality enhancement measuresto raise both initial quality and durability quality
through collaboration of multiple divisions. We also
Perceived Quality
感性品質
Reject
不購入
Retention
再購入

work to reinforce systems for gathering informationon the various quality issues that occur in themarket and for sincerely listening to the comments
and opinions of customers so that we can promptly
make improvements.
In addition, we are working to improve perceived
quality in terms of aspects such as the usability,
comfort, and appearance that customers perceive
when they observe, feel, and use our products.
With regard to sales quality and service quality
demonstrated at sales companies that have directcontact with customers, we listen closely tocustomers and make timely proposals and responses
to customer requests to achieve high levels ofcustomer satisfaction.
We strive to achieve the highest levels of quality
Sales Quality
セールス品質Purchase
購入

from the customerʼs perspective so that we canachieve customer satisfaction in all stages.

Management Structure
Mitsubishi Motors has a Quality Strategy Committee
chaired by the Executive Vice President in charge ofdevelopment to periodically deliberate on matters ofquality strategy. The subordinate committee checks
the progress of quality improvement measures ona monthly basis and implements solutions to issues
in order to achieve the targets. In addition, we holdsemi-annual Quality Seminars to report on various
measures to the CEO and other top-level executives.
We also hold daily investigatory meetings to
respond to quality issues such as defects, which ourcustomers experienced and were raised through oursales companies.

Initial Quality
初期品質

Ownership Cycle

保有サイクル

Outflow
他ブランド流出

Service Quality
サービス品質Durability Quality
耐久品質

Mitsubishi Motors CSR Report 201858

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Safety and Quality
Quality Measures
Use of Customer VoiceContact【Number of contacts: approx. 38,000】

Contact

Qualityassurance
division

LiaiseServicedivision

LiaiseLiaiseSales companies receive concrete information on
defects and related conditions from customers. The
quality assurance division has a system in place forsharing information received from sales companies
with relevant divisions and dealers.
We are also working to introduce a new system forthe collection and analysis of repair data. By analyzing
indications of defects made by customers (quality
information) and repair records for specific models, we
can identify defects and take countermeasures at an
early stage to improve quality.

LiaiseSales companies(domestic & overseas)

Improving Quality through Customer Voice

Customers (domestic & overseas)

One of the missions of Mitsubishi Motors Group is toprovide new experiences for our customers with creative
products and service excellence to achieve high levelof customer satisfaction. For that reason, we gather
and analyze valuable customer comments and opinions
received by our sales companies in Japan and overseas
and by our Customer Call Center (CCC). Our quality
assurance, development, production, sales, and service
divisions work together to actively improve quality.

◆ Contacts Received at the Customer Call Center in
Fiscal 2017

Customer Call Center

Development
division

Opinions Comments
14%

Inquiries
86%

Development
division

Servicedivision

Qualityassurance
division

Production
division

Major Activities of the Customer Call Center
The Customer Call Center accepts inquiries every
day including weekends and holidays. The various
comments and opinions made by customers aremanaged in a database, and employees use thedatabase to search and browse them.
Customer comments regarding quality and defects areused to resolve customer problems in collaboration
with sales companies and for further quality
enhancements. In addition, feedbacks as well as
opinions about product functionality, or opinions or
specifications, are shared with relevant divisions andused to improve product capabilities even further.
Noteworthy comments and opinions including thosethat are particularly important are periodicallyreported to management.

【Breakdown of inquiries】
Requests forcatalogs 2%
Fuel consumption
testing-related 5%

Vehiclebody-related(specifications,equipment, etc.)
41%

Other
15%

Service-related(recalls, inspections,repairs, etc.) 37%【Breakdown of opinions and comments】

Other
23%
Fuel consumption
testing-related 5%
Product-related
10%

Qualityrelated
39%

Servicerelated
23%

Mitsubishi Motors CSR Report 201859

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Safety and Quality
Quality Measures
Developing a Quality-Oriented Mindset
To raise the skill levels of each and every employee,
Mitsubishi Motors works to strengthen development
capabilities by implementing the in-house quality
training curriculum, including design review training
sessions, and increasing the number of employees
studying quality engineering.
In addition, we have been holding Quality Forums at all
workplaces since fiscal 2014. In fiscal 2017, we focusedon product quality, perceived quality, sales quality, andservice quality with “Total Customer Satisfaction” as
the theme. We presented and shared information on
measures taken in each division taking this forum as
an opportunity for all employees to develop a qualityoriented mindset.
◆ Numbers of Participants in Quality Forum
Fiscal 2014

2,324

Fiscal 2015

3,590

Fiscal 2016

Postponed

Fiscal 2017

2,809

In fiscal 2010, we launched the Customer Voice Seminar,an educational program that helps employees consider
customer needs by listening to the actual comments
and opinions of customers, thereby further improving
employee awareness ofcustomer perspectives. The
number of employees taking
this course has increased
steadily from 130 in fiscal
2010 to more than 3,000 in
Customer Voice Seminar
fiscal 2017.

Improving Product Quality
We are well aware that in addition to safety-related
responses to defects relating to initial quality anddurability quality undertaken until now, priority
management of and responses to defects other thanthose affecting safety are essential for improving
customer satisfaction. Accordingly, we have expanded
the scope of our actions. Focusing on the claim
incidents that occurred within three months to twelve
months after sale, we set targets, and took measures
to make improvements. In particular, we have raised
the speed of solutions through collaboration amongdevelopment and production divisions, leading to a
reduction in customer claims.
We also introduced new processes to the developmentof new vehicles in order to resolve issues that are notdefects but can lead to customer dissatisfaction.

Improving Quality in the Production Stage
With the aim of improving the initial quality of its new
vehicles, Mitsubishi Motors holds cross-functional“obeya (large room) activities” where employees fromvarious divisions including development, production,
service, quality assurance, and procurement meet in
one room starting in the stage prior to mass production
to swiftly determine and implement countermeasures
to address any problems that have occurred. Started
with the eK Wagon launched in fiscal 2013, these
activities made it possible to rapidly gather information
on defects and decide on countermeasures. We haveconfirmed the effectiveness of these activities on

improving initial quality.
These activities were launched at Mitsubishi Motors(Thailand) Co., Ltd. (MMTh) for the Triton, production ofwhich started in fiscal 2014. They were also applied to
the Expander produced by PT Mitsubishi Motors Krama
Yudha Indonesia (MMKI), our manufacturing joint
venture company in Indonesia, starting in fiscal 2017,
and steady results have been achieved.

Customer Support for Recalls and Other Market
Responses
We have systems in place to provide information tocustomers in a timely manner in the case of market
responses such as recalls as a result of defects thatinvolve safety. We send direct mail to users of theaffected vehicles and provide information on obtaining
free inspections and repairs to be performed at a sales
company at an early time. We also post information on
our website so that customers can check whether theirvehicles are subject to a recall and the status of repair
implementation.
Recall information can be found at the following website.
WEB

http://www.mitsubishi-motors.co.jp/support/recall/

Improving Perceived Quality
We are taking measures to improve quality with anemphasis on customer perceptions in order to achieve
high levels of customer satisfaction not only at thetime of purchase, but throughout the life of a vehicle.

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CSR Management

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Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Safety and Quality
Quality Measures
Improving Sales Quality
We strive to achieve the highest levels of customer
satisfaction and take action in concert with sales
companies in order to make Mitsubishi Motors abrand supported and identified with by our customers
throughout the world.
In fiscal 2017, we established PDCA from target
setting to evaluation of measures as a group-wide
shared management process for raising customer
satisfaction. This process will be introduced to our
key markets in stages from fiscal 2018. Standards ofsales outlet operation will be set for improvement of
showroom equipment and sales process to provide
customers with more positive experiences in a highquality sales outlet environment and enhance ourbrand image.

Cooperation with Domestic Sales Companies
One of the measures that domestic sales companies
are taking is the provision of proposals and a newsales pitch experience tailored to customer needs bypromoting sales pitch styles using IT. For example,
sales companies introduced tablet PCs to provide
visual and easy to understand product explanations
and have customers that come to the sales outlets
use the tablets to respond to questionnaires regarding
the quality of service in order to make timely
improvement. Further improvements in customer
satisfaction are being made through the timely sharing
with nationwide sales companies of best practices thathave resulted in higher customer satisfaction.

In addition, we are introducing “Dendo Drive Station”
next-generation sales outlets in stages to promote
the popularization of EV/PHEVs. These outlets
are designed to convey the significance and valueof EV/PHEVs to as many people as possible usingpresentation tools and demonstration areas.
See page 45 for further information regarding Dendo Drive Station and
Dealer initiatives.

Cooperation with Overseas Sales Companies
Cooperation with sales companies (distributors) ineach country and region is essential for achieving highcustomer satisfaction overseas. Mitsubishi Motors
provides appropriate product information to sales
companies on a daily basis and gathers comments
and opinions from local customers. At times, we visit
individual countries to raise our speed of improvement
by gathering market information and product request
directly in face-to-face communications.
Regional meetings are held regularly in Europe,
ASEAN, the Middle East, and other regions, and sales
companies from around the world gather each year at
the Global Distributors Meeting. Those meetings serve
to develop a sense of unity among the sales companies
and to share sales strategies, the latest productinformation, best practices for raising customer
satisfaction, and so on.

Appropriate Product and Service Information
Disclosure
Labeling and provision of product and service
information comply with the laws and regulations ofeach country and region, and we strive to conduct

proper labeling.
In response to the improper conduct regarding fuelconsumption and emissions testing in 2016, we reviewed
and established internal structures and processes
relating to catalog production guidelines and otherissues in Japan. At the semiannual meetings of theCompliance Committee, information is provided on
various laws and regulations including the Act against
Unjustifiable Premiums and Misleading Representations,and a summary of these measures is reported to theInternal Control Promotion Committee (chaired by theCEO). The main activities undertaken in fiscal 2017 weree-learning for officers and managers conducted in June
and July and training sessions for domestic sales anddevelopment employees conducted in November by an
instructor invited from the Automobile Fair Trade Council.
We also formulated and adopted guidelines on catalog
production as operational standard and conducted
inspections by multiple divisions to ensure thatlabeling was performed properly.

Improving Service Quality
At the service sites of sales companies (dealers), whichhave direct contact with customers, it is crucial to provide
the highest level of service quality from a customer-first
perspective starting at the time of vehicle purchase.
Mitsubishi Motors collaborates with domestic andoverseas sales companies to improve day-to-day on-site
response capabilities (communication and technical skills)
so that we can reliably listen to customers, respond totheir demands, and satisfy valued customer.

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Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Safety and Quality
Quality Measures
Succeeding Service Skills in Japan
Succeeding and improving service skills and knowledgeof service staff are essential to customer satisfaction.
Mitsubishi Motors has its own servicing skill
certification, and encourages service staff at sales
companies to acquire this certification. In addition,
we hold the biennial national Service Skills Contest
where service staff from domestic sales companies
can improve their service skills by competing against
one another.
In fiscal 2017, we held a national contest in February
2018 where 51 winners of the regional competitions
tested their skills against one another. The winningmechanic and service advisor of the contest will
represent Japan in the Global Service Skills Contest
described below.
Our seven Technical Centers across Japan organize
technical meet-ups and seminars and support sales
companies to solve difficult repairs and swiftly meetcustomer requests through visiting sales companies bytechnical staffs of technical centers.

Succeeding Service Skills Overseas

TOPICS

EV/PHEV Certification Program for Service
Staff
As a company to promotes electric vehicles (EVs)and plug-in hybrid electric vehicles (PHEVs), we aim
to improve service staff knowledge of EV/PHEVs
and maintenance-related skills and established a
new certification system for EV/PHEVs in Japan.
There are three classes of certification, from Class
1 to Class 3. Class 1 is the highest certification andrequires staff to have a high level of knowledge
and maintenance skills relating to EV/PHEVs andthe ability to meet customer needs. Personnel who
obtain Class 1 certification earn the title of Dendo
Drive Master (granted to 100 employees through theend of fiscal 2017). We are working towards having
Dendo Drive Masters at all sales outlets in Japan.

Sticker indicating that a Dendo Drive
Master is stationed at the outlet

With the intent of succeeding service skills, Mitsubishi
Motors dispatches outstanding engineers from Japanto emerging countries to conduct “caravan activities”
where they provide technical guidance. We are working
to improve our technical capabilities on a global scaleby training local service staff in the field. In fiscal
2017, we dispatched 18 engineers to eight countries
including Indonesia, Malaysia, Brazil, and Russia.
In addition, we will hold the biennial Global Service
Skills Contest. At the Previous Contest, held in
November 2016, service personnel who won nationaland regional contests from 23 countries including
China, Thailand, Russia, Indonesia, Chile, and New
Zealand gathered to compete on the accuracy andspeed of their work. The next contest will be held in
February 2019.

Caravan activities

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Top Management

Social Initiatives

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Safety and Quality
Quality Measures
Third-Party Assessment
We use third-party assessment conducted by J.D.
Power, a market research company, as one indicatorof the performance of our quality initiatives. Based on
the results of these assessments, we analyze issues
and take necessary measures to improve quality.
Results of Assessment Conducted by J.D.
Power (Main Results for Fiscal 2017)
Product
Quality

IQS (Initial
Quality)

Indonesia: First Place
Pajero Sport in the SUV
segment

Sales
Quality

SSI (Sales
Satisfaction
Index)

Indonesia, Taiwan: First
Place

CSI (Customer
Satisfaction
Index)

Germany: First Place(Volume Brand Segment)
Brazil, Malaysia: Second
Place
Thailand, Philippines,
Mexico: Third Place

Service
Quality

TOPICSA Sales Company in Indonesia Wins First
Place in Sales Satisfaction Index Evaluation
In fiscal 2017, Mitsubishi Motors Krama Yudha Sales
Indonesia (MMKSI), a local sales company, came in firstplace in the sales satisfaction index*1 in Indonesia,
a market with highly diverse cultures and values
depending on the country or region, and received thehighest evaluation in a total of six categories.*2
We believe that improvements in delivery timing madethrough detailed responses tailored to individual
customers by each dealer, the use of a researchcompany to conduct monthly sales satisfaction index
surveys, and the implementation of PDCA activities led
to improvements in service quality.
*1 J.D. Power 2017 Indonesia Sales Satisfaction Index (SSI)
Study SM. The study is based on responses from 2,476 newvehicle owners who purchased their vehicles from September
2016 to July 2017. The study was conducted between Marchand September 2017.
*2 Delivery timing, delivery process, salesperson, sales
initiation, dealership facility, and deal.

