SUSTAINABILITY REPORT 2020

Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

CONTENTS
Corporate Overview�����������������������������������������������������������������������������������������������������������������������������������������������������������������3

Governance���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������80

Commitment of Top Management��������������������������������������������������������������������������������������������������������������������������������5

Corporate Governance��������������������������������������������������������������������������������������������������������������������������������������������������81

Sustainability Management

Internal Control������������������������������������������������������������������������������������������������������������������������������������������������������������������84

Corporate Philosophy and Policy������������������������������������������������������������������������������������������������������������������������������7

Risk Management������������������������������������������������������������������������������������������������������������������������������������������������������������85

Sustainability Management������������������������������������������������������������������������������������������������������������������������������������������8

Compliance���������������������������������������������������������������������������������������������������������������������������������������������������������������������������86

Stakeholder Engagement�������������������������������������������������������������������������������������������������������������������������������������������10

List of Executives�������������������������������������������������������������������������������������������������������������������������������������������������������������91

MITSUBISHI MOTORS’ Materiality����������������������������������������������������������������������������������������������������������������������������11

Executive Remuneration���������������������������������������������������������������������������������������������������������������������������������������������92

Feature 1: The New Environmental Plan Package�������������������������������������������������������������������������������������������13
Feature 2: Measures in Response to the COVID-19 Pandemic����������������������������������������������������������������18

ESG Data���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������93
Environmental Data Related to Products and Business Activities��������������������������������������������������94
Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data

ESG Performance Report
Environment������������������������������������������������������������������������������������������������������������������������������������������������������������������������������20(Results from FY2019)����������������������������������������������������������������������������������������������������������������������������������������������97

Environmental Management������������������������������������������������������������������������������������������������������������������������������������21

Biodiversity Data������������������������������������������������������������������������������������������������������������������������������������������������������������103

Responding to Climate Change and Energy Issues������������������������������������������������������������������������������������25

Human Resource-Related Data���������������������������������������������������������������������������������������������������������������������������104

Resource Recycling Initiatives���������������������������������������������������������������������������������������������������������������������������������34

Governance-Related Data���������������������������������������������������������������������������������������������������������������������������������������106

Deploying Supply Chain Sustainability Initiatives (Environment)������������������������������������������������������37
Conservation of Water Resources�������������������������������������������������������������������������������������������������������������������������38

GRI Standards Reference Chart���������������������������������������������������������������������������������������������������������������������������������107

Prevention of Pollution�������������������������������������������������������������������������������������������������������������������������������������������������40

FY2019 Materiality Targets and Results�������������������������������������������������������������������������������������������������������������117

Preservation of Biodiversity��������������������������������������������������������������������������������������������������������������������������������������44

Third-Party Opinion�����������������������������������������������������������������������������������������������������������������������������������������������������������120

Social�����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������47
Delivering Products which Help Prevent Traffic Accidents�������������������������������������������������������������������48
Improvement of Product, Sales, and Service Quality�������������������������������������������������������������������������������51
Contribution to Local Economy through Business Activities��������������������������������������������������������������56
Work Style Reform����������������������������������������������������������������������������������������������������������������������������������������������������������59
Diversity����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������60
Human Resource Development������������������������������������������������������������������������������������������������������������������������������64
Occupational Health and Safety�����������������������������������������������������������������������������������������������������������������������������68
Human Rights���������������������������������������������������������������������������������������������������������������������������������������������������������������������70
Deploying Supply Chain Sustainability Initiatives (Social)����������������������������������������������������������������������72
Social Contribution Activities������������������������������������������������������������������������������������������������������������������������������������75
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Commitment of Top Management

Sustainability Management

Environment

SocialEditorial Policy

Governance

ESG Data

System for Disclosing Information on Sustainability

Purpose of Publication
Extremely highMITSUBISHI MOTORS CORPORATION has published the Sustainability Report 2020 to provide stakeholders with a better understanding of the Group’s social responsibilities and thewide-ranging efforts aimed at fulfilling them.

Scope of This Report
MITSUBISHI MOTORS CORPORATION and its Group companies in Japan and overseas

 Integrated Report

Stakeholders’ Concern

Period Covered
Fiscal 2019 (April 1, 2019 to March 31, 2020) When appropriate, the Report also includes somehistorical and recent data from outside the reporting period.

Date PublishedJapanese edition: October 2020

This Report Sustainability Report• Sustainability (ESG) infomation• Focus on information that iscomprehensive andcontinuousHigh(previous edition published November 2019, next edition to be published September 2021)• Financial and non-financial
information with a directconnection to the Company’s
management strategy• Focus on information that is
integral and concise

English edition: November 2020High

(previous edition published November 2019, next edition to be published October 2021)

Impact on Management

Extremely highl Global Website: “Sustainability”

Reference Guidelines

https://www.mitsubishi-motors.com/en/
sustainability/• GRI Standards (Global Reporting Initiative)• Environmental Reporting Guidelines (2018 edition) issued by the Ministry of the Environment

INTEGRATED REPORT2020
For the year ended March 31, 2020of Japanl Integrated Report 2020
https://www.mitsubishi-motors.com/en/investors/library/

Inquiries
MITSUBISHI MOTORS CORPORATIONl Corporate Governance Report

Sustainability Promotion Department

https://www.mitsubishi-motors.com/en/sustainability/pdf/governance.pdf

1-21, Shibaura 3chome, Minato-ku, Tokyo, 108-8410

Help Us with Our Survey

Disclaimer

Please share your opinions and impressions with us. We will refer to this input in our activities topromote sustainability and in preparing reports.

MITSUBISHI MOTORS’ current plans, strategies, assurances, business forecasts, and other nonhistorical matters indicated in this Sustainability Report include future predictions as of the timeof publication.

Sustainability Report 2020 Survey

Please note that these expectations, predictions, and forecasts include risk and volatility factors

https://www.mitsubishi-motors.com/en/sustainability/report/enq_view.html

and hypotheses, and may significantly diverge from actual future results.

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Corporate Overview (As of March 31, 2020)
Global Sales and Production Volumes

Company NameMITSUBISHI MOTORS CORPORATION

Established

April 22, 1970

Head Office

1-21, Shibaura 3-chome, Minato-ku, Tokyo, 108-8410

Business Description

MITSUBISHI MOTORS Group carries out development,
production and sales of vehicles and vehicle parts andengages in the financial businesses.

Brand NameMITSUBISHI MOTORSCapital Stock¥284,382 million

Others 1%
Europe 1%

Others
12%

Asia
52%

Number of Shares
Issued and Outstanding(Common Stocks)

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

Group Companies

Consolidated Subsidiaries: 35
Equity-Method Affiliates: 19

Number of Employees

Consolidated: 32,171 Non-consolidated: 14,407

Japan
46%

1,127

1,337

Japan
North America
EuropeAsia
Others
Total

Japan
8%

North
America
14%
FY2019
Sales Results(Thousandsof units)

Asia
38%

Europe19%

Overseas
92%

Production volume by region

https://www.mitsubishi-motors.com/en/products/

Performance Highlights

FY2019Production
Results(Thousandsof units)

Overseas
54%

Please see our global website for details on product information.

Net Sales
Operating Income
Ordinary Income
Net income
attributable toowners of the parent

Oceania 8%(Thousands of units)

FY2015
653
38
3
490
24
1,208

FY2016
531
—
—
533
15
1,079

FY2017
590
—
1
661
19
1,271

FY2018
661
—
10
752
18
1,441

FY2015
102
135
206
322
82
201
1,048

FY2016
80
138
179
315
83
131
926

FY2017FY2018
104
173
236
481
102
148
1,244

FY2019
620
—
6
697
14
1,337

(million yen)

FY20152,267,849
138,377
141,027

FY2016
1,906,632
5,118
8,944

FY2017
2,192,389
98,201
110,127

FY20182,514,594
111,815
119,850

FY20192,270,276
12,788(3,843)72,575(198,524)

107,619

132,871(25,779)

Sales volume by region
Japan
North America
EuropeAsia
Oceania
Others
Total(Thousands of units)

97
155
193
432
95
129
1,101

FY2019
95
160
215
433
88
136
1,127

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Principal Facilities

GAC Mitsubishi Motors Co., Ltd. (GMMC)

Worldwide
PCMA Rus

Mitsubishi Motors (China) Co., Ltd. (MMCh)
Mitsubishi Motors R&D of America, Inc.
(MRDA)

Mitsubishi Motor R&D Europe GmbH (MRDE)Head Office
Major Vehicle Production Bases
Production Bases for Engines, Transmissions, Parts, etc.
Development / Design BasesJapan
Mitsubishi Motors Vietnam Co., Ltd.
(MMV)
Mitsubishi Motors Philippines Corporation(MMPC)
Asian Transmission Corporation (ATC)Mitsubishi Motors (Thailand)Co., Ltd. (MMTh)Japan

Mitsubishi Motors Krama Yudha
Indonesia (MMKI)
MMTh Engine Co., Ltd. (MEC)
Pajero Manufacturing Co., Ltd.
Kyoto Plant - Shiga

Tokachi Research &Development Center

Kyoto Plant - Kyoto
Kyoto Research & Development Center
Mizushima Plant
Head Office
Tokyo Design

Major
Production
Bases

VehiclesJapan, China, Thailand, Indonesia, the Philippines, Vietnam and Russia

Engines, transmissions, parts, etc.

Japan, China, Thailand, Indonesia, and the Philippines

Development / Design BasesJapan, United States, Germany, China, and Thailand

Okazaki Plant
Research & Development Center
EV Research & Development Center
Design Center

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Commitment of Top Management

We Will Work to Realizea Sustainable Society andEnhance Corporate Value

Takao Kato
Member of the Board
Representative Executive Officer, CEO
MITSUBISHI MOTORS CORPORATION

Sustainability Initiatives Focused on Contributing to All Stakeholders and Society

I would like to extend my deepest condolences to the families of the people whohave perished due to COVID-19. My heart goes out to those who are bravely fighting disease, and I pray for their early recovery. I also have profound respect for thepeople who are working around the clock to prevent the disease from spreading.
MITSUBISHI MOTORS applied the expertise it has cultivated through automobile development and manufacturing, as well as its production facilities, to the
manufacture of face shields needed at healthcare facilities. We then donatedthese shields to the locations where they were needed. Going forward, we willcontinue to work with national and local governments in various countries aroundthe world, as well as related institutions, to help prevent the spread of COVID-19.
In July 2020, we established the Flexible Working Styles Consideration Committee. The committee is tasked with creating flexible working styles thatenable individual employees to maximize their potential, unfettered by time andlocation. We introduced remote working as a stopgap measure to help halt the
spread of COVID-19. We are now looking at ways to adopt this approach on amore permanent basis, transitioning to a flexible working style that will balance
work and an enhanced quality of life.

MITSUBISHI MOTORS’ sustainability initiatives are based on the Three Principles, astatement of the Mitsubishi Group’s management principles, our Corporate Vision,
which sets out our vision for the society we want to create, and our Corporate Mission,
which is a method to realize the vision.
The spirit of the Three Principles has continued to pulsate throughout the Company since their introduction 90 years ago. One of these principles, Shoki Hoko,
expresses how we strive to enrich society through our business, both materially andspiritually, while contributing towards the preservation of the global environment.
Based on these principles, we strive to realize our Corporate Vision, to “Create avibrant society by realizing the potential of mobility,” while deepening mutual understanding with diverse stakeholders through dialogue, and engaging in business activities in various countries and regions.
Regarding the efforts for our material issues (materiality) that we have identified
from the fields of environment, society, and governance, the Sustainability Committee,
which I chair, confirms the progress and derives results. By reporting the status ofactivities to the Board of Directors and applying the Board’s opinions to our sustainability initiatives, we are working to realize a sustainable society and enhance corporate value.

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Commitment of Top Management

Sustainability Management

Environment

SocialLeveraging Our Own Technologies to Help Preserve the Global Environment

Governance

ESG Data

Under the new medium-term management plan “Small but Beautiful” from thisfiscal year, we will concentrate management resources on products and regions
where MITSUBISHI MOTORS has strengths.
In terms of products that showcase our strengths, we will enhance the distinctive
environmental technologies used in the plug-in hybrid electric vehicles (PHEVs), electric vehicles (EVs) and hybrid electric vehicles (HEVs) we have developed, along with
4WD technologies, combining these with alliance partners’ technologies. As a result,
we will provide environmentally friendly automobiles that contribute to a society inwhich people, automobiles and nature coexist harmoniously.
Furthermore, in regions where we have strengths, we will proactively work to
resolve social issues in the regions and aim for sustainable growth together with local
communities while drawing on the characteristics unique to MITSUBISHI MOTORS.
We have for many years directed efforts into spreading PHEVs, which can demonstrate their worth not only in terms of the environment but also in times of disasteror other emergencies, contributing to a sustainable society. We are promoting the“DENDO Community Support Program,” which aims to conclude disaster cooperationagreements with local governments throughout Japan by 2022 so that the PHEVs
can be quickly delivered to disaster-stricken areas and evacuation shelters.
Looking ahead to the fulfillment of our Corporate Vision of creating a vibrant society by realizing the potential of mobility, we will contribute to the sustainable development of society by making every effort to tackle our material issues in each aspectof the environment, society, and governance.

In recent years, climate change, resource depletion, environmental pollution andother environmental problems have grown apparent and become more serious.
Adoption of the international targets and rules to address social issues has accelerated. Those include the United Nations Sustainable Development Goals (SDGs), theParis Agreement (an international accord on climate change), and the recommendations by the Task Force on Climate-related Financial Disclosures (TCFD).
MITSUBISHI MOTORS has recently formulated the “New Environmental Plan Package,” recognizing that it is necessary to set the direction of medium- to long-term
efforts based on these social trends in order to keep the business alive.
This package contains a new “Environmental Policy” that incorporates a medium- tolong-term outlook, the “Environmental Vision 2050” that defines the social image that
we want to realize by 2050 and the direction of our efforts, the “Environmental Target
2030” that clarifies specific initiatives and milestones backcast from 2050 to 2030.
We consider action toward climate change to be a topmost material issue. In lightof the goal to achieve net-zero CO2 emissions across society by 2050, we are considering a long-term outlook based on external scenarios and by running our own
simulations. Taking these factors and our own business characteristics into account,by 2030 we aim to achieve a 40% reduction in CO2 emissions from new vehicles (compared with fiscal 2010 levels). We have also set the target of reducing CO2 emissions
from our business activities by 40% (compared with fiscal 2014 levels).
Focusing on our strength, PHEVs, we will contribute toward the realization of asustainable society, achieving a balance between the progress of humankind and theglobal environment, through the proliferation of electric vehicles and the promotionof their use in society.

Reinforcing Corporate Governance and Building a Sound Business Foundation
In June 2019, MITSUBISHI MOTORS made the transition to become a company withthree committees. By separating the roles and functions of the directors who supervise management from those of the executive officers who are in charge of management execution, we have enhanced directors’ supervisory function over businessexecution, increased transparency and put in place a structure for executing operations swiftly in response to fast-paced changes in the operating environment. Under
this new structure, we are building a sound business foundation for our future development, and we aim to be a company that is trusted by its stakeholders.

Concentrating Our Management Resources on Products and Regions Where
Strengths Lie to Contribute to Society through Activities Demonstrating
MITSUBISHI MOTORS’ Character
As automotive industry is experiencing a major transition of the sort that occurs only
once every 100 years. We will broadly pursue the potential of mobility and encourage
individuals to take on new challenges, promote economic activities, and contribute to
the revitalization of society by improving the efficiency and optimizing the movementof people. We are working daily to develop technologies and services that respond toincreasingly diverse customer needs, providing all people with possible opportunities
to go wherever they want at any time.

Takao Kato
Member of the Board
Representative Executive Officer, CEO
MITSUBISHI MOTORS CORPORATIONMITSUBISHI MOTORS CORPORATION

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Sustainability Management
Corporate Philosophy and Policy
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.

MITSUBISHI MOTORS’ Philosophy System

VISION
Create vibrant society by realizing the potentialof mobility

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

The Three Principles, which guide corporate activities,
embody the fundamental philosophy shared by Mitsubishi Group companies. MITSUBISHI MOTORS strives
to carry out its Mission and realize its Vision throughthe MMC Way*1, the minimum necessary preparation
and behavior required of each MITSUBISHI MOTORS
employee, and the Global Code of Conduct*2, which is
to be observed by all executives and employees.
We contribute to the sustainable development ofsociety while deepening mutual understanding withdiverse stakeholders through dialogue, and engaging

Under these circumstances, the Vision (the society wein business activities in various countries and regions

want to create) and Mission (how to realize the Vision)

centered on automobiles, which are the products we

specify how we become more proactive to exert a

see and use every day.

positive influence on society.
The 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” as

VISIONThe society
we want
to create

MISSION

How to realize the visiona transportation system entirely. Under such a major

Vision & Mission
We have formulated our corporate vision and mission
to serve as common guiding principles for the peopleof the MITSUBISHI MOTORS Group as we look toward
the future. The automobile industry is in a period ofmajor change, and MITSUBISHI MOTORS’ businessenvironment is also undergoing substantial changes.

transition, we are committed to research and develop
the potentialities of mobility broadly and to provide
all people with possible opportunities to go wherever they want, to see whatever they want, and meetwhomever they want, at any time. Our Vision embraces our desire to encourage individuals to take on new

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

Global Code of Conduct

Standards that all officers andemployees must comply withchallenges, promote economic activities, and contribute to the revitalization of society by improving theefficiency and optimizing movement of the people.

*1: Please see page 67 for details on the MMC Way.
*2: For details on the Global Code of Conduct, please see page 86.

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Sustainability Management
Approach to Sustainability

Framework for Promoting Sustainability

In recent years, interest toward realizing a sustainable

At MITSUBISHI MOTORS, the Sustainability Committee,

environment, society and economy has grown, as is il-chaired by the CEO, implements a plan-do-check-lustrated by such initiatives as the Sustainable Devel-

act (PDCA) cycle that involves setting activity targets

opment Goals (SDGs) adopted by the United Nations,corresponding to material issues and checking prog-

the Paris Agreement going into effect and growing

ress toward those targets. Structures are in place for

ESG investment. Corporate initiatives have also placed

promoting sustainability throughout the MITSUBISHI

a growing emphasis on these areas.

MOTORS Group, deliberating important matters andIn particular, the automotive industry is seeingchanges on a scale said to occur only once in 100

reporting them to the Board of Directors.
In April 2019, we established the Sustainability Pro-

years. These changes include new technologies, suchmotion Department to reinforce internal and external

as connectedness and autonomous driving, as well as

communications. While strengthening communication

car sharing and other new business models.

with stakeholders, including Sustainability Committee

On the environmental front, climate change andmembers and other executives and employees, weenergy problems are growing increasingly severe

will help to realize a sustainable society and enhancethroughout the world. MITSUBISHI MOTORS is contribut-

corporate value.

ing to the sustainable development of society throughresponsible business management initiatives such as

Board of Directors

reducing greenhouse gases from its business activities.
We are also striving to resolve social issues through ourbusiness activities in various countries and regions.

Deliberation and Reporting

Executive Committee
Deliberation and Reporting

Sustainability Committee

Chair:

Representative
Executive Officer, CEO
Members: Division General
Managers of
relevant divisions

Administrative
office:Sustainability
Promotion Department

Related divisions
Group companies

Fiscal 2019 Achievements of
the Sustainability Committee• Meetings convened: 3• Principal matters for deliberation
Review of initiatives targeting material issues
	
in fiscal 2018, plans for initiatives in fiscal 2019,
MITSUBISHI MOTORS’ human rights policies, theeditorial policy for Sustainability Report 2019, the
New Environmental Plan Package, etc.

• Committee members (As of April 2020)

Chair: Representative Executive Officer, CEO
Vice-chair:
Corporate officer (General Administration/Communication,
Sustainability)
Committee members:
Representative Executive Officer, Co-COO and responsible
for Engineering
Representative Executive Officer, Co-COO and responsible
for ASEAN and Oceania and Division General Manager of
the Global Sales Development Division
Senior Executive Officer (Corporate Governance)
Senior Executive Officer (Production)
General Manager, Corporate Strategy Management Office
Division General Manager of TCS* Division
Division General Manager of Product Strategy Division
Division General Manager of Human Resources Division
General Manager of Finance Planning Office
Division General Manager of Mobility Business Division
Division General Manager of Procurement Management Division
Division General Manager of Corporate Affairs Division
Division General Manager of Production Engineering Division
Division General Manager of Global After Sales Division
Division General Manager of Domestic Sales Division
Division General Manager of Development Management Division
General Manager of Public Relations Department
General Manager of the IR OfficeObserver: Member of the Board (Audit Committee member)*TCS: Total Customer Satisfaction

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Sustainability Management

Instilling Internal Awareness of Sustainability
Throughout the year, MITSUBISHI MOTORS conducts
awareness activities to enhancing the understandingof sustainability among executives and employees
and promote sustainability initiatives in routine operations. We check this level of awareness throughsurveys of employee attitudes. Survey results areincorporated into activities for the next fiscal year.
Examples of Activities• E-learning related to overall sustainability
8,724 participants•	Training on overall sustainability tailored to eachjob rank

Environment

SocialParticipation in
the United Nations Global Compact
In May 2019, MITSUBISHI MOTORS announced its support for the United Nations Global Compact (UNGC)
that provides the universal principle regarding human

Governance

ESG Data

Participation in External Organizations
 Japan Business Federation (Keidanren) Japan Automobile Manufacturers Association, Inc.
 Society of Automotive Engineers of Japan, Inc.
 Global Compact Network Japan (GCNJ)

rights, labor, the environment and anti-corruption advocated by the United Nations. The UNGC are voluntary
behavioral principles for companies that were proposed by former UN Secretary-General Kofi Annan at
the 1999 World Economic Forum (Davos Conference).
Based on the 10 principles of the UNGC, we willcontinue our activities toward the realization of thesustainable growth of society.

External Initiatives Supported or Referred to United Nations’ Sustainable Development Goals (SDGs)
 United Nations Global Compact (UNGC) Core Labor Standards of the International Labour

Organization (ILO) Organisation for Economic Cooperation and Develop-

ment (OECD) Guidelines for Multinational Enterprises
 ISO 26000 Guidance to Social Responsibility

833 participants Keidanren Charter of Corporate Behavior

	(Entry-level employees, mid-career employees,
newly appointed M2 employees <Managers>,
M1 employees <General Managers>)• Monthly newsletter on sustainability

Training tailored to each job rank
(M1 employees <General Managers>)

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Sustainability Management

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SocialGovernance

ESG Data

Stakeholder Engagement
Basic Approach
Through dialogue with stakeholders that are important
for the sustainable growth of the company, MITSUBISHI MOTORS clarifies the responsibilities and issues of

Dialogue with Stakeholders
Stakeholders
Consumersandcustomers

the MITSUBISHI MOTORS Group and works on its daily
operations while making efforts for improvement.
For example, if a customer points out issues related to quality or defects, we seek to resolve thiscustomer issue in collaboration with sales companies
and drive further quality enhancements. In addition,
feedback and opinions about product functionality, or
opinions about specifications, are shared with relevant divisions and used to improve product capabilities even further. Noteworthy comments and opinions
including those that are particularly important areperiodically reported to management.
By strengthening dialogue with stakeholders, we
strive to sincerely address society’s expectations
and face any issues, reflecting this input in our future initiatives.

Responding to customers
at a call center

Customer Voice Seminarin the Okazaki area

Business
partners

Policies on Dialogue

Opportunities for Dialogue

Frequency

Ongoing
Promote activities that Customer Contact Center, sales companies,
better reflect custom- after-sales services
er input in our prodWebsite, social networks
Ongoing
ucts and services.
Customer satisfaction surveys
As necessary
Events, TV/newspaper/magazine advertising, As necessary
email magazine
Engage in communica- Contact for inquiries, Business Partner Helpline Ongoingtion aimed at coexis- Suppliers Meeting, presentations, events,
As necessary
tence and coprosperity specialized websites
based on mutual trust. Participation in industry organizations
As necessary

Shareholders Disclose business andand investors financial information
and results in an appropriate manner andtime.

IR inquiry contacts
Interviews
Financial results briefings

Ongoing
As necessary
Four times per
year
As necessary
As necessary
Once per year
Ongoing
As necessary
Once per year
As necessary
Ongoing

Reflecting Input in
Our Business
Promoting customer satisfaction
activities
Improving products and services
Building relationships aimed at
coexistence andcoprosperity basedon mutual trust
Promoting initiatives targetingsustainable growthand enhanced corporate value

Mid-term business plan briefings
Individual initiative briefings
Conduct constructive
dialogue aimed at sus- Shareholders’ Meeting
IR websites
tainable growth andEvents, email magazines
enhanced corporate
value.
Integrated report
Labor management discussions
Creating a working
Employees
Engage in bilateralenvironment that iscommunication to cul- Consultation offices (Employee Consultation
safe and rewarding
tivate a sense of team- Office, MMC Hotline, MITSUBISHI MOTORS
work and unity based Global Internal Reporting Office)on relationships ofTown hall meetings with senior management As necessary
mutual trust between
Ongoinglabor and management Internal websites
and a sense of mutual Employee surveys
Every two years
responsibility.
Local community consultation desks, websites Ongoing
Promoting initiaLocal
Build good relations
tives to resolve
communities with local communities. Collaborations with local government bodies As necessarysocial and environAs necessary
Social contributions (support for the next
mental issues
Engage in dialogue with generation, traffic safety, environment presdiverse stakeholders
ervation, participation in local communities,
to resolve social anddisaster assistance)
environmental issues. Community events
As necessary
Plant tours
Ongoing
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SocialGovernance

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MITSUBISHI MOTORS’ Materiality
Identifying Material Issues
MITSUBISHI MOTORS recognized importance of the

The Material Issues We Identified
In fiscal 2018, we identified 15 material issues to be addressed in relation to the environment, society, and governance.

United Nations Sustainable Development Goals (SDGs)
and identified 15 material issues as the important

In fiscal 2020, we will review the material issues, considering our responses to increasingly severe environmental problems and the changing social situation due to the COVID-19 pandemic.

issue that we should wrestle from various problemsof each environment, society, governance field in 2018.
During the identification process, we consideredE

S Deploying supply chain

E

Conservation of water
resources (P38)

the level of importance to stakeholders and from theCommittee then deliberated the issues, which were
decided by the Executive Committee.

Identification Process
STEP

1

2
3

STEP

4

Interviews with outside experts

accidents (P48)

S Improvement of product, sales, andbusiness activities (P56)

S Work style reform (P59)
G Corporate governance, compliance (P81, P86)
E Prevention of pollution (P40)

E Resource recycling initiative (P34)

E Preservation of biodiversity (P44)S

S Occupational health and safety (P68)

S Human resource development (P64)

Diversity (P60)

S Social contribution activities (P75)High

Very highWe 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.)

Extremely highImpact on MITSUBISHI MOTORS* E : Environment;

Deciding the Material Issues and Setting KPIs
The Sustainability Committee verified this issues, and Executive Committee gave its final approval. We also set KPIs foreach material issues and assigned people to oversee them.

S Delivering products which help prevent traffic

S Contribution to local economy throughInternal investigation
Relevant individuals involved in practical-level operations
within the company met multiple times to exchange opinions and confirm the ranking of priorities of measures fromthe perspective of impact on the company’s business.

issues (P25)

High

STEP

We selected candidates, taking into consideration theSDGs, the GRI standards and external assessments of theCompany’s sustainability activities.
We also established assessment criteria for use in prioritizing issues, taking into account the extent of the impactof the company’s activities (boundary) and compatibility
with business risks.

E Responding to climate change and energy

service quality (P51)

Very high

STEP

Sorting through Issues and Setting Evaluation Standards

Extremely highny, and held hearings with experts. The Sustainability

Stakeholder’s Concern

perspective of the degree of impact on the Compa-

sustainability initiatives (P37, P72)

S : Social;

G : Governance

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ESG Data

Risks and Opportunities Associated with Particularly Important Material Issues
When identifying material issues, MITSUBISHI MOTORS sorted them according to risks (social problems we recognized) and opportunities (Issues that we should tackle basedon risks).
Material Issues
Risks
Responding to climate change • G rowing corporate responsibility for responding toand energy issues
global warming

Opportunities• Increase sales through a stronger lineup of products featuring reduced CO2 emissions• Increasing consumer desire to purchase eco-products• Contribute to the environment by lowering CO2 emissions
across the procurement, manufacturing and sales processes,
such as by proactively introducing renewable energy•R ising number of global meteorological disasters having amajor impact on people’s lives and the economy• Expand sales of electric vehicles, which can help supply electricity in times of meteorological disaster• Boost sales through the development and popularization of
preventive safety technologies

Delivering products which help • T he emerging problem of traffic accidents caused byprevent traffic accidents
senior drivers

Improvement of product,sales, and service quality• Enhanced competitiveness through collision safety functions•A n increasing number of fatal accidents due to a surge in(drivers/passengers and pedestrians)
automobile ownership in emerging economies•G rowing consumer preference to buy products that are safe • Boost customer satisfaction by providing high-quality products
and provide peace of mind
• Earn trust by responding swiftly when defects occur• Increasingly diverse customer needs throughout the auto• Enhance loyalty by enhancing the customer response skills
mobile life cycleof dealers’ employees

Contribution to local economy • R ising competition between companies from developed
through business activities
countries moving into emerging economies

Work style reform• Foster prosperity in local communities by reinforcing business in the ASEAN region•T he increasing social issues of physical and mental illnesses
due to overwork• Expand business opportunities through initiatives to raise
trust among stakeholders in the ASEAN regions• Boost labor productivity and shorten total working hours
through working environment innovations• Reduce turnover owing to such reasons as childcare, nursing
care, and outpatient treatment•S hrinking population due to a falling birthrate and aging
population and difficulties in recruiting excellent humanresources
Corporate governance,complianceContribution to the SDGs

•C
 orporate scandals becoming an increasing social problem• Increasing number of cyberattacks and other issues related
to information leaks, as well as their increasing severity• Recruit excellent human resources by offering diverse working styles• Ensure soundness and transparency by establishing a robust
governance system• Earn society’s trust by augmenting the compliance systemand strengthening employee education• Ensure operational safety though enhanced risk management

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Environment

SocialGovernance

ESG Data

1: The New Environmental Plan Package

MITSUBISHI MOTORS believes that to realize a sustainable society, we must
strike a balance between preservation of the global environment and theprogress of humankind. Based on this understanding, we have formulated the New Environmental Plan Package, which defines the directions andtargets of our environmental directives. On this basis, we will endeavor topreserve the global environment by leveraging our strengths in such areas
as plug-in hybrid electric vehicles and other electric vehicle technologies.

