Commitment ofTop Management

Sustainability Strategy

FeatureEnvironment

SocialGovernanceRisk Management
Basic Approach and Policies
MITSUBISHI MOTORS has defined a policy for themanagement 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 MITSUBISHI MOTORS Group’s business, prevent risks fromoccurring, and engage in appropriate management tominimize the impact of risks if they do occur.

Development of Risk Management Framework
We have put in place and works to improve its risk

ESG DataTarget
l 8.7

Targetl 16.5Affiliated company risk management involves reg-safety of customers, as well as employees and theirular confirmation by MITSUBISHI MOTORS of the statusfamilies, and assist local communities. We are prepar-of initiatives addressing various risks faced by subsid-ing disaster countermeasures and Business Continuity

iaries and associates and activities such as Business

Management (BCM) to this end.

Continuity Planning (BCP) improvements. Improvement

In FY2020, we established the “BCM Committee” assuggestions and guidance are provided as required.

a permanent meeting body. In 2022, we consolidated

As a new strengthening measure, the Internal

our existing internal initiatives to strengthen BCM ac-Control Promotion Office was established in FY2022.

tivities during normal times and take measures acrossAs geopolitical risks, risks related to economic secu-the company.

rity, risks related to business and human rights, etc.

We conduct company-wide BCP drills, in which athat are intricately intertwined with strategy, finance,company-wide BCP headquarters is set up, employ-

operational and hazard risks, have surfaced in re-ees’ safety and damage situations are reported fromcent years, the Company has established a system toeach plant, and instructions are given by the com-manage risks with expanded scope.

pany-wide BCP headquarters, under the assumption

These risk management initiatives are regularly
reported to the Board as major internal control activities and their effectiveness is confirmed.

that an emergency has occurred.
As preparations against the possibility that employees will be unable to return to their homes for

management system for the entire Group throughIn addition, to prepare for unforeseen contingen-a three-day period (in accordance with the Metro-

three types of risk management activities: “prioritycies we have developed urgent information commu-

politan Tokyo Ordinance on Measures for Strandedrisk management,” “divisional risk management” andnication system that enable the rapid communication

Individuals), we have ensured means through which“affiliated company risk management.”of information to directors and other key personnel,

they can communicate with their families, cached

as well as a swift and accurate response. In particular,

emergency supplies and are conducting initiatives by

the entire MITSUBISHI MOTORS Group faces directly,

to create a crisis management system to respondcommunicating with local municipal authorities.

that have a high potential impact and a high degree

when serious incidents occur, we have formulated

We have formulated plans of operation that as-of urgency. For each risk, we assign “risk owners,” andan emergency response manual, which we revise assume a large-scale earthquake or major outbreak ofwork as quickly as possible to mitigate these risks.

appropriate. This manual outlines the establishmentinfectious disease. We work to improve these BCPs

of an emergency response organization and clarifies

through regular drills and communication amongrisk management officers to each division or plant.

the chain of command, enabling us to put appropriate

individual regions.

These officers work to mitigate risks through repeat-response systems into place.

For priority risk management, we select risks that

In divisional risk management, we have appointed

ed application of the PDCA cycle involving identifying

The MITSUBISHI MOTORS basic policy in times ofand evaluating each risk, devising and implementing

disaster such as earthquake or other natural disastercountermeasures, and monitoring.

or an outbreak of infectious disease-to ensure theMITSUBISHI MOTORS CORPORATION Sustainability Report 2023

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