Mitsubishi Motors CSR Report 201863

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Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Employees
Career Development and Evaluation
Basic Approach and Policies
To create sustainable growth and improve corporate
value in an ever-changing operating environment,
Mitsubishi Motors promotes car manufacturing to bereadily chosen by customers.
The key to achieving this is our employees. We strive
to create environments where each and every person
can perform meaningful work and demonstrate andimprove his or her abilities and where human rights
and diversity are respected.

Developing and Promoting Effective Human
Resource Measures
Human Resource Division personnel are assigned toeach division as “Business Partner.” The roles of theseBusiness Partners are to support resolution of concerns
and issues at each work site, gather workplace opinions,and reflect those opinions in human resource measures.
Business Partners also conduct periodic training sessions
and other programs to maintain and enhance thequality of activities. In fiscal 2018, 20 Business Partners
conducted activities in collaboration with each division.

Personnel System
We revised the Personnel system for managementlevel personnel effective June 2017. The changes to thesystem had four objectives: (1) Sharing organizational
objectives and fostering a sense of responsibility forachieving these objectives, (2) Enhancing incentives forachieving objectives, (3) Enforcing mindset and behavior
expected from employees, and (4) Performance-based
promotion to revitalize the organization. We introduced“Commitment & Target” and “The assessment of
the degree of MMC Way embodiment” as tools forenhancing management.
MMC WAY is a set of principles for mindsets andactions as Mitsubishi Motors employees. It outlines six
simple aims.
We also revised the Personnel system applicable
to non-management personnel to supplement
the existing concepts of “handing down andstrengthening manufacturing capabilities” and“growth and rewarding challenges” to reinforce“sharing organizational objectives and action forachieving them” and pursue the establishment ofshared values so that employees can perform theirwork with a sense of unity, effective as of fiscal
2018. Similarly for management level positions,Group
Administrativeand Engineering
Staff*1

Manufacturing
Workers*2

we introduced “Commitment & Target” and “Theassessment of the degree of MMC Way embodiment”.

Overview of Changes to System for NonManagement Personnel
As for the new system for Administrative andEngineering Staff,*1 only the evaluation system wasreformed. Under the reformed evaluation system,“Commitment & Target” and “The assessment of thedegree of MMC Way embodiment” were introduced
to promote shared organizational targets and instilla sense of responsibility for achieving them, raisetransparency and employee approval of evaluations
and employee treatment, and promote theestablishment of shared values.
With regard to Manufacturing Workers,*2 only theevaluation system was reformed and Commitment& Target and evaluation based on the degree ofachievement of MMC WAY were introduced.

Item

Objective/System Overview

Promotion frameworks

Promotions are determined based on evaluations for the most recent three years, ability and skill
requirements (referred to as “Quality Gates”*3) required for upper-level positions, and “Credits,” which
are additional evaluations for voluntary contributions, the acquisition of certifications, and other skills.

Education program tailoredfor each job rank

Support the improvement of personnel skill levels both in terms of Personnel systems andtraining by linking promotion criteria with the education program

Meister system

Develop forepersons able to promote manufacturing workplace improvement activities and employee
training by certifying extremely high-skilled employees who are making a significant contribution insolving cross-sectional issues/improving product methods/training junior employees as “Meister”

Increase wages forsupervisory positions

Raise wages of personnel in supervising positions to fairly reward the weight of duties andresponsibilities they undertake*1 Administrative and Engineering Staff perform planning, coordination, research, investigation, negotiation, guidance, instruction, organization, and so
on based on administrative and technical work experience and specialized knowledge.
*2 Manufacturing Workers directly involved in production operations and related support operations as well as personnel who are responsible for
instructing and supervising those employees.
*3 Quality Gates are a mechanism for objectively determining the status of acquisition of abilities, knowledge, and skills required for an individual to step
up to the next level (job classification; generally referred to as promotion).

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Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

GRI Standards
Reference Chart

Editorial Policy

Employees
Career Development and Evaluation
In developing its employeesʼ careers, Mitsubishi Motors
has worked on setting up a system which enables
employees to proactively set their own goals based on
their achievements, capabilities, and life plans, whileelevating their capacity to achieve these goals.
We established new education “pillars” and“objectives” to express the ideals that weare pursuing with regard to human resource
development. Education pillars are positioned
as elements that employees should acquire anddemonstrate through their activities as company
employees. They were established as the pillars of
the educational system based on the Three Principles,the corporate Vision and Mission, and MMC WAY,
which are key values for all employees. The education
objectives were established so that employees caneasily conceptualize the ideals that they should
pursue in their job classifications as they undergo
continuous education.
As 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 career course they hope to take and theirmedium- to long-term career design by reflecting
on their past career. The aim of this process is tohave employees build an objective picture of theirchallenges and then proceed along a career path they
have formed for themselves with conviction and a highdegree of motivation.
The rate of imprementation of career development
interviews with superiors is approximately 70% foradministrative and engineering employees.

Evaluation Standards: MMC WAY

MindsetActions

Cross-functional
Work beyond
organizational boundaries

CommitAchieve quantifiable goals

Transparent

Look outward

Candid and accountable

Go out and learn

Challenge

Perform

Take proactive action forvalue creation

Results with sense of
speed

Evaluation Process (Non-Managerial Employees)
In May, employees are notified about the results of their evaluation score for the prior year (a feedback interview)and set their objectives for the current year. Monitoring of conduct is carried out continuously for evaluations basedon“The assessment of the degree of MMC Way embodiment”. For evaluations based on Commitment & Target, theseobjectives are finalized by July and an interim interview is conducted in October or November. Employees conduct
self-evaluations in March of the following year, followed by primary, secondary, and final evaluations in April to
finalize the annual evaluation.
Evaluation based on “The assessment of theDegree of MMC Way Embodiment”
May

Evaluation based on Commitment & Target

Feedback Interview

Employee/Primary Evaluator

Setting of individual objectives

May–July
Monitoring of behavior

Evaluator(objective setting interview*4 /group objective setting meeting)

Employee/Primary Evaluator
Primary Evaluator

October–November
March

Primary Evaluation

April

Interim Interview

Employee/Primary Evaluator

Self-Evaluation

EmployeePrimary Evaluation

Primary Evaluator

Self-Evaluation

Secondary Evaluation

General Manager

Final Evaluation (evaluation meetings on the division level)

Division General Manager/General Manager

Finalization of Annual Evaluation

Human Resources & Labor Administration
Planning Department*4 Objectives are set during the feedback interview in May. If objectives are changed after unit objectives are finalized, an additional interview is conducted andthe changes are reflected in objectives.

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Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Employees
Career Development and Evaluation

Approach to Human Resource
Development

Fair Compensation System
Mitsubishi Motors introduced a remuneration systemthat allows for appropriate compensation based on theroles, degree of contribution, and weight of the roles andresponsibilities of each employee. We provide the system
to enhance each employeeʼs career and motivation.
Raises are given both periodically and in conjunction
with career enhancement.

Approach to Local Hiring
We comply with local laws and regulations regarding
wage levels in Japan and other countries and set
wage levels according to job classifications, taking
into consideration industry levels. There are nodiscrepancies in wages within individual companies
based on race, nationality, sex, or other such reasons.
Starting pay

High school graduate Administrativeand Engineering staff¥163,500

High school graduate
Manufacturing Worker¥169,500

Technical college¥183,200

Junior college graduate¥168,000

University graduate¥207,000

Masterʼs degree¥229,000

Doctor of Philosophy¥263,000

Average salary of all employees (annual)¥7,209,000

Ratio of womenʼs salaries to menʼs salaries
Ratio of Valuable
Compensation

Training and Education

0.78

General Manager: Maximum of 35% of annual
basic salary
General Manager (responsible for specificduties): Maximum of 25% of annual basic salaryManager: Maximum of 20% of annual basic salary

Mitsubishi Motors has a training program for thesystematic development of human resources fromentry-level employees to general managers.
This educational system is supported by three pillars:
the Three Principles, a statement of the MitsubishiGroupʼs management principles; our Corporate Vision
and Mission; and the MMC WAY, guidelines for dayto-day behaviors. We have clarified the abilities andskills necessary to put these principles or behavior into
practice. We also specified the ideal model for each jobclassification and introduced respective curricula basedon both.
Employees discuss their vision of their future with respect
to human resource development during their annualinterviews with their superiors. Sharing such visions
between superiors and subordinates leads to developmentof each employees with deeper understanding.

(1) Ideal to be
pursued

Set the pillars of training anddevelopment targets(2) Training (offthe-job-training)

Enhance training and set quality gates*1(3) Human resource
development
systems

Incorporate departments (superiors) intotraining more and develop a culture where
superiors and subordinates grow together(4) Practical training(on-the-jobtraining)

Conduct more effective OJT by raising theabilities and skills of all employees throughthe measures in (1) to (3)*1 System for objectively assessing the status of proficiency of abilities,
knowledge, and skills necessary for an individual to be promoted to thenext step (job classification).

Training Structures and Achievement
In addition to training curricula tailored to employee
job classifications, Mitsubishi Motors has various othertraining programs for employees including e-learning
training for all employees and selective training thatallows employees to select the programs they want toparticipate in.
◆ Fiscal 2017 Training Results
Number of employees who took courses
during the year (total)
Number of course hours per employee
Training expenses per employee

18,920 employees
10.9 hours¥30,182

We continue to prioritize the enhancement andexpansion of training programs. In fiscal 2017, weintroduced a number of new programs and reviewed
the content of and reinforced existing programs.

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Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Employees
Training and Education◆ Organizational Framework of Mitsubishi Motorsʼ Human Resource Development
Job Classification(required humanresource model)

Training for newly
promoted employees

Training for job rank
Reinforcement Training for candidates Mid-career
training
for promotion
employees

Legend: Newly implemented

Common to all
ranks

GlobalMindset/Skills

Entry-level
employee training

Clerical Staff(efficiently carries out
operations)

Entry-level
employee training

Global communications
training*6

Second year training

Global mindset
training*7

Third year training*3

Global communications
training*6

Second year training

Global mindset
training*7

TOEIC program(a professional in theoperational work)

Third year training*3

TOEIC score range from 300 to 695

Staff

Good communicator
development training

Global talentdevelopment training

Training for newly
promoted Main Staff

Training for
Assistant Manager
candidates

Engineer training

Good facilitator
development training

Main Staff(a key player in theexecution of work)

To be implemented
in fiscal 2019*2

Global business skills training*4

Training for newly
promoted AssistantManagerInternal collaboration training (3J meeting)(a leader of practicalwork)

Training for mid-career employees

Training for M2
candidates

AssistantManager

Weekly voluntary English conversation class /Voluntary English conversation via Skype

Training for newlypromoted M2

Leadership training
for organizationaltransformation

Training for expats to be dispatched to foreign affiliates(management
professional)

Training for M1
candidates
Training with participants from external companies

M2

Global leader developmenttraining*5

Training for newlypromoted M1

TOEIC score 700 and above

M1(innovation leader)

English*2 A portion of training for M2 candidates will be conducted as reinforcement training, including the initially-planned business negotiation skills training startingin fiscal 2019
*3 Mid-career employees undergo fundamental business skills follow-up training corresponding to third year training. *4 To be introduced in fiscal 2019.
*5 To be introduced in fiscal 2020. *6, 7 To be conducted within third year training and entry-level employee training program, respectively.

We plan to enhance training even further in the
future. To this end, we will gather information on
practices of training at other companies and on theneeds of participants and their superiors and makecontinuous improvements.

From the Customerʼs Perspective
The achievements in oneʼs work create value only when
they contribute to the benefit of others. We are taking
measures to foster human resources who continuously
check their own work from the perspective ofsubsequent processes, asking whether their work truly
creates value and whether it is meeting the needs ofcolleagues and customers.

In-house Cooperative Training
Aiming to strengthen inter-divisional cooperationand to foster personnel with strong leadership,
Mitsubishi Motors is concentrating efforts on inhouse cooperative training. As an example, we
conduct training session on problem-solving wheremanagers from various divisions are brought together.
Participants select issues faced by their divisions
as the themes for the session, and everyone works
together to find solutions. By allowing staff torepeatedly participate in this type of training, we aim
to strengthen ties between fellow colleagues frombeyond divisional boundaries, broaden employeesʼ
perspectives, and raise workplace management
capabilities and problem-solving skills.

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Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Employees
Training and Education
Fostering Global-Minded Human
Resources
In line with increases in both overseas production
and sales volumes, Mitsubishi Motors is placingemphasis on developing human resources who arecapable of adopting a global perspective and snowing
performance in global business.
English language skills are essential when working withpeople outside Japan, so Mitsubishi Motors offers its
employees curricula designed to systematically improvetheir English skills. We provide a variety of programs,
from beginner courses aimed at improving basic skills,
to advanced courses aimed at improving practicalEnglish communication skills for business use. We alsooffer local language courses for employees who will bestationed in non-English-speaking countries.
In addition to language training, we have newly
started a program dispatching Japanese employees tooverseas plants for a short period. Under this program,participants will have the opportunity to observe andlearn local operations and business habits throughinteraction with local staff. We are also planning a
training programs at overseas subsidiaries.

Supporting Lifelong Education
In keeping with the Revised Act for Stabilization of
Employment of Older Persons, Mitsubishi Motors is
encouraging the reemployment of retirees aged 60
and over to steadily hand down the techniques andLabor-Management Relations
knowledge of 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
with the labor union geared toward employees aged
50 and over, where we give post-retirement life
planning advice.
◆ Fiscal 2017 Seminars for Future Good Life
The Number of Seminars held

Held four times
companywide

The number of participants

Approximately 80 people infour seminars

Approach to Labor-Management
Relations
Mitsubishi Motors supports the basic principles of the
Universal Declaration of Human Rights and the OECD
Guidelines for Multinational Enterprises and guarantees
fundamental labor rights to employees. Our labor
agreement stipulates that the labor union has the threerights of labor (the right to organize, the right to collective
bargaining, and the right to collective action).
As of April 2018, our labor union had 12,351 members(excluding reemployed senior staff), accounting for 99% ofgeneral employees excluding officers and management.

Status of Labor-Management Communications

Accepting Overseas Trainees
Mitsubishi Motors has started accepting overseas
trainees since 2007 as a part of its CSR initiatives.
In May 2018, it was found out that 33 welding job
trainees among 65 technical trainees from thePhilippines who have been in Okazaki Plant engaged
in training work other than the training plan, andthis incident was not complied with Technical Intern
Training Act.
This incident shows a lack of sensitivity to legal
compliance and the delayed response after the issue
was found indicates a low level of business quality. We
are going to work on improving from every aspect.