Basic Approach
MITSUBISHI MOTORS’ Vision is to “Create a vibrant society by realizing the potential of mobility,” and one element of the Mission for realizing the Vision is to “Makepositive contributions to the sustainable developmentof our society.
“Small but Beautiful,” the mid-term business plan we
unveiled in July 2020, identifies our challenges as “Conducting business with an emphasis on contributing to
all stakeholders and society” and “Selection and concentration in line with our strengths and earnings area.” On
this basis, we will decisively complete structural reforms
with a view to stabilizing our management foundation.
Furthermore, we consider environmental issues to bematerial and believe they must be addressed without delay. Given that the problem of climate change is
now becoming a reality and reflecting social trends, weformulated the New Environmental Plan Package basedon our recognition of the need to define the direction of
initiatives that anticipate society 30 years in the future.
Acknowledging our responsibility as a company that
produces and sells automobiles, we will work towardspecific targets in activities that reduce environmental
impact. At the same time, we will reinforce our environmental technologies, hinging on plug-in hybrid electricvehicles, and encourage the spread of effective products
and technologies. In this way, we will contribute toward
the development of a vibrant and sustainable society.

Structure of the New Environmental Plan Package
The New Environmental Plan Package has three components: the Environmental Policy, the Environmental Vision 2050
and the Environmental Targets 2030

Currently

2030

2040

2050

1 Environmental Policy
3 Environmental Targets 2030

1 Environmental Policy

2 Environmental Vision 2050

Three Environmental Issues
MITSUBISHI MOTORS Will Face Head-on• Directions for universal initiatives

Action to
climatechange2 Environmental Vision 2050

• Recognition of social demands• Ideals for society as a whole• Directions for initiatives through 2050

3 Environmental Targets
2030

Resource
Circulation

Pollution
Prevention

→P15

→P15

→P16

• Targets for initiatives to beachieved by 2030
• Initiatives unique to MITSUBISHI MOTORSMITSUBISHI MOTORS CORPORATION

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Environment

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ESG Data

The New Environmental Plan Package

Formulation<Business>	Unit sales and number of vehicles owned, globallyand by region<Results of Environmental Initiatives>
	CO2 emissions (Scope 1, 2, 3), amount of waste
generated, etc.

Framework for Consideration
We formed the Environmental Working Group, made up
of members from across the Company, and proceededwith considerations.
After certain directions had been determined, a small
circle chaired by the CEO moved forward to specifics.
These were proposed to the Executive Committee and
Board of Directors and approved.
<July 2018 to December 2019 >Sustainability Committee(Chair: CEO; members: Division general managers of relevant divisions)

Environmental Working Group	Verify relationships between environmental
issues and the Company
Identify environmental issues to face head-on	Consider long-term outlook forenvironmental issues
Gather external scenarios on CO2 emissions, run
our own simulations
	Arrange initiatives to be taken, given our business characteristics (markets and products)	Clearly spell out the Environmental Policy andEnvironmental Vision 2050
	Consider initiatives in the Environmental Targets
2030, as well as numerical targets

Leader:Technical advisor to the chairman*3
Subleader: Division general manager of the Development
Management Division*3
Secretariat: Sustainability Promotion Department
Members: Corporate departments• Asset management• Strategy management• Finance• Human resources• Public and investor relations

Product and business activities departments• Technology strategy• Manufacturing• EV business• Development management• Materials technology• Logistics• Procurement• Overseas sales• Domestic sales• After-sales service*3 Positions as of March 2020

<From January 2020>

Board of Directors
Executive Committee

Review*1: International Energy Agency*2: United Nations Intergovernmental Panel on Climate Change Social and economic conditions	Such as economic growth and population increases
 Status of environmental issues
	Climate change, resource depletion,
environmental pollution, loss of biodiversity andshortage of water resources	Trends in key regions(Japan, ASEAN, Oceania, others)
GDP, changes in the population, government
environmental policies, etc.
	Automobile production and data related to
the Company(Established July 2018)

Analysis

The Environmental Working Group we set up in fiscal
2018 gathered data related to global social changes,
such as economic growth and population increase, as
well as environmental issues. In particular, the group
looked for information on regions of importance to
MITSUBISHI MOTORS, ascertaining the status of local
communities and government environmental policies.
We also looked at unit sales and the number of vehicles
owned in each country, arranging this data to match theCompany’s business characteristics by looking at ourbusiness data and results of environmental initiatives.
The group also summarized our efforts to date.
Using this data, we then verified each of the environmental issues and our relationship to them. We identified three environmental issues to face head-on: action
to climate change, resource circulation and pollution
prevention. We considered the long-term outlook forthese environmental issues by studying external scenarios from the IEA*1 and IPCC*2, as well as by runningour own simulations. We then arranged the issues tobe addressed by thinking about how to contribute in amanner tailored to local communities while maximizing
our strengths, looking at each market from a regional
perspective and considering plug-in hybrid electric vehicles and other business characteristics.
Based on this analysis, we clearly spelled out thedirections for initiatives indicated in the Environmental
Policy and Environmental Vision and set numerical targets for the items in the Environmental Targets. In thisway, we formulated the New Environmental Plan Package, which provides an overall summary of our environmental strategies.
In addition, we had outside experts review the draft
package we had formulated, looking at it from a stakeholder perspective.

Gathering of Information

Steps to Formulation

	Conduct review via outside experts
Members: • CEO

MITSUBISHI MOTORS CORPORATION

Small Circle• Co-COO (in charge of development)• Director in charge of manufacturing• Director in charge of sustainability• Head of corporate strategy• Division general manager of the Development Management Division• Division general manager of the Product Strategy Division• Division general manager of the Production Engineering Division

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Environment

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ESG Data

The New Environmental Plan Package

Environmental Policy

Environmental Vision 2050

MITSUBISHI MOTORS has been acting in accordance with
its Environmental Policy, which was formulated in 1999.
However, in the 20 years that have passed since thattime the operating environment has changed, prompting
us to revise the policy to reflect current social trends. We
recognize that responding to environmental issues in ourbusiness activities is essential, and so have newly incorporated a medium- to long-term outlook into our policy.
Focusing specifically on climate change, resource
depletion and environmental pollution, we aim to contribute to the preservation of water resources and biodiversity through initiatives in these areas.

Members of the Paris Agreement, adopted in 2015,
agreed to limit the rise in average global temperatures
to 2°C above levels before the Industrial Revolution.
From this basis, we established initiatives to pursue
from a long-term perspective, leading up to 2050. In
2018, the IPCC published the Special Report on Global
Warming of 1.5°C, which calls for society as a whole toachieve a net-zero balance between human-caused
greenhouse gas emissions and absorption.

Environmental Policy
MITSUBISHI MOTORS recognizes that responding to environmental issues through its business activities is essential.
Accordingly, we will engage proactively in specific and effective measures from a medium- to long-term perspective.
(Directions of initiatives)
1.	We will face three specific environmental issues head-on:
climate change, resource depletion and environmental
pollution.
2.	Given that 2050 is an important landmark for climate change
on a global scale, we have clarified levels to be achieved, in
10-year increments, and are pursuing initiatives to this end.
3.	We will respond to environmental issues through thefollowing activities.
• Unique environmental contributions through our products

As these measures illustrate, awareness of climatechange and other environmental issues is rising eachyear. Companies are also being called upon to undertake
more ambitious initiatives.
Against this backdrop, we formulated the Environmental Vision 2050, which sets out our vision for society to be achieved by 2050, as well as directions forour initiatives, with regard to climate change, resource
circulation and preventing environmental pollution.

Environmental Vision 2050
In December 2015, the Paris Agreement was adopted at COP21. Members of this accord agreed to curtail the rise in average
global temperatures to 2°C above levels before the Industrial Revolution and to work to keep the rise to 1.5°C. Given suchsocial demands, MITSUBISHI MOTORS believes it can contribute toward the realization of a sustainable society, achieving abalance between the progress of humankind and the global environment, through the proliferation of electric vehicles andthe promotion of their use in society.

Action to Climate Change

Resource Circulation

Pollution Prevention

Through electric vehicles and the increased use of renewable energy, we
will contribute to net-zero CO2 emissions and the realization of a societythat is resilient to climate change.

We will contribute to a resource-recycling-oriented society by minimizing input resources and maximizing
resource efficiency.

We will contribute toward a society free of environmental pollution
affecting human health and theecosystem by reducing the environmental impact of our products
and the pollution resulting from ourbusiness activities.

• Initiatives at each stage of automobile production, saleand use• Collaboration with business partners, affiliated institutions, governments and local authorities• Initiatives targeting environmental issues rooted in thelocal community• Initiatives to determine and reduce environmental
impact of all related business activities
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The New Environmental Plan Package

Environmental Targets 2030

Examples of Initiatives Unique to MITSUBISHI MOTORS

Environmental Vision 2050 sets out our vision for society in 30 years’ time, as well as the directions for our initiatives.
In line with this vision, we have formulated Environmental Targets 2030, which sets forth items to be addressed in
the next 10 years.

Targets 2030
Action to
Climate Change

Resource
Circulation

Main Initiatives

CO2 emissions from new vehicles*1:-40% (compared with fiscal 2010)

 Promotion of electric vehicles, centering on PHEVs(percentage of electric vehicles*2: 50%)
 Improved fuel efficiency of ICE vehicles

CO2 emissions from business activities*3:-40% (compared with fiscal 2014)

 Promotion of energy conservation
 Introduction of renewable energy

Implementation of measures
to address climate change Promotion of V2X*4 (DENDO DRIVE STATION/HOUSE) Contribution to adaptation through agreements intimes of disaster

Expanding adoption of plastic
materials not derived from oil Development of material technologies
 Proactive use in parts

Achievement of zero direct
landfill waste (less than 0.5%)

 Reduction of waste generation and promotion ofreuse as resources Appropriate waste treatment

Reuse of batteries used inelectric vehicles

 Promotion of recovery and use (BESS*5, etc.)
 Technology development with a view to reuse(battery packs, systems)

Pollution
Prevention

Conformance to regulations
on regulations on use ofhazardous substances in products Obtaining information on laws and regulations,enhancing the internal management structure Collaboration with suppliers

Environmental Management
 Promotion of LCA*6
 Promotion of environmental management within the Group and at sales outlets
 Expanded environmental information disclosure  Promotion of employee education and awareness activities
 Collaboration with suppliers
 Promotion of grass-roots community environmental preservation activities*1: CO2 emissions per new vehicle while driving *2: Electric vehicles, plug-in hybrid electric vehicles, and hybrid electric vehicles*3: Scope 1 (direct emissions) and Scope 2 (indirect emissions)*4: A general term encompassing vehicle to home (V2H) and vehicle to grid (V2G), among others.
*5: BESS stands for Battery Energy Storage System.
*6: LCA stands for life cycle assessment, which is a technique for calculating the environmental impact of a product from manufacturing to disposal.

Introduction of a Power Storage System
Employing Used Batteries from Electric Vehicles
We have installed a large-scale solar power plant at the
Okazaki Plant and built a power system that employs
used batteries from the OUTLANDER PHEV. The system
is currently undergoing verification. By making this shift
to renewable energy, we aim to reduce the plant’s CO2
emissions and lower its peak power consumption. In theevent of a disaster-related power outage, electricity canbe routed from this system
to our gymnasium, which
can serve as a local evacuation center, contributing
to community response in
the face of disaster.

Creating a Structure to Swiftly Provide Electric
Vehicles to Affected Areas in Times of DisasterWe are promoting the DENDO Community Support
Program, under which we aim to create a structure forquickly providing our electric vehicles to local governments in times of disaster. Under this program, we aim
to enter into disaster cooperation agreements withlocal governments throughout Japan by fiscal 2022.
By providing the
OUTLANDER PHEV,
which can operate on
rough roads and supply
electricity for extended
periods, we will contribute to the nation’s
resilience.

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The New Environmental Plan Package

PDCA Cycle
We have positioned the environmental issues set forthin the New Environmental Plan Package as material
issues for MITSUBISHI MOTORS. We are addressing theseissues through a PDCA cycle, mainly via the Sustainability Committee, which the CEO chairs.
To realize the targets set in the Environmental Targets 2030, related departments draft annual actionplans. These plans are gathered throughout the Groupand approved by top management at the Sustainability
Committee at the start of the fiscal year.
Based on these annual plans, individual departments
work together to promote initiatives aligned with theirbusiness activities. We follow up each quarter on thestatus of these initiatives and seek to ensure effectiveness through reporting to the Sustainability Committee
throughout the fiscal year.

 Establishment of annual plans
based on the Environmental
Targets 2030

Results of initiatives and issues encountered during
the previous fiscal year are reported to management via
the Sustainability Committee at the start of the fiscal
year. In addition to results during the fiscal year, on the
topics of CO2 emissions from new vehicles, percentage
of electric vehicles and CO2 emissions from businessactivities, in particular, we report forecasts based on our
mid-term business plan and product plans. Discrepancies
between these figures and the Targets 2030 are shared
and reflected when formulating the next mid-term business plan. We also share the evaluations we receive fromstakeholders, clarifying issues at the companywide level.
Taking on board any issues identified in this manner,individual departments take the lead in drafting plans
for the next fiscal year. Management reviews theseplans at the Sustainability Committee as part of oureffort to ensure improvements are made.

 Promotion of action plansaligned with individual
departments’ business activities

Plan

Do

 Quarterly follow-up on
the status of initiatives

Sustainability
Committee

 Formulation by individual
departments of action plans
for the next fiscal year,
taking any issues into consideration

ActionCheck Reporting on the results ofinitiatives in each department(twice each year)
 Reporting of stakeholders’evaluations of the Company
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ESG Data

2: Measures in Response to the COVID-19 Pandemic

MITSUBISHI MOTORS has been affected by the COVID-19 pandemic in a variety of ways. Under
these circumstances, we have given topmost priority to business continuity and the health of
our employees as we introduced measures through a structure cutting across the organization.
Events Related to COVID-19*
1/14 WHO
Confirmation of
the Coronavirus

1/28 First infection 1/30 WHO declaresof a Japanesea Public Healthperson confirmed Emergency ofInternational Concern

2/27 Prime Minister
Abe requests theclosure of schools
throughout Japan

3/24 Decision to
4/7 Prefectural 4/16 State of
postpone thestates of
emergency declaration
Tokyo Olympic and emergency
extended to all of Japan
Paralympic Games declared

5/14 State of
emergency declaration
lifted for 39 prefectures,
remaining in place for eight

Building a Structure that Cuts Acrossthe Organization

Working Styles That Strike a Balance between Employee Health and Work

In mid-February 2020, MITSUBISHI MOTORS estab-

Preventing and Containing Infection

lished the COVID-19 Countermeasures Council tofacilitate the timely sharing of information and swift
decision-making. The council, composed of the CEO,directors and division general managers, and leaders
at key locations in Japan and overseas, had met 16
times as of early June.
The council gathered up-to-date information fromindividual departments and reported on and discussed matters across the organization, such as theimpact of the pandemic on production, procurement

To protect the health of our employees, we have notified all
employees about efforts to prevent and contain infection.
l A call for attention to efforts to prevent and contain infection
and instructions for how to respond if feeling ill or if infected
or in close contact with those who arel Consistent rules to apply when working at all sites, such associal distancing at business sites and offices, temperaturechecks and cafeteria measuresl Details about the Ministry of Health, Labour and Welfare’s
enhanced quarantine measures in relation to employee
business travel to and from overseas locations, danger levels for infection around the world and other precautions(including suppliers) and sales, the status of affiliatedcompanies and measures being taken to protect thehealth of employees. The council expedited decisions
on production plans, responses to employees, publicannouncements and a host of other policies.
Support the MITSUBISHI MOTORS Group’s COVID-19
Measures (Japanese Only)
WEB: https://www.mitsubishi-motors.com/jp/
sustainability/contribution/society/relief/covid-19/

Specific Initiatives

7/27 WHO says the “pandemic
continues to accelerate”* Source: NHK website

Implementation of Telecommuting to Prevent
the Spread of Infection
In late February 2020, we notified all employees of ourbasic policy on telecommuting.

l We relaxed rules on telecommuting, raising the maximum
number of hours per month from 80 to 160.
l We recommended teleworking for employees concerned
about the high risk of infection from using public transport,
as well as employees with existing illnesses that placed
them at increased risk from the disease.

We enhanced our telecommuting system in late March,eliminating the upper limit on teleworking hours andmaking telecommuting the default option.
We continued to recommend teleworking even after
the government lifted the state of emergency declaration.
Taking infection rates in various regions into consideration, we managed the ratio of people telecommuting to
the head office (in Tokyo) at a certain level.

Putting IT Systems in Place to Enable Efficient
Teleworking•D aily disinfection of common areas• Installation of shielding curtains on production lines•T emperature checks of
employees and visitors•P reparation of face guards•E rection of shields inthe cafeteria, and othermeasures

Shields in the cafeteria(Mizushima Plant)

MITSUBISHI MOTORS CORPORATION

Sustainability Report 2020◀

5/25 State of
6/28 Number of
emergency
COVID-19 cases tops
declaration lifted 10 million globallynationwide

18▶

In response to the rapid increase in the number of employees teleworking, we increased the number of VPN*
account , which allow employees to access the corporate systems from their homes, and rapidly boosted the
speed of VPN network connections to accommodate
this demand growth. In early April 2020, we introduced
a new cloud-based Web conferencing system to makeonline meetings more pleasant and convenient, leading
to more efficient remote working.
* VPN refers to a virtual private network.
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Commitment of Top Management

Feature2

Sustainability Management

Environment

SocialGovernance

ESG Data

Measures in Response to the COVID-19 Pandemic

Fostering a Work-Life Balance

Given telecommuting’s potential to blur the boundaries
between life and work, we created a telecommuting
guidebook and used e-learning to disseminate points
to consider when teleworking. We enforced a system
whereby employees maintain email contact with theirsupervisors, helping them to understand what employees were working on and preventing overly long working
hours by communicating their starting and ending times.
With elementary and other schools temporarily closed
and government authorities requesting that people refrain from attending after-school children’s clubs and thelike, some employees were compelled to take time off
to care for their children. We addressed this issue with asystem of special paid leave. This leave was provided inaddition to annual paid leave and offered to help employees balance work and home life during the emergency.

Living with Coronavirus
Taking on New Lifestyle Challenges

Further Enhancing Our Risk Management System
The COVID-19 Countermeasures Council took on theimportant roles of consolidating information and deciding policies during the emergency. To take a lesson
from this experience and prevent an end to the system
we had created, we moved to establish the BCM* Com-

* BCM refers to business continuity management

Offering Flexible Working Styles

Whereas working styles were mostly uniform prior to
COVID-19, with employees coming to the workplace, wehave now shifted to a flexible working style that is lessdependent on specific times and locations. That being
said, we need to focus on reducing long working hours,

Organization of the Flexible Working Styles Consideration Committee
Flexible Working Styles Consideration Committee

Chair:
CEO
Vice-chair: Senior executive officer(in charge of corporate governance)
Members: Related senior executive officers, executive
officers and division general manager
Instructions
on responses

Proposeagenda items

Committee secretariat

Departments in charge of human resources, IT and facilities

Request<Action items>• Establishing an HR system and operating rules(telecommuting ratios, overtime, holidays, etc.)• Setting up an IT infrastructure environment andGatherproviding IT support tools, offering education to
information
improve IT literacy• Considering an office setup amenable to flexible working styles
Send
information

Send
information

Individual
divisions

Now transitioning to a period when people are living inthe shadow of the coronavirus, MITSUBISHI MOTORS willtake up new challenges, responding to risks and transitioning to new working styles.
Reflecting back on the countermeasures we introduced during the emergency, we recognize the importance of learning from our experiences and addressing
new issues in order to reinforce our sustainability.

mittee. This committee, whose core members are thedepartments that took part in the COVID-19 Countermeasures Council, will address the risk of business being
interrupted due to such factors as natural disasters
and infectious disease. In this way, we have put in place
an internal structure that will prepare for emergencies
during normal times; during emergencies, it will function
as a countermeasures task force. Through initiatives
such as these, we are augmenting our risk management
and working to strengthen our business continuity.

both to boost work productivity and to enhance thequality of life of our employees.
In an internal questionnaire on telecommuting, employees responded favorably on a number of fronts: “I
can concentrate on my work,” “Not having to commute
reduces my stress” and “I can more easily balance workwith childcare and nursing care.” Employees also identified a number of issues: “Emailing operating instructions
is inefficient,” “It is difficult to communicate a sense ofurgency, importance and crisis,” “Working performanceof IT tools/the network is poor,” and “Education andtraining are affected.”
Recognizing the need to consider these mattersfrom a medium- to long-term perspective, as well asfrom a short-term standpoint, we began deliberatingthese matters at the Flexible Working Styles Consideration Committee. This committee, chaired by the CEO,was established in July 2020.

MITSUBISHI MOTORS joined OPEN COVID-19 DECLARATION, which aims to prevent the spread of COVID-19.
In order to prevent the spread of COVID-19, industry-government-academia cooperation is required sothey can accelerate development and manufacturing oftherapeutic drugs, vaccines, medical devices and infection control products in an unconventional way.
Based on this declaration, we will neither seek compensation nor assert any patents, utility models, designs
or copyrights against any activities, which purpose tostop the epidemic, until the World HealthOrganization (WHO) declares the end of
the COVID-19 outbreak.
We will continue to support measures against the spread of COVID-19.

Employees

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Environment

Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Environment
Environmental Management

Prevention of Pollution

Basic Approach, Management Structure���������������������������������������������������������������������������������������������������������21

Basic Approach, Purifying Exhaust Gas while Driving������������������������������������������������������������������������������40

Environment Initiative Program 2019����������������������������������������������������������������������������������������������������������������22

Reduction of Hazardous Substances, Reduction of In-Cabin VOCs������������������������������������������������42

Environmental Management System, Environmental Education and Awareness,

Preventing Air Pollution, Management of Chemical Substances�����������������������������������������������������43

External Environmental Communication������������������������������������������������������������������������������������������������������23

Preservation of Biodiversity

Environmental Risk Management, Life Cycle Assessment (LCA)������������������������������������������������������24

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������44

Responding to Climate Change and Energy Issues

Ecosystem Surveys at Business Sites in Japan��������������������������������������������������������������������������������������������45
Overseas Preservation Activities����������������������������������������������������������������������������������������������������������������������������46

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������25
Developing Electric Vehicles��������������������������������������������������������������������������������������������������������������������������������������26
Promoting the Use of Electric Vehicles as a Way of Adopting to Climate Change���������������28
Development of Improving Fuel Economy Technologies����������������������������������������������������������������������29
Efforts in Production������������������������������������������������������������������������������������������������������������������������������������������������������30
Efforts in Distribution����������������������������������������������������������������������������������������������������������������������������������������������������31
Office Initiatives, Dealer Initiatives�����������������������������������������������������������������������������������������������������������������������32

Resource Recycling Initiatives
Basic Approach, Recycling-Based Design and Development��������������������������������������������������������������34
End-of-Life Vehicle Recycling����������������������������������������������������������������������������������������������������������������������������������35
Initiatives to Reduce Waste Generation and Reuse Resources in Production Activities��36

Deploying Supply Chain Sustainability Initiatives (Environment)
Basic Approach, Expansion of Green Procurement Guidelines,
Communicating with Suppliers���������������������������������������������������������������������������������������������������������������������������37

Conservation of Water Resources
Basic Approach, Reduction of Water Withdrawal Volume��������������������������������������������������������������������38
Reuse of Discharged Water, Prevention of Water Pollutio�������������������������������������������������������������������39

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Environmental Management
Basic Approach

Management Structure

In order to promote environmental initiatives reliably

Since 1993, we have been holding an Environmental

and efficiently, MITSUBISHI MOTORS has constructedCouncil, which is attended by the CEO and officers

a framework for environmental management. We arefrom each division. The Sustainability Committee,

promote Group initiatives, including education andchaired by the CEO, has met since fiscal 2017, andawareness activities for employees, and the acquisi-

environmental initiatives have been positioned astion of certifications for environment management

key material issues for the Company. The committee

systems among affiliated companies.

discusses our environmental policies and targets andWe also dissemination information about initia-

confirms the progress and results from the Environ-tives on our website and through our sustainability

ment Initiative Program. Items of particular impor-

report. We value opportunities to receive feedback

tance are reported to the Board of Directors.

from our various stakeholders.

Management Target Companies (21 Companies)
Non-Production Affiliates

Production Affiliates
CountryJapan

Indonesia

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

China

GAC Mitsubishi Motors Co., Ltd. (GMMC)

ThailandPhilippines

CountryJapan

United States
Puerto Rico
Netherlands
Germany
UAE
Australia
New ZealandCompany Name
Mitsubishi Automotive Engineering Co., Ltd.
Mitsubishi Automotive Logistics Technology Co., Ltd.
Higashi Kanto MMC Parts Sales Co., Ltd.
Higashi Nihon Mitsubishi Motor Sales Co., Ltd.
Nishi Nihon Mitsubishi Motor Sales Co., Ltd.
Mitsubishi Motors North America, Inc. (MMNA)
Mitsubishi Motors R&D of America, Inc. (MRDA)
Mitsubishi Motor Sales of Caribbean, Inc. (MMSC)
Mitsubishi Motors Europe B.V.(MME)
Mitsubishi Motor R&D Europe GmbH (MRDE)
Mitsubishi Motors Middle East and Africa FZE (MMMEA)
Mitsubishi Motors Australia, Ltd. (MMAL)
Mitsubishi Motors New Zealand Ltd. (MMNZ)MITSUBISHI MOTORS CORPORATION

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Environment Initiative Program 2019
In March 2018, MITSUBISHI MOTORS formulated the Environment Initiative Program 2019, an environmental action plan through fiscal 2019. The program had two pillars:enhancing environmental management and initiatives to address environmental issues. From fiscal 2020, we have been promoting activities toward the realization of our
newly formulated New Environmental Plan Package.
Overview of Results for the Environment Initiative Program 2019
1. Enhancing Environmental ManagementField
Environmental
management

Initiative

Implementation Items(Target Year: FY2019)
Use renewable energy considering local characteristics

Began operating renewable energy
facility (solar power generation) at
the Okazaki Plant
Assessed amounts of water used at
production facilities in Japan
Deployed Green Procurement Guidelines to business partners of overseas
plantsAssessed environmental management conditions and CO2 emissionsof business partners by means of
CDP supply chain program (climatechange)Promote the acquisition ofFour companies have newly acquired
Eco-Action 21 certification to our and are maintaining certification
dealers
Emphasize and publicize value
New deployment and ongoing operof EV/PHEVs to widely expand
ation of DENDO DRIVE STATION at 19
their usedealers
Renew environmental data man- Commenced operation of new enviagement systemronmental data system
Considering assessment of producImplementation of LCA*1 fornew vehicle models and improve tion process datareliability of evaluation methods
for GHG*2 emissions LCA

Promote theuse of renewable energy
Conserve water Manage water risks at each proresources
duction facility
Environmental Deploy Green Procurement
activities in
Guidelines to business partners
purchasingof overseas plants
Assess environmental management conditions and CO2 emissions of business partners
Environmental
activities insales

Environmental
data management

2. Initiatives to Address Environmental Issues

: As planned : Delayed
FY2019 Results

Evaluation

Implementation Items
FY2019Evalua(Target Year: FY2019)
Resultstion
Responding Reduce CO2 emissions
CO2 emissions per new vehicle while -14%
to climate while driving
driving: 8% reduction compared tochangeFY2010and energy Develop technologies for Promote development of motor effi- Promoted the developissues
next-generation environ- ciency improvement methods
ment as planned
mentally friendly vehicles
CO2 emissions at production facilities -41%
Reduce amount of CO2
emitted by production
per production vehicle: 37% reduction
activities
compared to FY2005
Unit CO2 emissions in non-production -8.1%
Reduce amount of CO2
emitted by non-produc- facilities: 1% reduction compared totion activities
FY2018CO2 emissions per unit of transporta- -9.3%
Reduce amount of CO2
emitted by logistics
tion in Japan: 9% reduction comactivities
pared to FY2010
Resource
Commercialize andApplication of technology for reduc- Promoting developrecycling
expand usage of retion in component waste production ment of componentssource-conserving
and expanded use of recycled com- using recycling mamaterials
ponent materials
terials
Reduce volume of disExternally disposed waste of produc- -53%
posaltion activities per production vehicle:
52% reduction compared to FY2005
Prevention Improve risk manageThorough management of hazardous Continued appropriate
of pollution ment system for hazsubstancesmanagement, includ
ardous substances ining response to legal
products
trendsReduce use of hazardous 35g/m2 or less of VOC*3 emissions per 36.5g/m2
painting area in production activities
substances
EnvironPromote preservation of Conduct biological surveys andConducted ecosystemmentalbiodiversity
implement conservation activities at survey at the Kyoto
preservasites in Japan
Plant
tion
Plant and grow trees at Pajero Forest Conducted activities

twice a year
Plant trees at overseas business
Planned tree-planting
sites
activities in the Philippines
Field












*1	LCA stands for life cycle assessment, which is a technique for calculating the environmental impactof a product from manufacturing to disposal*2	Abbreviation of greenhouse gas

Initiative*3 VOC stands for volatile organic compounds

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Environmental Management System

Environmental Education and Awareness

External Environmental Communication

In fiscal 2010, MITSUBISHI MOTORS acquired company-

The Company conducts sustainability-related aware-

We disclose information about our environmental ini-wide integrated ISO 14001 certification. Major affiliates

ness activities throughout the year as part of its aims

tiatives through our website and sustainability report.

in Japan and overseas have also acquired ISO 14001

of deepening the understanding of sustainability

We will continue to take leverage these initiatives toand Eco-Action 21* certification. As of fiscal 2019, ap-

among all executives and employees and contribut-

engage in dialogue with institutional investors andproximately 55% of companies targeted for environ-ing toward the realization of a sustainable society

experts about environmental and other non-financial

mental management (including MITSUBISHI MOTORS)

through routine business activities. Environmental

information.

had received certification for their environmental

education and awareness are one aspect of thesemanagement systems.

activities.

As of fiscal 2019, 23 dealers in Japan had received
Eco-Action 21 certification.
*Eco-Action 21 is a certification and registration system based on
the Environmental Management Systems guidelines formulatedby the Japanese Ministry of the Environment for medium-sizedcompanies.
See page 32 for a list of the dealers that have received Eco-Action
21 certification.

In fiscal 2019, we conducted rank-based training

Release of Environmental Information on
Website and in the Sustainability Reportand e-learning to promote an understanding of our

The Company releases information on the concepts

social responsibility for sustainability, the relationshipand details of its environmental initiatives on the

between sustainability and the environment, and theCompany website and in the sustainability report

relationship between environmental issues and ourin order to make its environmental initiatives morebusiness activities.

widely known.

Please see page 9 for details on our activities to promote anawareness of sustainability.

Status of ISO 14001 Certification (As of June 30, 2020)
Development
Mitsubishi Automotive Engineering Co., Ltd.
Production
Pajero Manufacturing Co., Ltd.

Sustainability website: “Environment”
WEB https://www.mitsubishi-motors.com/en/sustainability/
environment/

Communication with Investors
We engage in dialogue with investors, exchanging
opinions about environmental and other non-finan-

Suiryo Plastics Co., Ltd.

cial information.

Mitsubishi Motors Philippines Corporation (MMPC)

In fiscal 2019, we participated in dialogue with

Asian Transmission Corporation (ATC)people in charge of stewardship at institutional inves-

Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)tors in Japan and overseas. Our executives in charge

MMTh Engine Co., Ltd. (MEC)of various areas of sustainability listened to opinions

Mitsubishi Motors Krama Yudha Indonesia (MMKI)
Distribution and After-Sales Service
Mitsubishi Automotive Logistics Technology Co., Ltd.

on such matters as climate change risks and opportunities, response to TCFD, our CO2 emissions and electric vehicles, among other topics.

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Commitment of Top Management

Sustainability Management

Environmental Risk Management
Having learned from past cases of failing to comply
with environmental regulations such as those aimed
at preventing pollution, MITSUBISHI MOTORS makes
every effort to comply with relevant regulations.
We sincerely respond to complaints from neighborhood residents after investigating the situation.

Environment

Social(such as if regulatory values are exceeded), or if we
receive a complaint, the corresponding division must
submit a Legal Non-Conformity Report to the Compliance Department and take necessary measuresagainst the cause. The report clarifies the detailsof the case, measures and more, and appropriate
countermeasures are taken. Furthermore, in order toprevent recurrence, initiatives are in place to improve
work processes, enhance the supervision system, andincrease employee awareness.
In fiscal 2019, we were subject to no fines or administrative orders stemming from violations of environmental laws and regulations*. However, the plant
twice exceeded statutory values provided under the
Water Pollution Prevention Act, and we received twocomplaints related to odors and sound.
Other than those cases mentioned above, voluntary internal checks and monitoring activities un-

ESG Data

covered 10 cases of legal non-compliance (including

systems and infrastructures to facilitate our responsedelays in notification and inadequate inspections).

to regulations and incentives.

We responded to these incidents by swiftly taking
corrective action, introducing measures to prevent
recurrence and sharing information with other related
divisions about the incidents and countermeasures.
*Refers to 31 environment-related laws and regulations identified
by the Company, including the Water Pollution Prevention Act
and the Air Pollution Control Act.

In the event that environmental laws and regulations
are violated or an environmental accident occurs

Governance

Life Cycle Assessment (LCA)
We perform life cycle assessment (LCA) to determine the environmental impact across a product’s
life cycle. We evaluate total emissions, mainly of CO2,

Examples of LCA Implementation

Examples of
LCA ImpleObjectives
mentation
Components Body parts• Verifying the effect ofand technol- employing
weight reductionogies
plastics
Vehicles
OUTLANDER• Assessing the effect of
PHEV
improvement from thegasoline engine model• Assessing the impact ofcomponents
ECLIPSE CROSS, • Comparing the effects of
TRITON
improvement from theprevious model and othervehicles in the same classfrom such processes as extracting the resources usedin parts and materials, producing materials, manufacturing parts, assembling vehicles, producing fuel,driving and disposing of disused automobiles.
We use LCA to develop environment-friendly parts,
electric vehicles and new-model vehicles, and compare their life cycle CO2 emissions with those of conventional parts and vehicles. Recent examples have
involved the ECLIPSE CROSS and the TRITON. Results
are indicated in our sustainability report.
We recognize that concern about environmental
impact throughout the life cycle is mounting in individual countries and regions. We are putting in place

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Responding to Climate Change and Energy Issues
FY2019 Materiality Targets and Results
Details of Main Initiatives
Reduce CO2 emissions while driving

: As planned : Delayed

FY2019 Targets

Indicators

CO2 emissions per new vehicle while driving: 8% reduction compared to FY2010

Reduce amount of CO2 emitted by produc- CO2 emissions at production facilities per production vehicle:tion activities
37% reduction compared to FY2005

FY2019 Results

CO2 reduction (%)-14%

CO2 reduction (%)-41%

Reduce amount of CO2 emitted by
non-production activities

Unit CO2 emissions in non-production facilities: 1% reduction compared to FY2018

CO2 reduction (%)-8.1%

Reduce amount of CO2 emitted by logistics activities

CO2 emissions per unit of transportation in Japan:
9% reduction compared to FY2010

CO2 reduction (%)-9.3%

Promote the acquisition of Eco-Action 21
certification to our dealers

New certifications: 5 dealers or more

Number of certified
dealers

4

Basic Approach
In recent years, extreme weather, such as heat waves,droughts and floods due to heavy rain, has caused
disasters one after another around the world. The
leading culprit behind these extreme-weather eventsis climate change, and global warming caused by CO2
and other greenhouse gases is a major factor.
International frameworks for realizing a sustainable
society, such as the Paris Agreement and the United
Nations Sustainable Development Goals (SDGs) aremaking major progress. In particular, the Paris Agreement has set targets on climate change and fostered
increased awareness toward corporate responsibility.
Automobiles generate CO2 throughout the life
cycle, from production to driving and disposal. For
this reason, MITSUBISHI MOTORS has identified

SelfEvaluation






“responding to climate change and energy issues” asa topmost material issue. In the New Environmental
Plan Package, we have set new specific targets foraddressing this issue.
To reduce energy consumption and CO2 emissions
in all business activities, including development, production and distribution, as well as at and offices,
we are promoting various initiatives, such as electricvehicle technologies, the development of fuel-economy-improving technologies, the introduction of
low-energy equipment in production processes andthe use of renewable energy in offices and dealers.
Our electric vehicles have large-capacity batteries that can be used in energy management andas emergency power sources in times of disaster.
Through these measures, we are also engaging inmeasures to adapt to climate change.

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Commitment of Top Management

Sustainability Management

Our Risks and Opportunities Related to Climate
Change and Energy Issues
Recent years have seen an increase in ESG investment*1 that utilizes non-financial information. Basedon a final report by the TCFD*2, investors are becoming
significantly more aware of the long-term risks and opportunities for companies as a result of climate change.
MITSUBISHI MOTORS believes climate change presents
the following risks and opportunities for its business.
*1 Environment, social and governance (ESG) investment*2 Task Force on Climate-related Financial Disclosures

Risks
The MITSUBISHI MOTORS Group’s operating performance and financial condition could be affectedsignificantly by interrupted factory operations due
to meteorological disasters, as well as the need forinvestment to address increasingly stringent regulations related to automobile fuel efficiency and CO2
emissions. Furthermore, if we fail to introduce sufficient measures to counter climate change, we could
be forced to withdraw from the marketplace due toa lack of compliance with environmental regulations,and our reputation could suffer. As a result, we could
experience a decrease in sales, significantly affecting
our operating performance and financial condition.

Environment

SocialDeveloping Electric Vehicles
Automobiles emit CO2 throughout their life cycle,

Governance

ESG Data

TOPICS

10th Anniversary of the i-MiEV Electric Vehicle

during production, driving and disposal. Emissions are
particularly high during the driving phase.
MITSUBISHI MOTORS positions its technologies for
producing electric vehicles, which emit little CO2 whiledriving, as core technologies for “responding to climate change and energy issues,” and we are focusing
on development in this area.

Electric Vehicles
Electric vehicles are powered by electric motors, and sothey emit no exhaust gases such as CO2 while driving.
MITSUBISHI MOTORS released the i-MiEV as theworld's first mass-produced electric vehicle in 2009.
We are still improving it today. The i-MiEV performs
much better than conventional gasoline engine vehicles, including environmental performance, acceleration starting with maximum torque, reduced noise by
the electric motor, and stability with the battery unit
beneath the floor. These technologies are the foundation of next-generation electric vehicles, such asplug-in hybrid electric vehicles.

Opportunities
Sales of electric vehicles and other highly fuel-efficient vehicles could grow, due to incentives set byvarious countries and regions and growing environmental awareness. Sales of electric vehicles could also

June 2019 marked the 10th anniversary of our launchof the i-MiEV, the world’s first mass-produced electricvehicle. In addition to customers with high environmental awareness, the i-MiEV is being adopted widelyfor use as public vehicles by local and national governments, and as police cars, taxis and rental cars. They
can also be used in place of gasoline vehicles to transport supplies and people when fuel supplies are cut off
during emergencies.
In 2011, we adapted the i-MiEV power train forcommercial vehicles and launched the MINICAB MiEV, a
minicar-class commercial electric vehicle. To date (as ofMarch 31, 2020), sales of this model have reached morethan 31,000 units.
Learning from the Great East Japan Earthquake
the previous year, in 2012 we launched the MiEV power
BOX. This model, which can power household devices
through the electricity stored in its battery, set thestage for vehicle to home (V2H) applications.

expand due to their ability to serve as power sourcesin the event of meteorological disasters.
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TOPICS

Japan Post Using Mitsubishi Electric’s EVs as
Delivery Vehicles

Environment

SocialPlug-in Hybrid Electric Vehicles

Governance

ESG Data

TOPICS

Plug-in hybrid electric vehicles are powered by electricity stored in drive batteries and by the motor,

Launching the OUTLANDER PHEV in the ASEAN Market

using the engine to generate electric power when thebattery level is low. Concern over the driving range is
no longer an issue as it offers the advantages of EVs:
powerful driving, superb quietness and high stability.
MITSUBISHI MOTORS released the OUTLANDER
PHEV in 2013. At low to medium speeds, the Plug-in
Hybrid EV System uses electric power from the drive
battery, but when the battery level is low, it generates electric power during operation using the engine
while also supplying power to the motor and battery.
Furthermore, during high-speed driving, the vehicle

Since fiscal 2019, MITSUBISHI MOTORS has been providing Japan Post Co., Ltd. with the MINICAB MiEV, a minicar-class commercial electric vehicle, for use as delivery
vehicles. By the end of fiscal 2020, we expect the total
number of vehicles delivered to reach 1,500. These vehicles are well suited for deliveries in large metropolitan
areas, where travel distances are relatively short. They
make up an estimated 30% of minicar-class electricvehicles used for deliveries.
The MINICAB MiEV is equipped with the drive battery and motor used in the i-MiEV. In addition to thesuperior environmental performance inherent to anelectric vehicle, it excels in power, silence, comfort andmore. It is highly effective as a delivery vehicle due tothe driving range and payload capacity. By using vehicles that emit no CO2 or other exhaust gas while driving,
it is helping to promote environmental management
by Japan Post, which aims to reduce the emission ofgreenhouse gases.

is driven by the engine and simultaneously assistedby the battery-powered motor. In this way, the drivemode is automatically selected according to thesituation. CO2 emissions are substantially lower thanconventional gasoline engine vehicles, delivering out-

We have launched the OUTLANDER PHEV in Indonesia, its
first ASEAN market. Indonesia is introducing measures tocurtail CO2 emissions. Through the OUTLANDER PHEV, we
are contributing to the country’s national objectives.
In ASEAN markets as well, through the OUTLANDER
PHEV we aim to increase the value we contribute to society.

standing environmental performance.

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Promoting the Use of Electric Vehicles
as a Way of Adopting to Climate Change
By leveraging the large-capacity batteries on its electricvehicles and plug-in hybrid electric vehicles to supply
electricity, MITSUBISHI MOTORS is contributing to measures in various countries and industries to adapt to climate change and energy issues. We are applying theseto such areas as areas as energy management, V2X* anduse as emergency power sources in times of disaster.
*A general term encompassing vehicle to home (V2H) and vehicle togrid (V2G), among others

TOPICS

Commencing Trial Sales of the DENDO DRIVE HOUSEin Some Regions
We began offering
the DENDO DRIVE
HOUSE for sale ata particular dealership on a trial basis in October 2019.
DENDO DRIVE HOUSE is a bundled system thatcomprises solar panels and V2H equipment. Along withthe purchase of an electric vehicle, we offer a one-stop
service in which dealers provide sales, installation andafter-sales maintenance. Clean, solar-derived electricity
is used to power a customer’s home and electric vehicle, reducing everyday fuel and electricity charges andcontributing toward a low-carbon society. The solar
panels can also be used to generate electricity during
power outages, and the power stored in the electricvehicles can be supplied to the home.
We plan to apply the knowledge gained from this initiative to help realize the new-energy society of the future.

Environment

SocialTOPICS

Governance

ESG Data

TOPICS

Participating in Joint Study on Energy

Implementation of V2G Demonstration Project byManagement in Indonesia

Using Electric Vehicles

We participated in joint study on energy managementon the island of Sumba, in the Indonesian province ofEast Nusa Tenggara. Using solar power generation andelectric vehicles, the test is aimed at finding a way touse energy efficiently in islands and other locations
where gasoline is difficult to obtain.
This study, which was designed to deliver a stable supply of electricity generated from a renewablesource, was conducted by Indonesia’s Agency for
the Assessment and Application of Technology and
Kyudenko Corporation, with support from Japan’s
Ministry of the Environment. The test commenced in
December 2017. In February 2018, MITSUBISHI MOTORS
donated to the Indonesian government two i-MiEVs,
eight OUTLANDER PHEVs and four quick chargers. One
i-MiEV and one quick charger were used in the proofof-concept test. The solar power is being used tocharge the vehicles, which drive
about the island,
accumulating
test data.

MITSUBISHI MOTORS took part in the FY2019 V2G Aggregator Project, entrusted by the Ministry of Economy,
Trade and Industry, with providing the employees’ parking spaces at the Okazaki Plant as a demonstration site.
V2G is a scheme where the high-capacity batteriesof electric vehicles are utilized to regulate the demandand supply of the power grid through an IT aggregation system.
In FY2019, the second year for this demonstration,
we added 40 electric vehicles (for a total of 50) andestablished one of the largest demonstration sites inJapan. In addition, electric vehicles at multiple demonstration sites were simultaneously charged/discharged
via online control, taking into consideration driving
patterns restrictions, and we concluded that response
speed could meet the requirements of power supply
and demand directives.
There are further needs to realize more stable power grid to keep the expansion of variable Renewable
Energy resources. We believe the realization of V2G will
increase the value of electric vehicles and could help
to solve the environmental problems such as climatechange and energy issues.

The i-MiEV used in
the test

Commemorative photo fromthe ceremony
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Development of Improving Fuel
Economy Technologies
MITSUBISHI MOTORS develops technologies to boost
the fuel efficiency of vehicles powered by conventional engines. We are developing engine and vehicle
body technologies to reduce fuel and energy waste.
Continuously Variable Transmission (CVT)

Environment

Socialproving the fuel economy because no fuel is consumed
when at a stop. When fitted with a coasting stop function, AS&G stops the engine while decelerating.
Variable Valve Timing Mechanism
Mitsubishi Innovative Value timing Electronic Control
System (MIVEC)
Exhaust side
Variable lift
sensorDrivepulleyVariable camphase system

DrivenpulleyIn an overdrive state

A continuously variable transmission (CVT) varies
transmission ratio by seamlessly changing the effective diameter of the pulleys.
Based on throttle position information, driving
power is controlled in accordance to the driving condition to achieve the most efficient balance between
the engine and CVT.
Idle-Stop “AS&G”
AS&G is an idling stopfunction that automatically stops and starts theengine when the vehicle
stops or moves off. This
has a major effect on im-

ESG Data

TOPICS

New Models: the eK CROSS SPACE and eK SPACEOur new mini-cars that launched in March 2020, theeK CROSS SPACE and the eK SPACE, are mounted withnaturally aspirated and turbo engines that use a hybrid system. This is combined with a CVT to achieve abalance between acceleration performance and fuelefficiency. Furthermore, the AS&G fitted with a coasting
stop function stops the engine when travel speed falls
below around 13km/h.

Continuously variable valve
lift system
Intake side

Steel
belt

In a low state

Governance

Variable lift
electric actuator
MIVEC engine

The MIVEC is a variable valve timing mechanism forminimizing fuel consumption. The intake valve lift iscontinuously varied according to the operating condition to reduce intake resistance. This minimizes air intake energy loss, resulting in improved fuel efficiency.
Deceleration Energy Recovery(Power Generation Control)
This technology controls power generation undervarious driving conditions such as idling, accelerating, and cruising by conducting intensive charging
of the battery using electric power generated while
decelerating. We are improving fuel consumption by
reducing the load on the engine during charging andpower generation.

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Environment

TOPICS

Efforts in Production
MITSUBISHI MOTORS is upgrading its production facilities, introducing new equipment and improving operations in an effort to conserve energy and reduce CO2
emissions from production activities.
In fiscal 2019, at our production facilities webrought on line a servo locator for our body transport
device, upgraded from a hydraulic to an electricalmolding machine and introduced efficient replaceablecoil to billet heater.
People involved with production sites, production
technologies and power supply are also taking part inenergy-conservation activities. We are improving theoperation of production facilities by focusing on energy-intensive processes, such as painting and forging.
We are improving the operation of boilers, compressors and other equipment that supplies power. Also,
we are working to optimize the operation of various
types of motor. In these ways, we are introducing
measures, starting from areas where we expect results to be greatest.
In an effort to introduce renewable energy, we
are also setting up solar power facilities at plants inJapan and overseas.

SocialGovernance

ESG Data

TOPICS

Establishment of a Large-Scale Solar PowerIntroducing Servo Locators

Facility at the Okazaki Plant

to Body Transport Equipment

Utilizing the energy solutions service provided by Mitsubishi Corporation and Mitsubishi Corporation Power
Ltd., we installed a solar power plant capable of generating around 3MW (3GWh per year) at the Okazaki
Plant, our mainstay factory for electric vehicles. The
power generated there is used at the Okazaki Plant,
creating a lower-carbon, cleaner production environment for electric vehicles. In fiscal 2020, we expect toexpand the generating plant’s capacity and introduce a
power storage system (1MWh capacity) employing usedbatteries from the OUTLANDER PHEV that are produced
and sold by the Okazaki Plant.
This initiative introduces a third-party ownership
scheme for the solar power plant, in which Mitsubishi
and Mitsubishi Corporation Power install and own thesolar power plant and the power storage system that
employs used batteries from electric vehicles, while Mitsubishi Motor provides the space for installation on theroof of its plant and buys the electricity produced by
the plant. Rather than footing initial investment costs
and owning the facility, under this scheme MITSUBISHI
MOTORS pays only for the electric power charges andhas access to CO2-free electricity.
This solar power
plant and power storage system are expected to reduce CO2
emissions by approximately 1,600 tons per
year and reduce peak
power consumption.

The body transport equipment used in the welding andassembly processes at the Okazaki Plant had previously used air cylinders for the section that receives
the body. Instead, we adopted more general-purpose
electric servo locators and robotic controls.
Transitioning the segment that had been driven byan air cycling powered by compressed air to electric
power succeed in reducing demand on the air compressor, lowering CO2 emissions by around 200 tons
per year.

Body being transported

Newly introduced servo locators

Large-scale solar power plant

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Environment

SocialMITSUBISHI MOTORS sets reduction targets for unit
CO2 emissions (kg-CO2/1000t km) during the transportof procured parts and products to promote initiatives
for achieving these targets.

Collecting CO2 Emissions Data in Distribution
among Overseas Affiliates

Other activities include modal shifts such as

We understand the importance of collecting and dis-

improving rail utilization rates and requesting theclosing CO2 emissions volumes throughout the sup-introduction of ecologically-friendly vehicles andply chain, including overseas, and we are promoting

promotion of eco-driving by our business partners’

initiatives in this regard.

transport subcontractors.

We strive to shorten transport distances throughESG Datatransport routes, reducing the number of trucks.

ing to increasing the load factor, and consolidating

Efforts in Distribution

GovernanceFollowing on from the Mitsubishi Motors (Thailand)Co., Ltd. (MMTh) plant in fiscal 2018, in fiscal 2019the use of less distant procurement sources and

Mitsubishi Motors Krama Yudha Indonesia (MMKI)

increasing direct deliveries. We also work to decrease

also began to collect and calculate CO2 emissions in

the number of transport trips by improving the pack-

distribution including local land transport in Indonesia
during sea/air transport.

Target Distribution Routes for CO2 Emissions Results
Finished Vehicle
Distribution, etc.

Supply RoutePort

Trailer
Truck
Boat

Supplier
Train

MITSUBISHI
MOTORS
Plant

Train

Trailer

Trailer

Distribution
Base(IncludingPorts andStations)

Train

CompletedvehiclesDealers
Transportation of vehicles (Thailand)

Truck

Vehicle dealers
Parts dealers

Truck

MITSUBISHI
MOTORS Plant

Parts
Engines andtransmissions

Truck

Knock-down
parts

Port

Truck

Waste disposal contractors

Waste
Sea transport

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Office Initiatives

Environment

SocialDealer Initiatives

MITSUBISHI MOTORS is also promoting the use of

We encourage the acquisition of Eco-Action 21 to ourrenewable energy and introducing various types ofdealers in Japan. Dealers that have acquired certifica-

energy-saving equipment in areas other than manu-tion carry out activities such as reducing the amountfacturing, such as at research and head office locations.

of energy and water they use, lowering the amount ofPart of the electric power used at the Research

waste they produce, and promoting the widespreadand Development Building (Okazaki, Aichi Prefecture)use of electric vehicles.

Governance

ESG Data

Dealers That Have Acquired Eco-Action 21 Certification(As of June 1, 2020)
Company
Hokkaido Mitsubishi Motor Sales Co., Ltd.
Aomori Mitsubishi Motor Sales Co., Ltd.
Yamagata Mitsubishi Motor Sales Co., Ltd.
Higashi Nihon Mitsubishi Motor Sales Co., Ltd.

and our head office (Minato-ku, Tokyo) is supplied

Also, we are promoting the development of the

Ibaraki Mitsubishi Motor Sales Co., Ltd.

by renewable energy, thanks to the erection of so-“DENDO DRIVE STATION” next-generation dealers to

Sawara Mitsubishi Motor Sales Co., Ltd.

lar panels and making use of the Tradable Green

introduce the value brought by EV/PHEV toward the

Sobu Mitsubishi Motor Sales Co., Ltd.

Certificates System*1. Also, CO2 emissions are being

spread of electric vehicle. By fiscal 2019, we opened

reduced by using energy-saving electrical equipment

83 DENDO DRIVE STATIONs nationwide.

Tokai Mitsubishi Motor Sales Co., Ltd.

and air conditioners.

“DENDO DRIVE STATION”
WEB https://www.mitsubishi-motors.co.jp/special/dendo/index.html*1 This system is 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.

Sunen Mitsubishi Motor Sales Co., Ltd.
Nishiowari Mitsubishi Motor Sales Co., Ltd.
Toyama Mitsubishi Motor Sales Co., Ltd.
Toyama Diamond Motors Co., Ltd.
Fukui Mitsubishi Motor Sales Co., Ltd.
Kanazawa Mitsubishi Motor Sales Co., Ltd.
Kyoto Mitsubishi Motor Sales Co., Ltd.
Nishi Nihon Mitsubishi Motor Sales Co., Ltd.
Shiga Mitsubishi Motor Sales Co., Ltd.
Fukuyama Mitsubishi Motor Sales Co., Ltd.
Kyushu Mitsubishi Motor Sales Co., Ltd.
Oita Mitsubishi Motor Sales Co., Ltd.
Kumamoto Mitsubishi Motor Sales Co., Ltd.
Nagasaki Mitsubishi Motor Sales Co., Ltd.
Kagoshima Mitsubishi Motor Sales Co., Ltd.

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ESG Data

TOPICSTOPICS

Signing a Memorandum of Understanding on the

Rolling out the DENDO DRIVE STATION across Japan’s Prefectures

Opening of DENDO DRIVE STATIONs in the Philippines

MITSUBISHI MOTORS seeks to put DENDO DRIVE STATIONs into operation in
prefectures across Japan. In fiscal 2019, we opened these stations at sevenlocations, each of which were the first in their prefecture: Toyama Main
Branch (Toyama Prefecture), Ichinoseki Interchange Branch (Iwate Prefecture),
Yamagata Branch (Yamagata Prefecture), Nagasaki Main Branch (Nagasaki
Prefecture), Tokushima Main Branch (Tokushima Prefecture), Hinode-machi
Branch (Miyagi Prefecture) and Kisarazu Branch (Chiba Prefecture). By deploying DENDO DRIVE STATIONs across Japan, we will increase the significanceof electric vehicles (EVs and PHEVs) by diversifying their energy sources andcommunicating their value as sources of electric power in times of disaster.

Toyama Main Branch
Toyama Mitsubishi Motor Sales Co., Ltd.

Ichinoseki Interchange Branch
Iwate Mitsubishi Motor Sales Co., Ltd.

Nagasaki Main Branch
Nagasaki Mitsubishi Motor Sales Co., Ltd

Yamagata Branch
Yamagata Mitsubishi Motor Sales Co., Ltd.

In January 2020, Mitsubishi Motors Philippines Corporation (MMPC), which is our automotive assembler anddistributor in the Philippines, signed a Memorandumof Understanding with five MMPC’s authorized dealers,on the opening of next-generation dealerships (DENDO
DRIVE STATIONs). In addition to standard dealershipfunctions (selling new vehicles and providing after-sales
service), DENDO DRIVE STATIONs are equipped with solar
power generation systems and V2H* equipment. Thesestations can be used to charge electric vehicles fromsolar power generation. Alternatively, electric vehicles
can provide power to the dealerships. Like Japan, thePhilippines is prone to natural disasters. Our DENDO
DRIVE STATIONs are expected to help build up the country’s national resilience (ability to recover from disasters).
MMPC plans to launch the OUTLANDER PHEV in 2020.
The company is undertaking efforts aimed at encouraging an understanding and affinity for electric vehicles.
Rolling out the DENDO DRIVE STATION should facilitate
this effort, as well as contributing to automotive industry
and economic development initiatives in the Philippines.
*V2H stands for vehicle to home and this system can powerhousehold devices through the electricity stored in its battery.

Tokushima Main Branch
Tokushima Mitsubishi Motor Sales Co., Ltd.

Hinode-machi Branch
Miyagi Mitsubishi Motor Sales Co., Ltd.

Kisarazu Branch
Chiba Mitsubishi Colt Car DealershipCo., Ltd.

Signing ceremony for a Memorandum of Understanding

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SocialGovernance

ESG Data

Resource Recycling Initiatives
FY2019 Materiality Targets and Results
Details of Main Initiatives

: As planned : Delayed

FY2019 Targets

Indicators

Commercialize and expand usage ofresource conserving materials

Application of technology for reduction in Expanded usage
component waste production and expanded
use of recycled materials

Reduce waste material in production
activities

Externally disposed waste from production
activities per production vehicle:
52% reduction compared to FY2005

Basic Approach
The consumption of resources is increasing due

Reduction of external waste disposal

are formulating various initiatives in order to promote
automobile recycling and correct processing.
Based on the above, MITSUBISHI MOTORS considers effective resource use as our task and promotes
initiatives for recycling and resource conservation.
MITSUBISHI MOTORS set targets to improve theease of recycling, reduce the use of lead, and introduce
recycled parts for new vehicles when the MITSUBISHI
MOTORS Recycling Initiative was established in 1998,
which we are engaged in continuously.
At production plants, with the aim of realizing a
recycling-oriented society that gives consideration
to the environment and resources, we are promoting
the effective use of resources. We are achieving alandfill waste disposal rate of zero* at every plant by
converting industrial waste materials generated from

Developing parts made of recycled materials

-53%


production processes into reusable resources andreducing the volume of waste discharged.
*Land reclamation rate below 0.1%

to the rise in populations and economic growth inemerging countries. Countries and industry groups

SelfEvaluation

FY2019 Results

Recycling-Based Design and Development
Under vehicle recycling legislation in Japan, Europe
and China, automobile manufacturers are obligated to

TOPICS

Using Thermoplastic Resin
DELICA D:5, which was launched in 2019, uses easily recyclable thermoplastic resin for exterior and interior parts.
Main parts (indicated in green) that use
thermoplastic resin

consider recycling when developing products.
MITSUBISHI MOTORS conducts design and development that actively incorporates not just recycling, but
all aspects of the 3Rs including reduction and reuse.
Since 1999, we have implemented the 3Rs in the stage
starting with conceptual design in accordance with
our unique Recycling Plan Guidelines.

Exterior

With regard to wires and harnesses, and motors,
we have improved detachability and ease of recyclingin accordance with the Harness Design Guidelines.
At dealers, bumpers replaced during repairs arerecycled for undercovers and battery trays. We are alsoInterior

increasing the use of recycled materials in other parts.
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End-of-Life Vehicle Recycling
MITSUBISHI MOTORS encourages the recycling of endof-life vehicles to reduce the environmental impact
of waste from these vehicles. In Japan, the European Union and other regions, we promote recyclingin accordance with the automobile recycling laws ofeach country. We comply carefully with the evolving
automobile recycling laws that are being introducedin emerging countries in Asia.