The labor-management council is regularly held alongwith collective bargaining as an opportunity for labormanagement discussions. These discussions aim
to share information about issues such as working
conditions and the working environment, and labor andmanagement then work together to solve these issues.
In fiscal 2017, 54 discussions were held between the
Company headquarters and union headquarters, andmany discussions were also held between offices andunion 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 withlabor unions at overseas affiliates in accordance withthe labor laws and regulations of each country.

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Material Issues

Performance Report:
Environment

Performance Report:
Governance

Performance Report:
SocialGRI Standards
Reference Chart

Editorial Policy

Employees
Occupational Health and Safety
Health and Safety Policies and Management
Ensuring the health and safety of employees is thefoundation of corporate activities. Mitsubishi Motors
continuously takes measures to ensure employee
health and safety on a universal basis in accordancewith its Health and Safety Management Policy.

Basic Policy
1. We will undertake companywide activities withemphasis on each process of the PDCA cycle toeliminate workplace risks and hazards with safety
taking priority over all else. Within each activity,
confirmation, follow-up, and improvement will be
carried out successively and continuously.

3. Each employee shall observe basic rules and conduct
guidelines relating to safety to protect their own safety
and endeavor to create healthy workplaces with noaccidents by conducting on health and safety activities incooperation with all Mitsubishi Motors personnel with astrong commitment to complying with decisions that they
have made and decisions that have been made by others.

5. Health and safety management shall be implemented
in accordance with the Mitsubishi Motors Health and
Safety Management System.

The Central Production Committee, comprising thelead officer, heads of production sites, and labor
union representatives, meets once a year to assess
the status of measures taken over the year. The
committee examines occupational safety, traffic
safety, natural disaster preparedness, healthmanagement, and other issues, sets quantitative
targets for health and safety in the coming year,
determines priority measures, and takes action toachieve the targets.

adopting improvement proposals and requests raised by
employees. We also established “safety training schools”
at each business site to raise hazard awareness andconduct hands-on hazard training so that all employees
can experience hazardous situations firsthand.
The number of workplace accidents in 2017 was 20, up
three from 2016. There were no fatal accidents. The
main causes of these accidents were insufficientcountermeasures against unsafe conditions in theworkplace, insufficient rules governing irregular work,
and insufficient training and education for employeeswith little work experience. Over half of these
accidents were caused by employees with less thansix months of work experience, so we have positioned
the enhancement of introductory training as a key
measure for 2018.
◆ Accident Rate*1 (Accident Frequency)
Mitsubishi Motors (scope of data: domestic operation)
National transportation equipment manufacturing industry average*2
National manufacturing industry average*2

Initiatives to Ensure Workplace Safety
Mitsubishi Motors works to create safe and secure
workplaces where all employees can dedicate themselvesto their work with a feeling of reassurance. In particular,
we strive to prevent accidents in production sites,
which account for around 80% of workplace accidents.
In order to prevent these, we identify unsafe conditions
or employee behaviors in all work situations and make
improvements. Additionally, we create safe workplacesby carrying out mutual safety checks at production sites
by senior officials and workplace supervisors to identify
commonly overlooked hazards. Other measures include

1.2

1.0 1.12

Accident rate

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 foundation of management. They will strive
to create a workplace culture of discipline withconsideration for others and a strict attitude of notengaging in, not allowing others to engage in, and not
overlooking unsafe conduct.
All workplace supervisors will also work to create aworkplace culture that fosters open communication
where subordinate personnel feel that they can say
anything through honest dialogue at any time and toraise awareness of health and safety.

4. Companywide efforts shall be made to create clean
and comfortable work environments, prevent disease,and promote the health and physical well-being ofeach employee.

0.99 0.98

1.05

1.00

0.8
0.6

0.94

0.58
0.48 0.48 0.48

0.4
0.2 0.12
0.0

1.06 1.06

0.16

0.21 0.20

0.42

0.47

0.51

1.15
1.02

0.41 0.39 0.43

0.27
0.03 0.10

0.00

0.06 0.09

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

*1 Number of deaths and injuries due to industrial accidents per 1 million gross actual
working hours (for those requiring an absence from work of one day or more)*2 Source: Ministry of Health, Labour and Welfare of Japan “Survey on Industrial Accidents”

Mitsubishi Motors CSR Report 201869

Social Initiatives

Commitment of
Top Management

Mitsubishi Motorsʼ
Material Issues

CSR Management

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Employees
Occupational Health and Safety
Mental and Physical Health Initiatives* An employee support program that seeks to improve individual andworkplace health by implementing organizational mental healthmeasures, offering health consultations on individual physical or mental
health issues, and addressing compliance and other issues.

Examples of Initiatives● Establishing every Friday as “No Overtime Day”

where employees are encouraged to leave workon time● Setting the third Friday or the Friday closest to the

Shortening Total Working Hours

20th day of each month as “Premium Friday” whenemployees are encouraged to leave work by 3 p.m.
● Establishing days on which employees are

Mitsubishi Motors is taking measures to shorten total
working hours in order to promote and establish worklife balance. Together with improving work efficiency,
we implement measures for leaving work on timeand making it easier to take paid leave, such as newly
establishing “Premium Fridays” from 2017, to promote
the creation of workplaces that allow a variety ofworking styles.
Average Monthly
Overtime Hours*1

26.4 (fiscal 2017, administrative andengineering personnel example)◆ Fiscal 2017 Overtime Hours
34
32
28

22

25.5

24.3

23.6

22.6

20
4

5

28.2

27.1

26.0

26 24.5
24

18

30.5

29.4 29.7

30

encouraged to take paid leave (14 days annually*2)and encouraging “Plus One Leave” where
employees can have long weekends by combining
leave with weekends● Prohibiting work after 8 p.m. in principle, andholding activities to raise awareness of exercisingself-control to not make phone calls or send
emails after office hours● Making progress visible by counting and internallydisclosing overtime hours and paid leave taken byeach division● Training managers in areas such as managementof working hours and compliance with the Labor
Standards Act and overtime work agreements(commonly known as the “36 Agreement” after
Article 36 of the Labor Standards Act)

*1 Excluding personnel on long absence.

Hours

In order to maintain and improve the mental andphysical health of its employees, Mitsubishi Motors
prioritizes two key measures: guidance on preventing
lifestyle-related diseases and measures for maintaining
good mental health.
Mental health issues accounted for more than half ofabsences due to illness, and such absences have been
increasing since 2016. In response, we have positioned
this as a companywide priority issue and introduced an
outside Employee Assistance Program* (EAP), a type ofmental health program.
The number of employees who were absent from work
due to the onset of mental health issues increased by
6% in 2017 compared to the previous year. Work-related
concerns accounted for approximately 80% of all cases.
As a result, we have gone further than past measures andplaced priority on prevention such as providing care forindividuals, encouraging care of subordinates by superiors,
and improving workplace environments. We arrange faceto-face sessions with industrial physicians or counselors
for employees determined to be experiencing high levelsof stress based on the results of annual stress checks.
We also assess stress levels at each workplace, conduct
training to improve workplace communications, and haveintroduced programs conducted by outside counselors to
improve workplace environments.
We are creating environments where employees feel
comfortable consulting about their concerns with
consultation desks for individuals. We have establishedconsultation desks with counselors, attorneys, tax

accountants, and other professionals and made themavailable not only to employees, but also to theirfamily members.

● Encouraging the use of the telecommuting system● Actively encouraging employees to use our half-

day leave system and our flextime system,
which we recently revised to remove the coretime requirements

25.0*2 Mainly by encouraging employees to take paid leave on public
holidays which are working days in Mitsubishi Motorsʼ work calendar

6

7

8

9

10 11 121

2

3 （Month）

Mitsubishi Motors CSR Report 201870

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Employees
Diversity and Work Styles
Diversity Promotion Policy
Mitsubishi Motors aims to grow sustainably while
flexibly responding to the changing business andmarket environment resulting from progressive
globalization and diversifying customer needs. To thisend, we need employees with different values andideas working together to create automobiles withnew appeal and value for customers. We are working
to create environments that value employee diversity,
are easy to work in, and foster employee enthusiasm.
We established a Diversity Promotion Policy in July
2014 to promote and achieve diversity.

Diversity Promotion Policy
We aim to respond to change and heighten
organizational capability by incorporating diverse
viewpoints and approaches through the different
abilities and characteristics of each employee. In thisway, we will create new levels of attractiveness andvalue with cars. We promote Di@MoND (Diversity @Mitsubishi Motors New Drive) activities to create anenvironment where employees can maximize theirindividual abilities and play an active role.
Each diamond has its own unique brilliance as well as the strength to cut into
bedrock. We have given the name “Di@MoND” (Diversity @ Mitsubishi Motors
New Drive) to our diversity promotion activities to represent our hope that
all employees will harness their unique attributes and shine brightly while
demonstrating the strength to overcome even the toughest challenges toachieve goals, thus acting as a new driving force for the company.

Diversity Report
Mitsubishi Motors has been periodically issuing theDiversity Report, a publication dedicated to diversity
issues, since 2015 to raise awareness inside and outside
the company regarding our diversity promotion initiatives.
Volume 3 of the report was entitled “Creating aworkplace where we can all bring our capabilities
into full play.” The report included an article on a
management discussion regarding current conditions
at workplaces with increasing levels of diversity andfuture workplace measures, introduced the activities
of various employees and personnel who work at
Mitsubishi Motors in the Philippines, and reported ona variety of topics including LGBT issues. Through thispublication, we are working to create workplaces where
every employee can shine and individuality can thrive.

Diversity Report■ Diversity Report Vol. 3: Creating a workplace where
we can all bring our capabilities into full play
PDF [3.8MB]
Issued in December 2017
The Diversity Report can be downloaded in PDF
format.

Promoting Womenʼs Participation andAdvancement in the Workplace
Mitsubishi Motors promotes womenʼs participation andadvancement in the workplace as a priority issue.
In fiscal 2017, we conducted leadership training for
women and role model lectures and dispatched four

female employees to the Womenʼs Forum for the
Economy & Society in Paris, France.
As of July 2018, the percentage of women in
management was 3.5% (58 persons) of which 10
women are on the general manager level and one is on
the division general manager level.
Based on the Act on Promotion of WomenʼsParticipation and Advancement in the Workplace,
we formulated an action plan to promote womenʼsadvancement and set a goal of 100 women working at
the management level by the end of fiscal 2020. We
will continue this initiative to create an environment
where more female employees can work in positions ofgreater responsibility.

TOPICS

Mitsubishi Motors Selected as Constituent
of MSCI Japan Empowering Women Index
Mitsubishi Motors was selected as a constituent
member of the MSCI Japan Empowering Women
Index (WIN), an index developed by MSCI Japan Inc.
for supporting investment in the environment,
society, and governance (ESG).
MSCI selects companies that lead their industries
in promoting the hiring, continued employment,
and advancement of women and diversity. MSCI
makes its determinations based on data relating
to the employment of women disclosed pursuant
to the ACT on Promotion of Womenʼs Participation
and Advancement in the Workplace and information
disclosed by companies for example.

Mitsubishi Motors CSR Report 201871

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Employees
Diversity and Work Styles
Work-Life Balance Initiatives
We are enhancing our work-life balance support program toaccommodate the diverse work styles of our employees.
We introduced a telecommuting system and accompanying
leave (temporary leave for employees whose spouses have beentransferred) to accommodate diverse work styles and life events.
In fiscal 2017, we increased the maximum number of hours ofwork that can be performed from home under the telecommuting
system from 40 to 80 per month and made it possible for
employees to work from the home of a family member in cases

where an employee is providing childcare or care for a family
member. We are creating foundations to facilitate work by
employees in a variety of situations. We also created childcare
and nursing care guidebooks to encourage employees to makeeffective use of our work-life balance support programs.

Helping Employees to Balance Work and Childcare
Mitsubishi Motors actively supports employees who seek tobalance work and childcare.
Since fiscal 2015, we have been holding get-to-know-you lunch
meetings at the head office for employees on childcare leaveand employees working reduced hours for childcare to eliminate◆ Major Programs to Promote Work-Life Balance (As of July 2018)
Programs

Childcare

Nursing care

Miscellaneous

Overview

concerns about returning to work by employees on leave, alleviate
worries unique to those working while performing childcare, andsupport network building.
The get-to-know-you lunch meeting held in fiscal 2017 wasattended by around 60 employees.
For employees on childcare leave, it was also an opportunity tocome to the office and talk with their supervisors.
In addition, we have continued to hold training for employees who
are working while raising children as well as training for managers
with subordinates on childcare leave or who are raising children.
In fiscal 2017, training sessions were held at two business sites(the company head office and Okazaki) with about 70 participants.
Outside instructors discussed how employees with children should
approach long-term career development and taught supervisors
how to manage employees with childcare responsibilities.
A seminar on achieving balance between work and childcare
designed specifically for male employees was also held. About
15 employees with children aged up to one year old participated.
An outside instructor discussed key points and hints on optimal
career growth achieved not by employees alone, but with theirchildren and partners.

Pregnancy leave

Can be taken once for a certain term during the period after becoming pregnant until entering into maternity leave

Maternity leave

Six weeks prior to birth and eight weeks after birthChildcare leave

Can be taken up to the end of April of the following fiscal year after the childʼs third birthday

Child nursing leave

Can be taken until the end of the fiscal year of the childʼs 12th birthday (one child: up to 5 days; two and over: up to 10 days; first
five days are paid in both cases)

Reduced working hours
for childcare

Four-, five-, six-, or seven-hour work shifts can be chosen until the end of the fiscal year of the childʼs 12th birthday (combined
use with the flextime system is also available)

Nursing care leave

Aggregate total of three years can be taken per person receiving nursing care

Short-term nursing careleave

If one person receiving nursing care: up to 5 days; if two or more people receiving nursing care: up to 10 days (first five days arepaid in both cases)

Helping Employees to Balance Work and Nursing Care

Reduced working hours
for nursing care

Available until the reason for the nursing care no longer exists. Employees can elect to work, four-, five-, six-, or seven- hours
per day, and are also eligible for flextime work.