Response to Automobile Recycling Laws
in Japan
After the End-of-Life Vehicle Recycling Law was enacted in 2005, the company has been accepting usedautomobile shredder residue (ASR), airbags, and fluorocarbons for recycling.
Regarding ASR recycling, we participate in ART*1 inorder to jointly process ASR. As a result of the creationof new processing facilities and other measures, theASR recycling rate in fiscal 2019 was 96.5%, substantially above the statutory standard of 70% in effectsince 2015. 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 on

Environment

SocialGovernance

ESG Data

increasing the recycling rate by conducting efficient

Response to the EU’s Directives on Approval

recycling and proper processing of these three items.

for Vehicle Models for Recyclability*1 Automobile Shredder Residue Recycling Promotion Team established by Nissan Motor Co., Ltd., Mazda Motor Corporation,
MITSUBISHI MOTORS and others.

In the EU, satisfying the minimum 95% recyclability

Recycling Promotion in the EU

satisfies the requirements of this directive. Our ve-

Response to the EU’s Directive on the Recycling ofEnd-of-Life Vehicles
In the EU, in accordance with the End-of-Life Vehicles Directive*2 established in 2000, automobile
manufacturers or importers must accept and recycle
end-of-life vehicles. Also, in 2003, the ELV Directive*3
was enacted, specifying ease of recycling as a certification requirement.
The company built a system of acceptance andrecycling in line with the actual situation of EU member countries centering on our European subsidiary
Mitsubishi Motors Europe B.V. (MME).
*2 “Directive of the European Parliament and of the Council on
End-of- Life Vehicles”*3 Abbreviation of End-of-Life Vehicles.

rate is a requirement for type approval of vehicle
models, and the company established a system that
hicles 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.

Collection of Drive Batteries in Electric Vehicles/Construction and Operation of the Recycling System
In Japan, Europe, and North America, the company
established and operates a battery collection system
for the purpose of recycling technology development
and proper treatment of end-of-life batteries in electric vehicles and plug-in hybrid vehicles.

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

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Initiatives to Reduce Waste Generation andReuse Resources in Production Activities
By improving its production processes, MITSUBISHI
MOTORS is working to reduce the amount of waste it
generates through manufacturing. For the waste we
do generate, while curtailing treatment costs we continue to review and improve the ways in which we sortand treat waste, using it more effectively as resources.
Effective Use of Resources and Recycling
High
Rate of Effective Use

Reused within
the process
Reused within
the company
Sold for consideration

Low

Material recycling
Thermal recycling
Simple incineration
Direct to landfill

Valuablematerials
Waste

Environment

SocialGovernance

ESG Data

TOPICS

Reducing Waste Generation by Transitioning
Casting to the Aluminum Die-Casting Process
In recent years, aluminum die casting has been widelyadopted in the manufacture of engine blocks for passenger cars to make them more lightweight than whenusing conventional cast iron. The die-casting of aluminum generates substantially less waste casting sandthan the casting of iron.
At the Kyoto Plant, which mainly manufactures
engine and powertrain parts, we are moving to consolidate our production line for cast iron engine blocks, as
the production of aluminum die-cast parts is growing
while that of cast-iron products is decreasing. Our last
cast iron line ceased operations in June 2019, and we
stopped producing cast iron engine block at the Company. As a result, the amount of waste casting sand we
generate fell by around 10,000 tons per year.

Production line for cast iron engine blocks

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SocialGovernance

ESG Data

Deploying Supply Chain Sustainability Initiatives (Environment)
FY2019 Materiality Targets and Results
Details of Main Initiatives
Reinforcement of CSR in the supply chain

: As planned : Delayed

FY2019 Targets

Indicators•P romoting the purpose of Supplier CSR• Expansion of Supplier CSR Guidelines to
MITSUBISHI MOTORS’ overseas production Guidelines
bases•R ecommendation of supplier on CSR
evaluations by third-party organization.
• Support for supplier CSR evaluations by
third-party organization.

Basic Approach

Expansion of Green Procurement Guidelines

Automobiles are composed of a wide variety of materials and parts which are developed and producedby our business partners. For that reason, MITSUBISHI
MOTORS believes that it is important to reduce theimpact on the environment not only from our own
business activities but also in all other processes fromthe production of materials and parts to delivery.
Insufficient responses could put us into conflict withvarious national and regional regulations and harm
our reputation, affecting our operations.
Under the basic concept of purchasing materials
and parts with low impact to the environment fromsuppliers who continuously work to reduce their environmental impact, Parts Purchase Agreement we enter
into with business partners stipulate compliance with
our Green Procurement Guidelines. Our Supplier CSR
Guidelines and Green Procurement Guidelines areposted on our portal site for suppliers, which they
can readily access. In these ways, we are working to
reduce the environmental impact of our entire supply
chain and address risks to our business on the environmental front.

We requests business partners to acquire and renew
of external certifications of environment management systems, as well as to manage hazardous substances, promote the 3Rs (reduce, reuse and recycle),
submit LCA data to allow us to understand the lifecycle environmental impact, reduce environmental
impact in business activities, and reduce their environmental impact related to logistics.
In addition to Japan, we have introduced theGreen Procurement Guidelines at major bases overseas—Mitsubishi Motors (Thailand) Co., Ltd. (MMTh),
Mitsubishi Motors Krama Yudha Indonesia (MMKI) and
Mitsubishi Motors Philippines Corporation (MMPC)—to ascertain conditions in each country and operational details at each location. These
companies are also applying theguidelines to their business partners.

Green Procurement Guidelines

MITSUBISHI MOTORS CORPORATIONFY2019 Results

SelfEvaluation• Rolled out Supplier CSR Guidelines to thebusiness partners of MMTh/MMKI/MMPC• Explained the purpose of third-party
evaluations to business partners and havebegun conducting evaluationsCollection of Materials and Hazardous
Substance Data through IMDS
Applying the International Material Data System(IMDS), we ask business partners to disclose hazardous substance data, etc. regarding materials and parts
based on the Green Procurement Guidelines. We also
have our business partners construct their own internal management systems for hazardous substances.
Through these processes, we confirm compliancewith use regulations regarding hazardous substancesused in new vehicles and vehicles in ongoing production, and we confirm that their usage decreases.

Communicating with Suppliers
Our business partners cooperate with us in various
initiatives, including meeting the requirements of ourGreen Procurement Guidelines. We believe that ongoing communication is an important part of the steady
implementation of initiatives by business partners.
We explain the importance of environmental initiatives at our Suppliers Meetings, for example, which
are attended by our business partners, and strive toengage in communications to reduce the environmental impact of our entire supply chain.

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Conservation of Water Resources
FY2019 Materiality Targets and Results
Details of Main Initiatives
Manage water risks at eachproduction facility

FY2019 Targets

Indicators

Manage the amount of water used based on water risks
at each production facility

Basic Approach
Due to the increasing population and changes in
the natural environment caused by climate change,
the demand for water is expected to increase, andsocial concern for the preservation of water resources
are increasing.
MITSUBISHI MOTORS requires a large amount ofindustrial water, city water, and groundwater, etc., forthe automobile production process and discharge ofwater into sewage lines and rivers, etc. In fiscal 2019,
we conducted water risk surveys in regions where ourmain production plants are located. In regions wherewater risk is high, it is essential to consider the impactthat water withdrawal and discharge from our business activities have on the surrounding environment.
Also, as water is required for the operations of ourbusiness partners. MITSUBISHI MOTORS is aware of
the importance of water risk management throughout the entire value chain.

: As planned : Delayed

Understanding theDetermined the amount of water used at producamount of water used tion facilities in JapanAs an initiative to preserve water resources in eachcountry and region, we strive to reduce the amount ofwater withdrawal and to monitor the quality of discharged water, for example.

Okazaki Plant(Okazaki, Aichi Pref.)

Reduction of Water Withdrawal Volume
We are striving to reduce water withdrawal volumes
by reusing washing water used in production process-

Water Withdrawal Source and Drainage of Each Plant
Plant

SelfEvaluation

FY2019 Results

Water WithDrainage
drawal Source
Yahagi River
Kanda River
Tributary →Kanori River
Lake Biwa
Sewage line

Kyoto Plant –Kyoto(Kyoto, Kyoto Pref.)Kyoto Plant –Shiga
Lake Biwa
Sewage line
(Konan, Shiga Pref.)Mizushima Plant
Takahashi River Hakken River(Kurashiki, Okayama Pref.)→ Mizushima
Port
Kiso River
Pajero Manufacturing Co., Kiso River
Ltd. (Sakahogi-cho, Gifu
Pref.)
Nong Pla Lai
Sewage line
Mitsubishi Motors(Thailand) Co., Ltd. (MMTh) Reservoir, etc.
Mitsubishi Motors Krama Lake Jatiluhur Sewage line
Yudha Indonesia (MMKI)

es for pre-washing and by circulating cooling waterand temperature control water.
At the Okazaki Plant, rainwater storage tanks havebeen set up in order to reuse rainwater. We have also
set up equipment to filter groundwater so that it canbe used to supply drinking water during disasters to
employees and people nearby the plant.

Rainwater storage tanks(Okazaki Plant)

Groundwater membrane
filtration equipment(Okazaki Plant)

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Sustainability Management

Reuse of Discharged Water

Environment

SocialPrevention of Water Pollution

Mitsubishi Motors Krama Yudha Indonesia (MMKI)

In order to take precautions against any effects on theis making efforts to recycle wastewater and reuse

areas surrounding plants, we regularly conduct surveys

rainwater in order to reduce water withdrawal. In

and confirmations regarding the quality of groundwa-

fiscal 2019, roughly 50% of the water processed in its

ter and soil pollution. In this way, we confirm that nowastewater treatment plant is reused within MMKI.

toxic substances are being discharged to the outside

In line with the construction of a new paint plant,

area. If contamination is found, we take immediate

Mitsubishi Motors (Thailand) Co., Ltd. (MMTh) is mov-measures to prevent its dispersion, report to authori-ing forward with a project to upgrade its wastewater

ties, and disclose the information to the communities.

treatment plant. On this project, as well, plans call for

In order to detect abnormalities in discharge water

the introduction of a system to reuse treated water.

quality, surface oil detectors* have been set up in
front of outlets leading from the plant to public water. We carry out continuous monitoring so that water
discharged from the plant does not affect the environment outside the site.
*Detects the presence of oil by capturing changes in reflectanceas the reflectance of oil is greater than that of water.

Governance

ESG Data

TOPICS

Improving the Combined Wastewater Method
In old sewer systems, rainwater and domestic wastewater flow together and are eliminated through thesame pipes as “combined sewerage.” During typhoons
and heavy rains, water volumes can exceed the capacity of downpipes and water treatment facilities. In suchcases, water is diverted into rivers and other public
waterways. This pollution load is an issue from thestandpoint of environmental preservation.
Remnants of this old sort of combined seweragesystem were intact at the Kyoto Plant (established in1944). To address this situation, we are proceeding withphased construction to install new wastewater-specificpiping to allow for the complete separation of rainwater and other wastewater. In fiscal 2019, we had completed construction to separate piping at around 30%
of our site area. We plan to finish this construction in
fiscal 2020.

Industrial water and wastewater
treatment plant(Indonesia)

Observation well (Okazaki Plant)

General effluent treatment
facilities (Okazaki Plant)

Underground construction to install separate
wastewater piping (Kyoto Plant)
For details on the issues with combined sewerage, see the Cityof Kyoto website (Japanese only).
WEB https://www.city.kyoto.lg.jp/suido/page/0000008679.html
Surface oil detector (Okazaki Plant)
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ESG Data

Prevention of Pollution
FY2019 Materiality Targets and Results
Details of Main Initiatives

: As planned : Delayed

FY2019 Targets

Indicators

Properly manage hazardous substances Properly manage hazardous substancesin products
Curtail emissions of VOCs in production
activities

FY2019 Results

Reflection in in-house management Continued correct management
systemincluding legal movements

35g/m2 or less of VOC* emissions per painting area in production activities

VOC emissions

Purifying Exhaust Gas while Driving

It is possible that the air pollutants and chemical sub-

Vehicles powered by gasoline and diesel engines

stances emitted due to business activities will have an

inevitably emit combustion gases from the engine

impact on human health and biodiversity.

while driving.

In order to contribute to the realization of a sus-

36.5g/m2*: VOC stands for Volatile organic compounds

Basic Approach

SelfEvaluation

In addition to developing and popularizing electrictainable society, MITSUBISHI MOTORS considers thevehicles, which emit little exhaust while driving, weprevention of pollution to be one of the material

are endeavoring to develop and encourage the use

issues for the Company. In the stage of product devel-of gasoline and diesel vehicles that have emissions

opment, along with promoting the development ofcontaining fewer hazardous substances.

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

fuel economy improving technologies and electricvehicle technologies, we strive to manage to hazardous substances. In production processes, we areendeavoring to reduce air pollutants emitted from out
plants by voluntarily enacting activity standards thatare stricter than legal requirements. In order to reducethe impact on the environment from air pollutants
and chemical substances, we engage in the preventionof pollution throughout all of our business activities.

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Commitment of Top Management

Sustainability Management

Environment

SocialImproving Diesel Engine Vehicles

VG Turbocharger

For diesel engine vehicles, carbon monoxide, hydro-

The VG turbocharger helps to improve fuel economy

carbons, NOx, and particulate matter have been regu-

and suppress emissions of particulate matter throughlated in some countries, such as Japan, United States

optimum supercharging across the engine’s operat-

and European countries, since the 1970s.

ing range.

Governance

ESG Data

TOPICS

The Clean Diesel Engine on the ECLIPSE CROSS

Since such regulations were first introduced, we
have taken measures including improving the combustion technology. To comply with these regulations,
we have developed and produced clean diesel engines
by systemizing technology such as VG turbochargers,
controlling combustion with a common rail fuel injection system, introducing after-treatment using NOx

Common Rail Fuel Injection System

trap catalysts, and diesel particulate filters.

Particulate matter and NOx can be generated due toincomplete combustion. In MITSUBISHI MOTORS vehicles, this is suppressed using a high-pressure fuel pump,common rail accumulator that stores highly pressurized
fuel, and electronically controlled fuel injectors.

The ECLIPSE CROSS, which launched in June 2019, isequipped with a clean diesel engine. Its 2.2-liter common-rail DI-D*1 clean diesel turbo engine achieves a balance between environmental and driving performance.
A urea SCR*2 system is used to purify the diesel
engine’s emissions. Nitrous oxides (NOx) are stably purified by AdBlue®*3, an aqueous urea solution.
*1 Abbreviation of direct-injection diesel*2 Abbreviation of selective catalytic reduction*3 A
 dBlue® is a registered trademark of Verband der Automobilindustrie (VDA).

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

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Sustainability Management

Reduction of Hazardous Substances
In accordance with the reduction targets of the Japan
Automobile Manufacturers Association, Inc. (JAMA)
and EU end-of-life vehicles directive, MITSUBISHI MOTORS is working to reduce the use of four substances(lead, mercury, cadmium, and hexavalent chromium).

Environment

SocialGovernanceCo., Ltd. (MMTh), we utilize the collected data under

the Voluntary Guidelines.

hazardous substances.

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

In cooperation with suppliers, we are complying
with the REACH regulation, a general system for the

Progressregistration, evaluation, authorization, and restriction

We are working to reduce in-cabin VOCs by developingof substances used in the EU.

materials with low VOC emissions and technologies toreduce VOCs generated inside the cabin.

Flow of Data Collection through IMDS

Example of Measures to Reduce VOCs

also taking measures to comply with regulations on
the use of hazardous substances in each country incompliance with the REACH regulation* concerning
substances. At present, in addition to four substancesand other heavy metals, the use of VOCs (volatile or-Please see the JAMA website for details regarding

a globally centralized internal system for reducing

We have established internal technical standards
to voluntarily reduce hazardous substances. We are

ESG Data

Mitsubishi Motors
Hazardous
Substance
control

Data input
requestInternal
systemSuppliers

Data
download

Data input

IMDS

ganic compounds), bromine-based flame retardants

CarpetReduced aldehydes in pile adhesives
Seat
Reduced organic solvents in fabric adhesives
Ornaments Reduced VOCs by using spun-dyed highgloss interior parts
AirReduces VOCs with clean air filter with deconditioner odorizing function

and various other substances is regulated. Regulations similar to European ones are being enforced indeveloping countries in Asia as well.

Reduction of In-Cabin VOCs

We are working to voluntarily reduce hazardous

To provide customers with a healthy and safe cabin

substances by setting internal technical standards.

space, MITSUBISHI MOTORS works to reduce volatile*REACH stands for "Registration, Evaluation, Authorisation andRestriction of Chemicals." Enacted on June 1, 2007, the REACH
regulation is a general system to register, evaluate, authorize andrestrict the use of substances

organic compounds (VOCs) inside the cabin.

Material Data Control by the International
Material Data System (IMDS)
Data on the hazardous substances contained in vehicle parts delivered by suppliers are collected by theInternational Material Data System (IMDS), an international system for collecting such data. Together withoverseas plants such as Mitsubishi Motors (Thailand)

VOCs are organic compounds that are easily volatilized at room temperature such as formaldehyde andtoluene. These compounds are thought to cause sickbuilding syndrome, and may irritate the eyes, nose, andthroat. In an automobile cabin, they are mainly generated by adhesives and paint used in interior parts.
JAMA established voluntary guidelines for reducing vehicle cabin VOC concentration levels applicable
to new model passenger cars marketed starting fromthe 2007 fiscal year.
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Sustainability Management

Preventing Air Pollution
Reduction of VOC Emissions from Production
Processes
MITSUBISHI MOTORS is applying the waterborne 3WET
paint method*1 to its painting process to reduce
VOC emissions. In Japan, we use this method at theMizushima Plant and the Okazaki Plant. Overseas, thesystem is used on the No. 3 paint line at Mitsubishi Motors (Thailand) Co., Ltd. (MMTh). MMTh also plans to use
this approach at a new paint plant it is constructing.

Environment

Socialadjusting production lots and increasing the amountof used thinner we recover. Through these moves, weare reducing VOC emissions from vehicle production.
*1 With this method, water-soluble paints are used for the
middle and top coats. Solvent-based paint is used only for theclear overcoat.

ESG Data

Management of Air Pollutants

Appropriate Management of Hazardous Waste

We follow laws and regulations to manage the con-MITSUBISHI MOTORS manages hazardous waste tocentrations and amounts of such air pollutants asavoid importing or exporting hazardous waste that

Nitrogen oxides (NOx), Sulfur oxides (SOx) and sootis restricted by the Basel Convention on the Control

emitted in production processes. (For details, see theof Transboundary Movements of Hazardous and

ESG Data on page 97.)

Their Disposal*2.

To lower NOx emissions, we introduce low-NOx-

We also transport and treat waste produced in Ja-

content boilers and burners when upgrading or in-

pan appropriately, based on various legal requirements.

stalling new equipment. To reduce Sox emissions,*2 T his convention stipulates international frameworks and procedures related to restrictions on the movement of certain types
of waste across national boundaries.

we are transitioning to the use of lower-sulfur boiler
fuels, such as kerosene or natural gas

We are also upgrading our robotic and other painting systems, reducing the amount of paint used byGovernanceManagement of Chemical Substances

Appropriate Management ofWaste Containing PCBs
Harmful polychlorinated biphenyls (PCBs) are contained as insulation oil in transformers and condens-

Appropriate Management ofChemical Substances

ers that were manufactured a long time ago. Based

When using chemical substances, we employ a system of examining substance toxicity before introducing them. We examine their physical properties andthe details of usage plans, as well as legal requirements, conduct risk assessments, judge whether theyon the Act on Special Measures concerning Promotionof Proper Treatment of PCB Waste, we promote thecorrect processing of equipment that uses low-concentration PCB and waste that contains PCB, and weplan for disposal by the processing deadline.

can be used and educate workers. In fiscal 2019, augmenting the functionality our conventional system,
we updated our chemical substance management
Deodorizing equipment forelectrodeposition drying furnaces to reduce VOC emissions(Okazaki Plant)

system by introducing systematic risk assessment ofchemical substances and centralized management of
the most recent Safety Data Sheet (SDS) information.
We are using this system to manage chemical substances appropriately.

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Sustainability Management

Environment

SocialGovernance

ESG Data

Preservation of Biodiversity
FY2019 Materiality Targets and Results
Details of Main Initiatives
Conduce ecosystem surveys and expand
the scope of biodiversity preservation
activities at domestic business sites

: As planned : Delayed

FY2019 Targets

Indicators
Initiatives
Conducted• Conduct ecosystem survey at the Kyoto Plant• Plant and grow trees at Pajero Forest(Yamanashi Prefecture)• Plant trees in the Philippines

Basic Approach
All living things are intricately connected in various
relationships and live in balance. We benefit from thisMITSUBISHI MOTORS is collaborating with OISCA tofecture, while interacting with the local community
through volunteer employee activities. These activities

stances from plants, and the greenhouse gas emitted
from the use of the company’s products and businessactivities. We believe it is a priority to protect biodiversity so that we can continue to enjoy the blessingsof biodiversity.
The company formulated the “MITSUBISHI MOTORSGroup Guidelines for the Preservation of Biodiversity”
in August 2010 and promotes 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, wehave been progressively conducting surveys on ecosystems in order to understand the impact our business activities have on biodiversity.



aim to protect metropolitan water sources and spreadawareness of the environment among our employees.
We are also promoting preservation activities ataffiliated companies overseas.

MITSUBISHI MOTORS Group
Guidelines for the Preservation of Biodiversity

MITSUBISHI MOTORS both directly and indirectly
construction of plants), the release of chemical sub-

SelfEvaluation•C onducted ecosystem survey at the Kyoto Plant•P erformed activities twice during the year•P
 lanned afforestation activities in the Philippines

preserve forests in Hayakawa-cho, Yamanashi Pre-

biodiversity in our lives.
impacts on biodiversity due to land use (including the

FY2019 Results

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 willtake on initiatives for preventing global warming and environmental contamination, and promote the recycling andefficient use of resources, while engaging in activities that pay consideration to biodiversity.
1. Consideration to biodiversity in business activities
	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 select and use materials that pay consideration to the environment.
3. Education, understanding and self-awareness	We 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.
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Environment

SocialMITSUBISHI MOTORS believes that assessing theimpact that the use of land in company business has
on local biosystems is important to our biodiversity
protection initiatives.
Based on this concept, we conduct ecosystemsurveys at our domestic business sites with largescale land, such as our factories with support fromconsultancies related to biodiversity. Ascertaining biosystems not only in domestic business sites but also
in the surrounding environment by means of field surveys and documentary research leads to maintenancemeasures that are in harmony with local biodiversity.
Locations of past initiatives

Mizushima
Plant

Kyoto
Plant-Kyoto
TokachiTokachiResearch &Research &Development Development
CenterCenterMizushima
Mizushima
Plant
Plant

Okazaki Plant Okazaki Plant Okazaki Plant Okazaki Plant
Kyoto
Plant-Shiga

Kyoto
Plant-Shiga

Kyoto
Plant-Shiga

Kyoto
Plant-Shiga

Kyoto
Plant-Shiga

2013

2015

2017

2018

2019

ESG Data

TOPICS

Ecosystem Surveys at Business Sites in Japan
Production of vehicles requires largescale plants.

Governance

Ecosystem Survey at the Kyoto Plant
The Kyoto Plant is located in the Kyoto metropolitan area, surrounded by numerous houses and factories. At first glance, the environment appears inhospitable to living things, but we conducted a survey from April through October
2019 to ascertain the impact of land use at the Kyoto Plant on the area’s biodiversity and in an effort to preserve that biodiversity.
As a result of the survey, we discovered 367 varieties of flora and fauna at
the Kyoto Plant. Although we discovered no rare species or alien species of aparticularly urgent nature, we did find Ranunculus japonicas and Carex doniana,
species that grow mainly in mountain villages but are unusual in urban areas.
We assume the plants are a legacy of the mountainous environment that formerly surrounded the area.
Another factory stood on this location before the Kyoto Plant was established in 1944. At that time, the surrounding area was dotted with paddy fields.
The area around the Kyoto Plant later urbanized, and the environment that
supported this mountain flora gradually disappeared. However, some remnantsof this greenery has survived on our premises despite the urbanization. As wehave regularly cut the grass and otherwise managed the area, it has managed
to survive to this day.
Accordingly, we believe the Kyoto Plant serves as a refuge where certain
plants can survive locally. We consider this an important environment in terms
of preserving regional biodiversity.
On the site of the Kyoto Plant, we work to preserve the region’s biodiversity
through such efforts as cultivating Asarum caulescens, a native species thatis deeply rooted in the culture of Kyoto. Going forward, we will also nurture theconnections between the Kyoto Plant and the natural surroundings we discovered during this survey. Through ongoing maintenance of the site’s greenery, we
will maintain biodiversity and strive to preserve the regional ecosystem.

Unusual Flora Discovered in the City
during Our Survey

Ranunculus japonicus

Carex doniana

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SocialGovernance

ESG Data

Overseas Preservation Activities
The overseas affiliate Mitsubishi Motors Philippines
Corporation (MMPC) and the Department of Environment and Natural Resources (DENR), in accord with
the Sustainable Integrated Area Development (SIAD),
began a joint afforestation project in March 2018. This
project aims to realize sustainable development thatis essential for people in poverty, who are particularly
susceptible to climate change, and local communities
that have been left behind by society. The plan is toplant trees in a total area of 100 hectares in approximately five years in Luzon.
In the second phase of this project, in fiscal 2019
we signed a memorandum of understanding with
DENR regarding land preparation, afforestation andfarmland production on a 30ha site in Laguna Province.

Signing the Memorandum of Understanding

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Sustainability Management

Environment

SocialGovernance

ESG Data

SocialDelivering Products which Help Prevent Traffic Accidents

Human Resource Development

Basic Approach, Management Structure, Development of Safety Technology���������������������48

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������64

Traffic Safety Education and Promotion����������������������������������������������������������������������������������������������������������50

Management Organization����������������������������������������������������������������������������������������������������������������������������������������65
Training and Education, Career formation and evaluation�������������������������������������������������������������������66

Improvement of Product, Sales, and Service Quality

Fair Compensation System����������������������������������������������������������������������������������������������������������������������������������������67

Quality Policy�����������������������������������������������������������������������������������������������������������������������������������������������������������������������51

Occupational Health and Safety

Management Structure������������������������������������������������������������������������������������������������������������������������������������������������52
Improving Product Quality, Use of Customer Voice����������������������������������������������������������������������������������53

Health and Safety Management Policy, Management Organization,

Improving Perceived Quality, Improving Sales Quality����������������������������������������������������������������������������54

Initiatives to Ensure Workplace Safety����������������������������������������������������������������������������������������������������������68

Improving Service Quality�������������������������������������������������������������������������������������������������������������������������������������������55

Labor-Management Relations���������������������������������������������������������������������������������������������������������������������������������69

Contribution to Local Economy through Business Activities

Human Rights

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������56

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

Management Structure, Employment, Human Resource Development, Investment�������57

Prohibiting Discrimination, Framework of Human Rights Awareness,

Technology Transf, Export�����������������������������������������������������������������������������������������������������������������������������������������58

Human Rights Compliance in the Value Chain������������������������������������������������������������������������������������������70
Establishing Consultation Offices, Education and Training������������������������������������������������������������������71

Work Style Reform
Deploying Supply Chain Sustainability Initiatives (Social)

Basic Approach, Management Organization, Shortening Total Working Hours,
Employee Surveys��������������������������������������������������������������������������������������������������������������������������������������������������������59

Basic Approach, Supplier CSR Guidelines, Policies on Conflict Minerals��������������������������������������72
Management Organization, Establishing a Business Partner Helpline,

Diversity

Supply Chain Auditing������������������������������������������������������������������������������������������������������������������������������������������������73
Initiatives for Business Continuity Plans in the Supply Chain�������������������������������������������������������������74

Diversity Promotion Policy, Management Organization, Diversity Report���������������������������������60
Promoting Women’s Participation and Advancement in the Workplace,Social Contribution Activities

Promoting a Work-Life Balance�������������������������������������������������������������������������������������������������������������������������61
Increasing Employment of Senior Workers,

Social Contribution Activities Policy���������������������������������������������������������������������������������������������������������������������75

Promoting Employment of People with Disabilities������������������������������������������������������������������������������62

Supporting Measures to Address COVID-19,

Global Action, Promoting LGBT Awareness����������������������������������������������������������������������������������������������������63

MITSUBISHI MOTORS STEP Funds and Matching Gift Program������������������������������������������������������76
Society, Traffic safety, Environment�������������������������������������������������������������������������������������������������������������������77
People, Support for Disaster-Stricken Areas�������������������������������������������������������������������������������������������������78
DENDO Community Support Program(Disaster cooperation agreements with local governments)���������������������������������������������������������79

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Delivering Products which Help Prevent Traffic Accidents
FY2019 Materiality Targets and Results

Delivering products which help prevent
traffic accidents

: As planned : Delayed

Ideal Image
Realization of a car society
with zero traffic accidents

Basic Approach

Formulate basic policies for individual
safety technologies as planed

product safety committee. We also formulated an automobile safety framework as our approach to safety
technology. We are conducting initiatives based on
three points: 1. Technology to prevent traffic accidents(active safety), 2. technology to mitigate damage fromtraffic accidents (passive safety) and 3. avoidance of
dangers, both in hardware and software, assumed asindustrial products (fundamental product safety).
We are also working to enhance the management
structure by educating R&D personnel, promoting
awareness of the R&D safety philosophy and automobile safety framework.
Automobile Safety Framework*2018 World Health Organization (WHO) survey

Realizing
zero
accidentsdaen t a l P ro d u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 of transportation, and the pleasure of driving.