Life plan leave

Employees can take up to 10 days leave per year for various predefined purposes such as receiving treatment for non-work
related injury/illness, caring for family, childcare, infertility treatment, participating in volunteer activities, and language studies

Accumulation of unused
paid leave

Employees can accumulate unused annual paid leave up to four days per year to a maximum of 40 days which can be used forpredefined purposes. (E.g., receiving treatment for non-work related injury/illness, caring for family, childcare, participating involunteer 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

Employees can work remotely using their own work PC at home (limited to a maximum of 80 hours per month)

Reemployment system

Eligible for employees who resigned due to pregnancy, the birth of a child, childcare, nursing care, marriage, moving due tospouse work transfer, or other reason recognized by the Company, with an applicable period within five years after resignation

Accompanying leave

Temporary leave system for employees to accompany spouses who have been transferred in Japan or overseas or are studying
abroad, with an applicable period of from one month to five years

As birth rates decline and society ages, we must not only support
childcare as a company, but also a balance between work andnursing care.
In fiscal 2017, we provided individual nursing care consultations by
nursing care specialists to reduce employee anxieties regarding
nursing care. We also held nursing care seminars conducted byoutside instructors to provide basic information about achieving
a balance between work and nursing care. The seminars, held
in four regions (the company head office, Okazaki, Kyoto, andMizushima), were attended by about 180 employees.

Mitsubishi Motors CSR Report 201872

Commitment of
Top Management

Social Initiatives

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Employees
Diversity and Work Styles
range of occupations.
The percentage of employees with disabilities at
Mitsubishi Motors as of April 2018 was 2.21% (the legally
mandated employment ratio is 2.2%) and we will continue
to promote additional employment while improving thework environment.
We also promote the employment of people withdisabilities through MMC WING, a special-purpose
subsidiary established in April 2007, which employs 49
workers with intellectual disabilities at the Okazaki and
Mizushima plants. Now entering its 12th year since
establishment, MMC 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. In
addition, as in the past, we do not stop at just providing
employment within our company when doing our part

Increasing Employment of Senior Workers
With the goal of handing down skills and technologies
and securing a robust workforce, Mitsubishi Motors
operates a program to reemploy senior persons after
retirement. As of March 2018, about 615 employees
have enrolled, and they are handing down techniques
and training the next generation. We will continue tocreate a work environment where senior employees canmake a significant contribution.

Promoting Employment of People
with Disabilities
Aiming to achieve a workplace where everyone canwork, we actively hire people with disabilities in a wide

Number of disabled persons hired

450
400
350
300
250
200

1.73

1.93

1.48

198

235

264

2.04

276

1.86

1.86

269

273

（％）

Employment rate (%)
2.04

288

2.05

291

2.09

307

2.07

313

2.18

330

2.21
346

2.5

2.0
1.5
1.0

150
0.5

100
50
0

Addressing LGBT Issues
The Mitsubishi Motors Global Code of Conduct expressly
includes respect for LGBT individuals under “Value
Diversity and Provide Equal Opportunity.” In fiscal 2017,
the Diversity Report discussed LGBT issues, and weheld an LGBT seminar, attended by about 50 persons,with the aim of providing basic knowledge for accurate
understanding of LGBT issues and increasing supporters
known as “Ally.”

Employee Surveys◆ Employment of People with Disabilities*
500

for employment support of people with disabilities.
For example, we proactively accept requests from
employment support facilities and special needs schools
to try on-site training, providing people with disabilities
guidance on group behavior and how to go about work.

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 20180

* In accordance with the Act for Promotionof Employment of Persons with Disabilities,
one severely disabled person isrecognized as two people

Since fiscal 2013, we have conducted employee surveys
to identify issues affecting the company, organizations,and individual employees. The survey results are used
as reference indicators for improving awareness andoperations at each workplace.
In fiscal 2017, we conducted an online survey ofapproximately 14,000 employees.
Action plans for addressing the issues identified throughthis survey will be formulated under the leadership ofdivision general managers and then carried out.
We will continue to conduct employee surveys annuallyand try to improve our organization culture continuously.

Mitsubishi Motors CSR Report 201873

Commitment of
Top Management

Social Initiatives

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

GRI Standards
Reference Chart

Editorial Policy

Employees
Human Resource-Related Data
Number of Employees

Employee Makeup (non-consolidated)
FY 2015

Number of employees(non-consolidated)

FY 2016

FY 2017

Total

13,033

13,222

13,693Male

11,806

11,932

12,336

Female

1,227

1,290

1,357

29,55529,60430,507

4,515

3,892

7,122

Number of employees (consolidated)
Number of temporary workers (consolidated)

Number of Employees by Region: 37,692 (consolidated)
Europe 361 (1%)
North America
603 (2%)
Asia
11,719(31%)

Australia and others342 (1%)

Average age
Average years of service

FY 2015

FY 2016

FY 2017

Male

41.4

41.1

41.9

Female

38.6

38.3

39.2

Male

16.9

16.7

16.6

Female

12.5

12.3

12.8

Number of employees who have left the company (total)

511

665

539

Retirement

276

221

248

Voluntary retirement

205

421

249

Involuntary retirement

3

8

2

Work transfer, other

27

15

40

FY 2015

FY 2016

FY 2017220

Number of New Graduates HiredJapan
24,604
(65%)

Total

New graduate
hires

University graduate/
Masterʼs degree or above
Junior college/
vocational school graduates
High school graduates/
other

Figures for the number of employees are as of March 31, 2018

Male

297

298

Female

38

40

31

Male

198

196

133

Female

35

34

27

Male

1

2

1

Female

0

0

0

Male

98

100

86

Female3

64Number of Locally-Hired Managerial Employees at Overseas Subsidiaries
Number of managerial employees
Number of employees

922 (7%)
13,025(As of March 2018)

Mitsubishi Motors CSR Report 201874

Commitment of
Top Management

Social Initiatives

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

GRI Standards
Reference Chart

Editorial Policy

Employees
Human Resource-Related Data
Working Hours and Ratio of Paid Leave Taken

Total working hours per person/per year
Overtime worked per person
Ratio of annual paid leave taken

Major Programs to Promote Work-Life Balance

FY 2015

FY 2016

FY 2017

2,116 hours

2,092.9 hours

2,082 hours

Pregnancy leave

­

8

8

330 hours

328.3 hours

307 hours

Maternity leave

­

60

60

79.9％

81.6％

83％

Childcare leave

6

121

127

FY 2017 Results

Childcare

Male

FY 2015
Number of persons taking
childcare leave

FY 2016

Nursing care

140

162

302

5

164

169

Nursing care leave

3

0

3

118

35

153

2

3

5
128

Total

111

86

127

Male

3

3

6

Female

108

83

121

94.4％

91.2％

92.3％

Retention of returnees*1

Short-term nursing care leave
Reduced working hours for nursing care

FY 2017

98

30

559

51

610

6,172

970

7,142

60

77

137

* Number of employees registered as candidates forre-hiring under the reemployment system (in fiscal
2017, no employees were rehired under this program)

1

2

0

Accompanying leave

0

7

7

Life plan leave
Accumulation of unused paid leave
Flextime system (including managerial employees)*4
Miscellaneous*1 Total number of employees still employed 12 months after returning to work from childcare leave

100
Total number of employees whose childcare leave ended during the previous reporting period
Note: In this yearʼs report, calculations were performed in accordance with the GRI standards and the retention
rates for fiscal 2015 and 2016 were recalculated.

Total

Reduced working hours for childcareChild nursing leave

Number of Persons Taking Childcare Leave and Retention of Return

FemaleTelecommuting system
Reemployment system*4 With regard to the flextime system, the number of employees eligible to use the system (as of April 2017)

Status of Female Management Promotions
As of July 2016
Persons
Number of female
managers*2

Number of female
executives*3

Ratio
General manager
or above
Persons
Ratio

As of July 2017

As of July 2018

45

49

58

2.7％

2.9％

3.5％

3

6

11

2

2

3

4.3％

5.1％

7.7％

Employee Shareholding Association
As of March 2018
Number of members of the employee shareholding association

1,089

Membership rate

8.5％

Shares owned

1,613,025*2 Excludes employees dispatched to other companies.
*3 Number of female executives includes outside directors and auditors.

Mitsubishi Motors CSR Report 201875

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Human Rights
Basic Approach and Policies

Management Systems

Approach to Human Rights

Prohibiting Discrimination

We established the Mitsubishi Motors Global Codeof Conduct in fiscal 2018. The Code provides, withregard to respect for diversity and provision ofequal opportunity, that diversity shall be valued andrespected and that discrimination, retaliation, andharassment of any kind and to any degree will not
be tolerated. Fiscal 2018 is the first year under the
new code, and we will incorporate its content andapproaches in conventional human rights educational
measures to enhance our initiatives.

The Mitsubishi Motors Global Code of Conduct
requires not only that employees do not engage indiscrimination, bullying, or any type of harassment, butalso that they do not condone these types of behavior.
To this end, we have established consultation systems
and are raising awareness of them, in addition torunning our aforementioned training programs.
Meanwhile, we emphasize the importance of diversity
in our training programs, and we encourage our
employees to work together with consideration
for the diverse values that form the basis of each
personʼs actions.

Consideration for Human Rights in
Work and Investment
The Supplier CSR Guidelines, formulated in 2010 withthe aim of working in collaboration with suppliers,
includes items regarding respect for human rights
including the complete elimination of discriminationand the prohibition of child labor and forced labor.

Framework of Human Rights
Enlightenment
Headed by the executive in charge of humanresources, we offer human rights awareness training
companywide. Personnel in charge of education
stationed at our business sites are working toraise human rights awareness among employees
by conducting lectures using shared educational
materials.
We also participated in events held by the Industrial
Federation for Human Rights, Tokyo, of which we havebeen a member for some time, and the Mitsubishi
Human Rights Enlightenment Committee and attended
conferences, research meetings, and so on held byother external organizations, gathered information,and took measures to improve understanding (morethan 100 days in fiscal 2017). The results have beenreflected in internal training and other purposes.

Human Rights Compliance in the
Supply Chain
Mitsubishi Motors not only considers human rights
in its own business activities, but also encourages
suppliers to consider human rights.
To this end, we request that suppliers conduct selfchecks pursuant to the human rights and labor related
items of the Supplier CSR Guidelines.

Mitsubishi Motors CSR Report 201876

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
Governance

Performance Report:
SocialGRI Standards
Reference Chart

Editorial Policy

Human Rights
Management Systems
Systems for Addressing Human Rights
Related Complaints
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) for whistle blowing and consultationfor employees.
We also established a Business Partner Helpline and a
Customer Call Center so that we can receive reports
and request of consultations regarding human rights
issues from our suppliers and customers.
* See page 89 for further information regarding internal and external
consultation offices (helplines).
* See page 79 for further information regarding the Business Partner Helpline.
* See page 59 for further information regarding the Customer Call Center.

Human Rights Education and Training
Human Rights Education Programs
In order to foster a corporate culture where all
employees have a deep respect for human rights,
Mitsubishi Motors is offering courses that deepen
understanding toward human rights within its training
programs tailored to each job rank, beginning withentry-level employee training.
In fiscal 2017, we conducted a total of approximately
360 hours of human rights training for about 460
employees including entry-level employees, midcareer employees, and newly promoted managers.
Details of the training are described below.
Entry-level
employees

The significance of corporate initiatives
regarding human rights, fundamental knowledge
regarding human rights, etc.

Mid-career
employees

Recent topics regarding human rights, the relation
between our business and human rights, etc.

Newly
promoted
managers

Recent topics regarding human rights, preventionof harassment, roles of managers, etc.

Training Programs by Type

Number ofParticipants

Attendance
Rate

Entry-level employee training

176

100％

Training for newly promoted
employees(non-management level)

160

100％

Training for newly promoted
employees(management level)

82

100％

Seminars to raise
understanding of LGBT issues

48

51％*

* The percentage of divisions that actually attended the seminars
among those that had received seminar notice.

In addition to training, we also began periodic
distribution of information on human rights related
topics to all divisions within the company with the aimof raising awareness of human rights.
With regard to LGBT issues, a topic that is attracting
societal interest, we conducted educational seminars
mainly for personnel responsible for human rights ineach division. In the future, we plan to enhance thecontent and increase the frequency of these seminars.

Mitsubishi Motors CSR Report 201877

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Supply Chain Management
Basic Approach and Policies
With approximately 800 parts supplier companies,
Mitsubishi Motors and its main production bases
concentrated in the ASEAN region recognize themagnitude of their influence, including on tier 2 andsubsequent suppliers. As such, we are strengthening
collaboration with our suppliers to maintain andincrease sustainable competitiveness across the entire
supply chain. We promote cost competitiveness,
industry-leading quality, and local procurement.
We work as one with our suppliers to contribute to society
on a foundation of shared Supplier CSR Guidelines.
◆ Part Procurement Ratios by Region

China 7%

Other 1%

Supplier CSR Guidelines
Aiming for collaborative initiatives with suppliers,
Mitsubishi Motors formulated its Supplier CSR
Guidelines in 2010. Through these guidelines, we
promote collaborative activities with our suppliers
from the same point of view. The scope of these
activities covers all domestic suppliers and their
quality, while also including labor practices,
environment management, and compliance. In
addition, we provide self-check sheets so that
suppliers can carry out self-assessments andindependent improvements.
Supplier CSR Guidelines PDF

PDF

Green Procurement Guidelines
ASEAN
32%

Japan
60%

Procurement Guidelines are posted on our portal site
for suppliers, which suppliers have ready access to.
* See page43 for information regarding the application of Green
Procurement Guidelines.

Policies and Initiatives for Conflict
Minerals
The “conflict minerals” (tin, tantalum, tungsten andgold) produced in the Democratic Republic of theCongo and neighboring countries have become asource of funding for armed groups, resulting inserious violations of human rights.
In order to ensure that it is not complicit in humanrights abuses through the procurement of theseconflict minerals, our Supplier CSR Guidelines clearlystate our policy of not using conflict minerals as raw
materials, and we promote responsible procurement.

Mitsubishi Motors formulated its Green Procurement
Guidelines in 2012 to ensure that its procurement
and manufacturing have minimal impact on theenvironment. We revised these guidelines in 2016
in order to meet stricter environmental laws andregulations, and we promote green procurement in
partnership with our suppliers.
These guidelines request that suppliers manage
environmentally hazardous substances and promote
the three Rʼs (reduce, reuse, and recycle).
In addition, we clearly state in the Parts Purchase
Agreement signed with our suppliers that they arerequested to comply with our Green Procurement
Guidelines. Our Supplier CSR Guidelines and Green

Mitsubishi Motors CSR Report 201878

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialSupply Chain Management

In April 2018, Mitsubishi Motors, Renault and Nissanestablished the APO (Alliance Purchasing Organization),a joint purchasing organization that integrates
the three companiesʼ purchasing functions. This
organization carries out its activities with the threeshared pillars of trust, respect, and transparency as its
basic principles.
The organization selects business partners
using uniform process and evaluation standards,
provides numerous suppliers with opportunities forparticipation, and operates fairly.

Editorial Policy

GRI Standards
Reference Chart

Promoting Supply Chain
Management

Management Organization
Supply Chain Management Organization

Performance Report:
Governancein the automotive industry formulated by Japanʼs
Ministry of Economy (METI), but also request that
our tier 1 suppliers follow these guidelines as well toensure that transactions are properly handled with tier2 and subsequent suppliers.

Sharing of Supplier CSR Guidelines
Mitsubishi Motors will share the Supplier CSR
Guidelines with all new suppliers and request that selfchecks be conducted on a regular basis.
We are also taking this to the global level. In May
2017, we issued an English-language edition of
the guidelines to expand the coverage to overseas
suppliers we do business with directly. In the future,
our overseas affiliates in Thailand, Indonesia, and
the Philippines will apply guidelines based on theseguidelines that take into consideration the situation ineach region.

Establishing a Business Partner Helpline

Supply Chain Auditing

As part of our 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
or unfair practices in our procurement activities, andpromptly rectifies them, striving to achieve even fairer
business transactions.
In addition to putting into effect management basedon the Supplier CSR Guidelines, Mitsubishi Motors holds
a Suppliers Meeting each year to share and spread
information about CSR policy in conjunction withprocurement and other policies.
We not only adhere to the guidelines for proper trading

In order to mutually confirm and promote CSR
activities with suppliers, we plan to begin confirmationof agreement with the guidelines. We also plan toparticipate in the same CSR activity evaluations ofsuppliers as Renault-Nissan as an APO, in addition to
the self-checks that have been performed in the past.
We regularly conduct quality audits and quality selfcheck guidance with our suppliers to improve quality
along the entire supply chain.
In fiscal 2017, we conducted process audits at 92
suppliers and 126 plants. Improvements to issues
pointed out during these audits were generally
implemented in three months or less. Quality selfchecks were also conducted at 287 supplier plants.
We will continue to improve communication and quality

Mitsubishi Motors CSR Report 201879

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialSupply Chain Management
across the supply chain through these activities.
Audits, etc. also provide guidance regarding thecreation of systems for rapidly tracing the sources ofdefects found in parts manufactured by suppliers, whoused this information to improve their systems.

As part of managing the Supplier CSR Guidelines,
we take efforts to ensure that the guidelines are
well-known within the company. We do this throughprocurement education during training for new
employees (both entry-level employees and new midcareer employees), as well as training when employees
are transferred to the procurement division. In fiscal
2017, we included material from our Suppliers Meetingin these training sessions.

Communicating with Suppliers
Providing suppliers with appropriate informationand two-way communication is essential for proper
supply chain management. Every year, Mitsubishi
Motors holds Suppliers Meeting to make our policy
well-known. In Japan, we help the Mitsubishi Motors
Cooperation Council, a voluntary organization ofaround 200 supplier companies, hold lectures andconduct research activities each year.

Editorial Policy

GRI Standards
Reference Chart

Initiatives for Business Continuity
Plans in the Supply Chain

Promoting Supply Chain Management

Ensuring Knowledge of the Guidelines
within the Company

Performance Report:
Governance

CEO Masuko gives a speech to the Mitsubishi
Motors Cooperation Council

Promotion of Localization
Mitsubishi Motors has a basic policy of procurementfrom local business partners whenever possible whenlocal procurement is effective and technologicallyfeasible, excluding cases in which local parts
manufacturing is difficult, with the aim of maximizing
local procurement rates at overseas bases. For parts
which are already locally procured, we also promote thelocal procurement of the components used within theseparts, etc., to optimize costs.
We conduct advance audits of the systems andstructures of new business partners, evaluating items
such as their development capabilities, production
capabilities, and quality management capabilities andissuing improvement instructions if necessary. We also
provide support to local business partners by serving
as a go-between (intermediary) with Japanese business
partners moving into their regions, joint ventures withlocal business partners, technical partnerships, and the

To reduce the risk of suspended manufacturing
operations due to a shortage of parts during a largescale natural disaster, Mitsubishi Motors formulates
business continuity plans (BCPs) in the supply chain
and takes measures that include finding alternative
production for each supplier and part. In addition, we
ask that our suppliers be registered in the damage
status confirmation system, so that in the event of anatural disaster, the damage status of plants will bereported to us immediately.
We have created a special supplier map that enables
us to better understand the status of damage andrisk with regard to not only tier 1 but also tier 2 andsubsequent suppliers.
Our parts suppliers have already formulated their
BCPs. In fiscal 2018, we plan to implement a checklist
to allow self-assessment by our suppliers so as tomaintain and improve the effectiveness of the BCPs.

like. We strive to contribute to local regions by creating
local jobs and improving local technical capabilities.

Mitsubishi Motors CSR Report 201880

Social Initiatives

Commitment of
Top Management

Mitsubishi Motorsʼ
Material Issues

CSR Management

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Social Contribution
Policies
Corporate Citizenship Activity Policy
Based on its corporate vision and mission, Mitsubishi
Motors carries out its STEP social contribution
activities, focused on four main themes: support
for the next generation, traffic safety, environment
preservation, and participation in local communities.

Support for the next generation

Supporting the education of the next generation tocreate a prosperous future

Traffic safety

Contributing to traffic safety education and the
spread of safe driving to strive towards a zeroaccident society

E

Initiatives
Breakdown of Social Contribution
Expenditures*1

Mitsubishi Motors STEP Funds andMatching Gift Program

Unit: million yen

Fiscal2015
Support for the next
generation

Fiscal2016

208

Fiscal
2017

216

208

Traffic safety

6

6

8

Environment preservation

19

47

137

Participation in local
communities

47

35

83

Support for disasterstricken areas

22

24

25

Other*

75

55

79

Total

377

383

540

0.36%

0.94%

2.32%

2

Support Recipient● World Vision Japan● OISCA International (The Organization for Industrial,

Spiritual and Cultural Advancement-International)

nvironment preservation
Contributing to the preservation of our precious
global environment

Social contribution
expenditure as a ratio of
ordinary income

Participation in local communities*1 Includes donations as well as in-kind benefits, employee activities, andfree use of company facilities converted into monetary equivalents.
However, it does not include fund-raising and volunteer activities
individually conducted by employees.
*2 Including support for sporting activities, donations to the Mitsubishi
Foundation, etc.

Contributing to the revitalization and development ofregional communities

Through the Mitsubishi Motors STEP Funds, introducedin April 2009, employees can make regular social
contributions by voluntarily donating fixed sums to thefunds. These funds are then used for initiatives such asactivities in developing countries and support for areas
struck by the Great East Japan Earthquake, in line withthe purposes of Mitsubishi Motorsʼ social contribution
activities. The company also matches donations madeby the Mitsubishi Motors STEP Funds.

● The MICHINOKU Future Fund
● Kindergarten, Nursery schools, elementary schools,

etc., near Mitsubishi Motors workplaces

Mitsubishi Motors CSR Report 201881

Social Initiatives

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

GRI Standards
Reference Chart

Editorial Policy

Social Contribution
Initiatives
Initiatives Providing Support for the
Next Generation
Hands-on Lessons Program
Based on the idea of helping children to enjoy learningby experiencing the “real thing,” Mitsubishi Motors
has been working with local boards of education since2005 to dispatch employees to elementary schools.
As a part of a social studies class for fifth graders,
employees conduct classes about the environment toteach students about the relationship between carsand environmental problems, and our designers giveclasses on car design.
In fiscal 2017, 3,208 students attended these classes
at 53 schools. Approximately 35,000 children haveparticipated in these classes since 2005.

Traffic Safety Initiatives
See page 57 for further information regarding Safety
Initiatives and Traffic safety education and promotion

Environment Preservation Initiatives

sources and spread awareness of the environment
among our employees.
In fiscal 2017, under the direction of the Hayakawacho forest union, 114 volunteer employees and family
members planted saplings and trimmed undergrowth,
while 95 new employees carried out forest
conservation activities such as maintaining sidewalks
within the forest.

Major Support for DisasterStricken Areas

Participation in Local Communities
Indonesia: Rescue Car Assisting DisasterStricken Areas
Mitsubishi Motors Krama Yudha Sales Indonesia(MMKSI), our sales company in Indonesia,
manufactured two rescue cars based on the Triton,
which has off-road driving capabilities.
These rescue cars are helping the Indonesian Red Cross
and NGO Aksi Cepat Tanggap to deliver food to people
facing harsh conditions in disaster-stricken areas.

Disaster Assistance Initiatives
Recovery Support for Disaster-Stricken Areas

Mitsubishi Motors is collaborating with OISCA topreserve and cultivate forests in Hayakawa-cho,
Yamanashi Prefecture, while interacting with the local

Immediately after the Great East Japan Earthquake,we carefully listened to the needs of the disasterstricken areas, created a mechanism to support
them through our business and in our employeesʼ
daily lives, and have been continuously providing

community through volunteer employee activities.
These activities aim to protect metropolitan water

long-term support under the theme of “Donʼt
Forget/Stay Connected.”

Pajero Forest

Every effort is made to provide a wide rangeof support in response to natural disasters andemergency situations. This includes contributions
through donations, free loan of vehicles, and volunteer
work by employees.

DisasterSupport
Recipient

Assistance

Damage from75,000 USD in
Octoberthe hurricane
donations*2017
in Puerto Rico

Red Cross,orphanages, andlocal governments
in disaster-stricken
areas

July
2017

Heavy rains
in northern
KyushuFree loan of 15
Outlander PHEV s● Two million yen in
donationsToho Village,
Fukuoka
Prefecture; Asakura
City, Fukuoka
Prefecture, andHita City, Oita
Prefecture

May
2017

Donation of 100
Damage from sets of dishes
heavy rains in and cooking
Sri Lanka
implements (worth
1.2 million yen)

Region where sales
company United
Motors Lanka PLC
is located●* Combined total for Mitsubishi Motors Corporation and local sales
company, Mitsubishi Motor Sales of Caribbean, Inc. (MMSC)

Mitsubishi Motors CSR Report 201882

G

Corporate GovernanceCommitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chartovernance

Corporate Governance
Basic Policy and Framework for Corporate Governance ........ 84
Internal Control ................................................................ 86
Risk Management ............................................................. 87
Compliance ....................................................................... 88

List of Executives (as of June 22, 2018) ............................ 92
Executive Remuneration ................................................... 93

Mitsubishi Motors CSR Report 201883

Corporate GovernanceCommitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Corporate Governance
Basic Policy and Framework for Corporate Governance
Basic Approach and Policies
Considering compliance to be of topmost
importance, Mitsubishi Motors aims to meet the
expectations of shareholders, customers andall other stakeholders and achieve sustainablegrowth and increases in corporate value by making
the ongoing reinforcement and improvement ofgovernance as a management priority.

Furthermore, to separate the supervisory and businessexecution functions of management and enable a swift
and flexible response to changes in the management
environment, the company has introduced theexecutive officer system and delegates authority toaccelerate management decision-making.
In addition, to ensure appropriate audits of businessexecution, an Audit & Supervisory Board comprising
five Audit & Supervisory Board Members has been
established. Three of the members are Outside Audit& Supervisory Board Members, to strengthen the
independence of the audit system.

◆ Corporate Governance Framework (As of June 30, 2018)
General Meeting of Shareholders

System of Corporate GovernanceThe company has improved and enhanced its
corporate governance. In addition to statutoryfunctions, the company has introduced the Executive
Committee and various other management bodies
as well as the executive officer system in order toenhance the flexibility of business execution andclarify management responsibility and to carry out
appropriate supervision of business execution.
The Board of Directors is responsible for making
decisions concerning important management issues
and overseeing business execution of each Memberof the Board. It is comprised of eight members,
including six Outside Directors with considerable
experience, deep insight, and so forth to strengthensupervision over business execution. To enhance
the speed of decision-making, the company has
established and operates various committees todeliberate and report on various important mattersrelated to the management.

ReportAccounting
AuditorAccounting
Audit

Cooperation

Audit & Supervisory Board Member/
Audit & Supervisory Board
Audit

Board ofDirectors
Audit/
ReportElection/Dismissal
Delegation of authority
Supervision

EC (Executive Committee)

Report(Executive departments)
Structure of meetings related
to internal control

CEOInternal Control
Committee
ReportPDM (Product Meeting)
Quality audit
Internal audit

COO

Audit division

Subsidiaries andassociates

Quality audit
Internal audit

J�SOX Promotion
Committee

ReportDepartments

Instruction

CFO (incharge of J�SOX)

Mitsubishi Motors CSR Report 201884

Corporate GovernanceCommitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Corporate Governance
Basic Policy and Framework for Corporate GovernanceStatus of Internal Audits and Audit &Supervisory Board Membersʼ Audits
The Audit & Supervisory Board Members carry out
audits of the status of business execution of the
Mitsubishi Motors Group by attending importantcompany meetings, such as Board of Directors
meetings, and receiving reports on the status ofbusiness activities from the Board members andother corporate officers. They also review key internal
documents and internal audit reports from internal
audit division, the Accounting Auditors and subsidiaries
and associates.
In accordance with audit policy established by the
Audit & Supervisory Board, important auditing items
for each fiscal year, allocation of duties and othermatters, the Audit & Supervisory Board Members
conduct interviews with the top executives ofrespective internal divisions and conduct on-site
surveys at each plant and subsidiaries and associates
in Japan and overseas, and, based on the results, holddiscussions at Audit & Supervisory Board meetings,
regularly report to the Board of Directors, andexchange opinions with the CEO and COO.
In addition, the company has established the Internal
Audit Dept. and the Quality Audit Dept. as Internal Audit
departments within the Audit Div., an independent
organization that reports directly to the CEO.
The Internal Audit Dept. conducts planned internal
audits to determine whether operational managementof the company and subsidiaries and associates
in Japan and overseas is being conducted withtransparency using appropriate processes. The Quality
Audit Dept. audits the appropriateness of qualityrelated activities by the company and subsidiaries andassociates in Japan and overseas. Audit results arereported directly to the CEO.
The Audit & Super visor y Board Members regularly
exchange information and work s to strengthen
cooperation with the Audit Div. and the
Accounting Auditors.

Items Relating to Takeover Defense
Not applicable.