Active Safety Technology to Avoid Crashes
The ultimate solution to eliminate traffic accidents
caused by automobiles is to prevent collisions, that is,
to prevent accidents in advance. MITSUBISHI MOTORS

Active Safety Technologies
We are increasing the models equipped with active
support safe and comfortable driving using equip-arme

Formulated asplannedsafety technology: “Active Safety Technologies” to
ft

fe

t

y

F

The vision for the safety concept behind productdevelopment is “the realization of a car society withzero traffic accidents,” and guidelines and a strategy
for safe development have been established by the

un

So

e

Formulation of policies

achieve this objective.

wrdManagement Structurear

SelfEvaluation

nologies and providing safety to society in order to

Accid
e
Mit ntig

Haw

FY2019 Results

cles with various types of preventive safety tech-omobile SafetyAut
fic Safety
Trafnt
de tionn

Indicators

puts its energies into developing and equipping vehi-gema
Da ionat

MITSUBISHI MOTORS is aware of its responsibility
towards traffic safety as an automaker, and we haveset “Delivering products which help preventing traffic
accidents” as a key part of our sustainability activities.
Approximately 1.35 million people are lost 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 Goals,(SDGs) calls for halving the number of global deaths
and injuries from road traffic accidents by 2020.
MITSUBISHI MOTORS is upholding the R&D safetyphilosophy towards a car society with zero traffic
accidents. To this end, we are taking action from two
perspectives: developing safety technologies andpromoting traffic safety education.

FY2019 Targets

A
Pre ccive

Details of Main Initiativesact S

ment such as millimeter wave radar and cameras.
Active Safety Technologies comprises one or moreof the following functions to support safe operation
by drivers.

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Commitment of Top Management

Sustainability Management

Environment

SocialActive safety functions

MOTORS has adopted the Reinforced Impact Safety

Function
Forward Collision Mitigation Brake System

Evolution (RISE) body, and enhance collision safety

Description
Detects vehicles and pedestrians
ahead. If there is a risk of collision, the system alerts the driver
or automatically applies thebrakes to help avoid a collisionor mitigate collision damage.
Lane DepartureContinuously monitors the lane
Warning System andmarkers ahead of the vehicle.
Lane Departure
If the vehicle appears to nearlyPrevention Function
drift out of the lane, the system
will alert the driver.
In addition, Lane Departure
Prevention Function takes
control of the brakes for a shortperiod of time, helping to returnthe vehicle to its lane.
Adaptive Cruise
Automatically follows the veControl Systemhicle ahead by decelerating or
stopping.
Maintains a constant, preset
headway distance from thevehicle ahead to reduce the riskof a collision.
Ultrasonic Misaccelera- When the driver starts a car totion Mitigation System drive forward or in reverse, thesystem prevents rapid acceleration caused by the driver’s
improper operation of the gear
shift or accelerator pedal.
Automatic High Beam Automatically switches between
low beams and high beams
depending on whether there isan approaching vehicle or vehicle ahead, the ambient lighting
conditions, and other factors,
helping safe nighttime driving.

In the event of a collision, it is crucial to have a vehicle body structure that mitigates the impact onpassengers and provides adequate space. MITSUBISHI

ESG Data

performance in all directions: front, rear, and sides.
The ECLIPSE CROSS adopts a front-to-rear straightframe structure that can efficiently absorb collisionenergy. The vehicle interior (cabin) has numerous hightensile strength steel plates to restrict deformationand protect passengers.
MITSUBISHI MOTORS is also pursuing safety withregard to pedestrians, as well as drivers and passengers. We have adopted energy-absorbing structuresin the hood, cowl top, windshield wipers and otherparts to mitigate injury to pedestrians’ heads. Energy-absorbing structures that protect pedestrians’ legs

RISE Body used in the ECLIPSE CROSS

are used in bumper faces and headlights, for example.
These efforts have earned us high marks for safety performance in locations around the world.

Results of Major Third-Party Safety Evaluations
RegionJapan
UnitedStatesThird-Party Evaluation
JNCAP*2 Collision safety performance evaluation
Preventive safety performance evaluation
NCAP*2
IIHS*3

ASEAN

Body Structures that Protect People

Governance

ASEAN NCAP*2

Model
eK WAGON/eK CROSSeK WAGON/eK CROSSECLIPSE CROSSOUTLANDER (AWD)OUTLANDER PHEVECLIPSE CROSSOUTLANDEROUTLANDER PHEV

Rating5 (Five-Star Award)
ASV+++Overall 5
2019 TOP SAFETY PICK
5

Period: In Japan, April 2019 to March 2020 for JNCAP; in the United States, 2020MY for NCAP and December 2018 to November 2019 for IIHS;
in the ASEAN region, January to December 2019 for NCAP
*2 Abbreviation of New Car Assessment Program. An automobile safety testing and assessment program implemented by a third party
organization in each country or region.
*3 Abbreviation for Insurance Institute for Highway Safety. A not-for-profit organization that publicizes information on automotive safety
performance testing.

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Commitment of Top Management

Sustainability Management

Avoidance of Dangers Assumed as Industrial
Products
On the hardware side, we work to reduce the riskof factors other than traffic accidents, such as

Environment

SocialTOPICS

Scope of Support Cars Expanded

MITSUBISHI MOTORS conducts traffic safety education

reduce the risk of cyber threats via electrical equipment mounted in vehicles.

Safety Support Car Models (as of June 2020)

flame-retardant materials, employ isolation structures on high-voltage components and use antipinch function during automatic open/close operations of electric opening/closing devices (such as
power windows).
On the software side, we use firewalls on vehicle
networks and employ encrypted communications to

ESG Data

Traffic Safety Education and Promotion

Safety support cars are vehicles equipped with advanced technologies that support safe driving. As partof the effort to prevent traffic accidents caused by all
drivers including elderly people, and to mitigate damages and injuries caused by the accidents, Japanese
government recommends this new automobile safetyconcept. 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.

fires, electric shocks and injuries. To do so, we use

Governanceand promotes safe driving to raise safety awarenessthroughout society with the objective of reducing
traffic accidents.

Dissemination of Traffic Safety Information
Automobile Safety Facts Guide Website
We disseminate information on the proper use of
equipment and other topics that require drivers’
special attention so that drivers will use automobiles
more safely.

Category
Safety Support Car S Wide
Model OUTLANDER PHEV OUTLANDER
DELICA D:5
DELICA D:5 URBAN GEARECLIPSE CROSSRVR
eK WAGON
eK CROSSeK SPACE
eK CROSS SPACE
DELICA D:2
DELICA D:2 CUSTOMMIRAGETOWN BOXMINICABMINICAB TRUCK
Among these models, the eK WAGON and eK CROSS
were awarded the highest rating, ASV+++, by the National Agency for Automotive Safety and Victims’ Aid(NASVA) in its fiscal 2019 car assessment of preventive
safety performance.
In addition, in the Ministry of Land, Infrastructure,
Transport and Tourism’s “Advanced Emergency Braking
System Performance Evaluation System,” the ECLIPSECROSS, DELICA D:5, eK CROSS SPACE and eK SPACE received recognition for their AEBS performance.

Automobile Safety Facts Guide
WEB https://www.mitsubishi-motors.co.jp/support/safety/
popup/index.html(This site is only available in Japanese.)

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Improvement of Product, Sales, and Service Quality
FY2019 Materiality Targets and Results
Details of Main Initiatives
Improving product quality

Ideal Image
Top-level quality from customer viewpoint

Improving sales quality
Improving service quality

Quality Policy
MITSUBISHI MOTORS revised the following quality
policy on April 1, 2019.

Quality Policy
Quality is the fundamental requirement to support
our business.

: As planned : Delayed

FY2019 Targets

Indicators

Ratio of defects identified within
three months in service of newvehicle sale
Sales Satisfaction Index (SSI)
Achieve top-three positioning in
the key management countries
Customer Satisfaction Index (CSI)
Achieve top-three positioning in
the key management countries

Ratio of defects identified within
three months in service of newvehicle sale
Sales Satisfaction Index (SSI)

Sales Satisfaction Index (SSI)
Achieved top-three positioning in threeof the key management countries
Customer Satisfaction Index (CSI)
Achieved top-three positioning in two of
the key management countriesthroughout the entire period of use and so we sincere-

demonstrated at sales companies that have direct

ly listen to the opinions of customers and correct any

contact with customers, we listen closely to customers

issues so that we can promptly make improvements.

and make timely proposals and responses to customer

In addition, we are working to improve perceived

requests to achieve high levels of customer satisfaction.

quality in terms of aspects such as the usability, com-

We strive to achieve the highest levels of quality

fort, and appearance that customers perceive whenfrom the customer's viewpoint so that we can achieve

they observe, feel, and use our products.

customer satisfaction during every point of contact

With regard to sales quality and service quality

Perceived
Quality

2.	Focus on Quality of Management to continuously
improve overall company performance.
3.	Comply with laws and global regulations to gain truston MMC quality.

with customers.

Sales
Quality

Purchase

RejectOn the basis of this policy, in order to enhance

InitialQuality
Retention

quality in all stages from when a customer first

Ownership Cycle

considers purchasing a product through the vehicle

Customer Feedbackownership period, we are taking measures to improve
quality in four categories: Product quality, perceived

Service
Quality

Outflow

quality, sales quality, and service quality.
Product quality includes the initial quality thata new car, and durability that customers experience

Achieved reduction target

Customer Satisfaction Index (CSI)

1.	Commit to excellence in Product, Sales, and Service
Quality exceeding customer expectations

customers experience immediately after purchasing

SelfEvaluation

FY2019 Results

MITSUBISHI MOTORS CORPORATION

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Quality

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Commitment of Top Management

Sustainability Management

Environment

SocialBy listening to the actual comments and opinions

We analyze quality information in order to realize “Top level quality from customer viewpoint” and we set specificobjectives for which we investigate and implement policies toward realization while regularly following-up on thestatus of improvements.
Also, regarding information from customers about vehicle defects provided by sales companies, we haveestablished systems for immediate policy consultation, establishment and enactment by regularly gathering andsharing information.
Meeting
Chair
Members
Objective
Frequency
Quality Strategy Quarterly Division general Directors in charge of development Deliberation and decision of strateCommittee (QSC)
manager of TCS*1 and production, division generalgic topics in quality relating to sales,
Divisionmanagers related to sales, service service and products
and product quality
Quality Manage- Quarterly Top management Division and plant general manag- Sharing of best practices related toers (excluding finance divisions),
enhancing companywide management
ment Committeeof QMS*2
vice presidents and senior vicequality, responding to external exam(QMC)
presidents of direct departments, inations, reporting on items requiringand directors
correction and lateral deployment
Quality Manage- Monthly Division general Division general managers andConfirmation of progress toward
ment Meeting
manager of TCS managers of division related to
product quality targets, consideration(QMM)
Division
product qualityand deliberation concerning effectiveness of improvement measures,provision of a forum for resolution in
the event of defects
Organization*1 Total customer satisfaction*2 The CEO or an executive designated by the CEO

Since fiscal 2014, we have been holding Quality Forums in all domestic business locations in connection
to activities that lead to increased quality in products,
people and the Company as each employee individually reassesses and improves the quality of their work.
We also introduced Quality Forums in fiscal 2018at two overseas business locations: Mitsubishi Motors(Thailand) Co., Ltd. (MMTh) and Mitsubishi Motors Krama Yudha Indonesia (MMKI). We plan to expand thisactivity going forward.

ESG Data

Assessing the Needs of Customers

Management Structure

Developing a Quality-Oriented Mindset

Governanceof customers, we are helping employees to consider
customer needs.
We incorporate this approach into the new employee training curriculum for new graduates andmid-career hires. We also provide numerous opportunities to take on customer
perspectives, including throughtraining for promoted personnel
and voluntary training courses.

Customer Voice Seminarin the Tamachi area

Improvement of Customer Focus
At MITSUBISHI MOTORS, for employees that so desire,
we are supporting the acquisition of Consumer Affairs
Advisor qualification, which is a business qualificationfrom the Prime Minister and Minister of Economy,
Trade and Industry, with the objective of consideringneeds from the perspective of consumers and improving the quality of products and services.
As of April 1, 2020, 69 qualifications holders haveenrolled, making MITSUBISHI MOTORS 9th in the list ofcompanies with the largest number of qualification

Number of Participants in Quality Forums
Domestic forums

2,324
3,590

FY2014FY2015FY2016FY2017FY2018FY2019Overseas forums

—
—
—
—
1,880
796*3

Postponed

2,809
4,550
6,200

*3 Due to COVID-19, held only in Indonesia, with all subsequent
events cancelled
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holders.*4*4 According to research by Japan Industrial Association

Consumer Affairs Advisor qualification holders
Division
Number of qualification holders
Corporate Affairs
6
Product Strategy/
37
Development
Procurement/Production
6
Sales
7
Quality
8
Other
5
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Commitment of Top Management

Sustainability Management

SocialESG Data

Use of Customer Voiceucts and service excellence to achieve a high level of

tomer satisfaction.

customer satisfaction. For that reason, we gather andRegarding vehicles that have already been sold,analyze valuable customer comments and opinions

we are taking measures to reduce initial quality issues

received by our sales companies in Japan and over-with a focus on defect incidents that occurred withinseas and by our Customer Contact Center. Our quality

three months to twelve months after sale. We havecontrol, development, production, sales, and service

accelerated the speed of resolution through collab-

divisions work together to actively improve quality.

production divisions, helping to reduce customer

Improving Quality through Customer Voicecomplaints.

Sales companies hold specific interviews with custom-

Furthermore, to improve the initial quality of its

ers on defects and related conditions. The quality sec-

new vehicles, MITSUBISHI MOTORS holds cross-func-

tions have a system in place for sharing information

tional “oobeya (large room) activities,” where employ-received from sales companies with relevant divisions.

ees from various divisions (including development,

Also, by using a newly introduced system to ana-

production, service, quality control and procurement)lyze issues found in specific models, indications of de-meet in one room from the point at which shipment

fects from customers (quality information) and repair

starts to consider countermeasures to address any

records, we can identify defect information and takeproblems that may occur. This approach allows initialcountermeasures at an early stage to improve quality.

Service/Quality
Divisions

Liaiseplaints about products is essential to improving cus-

Contact

Liaiseexperiences for our customers with attractive prod-

Sales companies

safety but also with regard to points raised and com-

CustomerContact Center

LiaiseOne of the missions of the Group is to provide new
Customers

Dealing responsibly not only with defects related tooration between the quality and development andGovernanceContact

Improving Product Quality

Environment

Development
division/
Production
division

Service/Quality
Divisions

quality to be improved more quickly.
Also, addressing issues that are not defects butthat can cause customer dissatisfaction helps toimprove processes during the development stage so
new vehicles can be improved.

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Commitment of Top Management

Sustainability Management

Major Activities of the Customer Contact Center

The Customer Contact Center accepts inquiries every
day including weekends and holidays. The various comments and information from customers are managed
in a database. Of the points raised, matters regarding
defects are addressed in order to resolve customer
problems in collaboration with sales companies andare used for further quality enhancements. In addition,
feedbacks as well as opinions about product functionality, or opinions about specifications, are shared with
relevant divisions and used to improve product capabilities even further. Noteworthy comments and opinions including those that are particularly important areperiodically reported to management.

Customer Support for Recalls andOther 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 asales company at an early time. We also post information on our website so that customers can check
whether their vehicles are subject to a recall and thestatus of repair implementation.
Refer to the site below for information on recalls.

Environment

Contacts Received at the Customer Contact Center in
Fiscal 2019
Number of contacts: approx. 39,500b) Opinions and comments 9%

FY2016FY2017FY2018FY2019No. of cases
26 cases
27 cases
13 cases
15 cases

Domestic
No. of units
Approx. 1,938,000 units
Approx. 629,000 units
Approx. 298,000 units
Approx. 590,000 units

Governance

ESG Data

Improving Perceived Quality
We are taking measures from the development stage
to improve quality with an emphasis on customer
perceptions in order to achieve high levels of customer satisfaction not only at the time of purchase, but
throughout the life of a vehicle after purchase.

a) Inquiries 91%

By looking at

By touching

By using the product

Good stance Integration Consistency

Good material
Good texture

Secure operation
Intuitive layouta) Breakdown of inquiries
Requests for catalogs 2%
Fuel consumption
testing-related 5%

Other 5%Service-related(recalls, inspections,repairs, etc.)
53%

Vehicle bodyrelated(specifications,equipment, etc.)
35%

Improving Sales Qualityb) Breakdown of opinions and comments

We aim for top-level quality from a customer viewpoint and act in concert with sales companies toimprove the quality of sales and become a brand that

Other
22%

WEB http://www.mitsubishi-motors.co.jp/support/recall/This site contains the Japanese market information (only in Japanese).

Cases and Number of Vehicles Involved in Recalls,
Improvement Measures, and Service Campaigns

Social

Productrelated9%

customers support and identify with.

Qualityrelated
40%

Cooperation with Domestic Sales Companies

Servicerelated
29%

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,

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Commitment of Top Management

Sustainability Management

Environment

Socialvisual and easy to understand product explanations

Appropriate Product and Service Information
Disclosureand have customers that come to the sales outlets

In compliance with the laws and regulations of eachsales companies introduced tablet PCs to provide

Governance

ESG Data

resent Japan in the Global Service Skills Contest described below.
Our seven Technical Centers across Japan organize

use the tablets to respond to questionnaires regard-country and region, we strive to provide product andtechnical meet-ups and seminars and support sales

ing the quality of service in order to make timely

service information and labeling displays.

companies to solve difficult repairs and swiftly meet

improvement. Further improvements in customer

customer requests through visiting sales companies

satisfaction are being made through the timely shar-by technical staffs of technical centers.

ing with nationwide sales companies of best practices
that have resulted in higher customer satisfaction.

Cooperation with Overseas Sales Companies

Improving Service Quality
At the service sites of sales companies (dealers),
which have direct contact with customers, it is crucial

Cooperation with sales companies in each country

to provide customer-oriented “service quality” start-

and region is essential for achieving high customer

ing at the time of vehicle purchase.

satisfaction overseas. MITSUBISHI MOTORS provides

MITSUBISHI MOTORS collaborates with domestic

product information to sales companies on a daily

and overseas sales companies to improve day-to-basis and strives to gather comments and opinions

day onsite response capabilities (communication andfrom local customers. Also, we visit individual coun-technical skills) so that we can live up to customer

tries to plan further improvements by gathering

expectations and receive customer satisfaction.

market information and product requests directly

Succeeding Service Skills in Japanthrough interviews.
In FY2019, we held regional meetings in the ASEAN

Succeeding and improving service skills and knowledge

region, as well as in Europe, the Middle East and otherof service staff are essential to customer satisfaction.

regions, and sales companies from around the world

MITSUBISHI MOTORS has its own servicing skill certifi-

gathered at the Global Distributors Meeting. Those

cation, and encourages service staff at sales compa-

meetings served to develop a sense of unity amongnies to acquire this certification. In addition, we holdthe sales companies and to share sales strategies, thethe biennial national Service Skills Contest where ser-latest product infor-

vice staff from domestic sales companies can improve

mation, best practic-

their service skills by competing against one another.

es for raising custom-

TOPICS

Succeeding Service Skills Overseas
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. In fiscal 2019,
we worked to improve technical capabilities on a global
scale by training local service staff in the field by dispatching a total of six people: two each to Indonesia
and Malaysia and one each to Laos and Myanmar.
February 2019, 36 service personnel who won
national and regional contests from 23 countries andregions including China, Thailand, Indonesia, Australia,
and Taiwan gathered to compete on the accuracy andspeed of their work.

At a national contest held in December 2019, 48

er satisfaction, andwinners of the regional competitions tested their

so on.

skills against one another. The winning engineer andGlobal Distributors Meeting

Caravan activities

Global Service Skills Contest

service advisor of the contest are scheduled to repMITSUBISHI MOTORS CORPORATION

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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Contribution to Local Economy through Business Activities
FY2019 Materiality Targets and Results
Details of Main
Initiatives
Employment

Ideal Image

: As planned : Delayed

FY2019 Targets

Indicators

Continuous creation of local
Maintain same level as inActual employment
employment
FY2018
Number of training
Under the same policy as
Human resource Support for the development
FY2018, offer the same level sessions, number
developmentof personnel responsible forof participantsof training opportunities
the development of the local
economyRate of progress
Investment
Continuous implementation of Implementation of capital
investment
on investment
capital investment in factories
planthat supports the growth of thelocal economy and meets theneed for business enhancement
Technology
Support for creation of markets • Implementation of KD pro- Results of projects
transferby providing technology/exper- duction project in Thailand and initiatives• Start of sales of finishedtise for electric vehicles andmodels in Indonesia
electric vehicle infrastructure• Continuous communication
with government
Implementing factor analysis Plant ranking KPIReforming the manufacturing
scoresindustry value chain in the local in order for each factory tosociety by improving the com- improve itself and making
improvements through PDCA
petitiveness of factories
Units exported
ExportSupporting growth of the local Export more units than in
FY2018economy through the acquisition of foreign currency bymeans of export

FY2019 Results
Created local employment for 11,000 people in three countries:
Thailand, Indonesia and the Philippines (including non-full-time employees)
Representative examples of training• Dispatched local employees to Japan•C
 onducted business-level-enhancement seminars for local employees• Performed “manufacturing training” to enhance skills• Related to new vehicles• Put manufacturing and export structures in place• Expanded headquarters functions• Conducted joint research with governments, universities and research
institutes in Indonesia, the Philippines and Vietnam• Began selling electric vehicles in Indonesia• Promoted a KD*1 production project for electric vehicles in Thailand• Decided to begin selling electric vehicles in the Philippines in FY2020• Decided on the opening of DENDO DRIVE STATIONs in the Philippines
Leveraged the Alliance Product Way*2 to promote improvements infactory quality, local sites and productivity; achieved year-on-year improvements
Units exported in FY2019
Thailand: 330,000
Indonesia: 67,000

SelfEvaluation












*1 Refers to knockdown production—a practice of importing major parts for local assembly and sale
*2 Production method shared between Renault, Nissan and Mitsubishi

Basic Approach
MITSUBISHI MOTORS has been developing business in
the ASEAN region since prior to the rise of motorization, and we have grown up alongside these countries
while developing close ties with the region based on
the idea that “regional development” is “MITSUBISHI
MOTORS development.”“Contributing to local economies through busi-

from now on, by responding to social needs unique toness” is a material issue, and we are promoting activ-

the ASEAN region we will also leverage our distinctive

ities with the aim of “contributing to local economies

technologies and services in the areas of environmen-

through employment, human resource development,

tal and social contribution.*4

investment, technology transfer and export by devel-*3 F
 or details on identifying material issues, see page 11.
*4 See pages 76–78 for specific examples.

oping business in the ASEAN region.” *3

By providing ASEAN customers with the productsthat they need, in addition to expanding business
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Commitment of Top Management

Sustainability Management

Management Structure

Environment

SocialHuman Resource Development

Governance

ESG Data

Investment

Local subsidiaries take charge of planning and imple-

MITSUBISHI MOTORS supports the growth of per-In addition to supporting the growth of the local

menting activities in line with initiatives that target

sonnel responsible for the development of the local

economy, we are proactively making capital invest-

material issues in the ASEAN region. MITSUBISHI

economy by furnishing them with specialist knowl-ment in factories in response to the need for busi-

MOTORS’ Sales Division, which maintains adminis-edge and skills through their experience of work

ness expansion. Demand for the XPANDER, a compact

trative and supervisory functions, is responsible forat the Company. We provide training courses and

MPV we produce in Indonesia, vastly exceeded initial

promoting these initiatives. In Thailand, Indonesia andon-the-job training (OJT) according to the situationplans. In response, in fiscal 2019 we expanded facili-

the Philippines, where MITSUBISHI MOTORS’ produc-in each country. In addition, in fiscal 2019 five local

ties there, boosting production capacity from 160,000

tion bases are located, every six months we check

employees from Thailand were dispatched to Japan

units to 220,000 units. In Thailand, our largest over-with local subsidiaries on the rate of progress andfor training as local employees/managers capable ofseas production site, we continued to renew global

results of initiatives, reporting to the management

being active in global business. In Indonesia, we con-vehicle models, through the fiscal 2019 launch of theteam via the Sustainability Committee.

ducted training for more than 300 local employees

new-model PAJERO SPORT, an SUV. We also madeaccording to their business level. In the Philippines,

progress on reconfiguring our production structure,

more than 300 employees received manufactur-such as by building a new paint factory. In the Phil-ing training in the aim of enhancing the production

ippines, we have decided to export the L300, a com-division’s capabilities, boosting their level of special-mercial van, and we are making progress on putting

We believe that the mission of MITSUBISHI MOTORS

ization. In fiscal 2020, we plan to continue providing

production facilities in place.

is to lead the way for the continuous growth of the

training courses and OJT according to conditions inbusiness and to create local employment. We haveeach country.

Employment

production bases in Thailand, Indonesia and the Philippines. In fiscal 2019, our number of local employees
in those three countries remained at 11,000, the samelevel as in fiscal 2018. In fiscal 2020, we plan to create
employment in line with our business plans.

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Commitment of Top Management

Sustainability Management

Technology Transfer
In the ASEAN region, meeting environmental regulations is becoming a more important issue than ever.
While mobility is on the rise and there is a global
shift to electric vehicles, there is a rush to introduce

Environment

SocialGovernance

ESG Data

ries. We are working to enhance competitiveness byusing a PDCA cycle to improve factory quality, promote
on-site improvements and bolster productivity. In
fiscal 2019, our KPIs improved year on year in Thailand,
the Philippines and Indonesia, up for the second year
in a row since introducing the Alliance Production Way.

electric vehicles in the ASEAN region, as well. Utilizing
electric vehicle technology and expertise, which is one

Exportof the strengths of MITSUBISHI MOTORS, we are leading the way ahead of other companies by conducting
joint studies alongside governments, universities andresearch agencies in each country to contribute todrafting government policy related to the popularization of electric vehicles. In Indonesia, we began sellingcomplete build up vehicle of plug-in hybrid vehicle(PHEV) in fiscal 2019. We have decided to begin KD
production of PHEV model in Thailand in fiscal 2020
and to begin selling PHEV model in the Philippinesfrom fiscal 2020. In addition, at five dealers we havedecided to open DENDO DRIVE STATIONs (V2H systems
that utilize electric vehicles). We will continue contributing to the creation of the market through the provision of technology and expertise related to electricvehicles and EV infrastructure.
Also, in terms of technology transfer by production sites, we are working to strengthen the competitiveness of factories such that the value chain of the
manufacturing industry in the local society is trans-

Through exports, we are supporting the continuous growth of local economies. Utilizing its strategic
location, the factory in Thailand, which is our largest
overseas production site, is exporting key models,
including pickup truck and SUVs to the ASEAN region
and worldwide. In fiscal 2019, we maintained a stable export business, exporting 330,000 units fromThailand. The XPANDER, a compact MPV, was popularin export markets, as well. As a result, exports fromIndonesia exceeded 67,000 units, mainly to the ASEAN
region. We have decided to begin exporting the L300,
a commercial van, from the Philippines, and we willcontinue promoting a mutually complementary structure for production within the ASEAN region. Throughthe stable growth of local production, we are contributing to the local economy, including the further
creation of employment and the development of theautomobile industry.

formed. Specifically, we are introducing the Alliance
Production Way, using the method’s KPIs to measure
the quality, inventory, costs and productivity of factoMITSUBISHI MOTORS CORPORATION

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Sustainability Management

Environment

SocialGovernance

ESG Data

Work Style Reform
FY2019 Materiality Targets and Results

: As planned : Delayed

Details of Main Initiatives

Ideal Image

Promotion of work style reforms

Realize total working hours within 2,000
hours/year

Basic Approach
MITSUBISHI MOTORS views the key to creating sustainable growth and improving corporate value in an
everchanging operating environment is people. We
therefore believe that realizing an environment isimportant where each and every person can perform
meaningful work and demonstrate his or her abilities,
and where people can work enthusiastically and ingood health, both physically and mentally.
Work style reform is not simply about reducing
the time spent working. Our efforts are directed at
a vision of creating a work style of which we can beproud, through which employees can get a solid senseof their own personal development, and which realizes both development for the company and happinessfor families.

Management Organization
We have been promoting telecommuting and flextime
systems as flexible working styles that free employees
from the constraints of work location and time. In thisway, we have worked on developing an environment
where diverse employees can maximize their abilities.
In January 2019, we established the Work Style Reform
Committee, composed of division general managers
and led by the CEO, to enact and entrench policies and

FY2019 Targets
Ongoing implementation of work stylereform measures

measures. Going forward, we will continue promoting
work style reform at individual worksites.

Indicators

FY2019 Results

Total working
hours

2,073 hours/year

SelfEvaluation
working styles free from the constraints of work location and time.
At our head office building, which we moved into

Shortening Total Working Hours

in January 2019, we have created an environment that

MITSUBISHI MOTORS is implementing measures toshorten total working hours to establish and promote
work-life balance. Together with improving work
efficiency, by encouraging employees to take paid
leave and introducing a telecommuting system andflextime system with no core time requirements, weare creating workplaces that allow a variety of flexible

ployees, including free-address seating (in which em-

more actively promotes communication among employees have no set seating location), open meeting
spaces and cafeterias. In addition, meeting rooms areequipped with controlling systems to improve productivity, and we have installed large display screensin an effort to boost productivity and move awayfrom the use of paper.

Examples of initiatives
Measures related to working hours• Setting the third Friday or the Friday closest to the 20th day ofeach month as “Premium Friday” when employees are encouraged to leave work by 3 p.m.
• Encouraging employees to use our half-day leave system andflextime system, which we recently revised to remove the coretime requirements• Encouraging employees to take paid leave around public
holidays and consecutive holidays in order to make a longer
weekend
Measures related to places of work
• Encouraging employees to make use of the telecommuting
system to a maximum of 80 hours per month
Measures for raising awareness about work style reforms•M aking progress visible by counting and internally disclosing
overtime hours and paid leave taken by each division
DATA (P104-105): Working hours, ratio of paid leave taken, number of employees using telecommuting/flextime systems

Employee Surveys
Since fiscal 2013, we have conducted employee surveys to identify issues affecting the Company, organizations, and individual employees. The survey results
are used to improve awareness and operations at
each workplace.
In fiscal 2017, we conducted an online survey ofapproximately 14,000 employees. In fiscal 2018, actionplans for addressing the issues identified through thesurvey were formulated and implemented on a workplace basis. We confirmed the results of these efforts
through an employee survey in fiscal 2019.