Mitsubishi Motors CSR Report 201885

Corporate GovernanceCommitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

GRI Standards
Reference Chart

Editorial Policy

Corporate GovernanceInternal Control
Policies and Organization
Based on the “Basic Policy on the Establishment of Internal
Control Systems”*1 established by resolution of the Board◆ Internal Control Organization Structure

achieved its initial goals with the creation of the new internal
control system, and it was disbanded in June 2016 accordingly.
Going forward, we will continue with initiatives to further
reinforce governance by working to ensure compliancewith laws and regulations and to promote proper, effective
business execution in line with changes in the domestic andoverseas environments.
*1 See page 17 of Corporate Governance Report for further information
regarding the Basic Policy on the Establishment of Internal Control Systems

General Meeting of Shareholders
Appoint/dismiss

Appoint/dismiss

Audit/report

Audit & Supervisory Board Member/
Audit & Supervisory Board

Board of Directors
ReportCEO

Accounting Auditor
Instruction

ReportCOO

Internal Audit DivisionCorporate Vice Presidents

Instruction

Operation evaluation
Improvement proposal
Opinion

CFO

Instruction

Internal Control Committee (chair: CEO)(vice-chair: Global Risk Control Officer)

ReportCoordination

Sample verification(operation evaluation)of Directors, Mitsubishi Motors monitors the status ofoperations and strives to improve and reinforce internal
control systems.
The company recognizes the gravity of its improper conduct
in fuel consumption testing, on top of past quality problems,and in fiscal 2017 made profound reforms to its internal
control system as one of its priority measures aimed atregaining trust.
First, it appointed a Global Risk Control Officer to manage
compliance and operation risk and regularly report on
governance improvement measures to the Board of Directors.
Furthermore, in order to reinforce, and improve the efficiencyof, its handling of internal controls based on laws andregulations, it revised its internal control system. In the revised
system, the J�SOX Promotion Committee, under the directcontrol of the CFO, handles internal control related to financial
reporting in accordance with the Financial Instruments andExchange Act. The Internal Control Committee, which is chairedby the CEO and vice-chaired by the Global Risk Control Officer,
promotes internal control related to the Companies Act. This
Internal Control Committee confirms and evaluates the reports
and resolution contents decided on by subcommittees in eachinternal control field, such as compliance, information security,
risk management, and J�SOX, in accordance with the “Basic
Policy on the Establishment of Internal Control Systems.” Fromfiscal 2018 and onwards, the company will proceed to create
a global internal control system through establishing andoperating internal control committees at its major affiliates inJapan and overseas.
Mitsubishi Motors has also, in line with its introduction of aboard of corporate auditors system, positioned the Internal
Audit Division as independent of business execution. The Internal
Audit Division coordinates with other committees, including theInternal Control Committee, with the aim of achieving effective
and efficient internal control system operation.
The Business Ethics Committee was determined to have

ReportReportCompliance Committee*2*3

Information Security
Committee*2*3

Risk Management
Committee*2*3

J�SOX Promotion
Committee (chair: CFO)
*2

*3

Mitsubishi Motors departments/affiliates*2 Report/discuss*3 Policy notification, information sharing, operation evaluation, improvement proposal, development support

Mitsubishi Motors CSR Report 201886

Corporate GovernanceCommitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Corporate GovernanceRisk Management
Basic Approach and Policies
Mitsubishi Motors has defined a policy for the
management of business risks in the form of the
Basic Policy on the Establishment of Internal Control
Systems, and promotes risk management activities
throughout the entire Mitsubishi Motors Group. We
consider it one of our most critical management issues
to appropriately assess risks to the MMC Groupʼsbusiness, prevent risks from occurring, and engage inappropriate management to minimize the impact ofrisks that do occur.

Development of Risk Management
Framework
MMC has put in place and works to improve its risk
management system for the entire Group throughthree types of risk management activities: priority risk
management, departmental risk management andaffiliated company risk management.
For priority risk management, we select risks thatthe entire MMC Group faces directly, that have ahigh potential impact and a high degree of urgency.
For each risk, we assign “risk owners,” who are of
executive officer level or above, and work as quickly as
possible to reduce these risks.
In departmental risk management, we have appointed
risk management officers to each division or plant.
These officers work to reduce risks through repeatedapplication of the PDCA cycle involving identifying

and evaluating each risk, devising and implementing
countermeasures, and monitoring.
Affiliated company risk management includes
initiatives for addressing various types of risks
encountered by MMCʼs affiliated companies. The
Company regularly confirms the status of activities,
such as the reinforcement of compliance systems, andwe propose and direct improvements, as necessary.
These risk management activities are regularly
reported to the Board of Directors as key internal
control measures.
In addition, to prepare for unforeseen contingencies
MMC has developed emergency contact systems
that enable the rapid communication of information
to directors and other key personnel, as well as aswift and accurate response. In particular, to createa crisis management system to respond whenserious incidents occur, we have formulated an
emergency response manual. This manual outlines theestablishment of an emergency response organizationand clarifies the chain of command, enabling us to put
appropriate response systems into place.
MMCʼs basic policy in times of disaster̶such as
earthquake or other natural disaster or an outbreakof infectious disease̶is to ensure the safety ofcustomers, as well as employees and their families,
and assist local communities. We are preparing
disaster countermeasures and business continuity
plans (BCPs) to this end.
We conduct drills in communicating among various
manufacturing facilities and Group companies on thebasis of a presumed emergency.
As preparations against the possibility that employees

will be unable to return to their homes for a threeday period, we have ensured means through which
they can communicate with their families, cachedemergency supplies and are conducting initiatives forcommunicating with local municipal authorities.
We have formulated plans of operation that assume
a large-scale earthquake or major outbreak ofinfectious disease.
We work to improve these BCPs through regular drills
and communication among individual regions.

Mitsubishi Motors CSR Report 201887

Corporate GovernanceCommitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Corporate GovernanceCompliance
Basic Approach
Corporate activities are closely interlinked with various
laws and public systems such as those related tothe environment, labor, and consumer protection.
Corporate activities must be carried out in compliancewith these laws and systems.
Mitsubishi Motors recognizes that the failure toappropriately comply with these laws, regulations, andsystems would not only impede its business continuity,
but would also place significant burdens on society
and the environment.
In order to fulfill its social responsibilities as a company
by not only complying with laws, international rules,
and internal regulations but also by respectingchanging social norms to the greatest degree
possible, the company has issued a new “Global Codeof Conduct” to serve as a standard of conduct for all
executives and employees. We are also redoubling
our efforts to enhance our compliance frameworkand employee training, including those at our majoraffiliates in Japan and overseas.
The “Global Code of Conduct” is based on the“Mitsubishi Motors Business Ethics Guidelines,” revised
to reflect changes in societal conditions and otherareas. It contains standards for decision-making andconduct in day-to-day operations.
Besides, we have formulated and are continuing to
implement measures to prevent the reoccurrence of
the improper conduct in fuel consumption testing
discovered in April 2016.

Global Code of Conduct【Basic Philosophy】
Mitsubishi Motors has defined this Code of Conduct as a norm that all executives and employees must follow in orderfor the company to fulfill its social responsibilities.
This Code of Conduct applies to all executives and employees working at Mitsubishi Motors Group companies. Each andevery member of the Group companies is responsible for thoroughly complying with the Code.
1. Compliance with All Laws and Rules
Mitsubishi Motors executives and employees shall comply withall applicable laws and regulations of the countries in which
the Company engages in business activities, as well as with all
the Company's policies and rules.
2. Promote Safety
Mitsubishi Motors executives and employees shall maintainand promote sound workplace environments, and engage insafe work practices. They also shall pay the utmost care toensuring the safety of customers and passengers, and shallcontinuously promote product safety.
3. Avoid Conflict of Interest
Mitsubishi Motors executives and employees shall act in thebest interests of Mitsubishi Motors, and shall not behave, act,
or use any information contrary to the Company's interests.
Furthermore, they shall strive to avoid any conduct that may
be considered as a conflict of interest.
4. Prohibit Association with Anti-social Forces
Mitsubishi Motors executives and employees shall never haveany association with anti-social forces.
5. Preserve Company Assets
Mitsubishi Motors executives and employees shall safeguard
the Company's assets, and shall never use such assets,
including funds, confidential business information, physicalproperties, or intellectual properties, without permission.
6. Be Impartial and Fair
Mitsubishi Motors executives and employees shall maintainimpartial and fair relationship with public servants as wellas business partners including sales companies, parts
manufacturers, and other third parties.

7. Be Transparent and Accountable
Mitsubishi Motors executives and employees shall maintainaccounts and records relating to corporate managementwith integrity, and shall disclose information regarding
corporate activities fairly and transparently to thestakeholders, including shareholders, customers, other
employees, and members of local communities with atimely and proper manner.
8. Value Diversity and Provide Equal Opportunity
Mitsubishi Motors executives and employees shall value
and respect the diversity of business partners, customers,
other executives and employees, and local communities.
Discrimination, retaliation, or harassment shall never betolerated in any form or degree.
9. Be Environmentally Responsible
Mitsubishi Motors executives and employees shall strive totake into consideration environmental preservation, promote
recycling, resource conservation and energy savings whendeveloping products and providing services.
10. Be Active and Report Violations
Mitsubishi Motors executives and employees shall carry out
their business duties in accordance with this Code of Conduct.
If violations of this Code are detected, they shall swiftly report
it to the Company. Executives and employees that reportviolations on principled grounds shall infallibly be protectedfrom any form of retaliation.

Mitsubishi Motors CSR Report 201888Commitment of
Top Management

Corporate Governance

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Corporate GovernanceCompliancebegan the operation of our new global whistleblowing
contact point as part of our measures to reinforce thesystem of compliance violation prevention.
In the event of serious compliance concerns, they
will be reported from code leaders to complianceofficers, and ultimately to the Board of Directors.
In order to ensure that a focus on complianceprioritization penetrates throughout the company,
compliance officers provide instruction regarding
problem handling, corrective measures, and recurrence

Promotion System
In order to prevent compliance infractions, including
information security infractions, from a global internal
control perspective, each division appoints a complianceofficer, under the leadership of Global Risk Control
Officer, and general managers serve as code leaders.
Major affiliates in Japan and overseas also appointcompliance officers. Furthermore, in fiscal 2018, we◆ Organizational Framework for Promoting Compliance

Board of Directors
CEO

Global Risk Control Officer

Chief officers, corporate general managers

DirectSupervise

ReportThoroughly implement focus oncompliance prioritization

Consult/
reportThoroughly implement focus oncompliance prioritization

Requestapproval
ReportInformation
SecurityComplianceDepartment Liaise Management
OfficeLiaiseCompliance officers

General managers = code leaders

ReportThoroughly
implement
Affiliatescompliance officers
focus oncompliance
Thoroughly implement focus
prioritization Consult/reporton compliance prioritization

Mitsubishi Motors
employees

Affiliates employees

Globalwhistleblowing
contact point(opened in fiscal
2018)

Employee Consultation Office(Helpline)(including general managers of the department incharge of primary management of the affiliates)

Complianceproblem
consultation

Outsideattorney
consultation(Helpline)

Whistleblowing
Consultation

Consultation

Mitsubishi Motors and affiliates employees (in Japan)

Mitsubishi Motors
and affiliates
employees

prevention measures to their sections in charge in atimely manner.

Establishment of Internal and External
Consultation Offices (Helplines)
The company has established internal and external
consultation offices to prevent and promptly detectfraud or other improper conduct as well for use in selfcorrection. The internal employee consultation officeoffers counseling to employees of Mitsubishi Motors
and affiliated companies in Japan, and the external
consultation office works with outside attorneys. In
fiscal 2017, the employee consultation office saw 174
cases, and the external consultation office saw 78 cases.
When consultations or whistleblowing reports arereceived by the employee consultation office, theoffice endeavors to resolve the issues quickly either
by investigating itself or by involving the complianceofficer of the relevant division in confirming the factsof the matter.
If either the employee consultation office or theexternal consultation office receives whistleblowing
reports related to compliance issues or issues withpotential business risks, these are immediately
reported to the Global Risk Control Officer. Once theoffice receives instructions on how to respond, it
endeavors to resolve the issue.
In handling such information and in investigating
the relevant facts, we established our “ComplianceOriented Whistleblowing Operation Procedure” andmade company personnel aware of the provision in

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Material Issues

Performance Report:
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Performance Report:
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Editorial Policy

GRI Standards
Reference Chart

Corporate GovernanceComplianceorder to ensure that persons who seek consultation
are not treated unfairly.
We have also established a Business Partner Helpline
designated to be used by our business partners.
In fiscal 2018, we established a new global
whistleblowing contact point for use by employeesof the company and its major affiliates in Japan andoverseas. The operation of this new contact point
is outsourced to a specialty firm, and it accepts
anonymous reports, making it easier for employees toreport issues. Mitsubishi Motors headquarters is able
to confirm the contents of whistleblowing reports
not only from its own employees but also from its
affiliates employees, which contributes to improved
risk management for the group as a whole.
◆ Numbers of Cases Reported to the Internal
Consultation Office by Content (Fiscal 2017)
Item

NumberCorporate/business proposals

23

Workplace environment

10

Labor relations

14

Human relations/harassment

49

Compliance, violations of operational rules, fraud

27

Others51

Education and Training
Every fiscal year we formulate compliance-related
education and training programs, and offer them to
employees stratified by each job rank.

Each division also draws up and conducts its own
measures under the direction of the compliance officer.
Specifically, in order to improve the complianceawareness of all employees, when new graduates or midcareer recruits join the company, they receive training
regarding the companyʼs compliance history and thelessons to be learned from it. This training is repeated
when employees are given promotions, helping reinforce
employeesʼ sense of compliance. Furthermore, similar
training is also offered in some Japanese affiliates,
fostering such sense for the group as a whole.
We use e-learning and lectures by outside instructors
in our compliance training for laws and regulations
such as environmental laws, the Labor Standards Act,and security trade control laws to provide employeeswith the most current information related to their own
work. Furthermore, as part of our efforts to handle
compliance risks in our global activities, in fiscal
2017 we provided e-learning regarding corruption
prevention and social rules to overseas affiliates.
On and around Safety Pledge Days,* each individual
division voluntarily hold events to reaffirm the dayʼssignificance. Workplace discussions are also held at thesame time (two times a year) to talk about business ethics
issues faced in the workplace and workplace culture.
In addition, we provide easy-to-understandcompliance-related information by posting aCompliance Newsletter on our intranet every month.
* To prevent past incidents, such as the regrettable recall cover-up, frombeing forgotten over time, in October 2004 we designated January 10 and
October 19 as “Safety Pledge Days.” These days were chosen because two
fatal accidents involving large trucks manufactured by Mitsubishi Fuso, aformer Mitsubishi Motors division, occurred on these days.

Anti-Corruption
Policies and Approach
The “Global Code of Conduct” clearly stipulates that
Mitsubishi Motors executives and employees shallcomply with laws and regulations and shall maintain
fair and equitable relationships with public servantsand business partners.
Moreover, we have built and operate a system that isdesigned to prevent corruption.