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Environment

SocialGovernance

ESG Data

Diversity
FY2019 Materiality Targets and Results
Details of Main Initiatives

: As planned : Delayed

Ideal ImageFY2019 Targets

Indicators

Number of
Promotion of women’s partici- Have 100 women in management by the Implementation of reinforcement
female managers
end of FY2020
measures aimed at realizing ideal
pation and advancement inimage
the workplace
Promotion of employment of Promote stable, continual employment Ongoing promotion of employment Percentage of
people with disabilitiesof people with disabilitiesof people with disabilities
employees withdisabilities
Promotion of LGBT awareness Create workplace environments where
Continuation of activities promot- External indicatorLGBT people find it easy to working LGBT awareness

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. With respect for
employee diversity including race, nationality, ethnic-

Diversity Promotion Policy
We aim to respond to change and heighten organizational capabilities by incorporating diverse viewpoints
and approaches through the different abilities andcharacteristics of each employee. In this way, we will
create vehicles offering new levels of attractivenessand value. We are promoting Di@MoND (Diversity @MITSUBISHI MOTORS New Drive) activities to create anenvironment where employees can maximize their individual 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 their strength to overcome even the toughest challenges to achieve goals, thus acting as a new driving force for the company.

ity, gender, sexual orientation, gender identity, age,ability or religion, we are making efforts to create
environment where each person can energeticallywork without difficulty.
We established a Diversity Promotion Policy in July
2014 to promote and achieve diversity.

Management Organization
MITSUBISHI MOTORS is promoting diversity in theform of Di@MoND activities by the Diversity Promotion Office based on the Diversity Promotion Policy. By
embracing diversity, our aim is to leverage employees’
diverse characteristics in a manner that will contribute to the mutual growth of the Company and each
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SelfEvaluation

FY2019 Results
76(As of March 2020)



2.19%
(As of March 2020)

Received gold, the highest ranking in the
PRIDE Index, for the second consecutive year

individual employee. Initially, Di@MoND activities
prioritized women’s participation and advancementin the workplace. Now, we are also working to provide
working environments that are comfortable for all.

Diversity Report
MITSUBISHI MOTORS has been issuing the Diversity
Report, a publication dedicated to diversity issues,
since 2015.
Vol. 4, issued in fiscal 2018, is titled “Invigorating
the organization through diversity.” It picks up on
some examples for utilizing individual diversity andvalues as a source of innovation for the organization,
while looking back at the history of diversity promotion thus far. Through this publication,
we aim to foster internal and external
awareness of our Di@MoND activities.
We are also working to raise awareness and create workplace environments in which every employee canshine and individuality can thrive.
The Diversity Report can be downloaded via the link below.
Diversity Report Vol. 4, “Invigorating the organization throughdiversity” (Issued December 2018) PDF [5MB]
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Commitment of Top Management

Sustainability Management

Promoting Women’s Participation andAdvancement in the Workplace
MITSUBISHI MOTORS promotes women’s participation
and advancement in the workplace as a priority issue.
Since 2014, we have been selecting female managers
and manager candidates to join Working Women’s
Empowerment Forum, led by the Japan Institute for
Women’s Empowerment & Diversity Management.
As of July 2020, 12.5% (five) of the Company’s
executives were women, and we had 74 female managers, of whom 14 were division general managers.
Based on the Act on Promotion of Women’s Participation and Advancement in the Workplace, in 2016
we formulated an action plan to promote women’s
advancement, setting 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 positionsof greater responsibility.
TOPICSMITSUBISHI MOTORS Selected as Constituent of
MSCI Japan Empowering Women Index
In 2020, MITSUBISHI MOTORS was selected as a constituent member of the MSCI Japan Empowering Women
Index (WIN) for the third year in a row. WIN is an index
developed by MSCI Japan Inc. for supporting investmentin the environment, society, and governance (ESG).
MSCI selects companies that lead their industries
in promoting the hiring, continued employment, andadvancement of women and diversity. MSCI makes its
determinations based on data relating to the employmentof women disclosed pursuant to the ACT on Promotion of
Women’s Participation and Advancement in the Workplaceand information disclosed by companies for example.

Environment

SocialGovernance

ESG Data

Promoting a Work-Life Balance
We are enhancing our work-life balance assistance programs to accommodate the diverse work styles of ouremployees. In fiscal 2017, we introduced the telecommuting and accompanying leave systems to accommodate
diverse work styles and life events. In fiscal 2018, we established the Work-life Balance Support Concierge within
MITSUBISHI MOTORS, from which employees can seek advice on the programs suitable for their individual childcare and nursing care needs. Following feedback from employees who had sought advice, we relaxed the criteria
for child nursing leave, short-term nursing care leave and the telecommuting system.
DATA (P104): Status of Female Management Promotions
DATA (P105): Number of persons taking childcare leave and utilizing main work-life assistance programs

List of work-life balance assistance programs
Overview
Can be taken for the designated period of time applied for in advance, between becoming pregnant and the day prior to maternity leave (may be taken multiple times)
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 child’s third birthday
Child nursing
Can be taken until the end of the fiscal year of the child’s 12th birthday (one child: up to 5 days;leave
two and over: up to 10 days; first five days are paid in both cases)
Reduced working Four-, five-, six-, or seven-hour work shifts can be chosen until the end of the fiscal year of thehours for childcare child’s 12th birthday (combined use with the flextime system is also available)
NursingNursing care leave Aggregate total of three years can be taken per person receiving nursing care
care
Short-term nurs- If one person receiving nursing care: up to 5 days; if two or more people receiving nursing care: up
ing care leave
to 10 days (first five days are paid in both cases)
Reduced working
Available until the reason for the nursing care no longer exists. Employees can elect to work, four-,hours for nursing care five-, six-, or seven-hours per day, and are also eligible for flextime work.
Miscellaneous 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 Employees can accumulate unused annual paid leave up to four days per year to a maximum of 40
unused paid leave days which can be used for predefined purposes. (E.g., receiving treatment for non-work related injury/illness, caring for family, childcare, participating in volunteer 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
Limited to a maximum of 80 hours per month. Employees can work remotely using their own
systemwork PC, either at their own home or at the home of a family member if providing childcare orcare for that family member.
Reemployment
Eligible for employees who resigned due to pregnancy, the birth of a child, childcare, nursing care,systemmarriage, moving due to spouse work transfer, or other reasons recognized by the Company, with
an applicable period within five years after resignation
Accompanying
Temporary leave system for employees to accompany spouses who have been transferred in Japanleave
or overseas or are studying abroad, with an applicable period of from one month to five years
Childcare

Programs
Pregnancy leave

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Sustainability Management

Environment

SocialHelping Employees to Balance Work and Childcareterm career development while workplace supervisors

MITSUBISHI MOTORS actively supports employees wholearn how to manage them properly.

seek to balance work and childcare. This support also
having been established. Dia•Kids Okazaki was opened

Helping Employees to Balance Work andNursing Careat the Okazaki site in April 2017, followed by Dia•Kids

As birth rates decline and society ages, we believe it is

Tamachi at our head office building in February 2019.

important to help employees balance work and nurs-

extends to facilities, with two on-site daycare centers

Since fiscal 2015, we have been holding get-toknow-you lunch meetings at the head office foring care.
MITSUBISHI MOTORS has set up contact points

employees on childcare leave and employees working

where employees can consult with nursing care spe-

reduced hours for childcare in order to eliminate con-cialists as required via email or on the phone. We also

cerns about returning to work by employees on leave,organize on-site individual nursing care consultations

alleviate worries from those working while performingwith nursing care specialists. Furthermore, we orga-childcare, and support network building. Meet-and-nize nursing care seminars delivered by outside in-talk sessions are also held between employees on

structors to provide basic information about how theychildcare leave and workplace supervisors.

can balance their work and nursing care. The seminars

In addition, we regularly bring in outside instruc-are held in four regions (head office, Okazaki, Kyoto

tors to conduct training for employees who are work-and Mizushima). In fiscal 2019, they were attended by

ing while raising children as well as training for man-about 150 employees, primarily managers.

agers with subordinates on childcare leave or who areraising children. Through these sessions, employeeswith children learn how they should approach long-

Increasing Employment of Senior Workers
With the goal of handing down skills and technologies
and securing a talented workforce that makes themost of its knowledge and experience, MITSUBISHI
MOTORS operates a program to reemploy senior workers after their retirement. As of March 2020, there
were 868 reemployed workers, engaged in handing
down techniques and training the next generation.

Governance

ESG Data

Promoting Employment of People with Disabilities
Aiming to achieve a workplace where everyone canwork, we actively hire people with disabilities in a wide
range of occupations. As of April 2020, the percentageof employees with disabilities at MITSUBISHI MOTORS
was 2.2%. We will continue to promote additional employment while improving the work environment.
At the parent company, we employ 185 people withphysical and mental disabilities (as of April 2020). At
our head office, we have installed wheelchair- and ostomate-compatible toilet facilities, creating a working
environment amenable to employees with disabilities.
We also promote the employment of people withdisabilities through MMC WING, a special-purpose
subsidiary established in April 2007. As of April 2020,
this company employed 60 workers with intellectual
disabilities at the Okazaki and Mizushima plants. In
the 13 years that have passed since its establishment, MMC WING has received many inquiries about
employment from “Hello Work” Public Employment
Security Offices, the prefectural employment andsupport center for disabled persons, and special
needs schools, and has established a high profile in
the region. In addition, we do not stop at just providing employment within our company when doing ourpart 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 withdisabilities opportunities to experience group activities and work processes.
DATA (P105): Number of hired people with disabilities

Dia•Kids Tamachi, a day-care center for employees
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Commitment of Top Management

Sustainability Management

Global Action

Environment

SocialGovernance

ESG Data

Promoting LGBT AwarenessAs part of the support offered to our workforce of

The MITSUBISHI MOTORS Global Code of Conduct

non- Japanese employees, which is increasing year by

expressly includes respect for LGBT individuals underyear, we have established prayer rooms at our head

“Respect Human Rights and Diversity and Provide

office and Okazaki sites which are available to peo-

Equal Opportunity.” Since fiscal 2018, we have held an

ple of all religions and denominations. A facility forLGBT seminar with the aim of providing basic knowl-cleansing parts of the body before worship has alsoedge for accurate understanding of LGBT issues andbeen set up in the prayer room at the Okazaki site.

increasing supporters known as “Allies.” To date, theseminar has been attended by around 500 employees.
In fiscal 2019, we provided an e-learning course, “Understanding the Basics of LGBT,” which was taken by

Signs on the ceiling
indicting the directionof worship

6,654 employees.
We also exhibit at the Tokyo Rainbow Pride LGBT
event, showcasing our initiatives for LGBT and diversity in general to visitors to the event.
In September 2019, we partially revised our rules of
employment so that the definition of marriage extends to same-sex partners and applies when taking
wedding vacations or life planning leave.
TOPICS

Prayer room in our head
office buildingAwarded PRIDE Index Gold Rating
Hand- and foot-washingfacilities

Prayer room in the Okazaki area

Developed by “work with Pride,” a voluntary organization in Japan, PRIDE Index is an indicator for rating
workplace initiatives for sexual minorities, includingLGBT. In 2018 and again in 2019,
MITSUBISHI MOTORS was awarded
the highest “gold” rating. We willcontinue to create workplaceenvironments that are friendly
for all employees.
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Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

Human Resource Development
FY2019 Materiality Targets and Results
Details of Main Initiatives
Expansion of humanresource development
program

: As planned : Delayed

Ideal Image
Promote development of humanresources who practice the MMC WAY

FY2019 Targets

FY2019 Results

SelfEvaluation

Introduced e-learning platform for managers and general managers to promotelearning on daily-basis

Indicators

Introduction of reinforcement training for
middle management

Education
program

Basic Approach
MITSUBISHI MOTORS’ educational system is supported

Education Pillars of MITSUBISHI MOTORS

by three pillars: the Three Principles, a statement ofThree Principles

the Mitsubishi Group’s management principles; ourCorporate Vision and Mission; and the MMC WAY,

Corporate Vision and Mission

guidelines for daily behavior. We have clarified theabilities and skills necessary to put these principles

MMC WAYor behavior into practice. We also specified the ideal model for each job classification and introduced

MMC Companywide Education

respective curricula based on both.
Employees also discuss their personal vision for
the future during annual interviews with their superiors. Sharing such visions between superiors and subordinates leads to achievement of human resource(1) Ideal to be pursued(2) Training(off-the-job-training)(3) Human resource
development(HRD) systems(4) Practical training(on-the-job training)

Required humanresource model

Introduction of selective
reinforcement training

Introduction of
PDCA cycle for HRD

Performance evaluation/
feedback interview

Ability requirements

Awareness-raisingfor MMC WAY

Revitalization of
HRD communication

Check of preferred career/
stocktaking of skills

Criteria for ability
development

Enhancement ofobjective ability
assessment

Promotion ofawareness/development
based on resultsof assessment

Provision of development
experience/opportunities
based on resultsof assessment

development with deeper understanding.

(dimensions)(some training)(Quality Gates assessment)

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Sustainability Management

Management Organization
Based on the education pillars, sections in charge ofeducation with the Human Resources Division have
put in place a training program for the systematic

including e-learning training for all employees andselective training that allows employees to select the(required humanresource model)

Generalmanagers (M1)(innovation leader)Training
for newly
promoted
employees

Reinforcement training

Training for
newly Promoted M1

Selective
reinforcement
raining(e-Learning)
Leadership training
for organizationaltransformation

Sectionmanagers (M2)(management
professional)

Training for
newly promoted M2

Selective reinforcement training(e-Learning)

AssistantManagerTraining for
newly promoted AssistantManagerTraining for M2
candidates(preparatory training
for assessment)(a leader ofpractical work)

Good communicator development training
Third year
training*1

Staff

Second year
training(a professional in
the operational
work)

Entry-level
employeetraining
Third year
training*1

Clerical Staff

Second year
training(efficiently carries
out operations)

Entry-level
employeetraining

Training
acrossall job ranks

Training for M2
candidates(assessment)

GlobalMindset/SkillsGlobal communications
training*2
Global mindset
training*3

EnglishMeasures for improving TOEIC score

Training for
newly promoted Main Staff:Newly implemented

Engineer training

Main Staff(a key player in theexecution of work)

Training for M1
candidates(assessment)

Institutional
training

Training for mentors of new graduates

Training for
Assistant Manager
candidates(advance training)

Training forcandidates
for promotion

Training for mid-career employees

programs they want to participate in.

Job
Classification

Training for each job rank

TOEIC score range from 300 to 695

duced various other training programs for employees,

Organizational Framework of MITSUBISHI MOTORS’ Human Resource Development

Training for expats to be dispatched toforeign affiliates

ee job classifications, we have mapped out an intro-

ESG Data

Selective training (OCD*4 program, etc.)

In addition to training curricula tailored to employ-

GovernanceFollow-up training oncommitment and target &MMC WAY

employees to general managers.

SocialFeedback interview training

development of human resources, from entry-level

Environment

Global communications
training*2
Global mindset
training*3*1 Mid-career employees undergo fundamental business skills follow-up training corresponding to third year training.
*2, 3 To be conducted within third year training and entry-level employee training program, respectively.
*4 OCD: Overseas Career Development
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Sustainability Management

Training and Education
Strengthening of Middle Management
The role of middle managers acting as a bridge between management and the work floor is becoming
increasingly important for responding to environmental change and enhancing organizational capability.
MITSUBISHI MOTORS has a training program for thesystematic development of human resources fromentry-level employees to general managers, and isparticularly focused on enhancing programs thatstrengthen middle management.
Specifically, in the training for section manager(M2) and general manager (M1) candidates, which isdesigned to improve management capability, opportunities are provided for them to learn the skills
and abilities required at each level for identifying andresolving issues, and to also learn about characteristics of their own thinking and behavior, as well as
points for improvement, through feedback provided
by external assessors.
In fiscal 2019, we held elective e-learning courses
for section managers and division general managers,
providing opportunities to learn on a routine basis. We
are currently operating in an environment that is difficult to forecast, and individual capabilities are being
tested. We will continue to consider and implement
frameworks that help nurture employees’ abilities toadapt to a changing environment and create frameworks that support individual growth.

Fostering Global-Minded Human Resources
In line with increases in both overseas production andsales volumes, MITSUBISHI MOTORS is placing empha-

Environment

Socialsis on developing human resources who are capableof adopting a global perspective and performing in
the global business field.
English language skills are essential when working
with people outside Japan, so we offer employees
training designed to systematically improve theirEnglish skills, including beginner and intermediate
courses aimed at improving basic skills. We also offer local language courses for employees who will bestationed in non-English-speaking countries.
In addition to language training, we run a program in which younger employees are dispatched tonon-English-speaking emerging countries for three
years (one year of language training + two years ofwork experience at a local affiliate). Plans are also inplace for training programs at overseas subsidiaries.

Governance

ESG Data

Career formation and evaluation
Personnel System
Regarding career formation, we have put in place asystem which enables employees to proactively set
their own goals based on their achievements, capabilities, and life plans, while elevating their capacity toachieve these goals.
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 to have
employees build an objective picture of their chal-

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,
knowledge and experience of skilled workers.
We are also working to support the lifelong career development 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 2019 Seminars for Future Good Life

Number of seminars
4 in total across the company
The number of participants 90

lenges and then proceed along a career path they
have formed for themselves with conviction and ahigh degree of motivation.
We have introduced management-enhancing
tools aimed at section managers and general managers with the objective of revitalizing the organization.
In doing so, we aim to: (1) Share organizational objectives and foster a sense of responsibility for achieving
these objectives, (2) Enhance incentives for achieving
objectives, (3) Enforce mindset and behavior expected from employees, and (4) Make appointments andpromotions according to merit.
For non-management personnel, our aims are(1) Sharing organizational objectives and instilling a
sense of responsibility for achieving them, (2) Raising

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Sustainability Managementtransparency and employee approval of evaluations
and employee treatment, and (3) Promoting theestablishment of shared values.

Evaluation Standards: MMC WAY
We have created six, simple keywords that capture
the minimum necessary preparation and behavior
required as MITSUBISHI MOTORS employees.

Environment

SocialGovernance

ESG Data

Fair Compensation System
MITSUBISHI MOTORS introduced a remuneration system that allows for appropriate compensation basedon the roles, degree of contribution, and weight of theroles and responsibilities of each employee. We provide the system to enhance each employee’s careerand motivation. In conjunction with raises given
annually based on individual performance, raises are

MMC WAY

also given according to advances in career.
We comply with local laws and regulations re-

MindsetCross-functional
	Work beyond organizational boundaries

Actions
Commit	Achieve quantifiablegoals

garding wage levels and set wage levels according toTransparent	Candid and accountable

Challenge	Take proactive action
for value creation

DATA (P105): Wage levels

Look outward
Go out and learn

job classifications, taking into consideration industry
levels. There are no discrepancies in wages based on
race, nationality, sex, or other such reasons.

Perform	Results with sense of
speed

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Environment

SocialGovernance

ESG Data

Occupational Health and Safety
FY2019 Materiality Targets and Results

: As planned : Delayed

Details of Main Initiatives

Ideal ImageFY2019 Targets

Indicators

FY2019 Results

SelfEvaluation

Creation of safe workplaces

Realize safe and secure workplaces

Ongoing measures for the creation of safe workplaces

Overall accident rate*

0.42



*Number of accidents with or without loss of workdays per 1 million working hours

Health and Safety Management Policy

Management Organization

MITSUBISHI MOTORS believes ensuring the health and safety of employees is the foundation of corporate activi-

The Central Production Committee comprises the lead
officer, heads of production sites, and labor union
representatives. The committee meets annually toassess the status of measures taken over the year
to address such issues as occupational safety, traffic safety, natural disaster preparedness and healthmanagement. The committee also sets quantitative
targets for health and safety in the coming year,
determines priority measures and takes action toachieve the targets.

ties. Accordingly, we have established a Health and Safety Management Policy and are undertaking related measures on an ongoing basis, including through offices for on-site cooperation.

Basic Policy
1.	 We will undertake companywide activities with emphasis on each process of the PDCA cycle to eliminate workplacerisks and hazards with safety taking priority over all else. Within each activity, confirmation, follow-up, and improvement will be carried out successively and continuously.
2.	Workplace supervisors from senior management down will implement comprehensive health and safety management
measures under their own responsibility with an awareness that ensuring health and safety is the foundation of management. They will strive to create a workplace culture of discipline with consideration for others and a strict attitude
of not engaging in, not allowing others to engage in, and not overlooking unsafe conduct. All workplace supervisors
will also work to create a workplace culture that fosters open communication where subordinate personnel feel thatthey can say anything through honest dialogue at any time and to raise awareness of health and safety.
3.	Each employee shall observe basic rules and conduct guidelines relating to safety to protect their own safety andendeavor to create healthy workplaces with no accidents by conducting on health and safety activities in cooperation
with all MITSUBISHI MOTORS personnel with a strong commitment to complying with decisions that they have madeand decisions that have been made by others.
4.	Companywide efforts shall be made to create clean and comfortable work environments, prevent disease, and promote the health and physical well-being of each employee.
5.	Health and safety management shall be implemented in accordance with the MITSUBISHI MOTORS Health and Safety
Management System.

MITSUBISHI MOTORS CORPORATION

Initiatives to Ensure Workplace Safety
MITSUBISHI MOTORS works to create safe and secure
workplaces where all employees can dedicate themselves to 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 inall work situations and make improvements. Additionally, we create safe workplaces by carrying out
mutual safety checks at production sites by senior
officials and workplace supervisors to identify commonly overlooked hazards. Other measures include
adopting improvement proposals and requests raised

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Sustainability Management

by employees. We also established “safety training
schools” at each business site to raise hazard awareness and conduct hands-on hazard training so that all
employees can experience firsthand such hazardous
situations as pinching, being caught up in equipment,
becoming wounded and falling. In fiscal 2019, 1,820
people took part in this training.
In fiscal 2019, there were four workplace accidents
involving the loss of one or more workdays, one fewer
than in fiscal 2018. However, the accident rate was
0.42, falling short of our 0.26 target. The main causes of these accidents were an insufficient ability byworkers to predict danger and overlooked unsafe
conditions. In fiscal 2020, as well as providing hazard
prediction training, we are taking synchronized, company-wide, in-depth efforts to eradicate unsafe conditions by identifying potential accidents and ensuringthat facilities are intrinsically safe.
As for assessing our compliance with safety-related laws and regulations, we use checklists to conduct
self-checks of each workplace and to conduct reciprocal checks on other workplaces to ensure thoroughcompliance. At our overseas plants, following on from
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh) and
Mitsubishi Motors Philippines Corporation (MMPC),
a compliance assessment was conducted for P.T.
Mitsubishi Motors Krama Yudha Indonesia (MMKI) in
fiscal 2019. Going forward, we will expand these assessments to other locations.
With the aim of strengthening our health andsafety management structure and further raising
the level of management, we also plan to rebuild thecompany-wide health and safety management system, and to acquire ISO 45001 by fiscal 2022.
DATA (P105): Accident Rate

Mental and Physical Health Initiatives

For the purpose of maintaining and improving themental and physical health of our employees, MITSUBI-

Environment

SocialSHI MOTORS prioritizes two key measures: guidance on
preventing lifestyle-related diseases and measures formaintaining good mental health.
Given that mental health issues account for morethan half of absences due to illness, we have positioned mental health measures as a company-widepriority issue and have introduced an outside Employee Assistance Program* (EAP), a type of mental
health program. We also offer consultation on individual issues, provide mental health education and offer
support programs to improve the workplace.
The number of employees who were absent fromwork due to the onset of mental health issues increased by 16% in fiscal 2019 compared to the previous
fiscal year. Given that work-related concerns accountfor approximately 80% of all cases, we have placed
priority on prevention with the aim of providing carefor individuals, encouraging care of subordinates bysuperiors, and improving workplace environments.
We arrange face-to-face sessions with industrial
physicians or counselors for employees determined to
be experiencing high levels of stress based on the results of annual stress checks. We have made an appeal
for employees to actively attend sessions with industrial physicians, explaining the purpose of the sessions
and about how confidentiality is assured. This effort is
helping with the early detection and response to mental health issues. We also assess stress levels at each
workplace, conduct training to improve workplace communications, and conduct a program delivered by outside counselors to improve workplace environments. In
fiscal 2019, 55 departments and divisions accessed thisprogram in an effort to make improvements.
We are creating environments where employees
feel comfortable consulting about their concerns with
consultation desks for individuals. We have established consultation desks with counselors, attorneys,
tax accountants, and other professionals and madeMITSUBISHI MOTORS CORPORATION

Governance

ESG Datathem available not only to employees, but also totheir family members.
*This employee support program seeks to improve individual andworkplace health by implementing organizational mental healthmeasures, offering health consultations on individual physical ormental health issues, and addressing compliance and other issues.

Labor-Management Relations
MITSUBISHI MOTORS supports the basic principlesof the Universal Declaration of Human Rights, theOECD Guidelines for Multinational Enterprises, and theUnited Nations Global Compact, 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 2020, our labor union had 12,755 members(excluding reemployed senior staff), accounting for 99% ofgeneral employees excluding officers and management.

Status of Labor-Management Communications
The labor-management council is regularly held alongwith collective bargaining as an opportunity for labor
management discussions. These discussions aim toshare information about issues such as working conditions and the working environment, and labor andmanagement then work together to solve these issues. In fiscal 2019, 47 discussions were held between
the Company headquarters and union headquarters,
and many discussions were also held between offices
and union branches in each business site.
For important topics such as major changes inworking conditions, we organize a labor-management
expert committee and make decisions after carefulconsideration and discussions and management.
We are also working to build good relationships
with labor unions at overseas affiliates in accordancewith the labor laws and regulations of each country.

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Environment

SocialGovernance

ESG Data

Human Rights
Basic Approach and Policies
Based on the idea that respect for human rights
is the foundation of our business activities, in May
2019, MITSUBISHI MOTORS announced its support for
the United Nations Global Compact (UNGC)* in which
the United Nations advocates the ten principles in
the four categories of human rights, labor, environment, and anticorruption. As a participating company, we support and respect international standards
and norms such as “the International Bill of Human
Rights,” “the ILO’s Declaration on Fundamental Prin-

In fiscal 2019, in the newly enacted MITSUBISHI

our training programs, and we encourage our employ-

MOTORS “Human Rights Policy,” specific initiatives are

ees to work together with respect for diverse values.

defined, including support and respect for international standards and norms regarding human rights,
matters for compliance, and the implementation ofhuman rights risk evaluations and executive/employee training.
*See page 9 for details on our support of the UN Global Compact.
PDF Human Rights Policy

Consideration for Human Rights
in Work and Investment

ciples and Rights at Work,” and “the United Nations
Guiding Principles on Business and Human Rights.”

As we believe that positive relationships based on

Based on the 10 principles of the UNGC, we will con-mutual understanding between employees and ev-

tinue our activities toward the realization of the sus-

eryone in the community are essential to the sustain-tainable growth of society.

ability of our business, when establishing businessAs a global company, MITSUBISHI MOTORS believes

sites or related facilities, we give consideration to thethat respect for human rights and anti-corruption

cultural values of the country and region including

initiatives are very important.

customs and religions.

that discrimination, retaliation and harassment are
not permitted in any form or to any extent, and thatthe diversity of suppliers, customers, executives, employees and local communities shall be respected inaddition to respecting human rights.

resources. Personnel in charge of education stationed
at our business sites are working to raise humanrights 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 have beena member for some time, and the Mitsubishi Human
Rights Enlightenment Committee and attended conferences, research meetings, and so on held by otherexternal organizations, gathered information, andtook measures to improve understanding (approx. 140
days in fiscal 2019). The insights gained from these

Prohibiting Discrimination

ti-corruption, in May 2019, a partial revision was madeOpportunity” in the Global Code of Conduct specifies

nywide headed by the executive in charge of humanand other purposes.

initiatives for the respect of human rights and an-“Respect Human Rights and Diversity, Provide Equal

We offer human rights awareness training compa-

opportunities have been reflected in internal training

Based on that idea, in order to further specify

to the MITSUBISHI MOTORS Global Code of Conduct.

Framework of Human Rights AwarenessIn our Human Rights Policy, executives and employees
are required to respect diversity and to create equal
opportunities with no allowance for unfair discrimination or harassment on bases such as race, skincolor, nationality, ethnicity, family origin, sex, sexual
orientation, gender identity, age, disability, languageor religion.
Also, we emphasize the importance of diversity in

Human Rights Compliance in the Value Chain
In addition to internal efforts targeting human rights
internally, we place great importance on initiatives
that address human rights among suppliers. In the
Supplier CSR Guidelines, we specify matters involving
respect for human rights, including the complete
elimination of discrimination and the prohibition ofchild labor and forced labor. We confirm that suppli-

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Environment

ers agree to consider human rights based on these

Education and Training

guidelines by having them sign Supplier Commitment agreements.
At sales companies, we carry out initiatives to provide a work environment with consideration for thehealth and safety of employees and we prohibit actsthat infringe on human rights.

SocialHuman Rights Education Programs
In order to encourage all employees to cultivate theirrespect for human rights, MITSUBISHI MOTORS is

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 andconsultation for employees.
Also, having established a Business Partner Helpline for suppliers, and a Customer Contact Center asa consultation office for customers, we are receiving
reports and request of consultations regarding human rights issues.
Confidentiality and user anonymity is guaranteed
at all of these consultation offices.