Management Systems and Risk Assessments
Mitsubishi Motors has management and operational
standards for providing and receiving gifts or businessentertainment. It expressly prohibits (1) providing
gifts or business entertainment that is illegal or goesbeyond generally accepted bounds, and (2) receiving
illicit payoffs. In addition to this, we provide guidelines
for the scope of exceptions to the above and makeapplication and reporting compulsory in order to
conduct operations in a transparent manner. If thesestandards are violated, the compliance officer ofthe relevant division formulates internal reports andimplements preventative measures for the future.
Since many employees in sales sites directly handle
money with customers, there is a heightened riskof improper conduct such as embezzlement. We
work to prevent improper conduct at our affiliate
domestic sales companies by defining regulations
for handling cash, regularly making the compliancepolicies known, and providing tuition and training forthorough implementation of the policies. Each company

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Performance Report:
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Editorial Policy

GRI Standards
Reference Chart

Corporate GovernanceComplianceimplements site audits regularly, while our Internal Audit
Division also conducts operational audits which results
are reported to the Head Officer of our Domestic Sales
Division and being followed up until the improvement
measures of the pointed out issues are completed.
We work to thoroughly prevent corruption whenemployees from the company are appointed as
executives at overseas affiliates. Prior to their
appointment, we provide training on complianceand internal controls, including the prohibition andprevention of corruption.
Regarding internal controls related to financial
reporting, we are verifying our procedures forcompliance systems and financial summaries. If wefind inadequate controls when inspecting a company,
we request a report on the nature of the shortcoming
and measures being taken to improve it. In fiscal
2017, we checked the status of 21 Group companies(Mitsubishi Motors, 10 domestic affiliates, and 10
overseas affiliates).

Information Security
Mitsubishi Motors recognizes its social responsibility
to adequately protect its important information assets(information and the IT systems, equipment, media,
facilities, and products that handle this information)in the course of its business activities in order togain the trust of all its stakeholders. We have defined
an Information Security Policy and internal rules for
information security, and shared them with majoraffiliates inside and outside Japan.

Furthermore, it has established an Information
Security Committee, which monitors information
security activities to reduce security risks.
Specifically, it promotes information security measuresdemanded by society, such as managing information
assets, preventing computer virus infection, andstrengthening measures for unauthorized access fortargeted attacks.

Personal Information Protection
Based on our Privacy Policy, we have built amanagement framework by establishing internal
rules and taking other measures. We also conductongoing education, such as through the use of
e-learning for employees.
These e-learning instructional materials are also
distributed to major affiliates inside and outside
Japan, to reinforce our information security system,
including the protection of personal information. We
endeavor to protect personal information, and haveestablished task teams to implement measures tocomply with personal information protection laws incountries around the world, such as the General Data
Protection Regulation, the regulation concerning theprotection of personal data in the EU, enacted on
May 25, 2018.

Security Trade Controls
Mitsubishi Motors sincerely believes in the importanceof strict security trade controls to prevent the
proliferation of weapons of mass destruction and theexcessive accumulation of conventional weapons inorder to maintain international peace and security.
To conduct strict export controls, we have established
Security Trade Control Regulations.
We ensure the legality of our export transactions
through our management system, with its Supervisory
Committee for Security Trade Control, led by the CEO,who serves as chief security trade control officer.

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CSR Management

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Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Corporate Governance
List of Executives (as of June 22, 2018)◆ Directors◆ Audit & Supervisory Board Members* Indicates representative directors

Carlos Ghosn*

Osamu Masuko*

Shunichi Miyanaga

Kozo Shiraji

Yoshikazu Nakamura

Ken Kobayashi

Hitoshi Kawaguchi

Hiroshi Karube

Katsunori Nagayasu

Yaeko Takeoka

Setsuko Egami

Main Kohda

Chairman of the Board
Representative Director

Director [Outside Director]

Director [Outside Director]

Member of the Board
Representative Director
CEO

Director [Outside Director]

Director [Outside Director]

Director [Outside Director]

Director [Outside Director]

Audit & Supervisory Board Member(Full-Time)

Audit & Supervisory Board Member[Outside Audit & Supervisory Board
Member]Audit & Supervisory Board Member(Full-Time)

Audit & Supervisory Board Member[Outside Audit & Supervisory Board
Member]Yoshitsugu Oba

Audit & Supervisory Board Member[Outside Audit & Supervisory Board Member]

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Material Issues

Performance Report:
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Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Corporate Governance
Executive Remuneration
Contents of Remuneration
Individual remuneration of Directors are not disclosed
except in the case where disclosure is required, basedon the Cabinet Office Ordinance.
Remuneration, etc., paid to Directors and Audit &Supervisory Board Members during the one-year period
from April 1, 2017 to March 31, 2018 was as follows.
■ A total of ¥538 million was paid as fixed compensation
to 5 Directors (excluding outside Directors)■ A total of ¥30 million was paid as fixed compensation
to 1 Audit & Supervisory Board Member (excluding
outside Audit & Supervisory Board Members)■ A total of ¥150 million was paid as fixedcompensation to 10 outside Directors and Audit &Supervisory Board Members

Audit & Supervisory Board Members
Individual remuneration of Audit & Supervisory Board
Members is determined through discussions among
Audit & Supervisory Board Members.
The monthly remuneration of Audit & Supervisory
Board Members was set at an upper limit of ¥10
million per month in total by resolution of the 45th
Ordinary General Meeting of Shareholders held on
June 25, 2014 and the total annual payment made infiscal 2017 was as shown above.

Disclosure of Policy on Determining
Remuneration Amounts andCalculation Methods
Directors
Maximum remuneration of Directors of the Company(Resolved at an extraordinary shareholders meeting
held on December 14, 2016)■ Monthly remuneration and performance-linked
remuneration: ¥2 billion■ Stock-related remuneration: ¥1 billion
The specific timing and allocation of payment to eachapplicable director is decided at the Board of Directors
Total annual remuneration for fiscal 2017 is as shown above.

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Commitment of
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CSR Management

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Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

Editorial Policy
Purpose of Publication
Mitsubishi Motors Corporation publishes a Corporate
Social Responsibility (CSR) Report to provide
stakeholders with a better understanding of theGroupʼs social responsibilities and the wide-ranging
efforts aimed at fulfilling them.

Scope of This Report
Mitsubishi Motors Corporation and its Group
companies in Japan and overseas

Period Covered
Fiscal 2017 (April 1, 2017 to March 31, 2018)
When appropriate, the Report also includes
some historical and recent data from outside thereporting period.

Date Published

Reference Guidelines
GRI Standards
Environmental Reporting Guidelines (2012 edition)issued by the Ministry of the Environment of Japan

Inquiries
Mitsubishi Motors Corporation
CSR Planning & Environmental Affairs Department
5-33-8 Shiba, Minato-ku, Tokyo 108-8410, Japan

Help Us with Our Survey
Please share with us your opinions and thoughts sothat we can improve our CSR activities and CSR Report.
Click here to fill out the CSR Report Survey

http://www.mitsubishi-motors.com/en/
csr/report/enq_view.html

Disclaimer
Mitsubishi Motorsʼ current plans, strategies,
assurances, business forecasts, and other nonhistorical matters indicated in this CSR report include
future predictions as of the time of publication.
Please note that these expectations, predictions,and forecasts include risk and volatility factors andhypotheses, and may significantly diverge from actual
future results.

Japanese edition: October 2018
(last published in August 2017; next publication
scheduled for summer 2019)English edition: November 2018
(last published in August 2017; next publication
scheduled for autumn 2019)

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Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

GRI Standards Reference Chart
Item

Description

MITSUBISHI MOTORS CSR Report 2018

General Disclosures
Organizational profile
102-1

a. Name of the organization

Corporate Overview

102-2

a. A description of the organizationʼs activities
b. Primary brands, products, and services, including an explanation of any products or services that are banned incertain markets

Corporate Overview
Securities report (P.4-5) Description of business

102-3

a. Location of the organizationʼs headquarters

Corporate Overview

102-4

a. Number of countries where the organization operates, and the names of countries where it has significant operations
and/or that are relevant to the topics covered in the report

Corporate Overview
Securities report (P.6-9) Status of subsidiaries and associates

102-5

a. Nature of ownership and legal form

Corporate Overview
Securities report (P.41) Major shareholders

102-6

a. Markets served

Corporate Overview
Securities Report (P.4-5) Description of business,(P.6-9) Status of subsidiaries and associates

102-7

a. Scale of the organization

Corporate Overview
Employees＞Human Resource-Related Data
Securities report (P.11) Employees(P.17-19) Management analysis of financial
position, operating results and cash flows

102-8

a. Total number of employees by employment contract (permanent and temporary), by genderb. Total number of employees by employment contract (permanent and temporary), by regionc. Total number of employees by employment type (full-time and part-time), by genderd. Whether a significant portion of the organizationʼs activities are performed by workers who are not employees. If
applicable, a description of the nature and scale of work performed by workers who are not employees.

Corporate Overview
Employees＞Human Resource-Related Data
Securities report (P.11) Employees

102-9

a. A description of the organizationʼs supply chain, including its main elements as they relate to the organizationʼsactivities, primary brands, products, and services

Supply Chain Management
Securities report (P.4) Description of business

102-10a. Significant changes to the organizationʼs size, structure, ownership, or supply chain

N/A

102-11a. Whether and how the organization applies the Precautionary Principle or approach

Corporate Governance＞Risk Management
Environmental Management＞Environmental Organization
Securities report (P.13-16) Business-related risks102-12a. List of externally-developed economic, environmental and social charters, principles, or other initiatives to which theorganization subscribes, or which it endorses

Editorial Policy, CSR Management＞Management

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Material Issues

Performance Report:
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Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

GRI Standards Reference Chart
Item

Description

MITSUBISHI MOTORS CSR Report 2018a. A list of the main memberships of industry or other associations, and national or international advocacy
organizations

CSR Management＞Management102-14a. A statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior
position) about the relevance of sustainability to the organization and its strategy for addressing sustainability

Commitment of Top Management
Policies＞Message from the Chief Environmental Strategy Officer

102-15a. A description of key impacts, risks, and opportunities

Commitment of Top Management
Policies＞Message from the Chief Environmental Strategy Officer
Securities report (P.13-16) Business-related risks102-13Strategy

Ethics and Integrity
102-16

a. A description of the organizationʼs values, principles, standards, and norms of behavior

CSR Management＞Policies
Corporate Governance＞Compliance102-17a. A description of internal and external mechanisms for:i. Seeking advice about ethical and lawful behavior, and organizational integrity
ii. Reporting concerns about unethical or unlawful behavior, and organizational integrity

Corporate Governance＞Compliance＞Establishment of Internaland External Consultation Offices (Helplines)

102-18a. Governance structure of the organization, including committees of the highest governance bodyb. Committees responsible for decision-making on economic, environmental, and social topics

CSR Management＞Management
Corporate Governance＞ComplianceCorporate Governance Report (P.22) Diagram of Governance
Framework Including Outline of Internal Control Systems

102-19a. Process for delegating authority for economic, environmental, and social topics from the highest governance bodyto senior executives and other employees

Securities report (P.58-59) Information about corporate
governance, etc.

102-20a. Whether the organization has appointed an executive-level position or positions with responsibility for economic,
environmental, and social topic
b. Whether post holders report directly to the highest governance body

CSR Management＞Management
Securities report (P.46-57) Status of officers

102-21a. Processes for consultation between stakeholders and the highest governance body on economic, environmental, andsocial topics
b. If consultation is delegated, describe to whom it is delegated and how the resulting feedback is provided to thehighest governance body

General Shareholders Meetings
Corporate Governance Report (P.4) Principle 5-1. Policy for
Constructive Dialogue with Shareholders

a. Composition of the highest governance body and its committees

Corporate Governance＞List of Executives
Corporate Governance Report (P.6-12) Business Management
Organization and Other Corporate Governance Systems regarding
Decision-making, Execution of Business, and Oversight in Management
Securities Report (P.58-59) Information about corporate governance, etc.

Governance102-22

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GRI Standards
Reference Chart

GRI Standards Reference Chart
Item

Description

MITSUBISHI MOTORS CSR Report 2018

a. Whether the chair of the highest governance body is also an executive officer in the organization
b. If the chair is also an executive officer, describe his or her function within the organizationʼs management and thereasons for this arrangement

Securities report (P.46-57) Status of officers

102-24a. Nomination and selection processes for the highest governance body and its committees
b. Criteria used for nominating and selecting highest governance body members

Corporate Governance Report (P.2-4)
Principle 3-1. Full Disclosure (4) Policies and procedures for theappointment of senior management and the nomination of
director and Audit & Supervisory Board Member candidates,
Principle 4-9. Independence Standards and Qualification for
Independent Non-Executive Directors
Supplementary Principle 4-11-1. View of the Appropriate Balance
between Knowledge, Experience and Skills of the Board as a
Whole, Diversity and Appropriate Board Size

102-25a. Processes for the highest governance body to ensure conflicts of interest are avoided and managedb. Whether conflicts of interest are disclosed to stakeholders

Corporate Governance Report (P.1) Principle 1-7.
Related Party Transactions

102-26

a. The highest governance bodyʼs and senior executivesʼ roles in the development, approval, and updating of
the organizationsʼ purpose, value or mission statements, strategies, policies, and goals related to economic,
environmental, and social topics

Securities report (P.58-59) Information about corporate
governance, etc.

102-27a. Measures taken to develop and enhance the highest governance bodyʼs collective knowledge of economic,
environmental, and social topics

Corporate Governance Report (P.4) Supplementary Principle
4-14-2. Director and Audit & Supervisory Board Member Training

102-28a. Processes for evaluating the highest governance bodyʼs performance with respect to governance of economic,
environmental, and social topics
b. Whether such evaluation is independent or not, and its frequency
c. Whether such evaluation is a self-assessmentd. Actions taken in response to evaluation of the highest governance bodyʼs performance with respect togovernance of economic, environmental, and social topics, including, as a minimum, changes in membership andorganizational practice.

Corporate Governance Report (P.4) Supplementary Principle
4-11-3. Analysis and Evaluation of the Effectiveness of theBoard of Directors

102-29a. Highest governance bodyʼs role in identifying and managing economic, environmental, and social topics and theirimpacts, risks, and opportunities̶including its role in the implementation of due diligence processes
b. Whether stakeholder consultation is used to support the highest governance bodyʼs identification and managementof economic, environmental, and social topics, and their impacts, risks, and opportunities

Securities report (P.13-16) Business-related risks(P.58-59) Information about corporate governance, etc.