Establishment of Internal and External Consultation Offices (Helplines) P88
For further information regarding the Business Partner Helpline,
please go to P73
For further information regarding the Customer Contact Center,please go to P54

ESG Data

To promote LGBT awareness among employees,
we held seminars at various sites. We also rolled out
an internal e-learning course covering basic knowledgeof LGBT issues.

and division general managers). Details of the training

Training Programs
by Type
Entry-level employee
training
Mid-career employee
training (newly promoted)
Newly promoted manager
training
Seminars to raise understanding of LGBT issues
LGBT e-learning course

are described below.

*Attendance ratio not disclosed for voluntary attendance

offering courses that deepen understanding toward
human rights within its training programs tailored toeach job rank, beginning with entry-level employee

Establishing Consultation Offices

Governancetraining. In fiscal 2019, we conducted a total of 770
hours of human rights training for 800 employees, including entry-level employees, mid-career employees
and newly promoted managers (section managers

Number ofParticipants
470

Attendance
Rate
100%

168

100%

168

100%

251

—*

6,654

—*

The significance of corporate initiatives
regarding human rights, fundamental
knowledge regarding human rights, etc.
Mid-career
Recent topics regarding human rights,
employees
the relation between our business andhuman rights, etc.
Newly promot- Recent topics regarding human rights,
ed managers
prevention of harassment, roles ofmanagers, etc.
Newly promot- Provision of expertise needed as workplace managers, etc.
ed generalmanagers
Entry-level
employees

In addition to training, we regularly distribute information on human rights-related topics to all divisions within the Company with the aim of raisingawareness of human rights. One such initiative is thedissemination of a message from our CEO, coinciding
with Human Rights Day on December 10.
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Environment

SocialGovernance

ESG Data

Deploying Supply Chain Sustainability Initiatives (Social)
FY2019 Materiality Targets and Results
Details of Main Initiatives
Reinforcement of CSR in
the supply chain

: As planned : Delayed

Ideal ImageFY2019 Targets

Indicators

We promote healthy supply chain man- • Expansion of Supplier CSR Guidelines
to MITSUBISHI MOTORS overseas proagement by ensuring full consideration
duction bases
is given to the environment, labor and• Support for supplier CSR evaluations
human rights in the supply chain
by third-party organization

Basic Approach

FY2019 Results• Promoting the pur- • Rolled out Supplier CSR Guidelines via
MMTh, MMKI and MMPC to their busipose of Supplier CSR
ness partners
Guidelines• Explained the purpose of third-party• Recommendation
evaluations to business partners andof supplier on CSR
commenced evaluations
evaluations by third
party organization

Supplier CSR Guidelines

SelfEvaluation



Policies on Conflict Minerals

With approximately 800 parts supplier companies,

Aiming for collaborative initiatives with suppliers,

The “conflict minerals” (tin, tantalum, tungsten and

MITSUBISHI MOTORS and its main production bas-

MITSUBISHI MOTORS formulated its Supplier CSRgold) produced in the Democratic Republic of thees concentrated in the ASEAN region recognize the

Guidelines in 2010. Through these guidelines, we pro-Congo and neighboring countries have become amagnitude of their influence, including on tier 2 andmote collaborative activities with our suppliers fromsource of funding for armed groups, resulting in seri-

subsequent suppliers. As such, we are strengthening

the same point of view. The scope of these activities

ous violations of human rights.

collaboration with our suppliers to maintain and in-covers all domestic suppliers and their quality, while

In order to ensure that it is not complicit in hu-

crease sustainable competitiveness across the entire

also including labor practices, environment manage-

man rights abuses through the procurement of these

supply chain. We promote industry-leading quality,

ment, and compliance. Also, having reestablishedconflict minerals, our Supplier CSR Guidelines clearlycost competitiveness, and localization.

these guidelines in February 2019, we have specifiedstate our policy of not using conflict minerals as raw

We work as one with our suppliers to contribute to

the implementation of supplier CSR initiative evalu-

materials, and we promote responsible procurement.

society on a foundation of shared Supplier CSR Guidelines.

ations by third party agencies and measures to be

In fiscal 2019, we began conducting hearings ofParts Procurement Ratios by Major Production Base
(FY2019)

Indonesia 7.7%

Thailand31%

Philippines 0.3%

taken when compliance violations are discovered. We

suppliers to identify the metals used on electrichave also received statements of agreement regard-

circuit boards and the use of conflict minerals by

ing compliance with the guidelines from suppliers.

parts category.

PDF Supplier CSR Guidelines

Japan
61%

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Management Organization

Environment

SocialGovernance

ESG Data

Establishing a Business Partner Helpline

Supply Chain Auditing

In April 2018, MITSUBISHI MOTORS, Renault and Nissan

As part of our efforts to adhere to the METI guide-

Sharing of Supplier CSR Guidelines

established the APO (Alliance Purchasing Organiza-lines, we have established a Business Partner Helpline

At MITSUBISHI MOTORS, the Supplier CSR Guidelinestion), a joint purchasing organization that integrates

for the suppliers of our procurement division.

were reestablished in February 2019, and we havethe three companies’ purchasing functions. ThisThe helpline receives opinions and comments fromreceived statements of agreement regarding compli-organization carries out its activities with the threebusiness partners, quickly identifies compliance issues

shared pillars of trust, respect, and transparency as

or concerns, such as legal or regulatory infractions

In fiscal 2019, we expanded these guidelines to

its basic principles.

or unfair practices in our procurement activities, andsuppliers from work locations in Thailand, Indonesia

promptly rectifies them, striving to achieve even fair-

and the Philippines, taking into consideration the situ-

er business transactions.

ation in each region.

The organization selects business partners using
uniform process and evaluation standards, provides
numerous suppliers with opportunities for participation, and operates fairly.

ance with the guidelines from suppliers.

In addition to putting into effect management
based on the Supplier CSR Guidelines, MITSUBISHI

Supply Chain Auditing

MOTORS holds a Suppliers Meeting each year to share

In order to mutually confirm and promote CSR ac-

and spread information about CSR policy in conjunc-

tivities with suppliers, we will request statements oftion with procurement and other policies.

agreement for the Supplier CSR Guidelines, and, as an

We not only adhere to the guidelines for proper

APO, regarding the evaluation of supplier CSR activi-

trading in the automotive industry formulated byties, we will start to use the same third party evalua-Japan’s Ministry of Economy (METI), but also request

tions as Renault-Nissan.

that our tier 1 suppliers follow these guidelines as well

We disclose evaluation results to business part-to ensure that transactions are properly handled withners and ask them to make improvements and regu-

tier 2 and subsequent suppliers and that the Com-

larly audit the results of those improvements.

pany does not engage directly in transactions withthose business partners.

Based on their evaluation scores, we draft improvement plans for specific suppliers and ask themto implement those plans.

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SocialGovernance

ESG Data

Working with Suppliers to Improve Quality

Japan, we help the MITSUBISHI MOTORS Cooperation

as a go-between with Japanese business partners

MITSUBISHI MOTORS regularly conducts quality audits

Council, a voluntary organization of around 200 sup-moving into their regions, joint ventures with local

and quality self-check guidance with its suppliers toplier companies, hold lectures and conduct researchbusiness partners, technical partnerships, and the like.

improve quality along the entire supply chain.

activities each year. In fiscal 2019, we held a MITSUBISHI

We strive to contribute to local regions by creating

MOTORS Cooperation Council lecture on October 18.

local jobs and improving local technical capabilities.

In fiscal 2019, we conducted process audits at 53
suppliers and 64 plants. Improvements to issues pointed out during these audits were generally implement-

Initiatives for Business Continuity Plans
in the Supply Chain

ed by suppliers in three months or less. Quality selfchecks were also conducted at 392 supplier plants. We
will continue to improve communication and quality
across the supply chain through these activities.

To reduce the risk of suspended manufacturing oper-

Audits also provide guidance regarding the cre-ations due to a shortage of parts during a large-scaleation of systems for rapidly tracing the sources ofdefects found in parts manufactured by suppliers,
who use this information to improve their systems.

natural disaster or a major outbreak of infectious
Executive officer, CEO giving a speech to the
MITSUBISHI MOTORS Cooperation Council

Ensuring Knowledge of the Guidelines within
the Company

Promotion of Localization

As part of managing the Supplier CSR Guidelines, wement from local business partners whenever possible

take efforts to ensure that the guidelines are well-when local procurement is effective and technolog-

known within the company. As part of MITSUBISHI

ically feasible, excluding cases in which local parts

MOTORS procurement training, we conduct training

manufacturing is difficult, with the aim of maximizing

for new employees (both entry-level employees andlocal procurement rates at overseas bases.

new midcareer employees), as well as training whenemployees are transferred.

MITSUBISHI MOTORS has a basic policy of procure-

For parts which are already locally procured, we
also promote the local procurement of the components used within these parts, etc., to optimize costs.

Communicating with Suppliers

disease, 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 statusconfirmation system, so that in the event of a natural
disaster, the damage status of plants will be reported
to us immediately.
We have created a special supplier map that enables us to better understand the status of damage
and risk with regard to not only tier 1 but also tier 2
and subsequent suppliers.

We conduct advance audits of the systems andProviding suppliers with appropriate information

structures of new business partners, evaluating items

and two-way communication is essential for propersuch as their development capabilities, production ca-

supply chain management. At the end of every fiscal

pabilities, and quality management capabilities and is-year, MITSUBISHI MOTORS holds Suppliers Meeting tosuing improvement instructions if necessary. We also

make our policy for the next fiscal year well-known. In

provide support to local business partners by serving
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SocialGovernance

ESG Data

Social Contribution Activities
FY2019 Materiality Targets and Results

: As planned : Delayed

Details of Main Initiatives

FY2019 Target

Indicator

FY2019 Results

Undertake activities in cooperation with local
communities, NGOs, and other organizations

Social contribution expenditure: 1.0% of ordinary income*1

Social contribution expenditure as a percentage
of ordinary income

3.28%*1 Ordinary income for MMC on a non-consolidated basis

Social Contribution Activities Policy
In April 2020, we formulated a wider-ranging social
contribution activities policy to help address increasingly diverse global social issues. In addition to continuing with ongoing efforts, the policy calls for us to
step up activities through alliances in key markets.
To make more people aware of these activities, wehave coined a new phrase for communications, “STEPSocial Contribution Activities Policy
To address diversifying social issues, MITSUBISHI
MOTORS carries out its STEP social contribution activities, focused on four main themes, standing for the
first letters of Society, Traffic safety, Environment andPeople. Based on this policy, we will continue to contribute to society by utilizing each and every employee's skills and know-how as well as our technologies
and products, aiming to create a better society where
people can hope for a better future.

to the future,” and established a logo mark.

SelfEvaluation

Breakdown of Social Contribution Expenditures*2(¥ million)
Society
Traffic safety
Environment
PeopleSupport fordisaster-stricken areas
Other*3
Total
expenditure

FY2017
132
10
135
206

FY2018
116
8
37
225

FY2019
118
21
32
169

25

62

60

33

33

43

540

480

442

*2 S
 ocial contribution expenditures including donations as well as
in-kind benefits, employee activities, and free use of company
facilities converted into monetary equivalents. However, it does
not include fund-raising and volunteer activities individuallyconducted by employees.
Figures for FY2017 and FY2018 are for MMC on a non-consolidated basis.
Payments in FY2019 are on a consolidated basis.
*3 Including support for sporting activities, donations to the Mitsubishi Foundation, etc.

Logo Mark for Social Contribution Activities
The figure shows how our circle of activity in STEP
areas expands outward from the center.

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Supporting Measures to Address COVID-19
To help prevent the spread of COVID-19, at overseas
subsidiaries we provided vehicles so healthcare
workers to travel to medical institutions. We also
contributed protective clothing and masks.
In Japan, MITSUBISHI MOTORS plants produced
face shields, which we donated to local governments
and medical institutions.
By taking advantage of the expertise we havecultivated in the development and production of
automobiles, as well as by making use of factory
facilities, we are working with national and local
governments as well as related organizations aroundthe world on ongoing measures to help prevent theEnvironment

MITSUBISHI MOTORS STEP Funds andMatching Gift Program
The MITSUBISHI MOTORS STEP Funds, introduced in
April 2009, is a structure through which employees cancontinuously participate in social contribution activities
by voluntarily donating fixed sums to the funds.
These funds are then used for to support activities indeveloping countries and areas struck by the Great
East Japan Earthquake, in line with the
purposes of MITSUBISHI MOTORS’ social
contribution activities. The company
also matches donations made by the
MITSUBISHI MOTORS STEP Funds.

ESG Data

these efforts are
gaining traction. Bybuilding a library
and assembly hall,
we have provided
a place for regulargatherings.
Through thisDecorations that incorporatechildren’s ideas

support, we aim
to provide a place for diverse activities that will help
children enjoy prosperous growth.
*A community group for children that is promoted and supported by World Vision. In addition to such life skills as reading andwriting, the forum provides an opportunity to discuss schooland regional issues and a venue for social participation activities
leveraging regional management.

”Forest Wooden Building Block Project” for children

 World Vision Japan OISCA International (The Organization for Industrial,
Spiritual and Cultural Advancement-International) The MICHINOKU Future Fund
 Kindergartens, Nursery schools, elementary schools,
etc., near MITSUBISHI MOTORS workplaces

The concept of this project is to present nurseries andkindergartens with cozy wooden building blocks forenhancing the children’s creativity through block play,which are made of Japanese cypress comes fromforestry thinning operations mainly in Hayakawa-cho,located in the prefecture of Yamanashi, where weDonated face shields

Measures to help prevent the spread of COVID-19
https://www.mitsubishi-motors.com/en/sustainability/contribution/society/relief/covid-19/

GovernanceSupport Recipientspread of COVID-19.

Providing vehicles to the
Department of Transportationin the Philippines

SocialSupport for Construction of a Children’s Forum*
Library and Assembly HallWith cooperation from World Vision Japan, an international NGO, we have supported the construction ofa library and assembly hall for the Children’s Forum inthe city of Ternate, North Maluku, Indonesia.
An increasing number of people are participatingin Children’s Forum activities, which are recognizedas positive examples of leading regional change, andMITSUBISHI MOTORS CORPORATION

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carry out our forest conservation activities.
In addition, we have newly started “Employee Presenting Project” through which our employees handout the set of forest wooden building blocks throughour internal donation funds to a nursery or kindergarten of their choice.
In fiscal 2019, we presented
blocks to 70 kindergartensand nursery schools. The
blocks have been donated to

Building blocks made from325 kindergartens since 2010. thinned cypress

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Society
Donating an EV as a Regional Patrol Vehicle
We donated a MINICAB-MiEV electric vehicle to the
Kitano School District in the city of Okazaki, Aichi Prefecture, located near our Okazaki Plant. The vehicle isbeing used as a “blue-light safety patrol” car.
This car patrols the neighborhood to help prevent
crime and play a role insafety activities. Its battery can also be used as
an external power sourceat events or to supply
electricity in emergencies.

Ceremony for the donation ofuniquely wrapped vehicle

Traffic safety
Traffic safety around business sites
Employees regularly serve as traffic safety sentries on
the roads around our business sites, helping to ensure
safe commutes to school and work.
In fiscal 2019, employees in our business sites participated in such activities 39 times in total.
In April 2019, a team of Mitsubishi safety sentries
took part in the Ieyasu Procession in the city of Okazaki, Aichi Prefecture, helping to secure the safety ofthe many people gathering
along the streets.

Calling out for traffic safety atintersections

Environment

SocialGovernanceHelping to Build a Bridge along a School Commuting Route in Vietnam

Mitsubishi Motors Vietnam Co., Ltd. (MMV), in cooperation with the Vietnam Red Cross Society, participatedin a project to build a bridge for children on a schoolcommuting route in Thới Lai District, contributing 926
million Vietnamese dong (around ¥4.2 million) toward
construction costs. In the past, elementary school
children crossed the river in small boats. The newbridge, built by the Vietnam Red Cross Society tohelp reduce the numberof accidents and maketravel to and from schoolsafer, was completed in
A bridge on the school comMarch 2020.
muting rout

Dissemination of
Traffic Safety Information for Children

Website for Children “Do You Know the Answer? Traffic Safety Quiz”
On the “Why? Why? Car Development ResearchGroup” website that was designed to provide information on the automobile industry to elementary
school age children, there is a webpage about traffic
safety using a quiz format to introduce traffic rules
and manners they should follow when walking or riding a bicycle in their day-to-day activities.
In 2019, we augmented the daytime
schemes with evening
scenarios, which present
new sources of danger.

“Do You Know the Answer? Traffic Safety Quiz”
WEB https://www.mitsubishi-motors.com/jp/csr/contribution/next/kids/anzen/(This site is only available in Japanese.)
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Environment
Forest Preservation Activities
MITSUBISHI MOTORS is collaborating with OISCA topreserve forests in Hayakawa-cho, Yamanashi Prefecture, while interacting with the local community
through volunteer activities. These activities aim
to protect metropolitan water sources and spreadawareness of the environment among our employees.
In fiscal 2019, under the direction of the Hayakawa-cho forest union, 97 volunteer employees andtheir family members
trimmed undergrowth,
while 80 new employees
worked on thinning andmaintaining sidewalks
within the forest.

Trimming undergrowth inplanted areas

Joint study in Indonesia Using EVs
In August 2019, MITSUBISHI MOTORS participated in ajoint study on renewable energy management being
carried out by Indonesia’s Agency for the Assessment
and Application of Technology and Kyudenko Corporation on the Indonesian island of Sumba. We participatedin the study with an i-MiEV electric vehicle and a quick
charger. On remote islands, where sourcing gasoline
can be difficult, we arecontributing to efforts to
help Indonesian people
use EVs by charging theenergy generated photovoltaic power and accumulating data on EV travel.

The i-MiEV used in the test
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PeopleHands-on Lessons Program

Based on the idea of helping children to enjoy learningby experiencing the “real thing,” every year since 2005,
MITSUBISHI MOTORS has dispatched employees toelementary schools. At the schools, employees conductclasses about the environment to teach students about
the relationship between cars and environmental problems. They also offer design classes where students
learn about the fun that comes from making things andabout working with cars. We also hold a manufacturingclass, where students learn about the people who makecars in our factories.
In fiscal 2019, 6,872
students attended theseclasses at 119 schools. Approximately 42,000 children have participated inthese classes since 2005. Children learning about thestructure of electric vehicles“One-Day Parents” Activities in Indonesia

Mitsubishi Motors Krama Yudha Sales Indonesia(MMKSI) contributes to orphans and runs the Mitsubishi Children Program (MCP). In this program, employees act as foster parents for a day, taking part in
activities that put them in touch with children.
In June 2019, we participated in the MCP in theprovince of West Java, inviting around 100 children
aged 5–10 from threeorphanages near MMKSI’s
office to take part. Employees and members ofmanagement took part asvolunteer staff, serving as
Interaction between employees
foster parents.
and the children

Environment

SocialSupport for Disaster-Stricken Areas

Governance

ESG Data

ter-stricken areas, created a mechanism to support
them through our business and in our employees’ daily lives, and have been continuously providing support

Support in Asia
In September 2019, Mitsubishi Motors Thailand (MMTh)and dealers from the area affected by the tropicalstorm Podul, which devastated parts of northeastern
Thailand, donated 700,000 Thai baht (approximately¥2.5 million) to five provincial and regional government bodies in the affected region. Employees at the
dealers and MMTh, along

under the theme of “Don’t Forget/Stay Connected.”
Every effort is made to provide a wide range of support in response to emergency situations such as
natural disasters. This includes contributions throughdonations, free loan of vehicles, and volunteer workby employees.
In fiscal 2019, we donated 12 OUTLANDER PHEVs towelfare facilities in Chiba Prefecture, which was hit bywith their family mem-large-scale power outages due to Typhoon Faxai. The

bers, participated in di-vehicles helped power home appliances. Going forward,

saster support activities,

we will continue to offer swift support in times of disaster.

supplying drinking water,
dried food and medical

Support for people affectedby disasterfirst aid kits.
Support in Japan

Immediately after the Great East Japan Earthquake,we carefully listened to the needs of the disasMain Support in Fiscal 2019
March
2020

COVID-19

Washing machine powered by OUTLANDER PHEV

SupportSupport Recipient• Donated three ASX and three ECLIPSE CROSS vehicles Medical institutions in China’s Hunan• Donated hand cream and protective kit
Province
Donated output from two mask production lines Red Cross Society of China
Support money of ¥4 million*
World Vision Japan, an internationalNGO
Support money of ¥100,000
Medical institutions in the city ofOkazaki, Aichi Prefecture• Donation of ¥10 million
Japanese Red Cross Society

OctoberTyphoon Hagibis
2019
September Typhoon Faxai• Loan of 12 OUTLANDER PHEVs
2019
Disaster due to• Donation of 700,000 Thai baht
Podul, a tropical• Relief supplies
storm, in Thailand

Welfare institutions in Chiba Prefecture
Thai provinces of Ubon Ratchathani,
Yasothon, Roi Et, Amnat Charoen and Si
Sa Ket*Totals for MITSUBISHI MOTORS STEP Funds and the Matching Gift Program
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DENDO Community Support Program(Disaster cooperation agreements withlocal governments)
MITSUBISHI MOTORS is promoting the DENDO Community Support Program. Under this program, we
work with affiliated dealers, entering into disastercooperation agreements with municipalities around
Japan. Our aim is to build a nationwide network forproviding the OUTLANDER PHEV, our plug-in electricvehicle, to ensure that power can be provided quickly
and without a loss of time to disaster-affected areas
and evacuation shelters in times of disaster.
As of June 2020, we had agreements in place with
54*1 municipalities. By fiscal 2022, we aim to haveagreements in place with municipalizes across Japan.
*1 Excluding two-party agreements between affiliated dealers
and municipalities

Environment

SocialGovernance

ESG Data

Agreements in Place with Municipalities around Japan (As of June 30, 2020)

Prefectures where MITSUBISHI MOTORS has agreements in placewith municipalities
Prefectures where affiliated dealers have agreements in placewith municipalities

February
March*2

September 2019
Sapporo, Hokkaido

2020 Akita, Akita Prefecture2020 Aomori Prefecture

November 2019 Karuizawa, Nagano Prefecture
February 2020 Sanjo, Niigata Prefecture andKomagane, Nagano PrefectureMarch2020 Toyama, Toyama PrefectureJune2020 Fukui Prefecture, as well as
Nagano and Kijimadaira,
Nagano Prefecture
October

2019 Kurashiki, Soja andOkayama Prefecture
November 2019 Kochi Prefecture
February 2020 Tsuyama, Okayama Prefecture
and Fukuyama,
Hiroshima Prefecture*3

December 2019 Ichinoseki, Ichinohe,
Shiwa and Iwate,
Iwate Prefecture
January
2020 Iwaizumi, Nishiwaga,
Hirono and Yamada,
Iwate Prefecture
February 2020 Hachimantai, Shizukuishi,
Ofunato and Rikuzentakata,
Iwate PrefectureMarch2020 Morioka, Hanamaki andTakizawa, Iwate Prefecture
January
February
March

June

Okayama Prefecture

September 2012 Kyoto Prefecture
November 2019 Wakayama Prefecture
January
2020 Kobe, Hyogo Prefecture
February 2020 Kaizuka, Osaka
March2020 Ibaraki and Toyonaka, Osaka
April2020 Kyoto and Kishiwada, Osaka

Okazaki, Aichi Prefecture

March
June
Minato-ku, Tokyo

2020 Minato-ku, Tokyo andSaitama Prefecture2020 Komae, Tokyo and Kimitsu,
Chiba Prefecture2020 Kamisato,
Saitama Prefecture; Kisarazu,
Chiba Prefecture; andInashiki, Ibaraki Prefecture2020 Togane, Chiba Prefecture

September 2019 Shizuoka Prefecture
December 2019 Okazaki, Aichi PrefectureMarch2020 Mie PrefectureApril2020 Sakahogi, Gifu Prefecture*2 The agreement with the city of Obihiro is via an affiliated dealer*3 Alliances in collaboration with Fukushima Prefecture and the Japan
Automobile Dealers Association in Fukushima Prefecture2020 Miyazaki Prefecture2020 Fukuoka Prefecture

Current agreement status
https://www.mitsubishi-motors.com/jp/sustainability/contribution/society/relief/dendo-csp/(This site is only available in Japanese.)
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GovernanceCommitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

GovernanceCorporate Governance

Basic Approach and Policies, System of Corporate Governance������������������������������������������������������81
Status of Audit Committee Audits and Internal Audits,
Items Relating to Takeover Defense����������������������������������������������������������������������������������������������������������������83

Internal Control
Basic Approach, Policies and Organization�����������������������������������������������������������������������������������������������������84

Risk Management
Basic Approach and Policies, Development of Risk Management Framework�����������������������85

Compliance
Basic Approach and Policies��������������������������������������������������������������������������������������������������������������������������������������86
Management Structure������������������������������������������������������������������������������������������������������������������������������������������������87
Establishment of Internal and External Consultation Offices, Education and Training�����88
Anti-Corruption������������������������������������������������������������������������������������������������������������������������������������������������������������������89
Information Security, Personal Information Protection, Security Export Control,
Approach to Taxation������������������������������������������������������������������������������������������������������������������������������������������������90

List of Executives����������������������������������������������������������������������������������������������������������������������������������������������������������������91
Executive Remuneration���������������������������������������������������������������������������������������������������������������������������������������������������92

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Environment

SocialGovernance

ESG Data

Corporate Governance
Basic Approach and Policies
Based on its corporate philosophy (vision and mission),
MITSUBISHI MOTORS considers compliance to be its
highest priority, and works for the ongoing strengthening and improvement of corporate governanceas a priority issue for management with the aim ofsustainable growth and improvement of its corporate
value to meet the expectations of all of its stakeholders, including its shareholders and customers.
In addition, MITSUBISHI MOTORS has put together its
basic framework for and views on corporate governancein the form of “Corporate Governance Guidelines” andpublishes these guidelines on the Company’s website.
PDF Corporate Governance Guidelines

System of Corporate Governance
As of June 21, 2019, MITSUBISHI MOTORS has transitioned to a company with three committees, as partof its efforts to enhance its corporate governance inorder to achieve swift execution of business in quick
response to environmental changes by clearly separating supervisory and execution function and ensuring the soundness and transparency of management
through further strengthening of supervision andimplementation of more thorough risk management.

(1) Board of Directors and Members of the Board(i) Composition of Members of the Board
The Board makes decisions on important management issues and oversees the execution of business

by Executive Officers. As of June 30, 2020 the Board
consists of 15 Directors (including 4 female members), 12 of whom oversee the Company as Outside
Directors each with considerable experience and ahigh level of insight. Furthermore, the Tokyo Stock
Exchange has been provided notice that six of theOutside Directors are Independent Officers.
We believe that these Outside Officers make insightful comments at Board meetings based on theirconsiderable experience and knowledge as professors, novelists, attorneys-at-law, accountants, anddiplomats, and sufficiently fulfill their duties as Directors. The Company will continue to build a structurewith awareness of the balance and diversity of knowledge, experience and capabilities, as well as the scale,of the Board as a whole.
(ii) Independence standards for outside directors
We have established independence standards foroutside directors as follows, and we appoint as independent directors those persons who are not at riskof having a conflict of interest with general shareholders.
<Independence standards for outside directors>
The Company’s Outside Directors must occupy a neutral position, independent from the Company’s operational management and must not be:
1.	
An executive of a major shareholder*1 of the Company
2.	An executive of a major business partner*2 of theCompany, or of a company for which the Company
is a major business partner, or the parent company
or subsidiary of such a company
3.	An executive of a major lender*3 to the Company or

the parent company or subsidiary of such a company
4.	A person affiliated with an auditing firm that conducts statutory audits of the Company
5.	A consultant, an accounting professional such asa certified public accountant, or a legal professional such as an attorney-at-law who receives alarge amount*4 of monetary consideration or otherproperty other than compensation of Members of
the Board from the Company (in the event suchproperty is received by a corporation, associationor other group, then any person belonging to suchgroup)
6.	An executive of a company with which the Company shares a Director
7.	An executive of an organization that is receiving alarge*4 donation or grant from the Company
8.	A person to whom any of 1 through 7 has applied
during the past 3 years
9.	A person with a close relative (second degree ofkinship) to whom any of 1 through 7 applies
10.	A person whose total period in office as an Outside
Director exceeds 8 years
11.	Other persons for whom the possibility of a relationship with the Company appears strong undersubstantive and comprehensive consideration of
the situation*1.	A shareholder who owns a 10% or greater share of voting rights*2.	A business partner of the Company with annual transactions
valued at 2% or more of either the Company’s consolidated
net sales in the most recent fiscal year or the business partner’s consolidated net sales in the most recent fiscal year
*3.	A financial institution that provides the Company with loans
amounting to 2% or more of the Company’s consolidated total
assets at the end of the most recent fiscal year
*4.	An amount of consideration received from the Company thatis 10 million yen or more

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Environment(iii) A nalysis and evaluation of the effectiveness of
the Board of Directors
To improve the effectiveness of corporate governance,
the Company annually evaluates the effectiveness of its
Board through a questionnaire survey of all Directors.
In FY2019, the Company evaluated the effectiveness of the Board based mainly on the four elements“composition of the Board and each committee,”“matters for deliberation by the Board and each committee,” “oversight functions of the Board and eachcommittee,” and “status of deliberations by the Boardand each committee” from the perspective of enhancing the Board’s oversight function in light of thechange to a company with three committees in June2019.
As a result of the evaluation, the Company has
judged that there are no serious concerns or otherissues regarding the effectiveness of the Board. The
main issues revealed in the evaluation were as follows.
• Enforcement of policies to enable further enhancementof deliberations related to important matters pertaining
to the Board’s oversight function, including the midterm business plan and governance frameworks• Enhanced prior analysis of, and provision of a broad
variety of information pertaining to, matters fordeliberation• Mid-to-long term consideration of the Board’s composition(2) Committees

We will work to continue to strengthen corporate
governance by further improving the effectiveness of
the Board, including initiatives for major issues recognized through analysis and evaluation of the Board.

SocialGovernance

ESG Data

Nomination Committee also deliberates matters suchas appointment and dismissal standards for Directors,
Executive Officers, and Executive Managing Officers
and appointment and dismissal proposals and succession plans for the Company’s CEO. An Independent Outside Director (Main Kohda) serves as the chairperson.