102-30a. Highest governance bodyʼs role in reviewing the effectiveness of the organizationʼs risk management processes for
economic, environmental, and social topics

Corporate Governance＞Risk Management102-31a. Frequency of the highest governance bodyʼs review of economic, environmental, and social topics and their impacts,
risks, and opportunities

Corporate Governance＞Risk Management102-23

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Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

GRI Standards Reference Chart
Item

Description

MITSUBISHI MOTORS CSR Report 2018

102-32a. The highest committee or position that formally reviews and approves the organizationʼs sustainability report andensures that all material topics are covered

CSR Management＞Management＞Framework for Promoting CSR

102-33a. Process for communicating critical concerns to the highest governance body

Corporate Governance＞Compliance＞Promotion System

102-34a. Total number and nature of critical concerns that were communicated to the highest governance bodyb. Mechanism(s) used to address and resolve critical concerns

Corporate Governance＞Compliance＞Promotion System

102-35a. Remuneration policies for the highest governance body and senior executives
b. How performance criteria in the remuneration policy relate to the highest governance bodyʼs and senior executivesʼ
objectives for economic, environmental, and social topics

Corporate Governance Report (P.12) Incentives

102-36

a. Process for determining remunerationb. Whether remuneration consultants are involved in determining remuneration and whether they are independent ofmanagementc. Any other relationships which the remuneration consultants have with the organization

Corporate Governance Report (P.12) Incentives
Securities Report (P.71) Amount of compensation

102-37a. How stakeholdersʼ views are sought and taken into account regarding remuneration
b. If applicable, the results of votes on remuneration policies and proposals

General Shareholders Meetings

102-38a. Ratio of the annual total compensation for the organizationʼs highest-paid individual in each country of significant
operations to the median annual total compensation for all employees (excluding the highest-paid individual) in thesame country­102-39a. Ratio of percentage increase in annual total compensation for the organizationʼs highest-paid individual ineach country of significant operations to the median percentage increase in annual total compensation for all
employees (excluding the highest-paid individual) in the same country­

Stakeholder engagement102-40a. A list of stakeholder groups engaged by the organization

CSR Management＞Management＞Dialogue with Stakeholders

102-41a. Percentage of total employees covered by collective bargaining agreements

Employees＞Labor-Management Relations

102-42a. The basis for identifying and selecting stakeholders with whom to engage­

102-43a. The organizationʼs approach to stakeholder engagement, including frequency of engagement by type and by
stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of thereport preparation process

CSR Management＞Management＞Dialogue with Stakeholders

102-44a. Key topics and concerns that have been raised through stakeholder engagement­

Reporting practice102-45a. A list of all entities included in the organizationʼs consolidated financial statements or equivalent documents
b. Whether any entity included in the organizationʼs consolidated financial statements or equivalent documents is notcovered by the report

Securities report (P.6-9) Status of subsidiaries and associates

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Material Issues

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Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

GRI Standards Reference Chart
Item

Description

MITSUBISHI MOTORS CSR Report 2018

102-46a. An explanation of the process for defining the report content and the topic Boundaries
b. An explanation of how the organization has implemented the Reporting Principles for defining report content

Editorial Policy

102-47a. A list of the material topics identified in the process for defining report content

Identification of Material CSR Issues

102-48a. The effect of any restatements of information given in previous reports, and the reasons for such restatements

N/A

102-49a. Significant changes from previous reporting periods in the list of material topics and topic Boundaries

N/A

102-50a. Reporting period for the information provided

Editorial Policy

102-51a. If applicable, the date of the most recent previous report

Editorial Policy

102-52

a. Reporting cycle

Editorial Policy

102-53a. The contact point for questions regarding the report or its contents

Editorial Policy

102-54a. The claim made by the organization, if it has prepared a report in accordance with the GRI Standards­

102-55a. The GRI content index

GRI Standards Reference Chart

102-56

a. A description of the organizationʼs policy and current practice with regard to seeking external assurance for the reportb. If the report has been externally assured:­Management approach
103-1

a. An explanation of why the topic is materialb. The Boundary for the material topicc. Any specific limitation regarding the topic Boundary

Commitment of Top Management
Identification of Material CSR Issues

103-2

a. An explanation of how the organization manages the topic
b. A statement of the purpose of the management approach

Commitment of Top Management
CSR Management＞Framework for promoting CSR
Identification of Material CSR Issues ＞Identification Process

103-3

a. An explanation of how the organization evaluates the management approach

Commitment of Top Management

Material Topics
Economic performance

201-1

Direct economic value generated and distributed

Securities Report (P.79-80) Consolidated statement of income
and consolidated statement of comprehensive income
Social Contribution＞Breakdown of Social Contribution
Expenditures

201-2

Financial implications and other risks and opportunities due to climate change

Policies＞Message from the Chief Environmental Strategy Officer

201-3

Defined benefit plan obligations and other retirement plans

Securities report (P.110) Retirement benefits

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Performance Report:
SocialPerformance Report:
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Editorial Policy

GRI Standards
Reference Chart

GRI Standards Reference Chart
Item
201-4

Description
Financial assistance received from government

MITSUBISHI MOTORS CSR Report 2018­

Market Presence
202-1

Ratios of standard entry level wage by gender compared to local minimum wage

­

202-2

Proportion of senior management hired from the local community

Employees＞Human Resource-Related Data

Indirect Economic Impacts
203-1

Infrastructure investments and services supported

Commitment of Top Management
Policies＞Message from the Chief Environmental Strategy Officer

203-2

Significant indirect economic impacts

Commitment of Top Management

Procurement Practices
204-1

Proportion of spending on local suppliers

Supply Chain Management

Anti-corruption
205-1

Operations assessed for risks related to corruption

Corporate Governance＞Compliance＞Anti-Corruption

205-2

Communication and training about anti-corruption policies and procedures

Corporate Governance＞Compliance＞Education and Training

205-3

Confirmed incidents of corruption and actions taken­

Anti-competitive Behavior
206-1

Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

­

301-1

Materials used by weight or volume

Environmental Initiatives＞Environmental Data

301-2

Recycled input materials used

­

301-3

Reclaimed products and their packaging materials

Environmental Initiatives＞Products and Technologies＞Recycling
Initiatives＞End-of-Life Vehicle Recycling

302-1

Energy consumption within the organization

Environmental Initiatives＞Environmental Data

302-2

Energy consumption outside of the organization

Environmental Initiatives＞Environmental Data

302-3

Energy intensity

Environmental Initiatives＞Policies＞Environment Initiative
Program

302-4

Reduction of energy consumption

Environmental Initiatives＞Environmental Data

302-5

Reductions in energy requirements of products and services

Environmental Initiatives＞Environmental Data

Materials

EnergyMitsubishi Motors CSR Report 2018100

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GRI Standards Reference Chart
Item

Description

MITSUBISHI MOTORS CSR Report 2018

Water
303-1

Water withdrawal by source

Environmental Initiatives＞Environmental Data

303-2

Water sources significantly affected by withdrawal of water

Environmental Initiatives＞Business Activities＞Efforts in
Production＞Preserving Water Resources

303-3

Water recycled and reused

Environmental Initiatives＞Environmental Data

304-1

Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value
outside protected areas

Environmental Initiatives＞Collaboration with Society＞Initiatives
for Preserving Biodiversity

304-2

Significant impacts of activities, products, and services on biodiversity

Environmental Initiatives＞Collaboration with Society＞Initiatives
for Preserving Biodiversity

304-3

Habitats protected or restored

Environmental Initiatives＞Collaboration with Society＞Initiatives
for Preserving Biodiversity

304-4

IUCN Red List species and national conservation list species with habitats in areas affected by operations

Environmental Initiatives＞Collaboration with Society＞Initiatives
for Preserving Biodiversity

305-1

Direct (Scope 1) GHG emissions

Environmental Initiatives＞Environmental Data

305-2

Energy indirect (Scope 2) GHG emissions

Environmental Initiatives＞Environmental Data

305-3

Other indirect (Scope 3) GHG emissions

Environmental Initiatives＞Environmental Data

305-4

GHG emissions intensity

Environmental Initiatives＞Policies＞Environment Initiative
Program

305-5

Reduction of GHG emissions

Environmental Initiatives＞Policies＞Environment Initiative
Program

305-6

Emissions of ozone-depleting substances (ODS)

Environmental Initiatives＞Environmental Data

305-7

Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions

Environmental Initiatives＞Environmental Data

Biodiversity

EmissionsEffluents and Waste
306-1

Water discharge by quality and destination

Environmental Initiatives＞Environmental Data

306-2

Waste by type and disposal method

Environmental Initiatives＞Environmental Data

306-3

Significant spills

Environmental Initiatives＞Environmental Management＞
Environmental Risk Management

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101

GRI Standards
Reference Chart

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

GRI Standards Reference Chart
Item

Description

MITSUBISHI MOTORS CSR Report 2018

306-4

Transport of hazardous waste

Environmental Initiatives＞Business Activities＞Efforts in
Production＞Management of Chemical Substances

306-5

Water bodies affected by water discharges and/or runoff

Environmental Initiatives＞Business Activities＞Efforts in
Production＞Preserving Water Resources

Environmental Compliance
307-1

Non-compliance with environmental laws and regulations

Environmental Initiatives＞Environmental Management＞
Environmental Risk Management

Supplier Environmental Assessment
308-1

New suppliers that were screened using environmental criteria

Environmental Initiatives＞Business Activities＞Collaborative
Efforts with Suppliers

308-2

Negative environmental impacts in the supply chain and actions taken

Environmental Initiatives＞Business Activities＞Collaborative
Efforts with Suppliers

Employment
401-1

New employee hires and employee turnover

Employees＞Human Resource-Related Data

401-2

Benefits provided to full-time employees that are not provided to temporary or part-time employees

Employees＞Human Resource-Related Data
Securities report (P.110) Retirement benefits

401-3

Parental leave

Employees＞Human Resource-Related Data

Labor/Management Relations
402-1

Minimum notice periods regarding operational changes

Employees＞Labor-Management Relations

Occupational Health and Safety
403-1

Workers representation in formal joint management–worker health and safety committees

Employees＞Labor-Management Relations
Employees＞Occupational Health and Safety＞Health and Safety
Policies and Management

403-2

Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related
fatalities

Employees＞Occupational Health and Safety＞Initiatives to
Ensure Workplace Safety

403-3

Workers with high incidence or high risk of diseases related to their occupation

Employees＞Occupational Health and Safety＞Initiatives to
Ensure Workplace Safety

403-4

Health and safety topics covered in formal agreements with trade unions

Employees＞Occupational Health and Safety＞Health and Safety
Policies and Management

Mitsubishi Motors CSR Report 2018

102

GRI Standards
Reference Chart

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

GRI Standards Reference Chart
Item

Description

MITSUBISHI MOTORS CSR Report 2018

Training and Education
404-1

Average hours of training per year per employee

Employees＞Training and Education

404-2

Programs for upgrading employee skills and transition assistance programs

Employees＞Training and Education

404-3

Percentage of employees receiving regular performance and career development reviews

Employees＞Career Development and Evaluation

Diversity and Equal Opportunity
405-1

Diversity of governance bodies and employees

Employees＞Human Resource-Related Data＞Status of Female
Management Promotions

405-2

Ratio of basic salary and remuneration of women to men

Employees＞Career Development and Evaluation＞Faircompensation System

Non-discrimination
406-1

Incidents of discrimination and corrective actions taken­

Freedom of Association and Collective Bargaining
407-1

Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk

Employees＞Labor-Management Relations

Operations and suppliers at significant risk for incidents of child labor

Supply Chain Management＞Basic Approach and Policies＞Policies
and Initiatives for Conflict Minerals

Child Labor
408-1

Forced or Compulsory Labor
409-1

Operations and suppliers at significant risk for incidents of forced or compulsory labor

Supply Chain Management＞Basic Approach and Policies＞Policies
and Initiatives for Conflict Minerals

Security Practices
410-1

Security personnel trained in human rights policies or procedures­

Rights of Indigenous Peoples
411-1

Incidents of violations involving rights of indigenous peoples­

Human Rights Assessment
412-1

Operations that have been subject to human rights reviews or impact assessments

Supply Chain Management＞Promoting Supply Chain
Management＞Sharing of Supplier CSR Guidelines

412-2

Employee training on human rights policies or procedures

Human Rights＞Human Rights Education and Training

412-3

Significant investment agreements and contracts that include human rights clauses or that underwent human rights
screening

Human Rights＞Basic Approach and Policies＞Consideration for
Human Rights in Work and Investment

Mitsubishi Motors CSR Report 2018

103

GRI Standards
Reference Chart

Commitment of
Top Management

CSR Management

Mitsubishi Motorsʼ
Material Issues

Performance Report:
Environment

Performance Report:
SocialPerformance Report:
Governance

Editorial Policy

GRI Standards
Reference Chart

GRI Standards Reference Chart
Item

Description

MITSUBISHI MOTORS CSR Report 2018

Local Communities
413-1

Operations with local community engagement, impact assessments, and development programs

Commitment of Top Management

413-2

Operations with significant actual and potential negative impacts on local communities­

Supplier Social Assessment
414-1

New suppliers that were screened using social criteria

Supply Chain Management＞Promoting Supply Chain
Management＞Sharing of Supplier CSR Guidelines

414-2

Negative social impacts in the supply chain and actions taken

Supply Chain Management＞Basic Approach and Policies＞Policies
and Initiatives for Conflict Minerals

Public Policy
415-1

Political contributions­

Customer Health and Safety
416-1

Assessment of the health and safety impacts of product and service categories

Securities report (P.4-5) Description of business

416-2

Incidents of non-compliance concerning the health and safety impacts of products and services

Recall Information

Marketing and Labeling
417-1

Requirements for product and service information and labeling

Safety and Quality＞Quality Measures＞Improving Sales Quality

417-2

Incidents of non-compliance concerning product and service information and labeling

CSR Report 2017＞Compliance＞Preventative Measures against
Improper Conduct in Fuel Consumption Testing (Compliancerelated Measures) (P.22)

417-3

Incidents of non-compliance concerning marketing communications­

Customer Privacy
418-1

Substantiated complaints concerning breaches of customer privacy and losses of customer data­

Socioeconomic Compliance419-1

Non-compliance with laws and regulations in the social and economic area

CSR Report 2017＞Compliance＞Preventative Measures against
Improper Conduct in Fuel Consumption Testing (Compliancerelated Measures) (P.22)

Mitsubishi Motors CSR Report 2018104