The Board has the following three statutory committees of which Outside Directors comprise the majorityof the Members and the Company has established asystem that monitors Directors and Executive Officers
as well as facilitates corporate governance.
(i) Nomination Committee
The Nomination Committee makes decisions on resolution proposals for the appointment of Directors. The(ii) Compensation Committee
The Compensation Committee deliberates and deter-

Corporate Governance Framework (As of June 30, 2020)
General Meeting of Shareholder
ReportAccounting
AuditorAccounting
Audit

Audit Committee

Cooperation

Compensation
decisionsBoard of Directors

Audit/Report

Nomination Committee

Compensation Committee

Audit
Instructions/reports(Specific issues)

Cooperation

Right tomakeproposals forremovalExecutive Committee

Election/
Dismissal
ReportDelegationof authority
Supervision

Executive
officer, CEO

Subsidiaries andassociates

Structure of meetings
related to internal control

Internal Control Committee
J-SOX Promotion Committee

Executive
officer, Co-COO

Audit division(Executive departments)

ReportProduct Meeting
Quality audit
Internal audit

Compensation
decisions

Quality audit
Internal audit

Departments

ReportInstruction

CFO (executive officer)

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mines the policy regarding determination of remuneration of Directors and Executive Officers, as well as
the details of individual remuneration. An Outside Director (Shunichi Miyanaga) serves as the chairperson.
(iii) Audit Committee
The Audit Committee supervises the execution of
the duties of Directors and Executive Officers andprepares audit reports, and also implements internal
investigations based on the judgment of the Board An
Independent Outside Director (Yaeko Takeoka) serves
as the chairperson.

(3) Executive Officers
Executive Officers decide matters related to execution of business and execute the business of theCompany, with the CEO as the division head entrustedwith execution of business in general by resolution of
the Board. The CEO grants his or her authority to the
Co-COOs, the CFO, and other chief officers and executive officers in charge of departments with importantfunctions and holds control over the shared businessexecution framework. As of June 18, 2020, there were
13 Executive Officers (including the Representative
Executive Officer and CEO).

(4) Executive Managing Officers
Executive Managing Officers manage the functions
or business of the Company within a certain scope,pursuant to delegation by the Board or CEO, and carryout business. As of June 18, 2020, there were 11 Executive Managing Officers.

(5) Conflicts of Interest
To avoid harming the common interests of the Com-

Environment

Socialpany and its shareholders, the Company conducts
transactions with interested parties such as executives and major shareholders in the same manner asother transactions: we engage in such transactions
after giving due consideration to their economic
rationale, checking with multiple related departments
and upon the approval of the responsible person towhom authority has been delegated. Particularly withregard to transactions that are in competition with orthat represent conflicts of interest between the Company and its directors or executive officers, the rulesof the Board of Directors stipulate prior approval fromthe Board of Directors and reporting both before andafter any such transaction.
In addition, the rules of the Board of Directors
stipulate that directors with special conflicts of interest may not participate in voting on such Board of
Directors resolutions.

Status of Audit Committee Audits andInternal Audits(1) Status of Audit Committee audits
The Company’s Audit Committee gathers information and conducts organizational audits in relation to
the implementation and operation status for internal
control systems (including internal controls pertaining
to financial reporting), such as those for main affiliates in Japan and overseas, status of progress withand operation of compliance activities, verificationof the appropriateness of risk evaluations, and risk
management frameworks and the like, through Audit
Committee meetings that are held monthly in princi-

Governance

ESG Data

ple and other meetings with Internal Audit Divisions,interviews with Executive Officers, and the like, basedon audit policy and audit plans.

(2) Status of internal audits
The Company has established internal audit departments (the Internal Audit Department and the Quality
Audit Department) in the Audit Division (an independent organization reporting directly to the CEO) andthese departments systematically conduct internal
audits based on the annual audit plan.
The Internal Audit Department conducts audits todetermine whether operational management of theGroup is being conducted with transparency using
appropriate processes. The Quality Audit Department
conducts audits regarding the proper execution of thequality-related work of the Group.
Audit results from internal audits conducted by theInternal Audit Department and the Quality Audit Department are reported directly to the CEO.

(3) Cooperation between the Audit Committee
and internal audit departments
The Audit Committee Members regularly hold meetings
with the Internal Audit Department to receive information regarding the auditing system, auditing plans,
and internal audit results within the Company and at
its affiliated domestic and overseas companies, and toprovide feedback to the Internal Audit Department on
the status of the Audit Committee Members’ audits.

Items Relating to Takeover Defense
Not applicable.

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Internal Control
Basic Approach, Policies and Organization
Based on the “Basic Policy on the Establishment ofInternal Control Systems”*1 established by resolutionof the Board of Directors, MITSUBISHI MOTORS monitors the status of operations and strives to improveand reinforce internal control systems.
MITSUBISHI MOTORS recognizes the gravity of its
improper conduct in fuel consumption testing, on top

ment of Internal Control Systems.” From fiscal 2018

Committee, with the aim of achieving effective andand onwards, the company will proceed to create aefficient internal control system operation.

global internal control system through establishing

Going forward, we will continue with initiatives toand operating internal control committees at its ma-

further reinforce governance by working to ensure

jor affiliates in Japan and overseas.

compliance with laws and regulations and to pro-MITSUBISHI MOTORS has also positioned themote proper, effective business execution in line with

Internal Audit Division as independent of businesschanges in the domestic and overseas environments.

execution. The Internal Audit Division coordinates*1 S ee here for “Basic Policy on the Establishment of Internal
Control systems” PDF

with other committees, including the Internal Controlof past quality problems, and in fiscal 2017 made profound reforms to its internal control system as one ofits priority measures aimed at regaining trust.
First, it appointed a Vice President in charge of
Global Risk Control to manage compliance and operation risk and regularly report on governance improvement measures to the Board of Directors. Further-

Internal Control Structure
Accounting
AuditorReportInstruction/report(specific issues of
misconduct, etc.)

Internal Control Committee, chaired by the CEO andvice-chaired by the Vice President in charge of Global Risk Control, promotes internal control related to
the Companies Act. This Internal Control Committee
confirms and evaluates the reports and resolution

Compensation
Committee

ReportInternal Audit Division

Executive officer, CFO
ReportReportReportExecutive officer,
CFO

Coordination

Whistleblowing
contactwith the Financial Instruments and Exchange Act. The

Coordination

Audit

under the direct control of the CFO, handles internal
control related to financial reporting in accordanceNomination
Committee

Audit

Accounting
auditof, its handling of internal controls based on laws andthe revised system, the J-SOX Promotion Committee,

Board of Directors

Audit Committee

Coordination

more, in order to reinforce, and improve the efficiency
regulations, it revised its internal control system. In

Audit/report

Internal Control Committee

ReportReportCoordination

Compliance
Committee

ReportInformation
Security
Committee

BCM*2
Committee

J-SOX
Promotion
Committee

Controls

contents decided on by subcommittees in each in-

Departments/Affiliates

ternal control field, such as compliance, information
security, business continuity management, and J-SOX,*2 BCM refers to business continuity management (The BCM Committee is scheduled for launch in fiscal 2020.)

in accordance with the “Basic Policy on the Establish-

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Risk 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 MITSUBISHI MOTORS Group’s business, prevent risks fromoccurring, and engage in appropriate management tominimize the impact of risks that do occur.

Development of Risk Management Framework
MITSUBISHI MOTORS has put in place and works to
improve its risk management system for the entire
Group through three types of risk management activities: priority risk management, divisional risk management and affiliated company risk management.
For priority risk management, we select risks thatthe entire MITSUBISHI MOTORS Group faces directly,that have a high potential impact and a high degreeof urgency. For each risk, we assign “risk owners,” whoare of vice president or corporate vice president level,
and work as quickly as possible to reduce these risks.
In divisional 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

ing disaster countermeasures and business continuity

and evaluating each risk, devising and implementing

plans (BCPs) to this end.
We conduct drills in communicating among vari-countermeasures, and monitoring.
Affiliated company risk management involves
regular confirmation by MITSUBISHI MOTORS of theous manufacturing facilities and Group companies on
the basis of a presumed emergency.

status of initiatives addressing various risks faced

As preparations against the possibility that employ-by subsidiaries and associates and activities such

ees will be unable to return to their homes for a three-

as business continuity planning improvements.

day period, we have ensured means through which

Improvement suggestions and guidance are provided

they can communicate with their families, cached

as required.

emergency supplies and are conducting initiatives by

These risk management initiatives are regularly
reported to the Board as major internal control activities, and their efficacy is verified.

communicating with local municipal authorities.
We have formulated plans of operation that assume a large-scale earthquake or major outbreak of

In addition, to prepare for unforeseen contin-

infectious disease. We work to improve these BCPs

gencies MITSUBISHI MOTORS has developed urgent

through regular drills and communication among

information communication system that enable theindividual regions.

rapid communication of information to directors andFurther, in light of the recent spread of COVID-19,

other key personnel, as well as a swift and accurate

the Company newly established a “BCM (Business

response. In particular, to create a crisis management

Continuity Management) Committee” from FY2020

system to respond when serious incidents occur, we

and will endeavor to promote BCM activities on a reg-

have formulated an emergency response manual. Thisular basis.

manual outlines the establishment of an emergency
response organization and clarifies the chain of command, enabling us to put appropriate response systems into place.
The MITSUBISHI MOTORS basic policy in times ofdisaster such as earthquake or other natural disasteror an outbreak of infectious disease-to ensure thesafety of customers, as well as employees and theirfamilies, and assist local communities. We are prepar-

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Environment

SocialGovernance

ESG Data

Compliance
Basic Approach and Policies
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 compliance with these laws and systems. MITSUBISHI MOTORS
recognizes that the failure to appropriately comply withthese laws, regulations, and systems would not only
impede its business continuity, but would also placesignificant burdens on society and the environment.
In order to fulfill its social responsibilities as acompany by not only complying with laws, international rules, and internal regulations but also by
respecting changing social norms to the greatest
degree possible, MITSUBISHI MOTORS has issued a“Global Code of Conduct” to serve as a standard of
conduct for all executives and employees. We are also
redoubling our efforts to enhance our complianceframework and employee training, including those at
our major affiliates in Japan and overseas.

MITSUBISHI MOTORS Global Code of Conduct[Principle]
MITSUBISHI MOTORS Group Companies (collectively herein referred to as “MITSUBISHI MOTORS Group” or “Company”) have
set this Global Code of Conduct that all MITSUBISHI MOTORS Group executives and employees must follow in order tofulfill our social responsibilities as a company.
This Global Code of Conduct applies to all MITSUBISHI MOTORS Group executives and employees. Each member of theCompany is charged with responsibility to comply this Global Code of Conduct.
1. Comply with all Laws and Rules

We shall comply with all applicable laws and regulations of
the country where the Company conducts business as well
as all Company policies and rules.

2. Promote Safety

We shall maintain and promote a healthy work environment, and engage in safe work practices. We are also committed to ensuring the safety of our customers and passengers, and continually promoting the safety of products.

3. Avoid Conflicts of Interest

We shall act in the best interests of the Company, and shallnot behave, act, or use any information contrary to theCompany's interests. Furthermore, we shall strive to avoid
any conduct that may be considered a conflict of interest.

4. Prohibit Association with Anti-Social Forces

We shall never have any association with anti-social forces
whatsoever. We shall not participate in acts of terrorism,
drug dealings, money laundering, and other individual ororganized criminal activities.

5. Preserve Company Assets

We shall safeguard the Company's assets, and shall never
use the said assets, including funds, confidential businessinformation, physical properties and intellectual properties
without permission.

6. Be Impartial and Fair

We shall maintain impartial and fair relationship with public
servants as well as business partners, including dealers,

suppliers, and other third parties. We shall not participate
in or endorse any corrupt practices including bribery, directly or indirectly such as through a third party.

7. Be Transparent and Accountable

We shall maintain accounts and records relating to corporate management with integrity, and disclose Company's
business activities fairly and transparently to our stakeholders, including shareholders, customers, employees,
and local communities with timely and properly manner.

8.	Respect Human Rights and Diversity, Provide Equal
Opportunity

We shall respect the human rights and diversity of suppliers, customers, other executives, colleagues, and local
communities. We shall never tolerate discrimination, retaliation or harassment in any form or degree.

9. Be Environmentally Responsible

We shall strive to take into consideration environmental
conservation when developing products and providing
services, and promote recycling, as well as resource andenergy savings.

10. Be Active and Report Violations

We shall carry out our work in accordance with this Global
Code of Conduct. When we have come to know any violation of this Global Code of Conduct, we shall immediately
report it to the Company, and the executives and employees who have come forward with such information basedon their own beliefs shall be infallibly protected from any
form of retaliation.

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Environment

Socialstarted operating Mitsutishi Motors Global Hotline.

Management Structure

Procedures are in place for reporting of serious
compliance concerns ultimately to the Board of

In order to prevent compliance infractions, including
information security infractions, from a global internal
control perspective, each division or function appoints
a compliance officer and department heads serveas code leaders, with the Vice President in charge ofsubsidiaries and associates in Japan and overseas also
appoint compliance officers. To help prevent compliance infractions, in fiscal 2018 we established andESG Data

compliance infractions and their countermeasures.
Members of the Board of Directors, including outside
directors, deliberate on and supervise these matters.

Directors via code leaders and compliance officers. As

As for internal controls related to financial report-

required, compliance officers give their departments

ing, we verify compliance structures and procedures

appropriate instructions for dealing with problems,for financial summaries. If inadequate controls aretaking corrective action and preventing a recurrence.

found at a company being evaluated, we request

The Board of Directors is provided with regular

Global Risk Control providing overall leadership. Major

Governancereporting on the nature of the problem and improve-reports on these compliance structures, efforts relat-ments being made. In fiscal 2019, we checked theed to education and the formulation or revision of thestatus of 22 Group companies (MITSUBISHI MOTORS, 9

Global Code of Conduct, as well as the status of any

domestic affiliates, and 12 overseas affiliates).

Organizational Framework for Promoting Compliance
Board of Directors
Executive officer, CEO
Vice President in charge of Global Risk Control
Chief officers, corporate
general managers
ReportDirectSupervise

Thoroughly implement focus
on compliance prioritization

Requestapproval
ReportCompliance officers
Consult/
reportThoroughly implement focus
on compliance prioritization

General managers = code leaders(including general managers ofthe department in charge of primarymanagement of the affiliates)

Compliance
Coordination Department

Information
Security
Management
OfficeCoordination

Outsideattorney
consultation(Helpline)

MITSUBISHI
MOTORS
GlobalHotlineEmployee Consultation
Office (Helpline)
Whistleblowing

ReportComplianceproblem
consultation

Thoroughly
implement Subsidiaries and associates
Consultation
focus onCompliance officers
compliance
Thoroughly implement focus
prioritization Consult/on compliance prioritization
reportMITSUBISHI MOTORS employees

Affiliates employees

Consultation

MITSUBISHI
MOTORS andaffiliates
employees

MITSUBISHI MOTORS and affiliates employees (in Japan)

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Establishment of Internal andExternal Consultation Offices
To prevent and promptly detect improper conduct,
MITSUBISHI MOTORS has established an internal consultation office (Employee Consultation Office) allowing employees of the Company or its subsidiaries andassociates in Japan to report or consult about suchconduct. Outside the Company, we have set up a consultation office staffed by outside attorneys, as well as
the MITSUBISHI MOTORS Global Hotline, accessible toemployees both in Japan and overseas. In fiscal 2019,
these offices fielded 198 reports or consultations.
Offices endeavor to swiftly resolve issues raisedin reports and consultations after first seeking toconfirm the facts through an investigation by the
Employee Consultation Office or by enlisting theEnvironment

SocialGovernance

The MITSUBISHI MOTORS Global Hotline estab-training is repeated when employees are given pro-lished in fiscal 2018 was set up within an outside firm

motions, helping reinforce employees’ sense of com-

providing such services. This makes it possible topliance. Furthermore, similar training is also offered infile anonymous reports. Systems for identifying andsome Japanese affiliates, fostering such sense for the

managing risks of the entire group have been put ingroup as a whole.

place, too, with MITSUBISHI MOTORS headquarters

instructors in legal compliance training relating, forand associates.

example, to environmental laws, the Labor Standards
Act, and security trade control laws, to provide em-

Number of Reports/Consultations Fielded by Consul-

ployees with the most current information related totation Offices by Category (FY2019)

their own work. In particular, we are currently putting

Item
Corporate/business proposals
Workplace environment
Labor relations
Human relations/harassment
Compliance, violations of operational rules,
fraud
OthersNumber
23
23
19
43
34
56

Education and Training

ter receiving instructions on how to respond, offices

Every fiscal year we formulate compliance-related

endeavor to resolve the issues.

education and training programs, and offer them to

In handling such information and in investigating

employees stratified by each job rank. Each division

the relevant facts, we established our “Compliance-

also draws up and conducts its own measures under

Oriented Whistleblowing Operation Procedure” andthe direction of the compliance officer.

made company personnel aware of the provision inSpecifically, in order to improve the complianceorder to ensure that persons who seek consultation

awareness of all employees, when new graduates orare not treated unfairly.

mid-career recruits join the company, they receive

We have also established a Business Partner Helpline designated to be used by our business partners.

effort into harassment prevention training. In fiscal
2019, we provided e-learning to all employees andspecial education for each division, as well as conducting awareness activities over the internet.
On and around Safety Pledge Days,* each individual division voluntarily holds events to reaffirm the
day’s significance. Workplace discussions are also
held at the same time (two times a year) to talk abouttion received about compliance issues or issues with
the Vice President in charge of Global Risk Control. Af-

We also use e-learning and lectures by outsideeven able to check details of reports from subsidiaries

assistance of relevant compliance officers. Informapotential business risks is immediately reported to

ESG Data

business ethics issues faced in the workplace andworkplace culture.
In addition, we provide easy-to-understand compliance-related information by posting a Compliance
Newsletter on our intranet every month.
*To prevent past incidents, such as the regrettable recall cover-up, from being forgotten over time, in October 2004 we designated January 10 and October 19 as “Safety Pledge Days.” Thesedays were chosen because two fatal accidents involving large
trucks manufactured by Mitsubishi Fuso, a former MITSUBISHI
MOTORS division, occurred on these days.

training regarding Mitsubishi Motor’s compliancehistory and the lessons to be learned from it. This
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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 servants andbusiness partners. Moreover, we have built and operatea system that is designed to prevent corruption.

Management Structure
MITSUBISHI MOTORS implements e-learning programs
for all employees to familiarize them with the Global
Code of Conduct and allows them to review the codeat any time by distributing pamphlets and posting it
to a smartphone app (for managers and above). We
also communicate the code across the group, distributing the pamphlets to subsidiaries and associates
in Japan, and in electronic form to subsidiaries andassociates overseas.
We have formulated the “Mitsubishi Motors Global
Anti-Bribery Policy” as a global guideline for the prevention of bribery and corrupt practices. This policy
states clearly that we tolerate absolutely no bribery or
corrupt practices. In our efforts to reinforce measuresfor preventing bribery and corrupt practices throughout the Group, we require affiliated companies inJapan and overseas to comply with the same policies.
We also ask our suppliers, contractors, procurement
partners, dealers and outside agents to comply withEnvironment

SocialGovernance

ESG Data

applicable laws and regulations related to bribery and

our Internal Audit Division also conducts operationalwith individual companies’ anti-bribery policies.

audits, the results of which are reported to the headIn particular, the Company has formulated control

officer of our Domestic Sales Division and followed up

regulations and operational standards on the provi-

on until the improvement measures of the identified

sion and receipt of gifts or business entertainment

issues are completed.

for public servants, prohibiting the improper provi-

We work to thoroughly prevent corruption whension of such gifts or business entertainment to public

employees from the Company are appointed as ex-

servants or their receipt from public servants. Whenecutives at overseas affiliates. Prior to their appoint-providing gifts or business entertainment to publicment, we provide training on legal risks, including theservants, a preemptive application must be made toprohibition and prevention of corruption.

the general manager of the Legal Department, andmust be provided only if approval is received.
MITSUBISHI MOTORS has management and operational standards for providing and receiving gifts orbusiness entertainment, in addition to those to public

In fiscal 2019, no fine or any other punishment
was imposed on MITSUBISHI MOTORS by regulatory
authorities for corrupt practices.
No employees have been disciplined for corrupt
practices.

servants. It expressly prohibits (1) providing gifts orbusiness entertainment that is illegal or goes beyond
generally accepted bounds, and (2) receiving illicit
payoffs. In addition to this, we provide guidelines forthe scope of exceptions to the above and make filingof an application compulsory to ensure transparency.
If these standards are violated, the compliance officerof the relevant division formulates internal reports
and implements 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. At ourdomestic sales subsidiaries we conduct regular education and training to instill thorough awareness of
our compliance policies and prevent improper activity.
Each company implements site audits regularly, while

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Sustainability Management

Environment

SocialInformation Security

Security Export Control

MITSUBISHI MOTORS recognizes its social responsibil-

MITSUBISHI MOTORS sincerely believes in the impor-

ity to adequately protect its important informationtance of strict security trade controls to prevent theassets (information and the IT systems, equipment,

proliferation of weapons of mass destruction and the

media, facilities, and products that handle this infor-

excessive accumulation of conventional weapons inmation) in the course of its business activities in order

order to maintain international peace and security.

to gain the trust of all its stakeholders. Our measures

To conduct strict export controls, we have estab-to ensure information security include putting inlished Security Export Control Regulations. We ensure

place and reviewing internal regulations, managing

the legality of our export transactions through our

information assets, strengthening measures against

management system, with its The Security Export

computer viruses and cyberattacks, providing educa-

Control Committee, led by the CEO, who serves astion to employees via e-learning and other measures,

chief security trade control officer.

and monitoring information security activities by the
Information Security Committee.

Approach to Taxation

Governance

ESG Data

Global Tax Policy for MITSUBISHI MOTORS Group
1.	 Tax compliance
The MITSUBISHI MOTORS Group (hereinafter simply
referred to as “MITSUBISHI MOTORS”) pledges topursue proper tax payments all over the world basedon the “MITSUBISHI MOTORS Global Code of Conduct.”This means MITSUBISHI MOTORS maintains appropriate and timely tax payments by understanding theintent and purpose of the BEPS* Action Plan, which
was developed and publicized by the OECD and G20
countries, as well as by complying with tax regulations in all countries and regions in which it conducts
businesses, tax treaties, and other international tax
regulations related to its business. In addition,
MITSUBISHI MOTORS pledges not to use any tax
havens or loopholes that are against the intentions
and purposes of laws.
*Base Erosion and Profit Shifting Action Plan

Personal Information Protection

MITSUBISHI MOTORS recognizes that proper tax payment in all operating countries is one of key elements

Based on our Privacy Policy, we have built a man-of corporate social responsibility for multinational

agement framework by establishing internal rules

companies. MITSUBISHI MOTORS Group has estab-and taking other measures. We also conduct ongo-

lished the following Global Tax Policy to promote tax

ing education, such as through the use of e-learn-compliance in business activities.

ing for employees. In addition, in response to global

In line with this policy, we have created a gov-

strengthening trend of privacy regulations, weernance system and strive to maintain proper tax

endeavor to protect personal information, by collab-

payments in compliance with international rules andorating with our affiliates and ensuring compliancenational regulations.

with personal information protection laws in countries
around the world, such as the General Data Protection
Regulation, the regulation concerning the protectionof personal data in the EU.

2.	Corporate governance on tax matters(1)	MITSUBISHI MOTORS recognizes corporate governance on tax matters as an infrastructure topromote tax compliance and tax planning and,
under the initiative of top management, pursues
the optimization of governance systems to secure the accuracy and transparency of accounting
and tax-related information.
(2) M ITSUBISHI MOTORS makes disclosures to all
relevant taxation authorities and stakeholders in aproper and timely manner, ensuring the submission of the country-by-country report (CBCR) required by the taxation authority under the transfer pricing regulation for multinational enterprises
after receiving verification from external experts.

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Environment

SocialGovernance

ESG Data

List of Executives (as of August 7, 2020)
Outside Outside director

Name

Position

Attributes

Attendance at Board of Directors
and Committee Meetings(April 2019 to March 2020)

Committees

Takao
Kato

Member of
the Board

Board of Directors 13 of 13 times
Compensation
Compensation Committee
Committee

12 of 12 times

Kozo
ShirajiMember of
the Board

Audit
Committee(Full timeMember)Board of Directors
Audit Committee

Shunichi Member of
OutsideMiyanaga the Board
Ken
Member of
OutsideKobayashi the Board

Nomination
Committee

Member of
Outsidethe Board

Main
Kohda

Member of
Outsidethe Board

Yaeko
TakeokaMember of
Outsidethe Board

Kenichiro
Sasae

Member of
Outsidethe Board

KiyoshiMember of
Sono
the Board
Hideyuki Member of
Sakamoto the Board
MitsukoMember of
Miyagawa the Board
Yoshihiko Member ofNakamura the Board
Joji
Member of
Tagawathe Board
Takahiko Member of
Ikushima the Board

Indep.

Indep.

Indep.

Nomination
Committee

Board of Directors 11 of 13 times
Nomination Committee 5 of 7 times

OutsideIndep.

OutsideIndep.

Board of Directors
Audit
Committee
Audit Committee
Nomination
Board of Directors
Committee
Board of Directors
Audit
Committee
Audit Committee
Audit—
Committee
Compensation—
Committee

Outside1 yearMr. Kato has accumulated many years of global management experience,
knowledge and operational experience with the Company, including serving
as president of the Company’s subsidiary in Indonesia, which is one of its
largest overseas manufacturing bases. In addition, since last year he hasserved as representative executive officer and CEO of the Company.

member of the Company)

6 years
4 years—

2 years

Ms. Egami has considerable insight concerning corporate strategies, marketing strategies, human resources development and others.

2 years

In addition to extensive knowledge about international finance, Ms. Kohda
has keen acumen and an objective perspective as a writer. She also has
considerable insight and experience gained as a member of the Council ofthe Ministry of Finance and the Ministry of Land, Infrastructure, Transport
and Tourism.

1 year12 of 13 times
9 of 9 times

1 year12 of 13 times

1 year11 of 13 times
8 of 9 times

1 year———For directors’ career summaries, visit:
WEB https://www.mitsubishi-motors.com/en/company/director/

Mr. Miyanaga has considerable experience, achievements and insight nurtured through his longstanding involvement in corporate management at a
manufacturing company that operates worldwide.
Mr. Kobayashi has considerable experience and achievements as a corporate
manager and extensive insight on global business management nurtured
through his career at a general trading company that operates worldwide.

1 yearIn addition to her experience as an Audit & Supervisory Board member of the(Reference: Previously
15 of 15 times
Company, Ms. Takeoka has considerable expert knowledge and extensive
served for four years as an
9 of 9 times Audit & Supervisory Board insight as a legal specialist, having been active as an attorney at law formember of the Company) many years.

Indep.

OutsideReasons for Appointment

Board of Directors 14 of 15 times
Compensation
Compensation Committee
Committee

12 of 12 times
Nomination
Committee
Board of Directors 15 of 15 times(Chairman)
Nomination Committee 7 of 7 times
Compensation Compensation Committee
12 of 12 times
Committee

Board of Directors
Audit Committee

OutsideFemaleTenure as Director(As of June 18, 2020)

Board of Directors 14 of 15 times
Nomination Committee 6 of 7 times

Audit
Committee(Chairman)

OutsideMale

1 yearIn addition to his experience at the Company, Mr. Shiraji has considerable(Reference: Previously
15 of 15 times
served for one year as an experience, achievements and insight through his long involvement with
9 of 9 times Audit & Supervisory Board
automotive business at a general trading company that operates worldwide.

Compensation Board of Directors 15 of 15 times
Compensation Committee
Committee

12 of 12 times(Chairman)

Setsuko
Egami

Indep. Independent director—

Having held a series of important posts at the Ministry of Foreign Affairs, Mr.
Sasae has a broad international understanding as a diplomat and considerable insight and experience.
Mr. Sono has considerable experience and extensive insight from serving asa corporate manager at international financial institutions.
Mr. Sakamoto has considerable insight and experience concerning theautomotive business.
Ms. Miyagawa has considerable expert knowledge and extensive insight as alegal specialist, having been active as an attorney at law for many years.
Mr. Nakamura has worked for many years as a certified public accountant
and possesses extensive knowledge as a specialist in accounting audits.
Mr. Tagawa has considerable insight and experience concerning the automotive business.
Mr. Ikushima has considerable insight and experience concerning the automotive business.

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Environment

SocialGovernance

ESG Data

Executive Remuneration
Information on the remuneration of directors andexecutive officers, as well as policies for determining
how this remuneration is calculated, is contained in
the annual securities report.
WEB https://www.mitsubishi-motors.com/en/investors/library/yuka.html

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ESG Data

Commitment of Top Management

Sustainability Management

Environment

SocialGovernance

ESG Data

ESG Data
E

S

Environmental Data Related to Products and Business Activities

Human Resource-Related Data

Product Fuel Economy and CO2 Emissions (Corporate Average)������������������������������������������������������94

Number of Employees, Number of Employees by Region,

Business Activity Indicators

Number of Locally-Hired Managerial Employees at Overseas Subsidiaries,

CO2 emissions, Scope 3 Breakdown���������������������������������������������������������������������������������������������������������������94

Status of Female Management Promotions, Employee Makeup (non-consolidated),
Number of New Graduates Hired, Working Hours and Ratio of Paid Leave Taken��������104

Energy Input (Primary and Secondary Energy), Sulfur Oxide, Nitrogen Oxide,

Number of Persons Taking Childcare Leave and Retention of Returnees,

VOC (Volatile Organic Compounds), Emissions of Ozone-Depleting Substances,
Generated Waste, Generated Waste and Externally Disposed Waste

Major Programs to Promote Work-Life Balance, Employment of People with Disabilities,(MITSUBISHI MOTORS alone), Raw Material Input, Withdrawn Water Volume,

Fiscal 2019 Training Results, Wage Levels, Accident Rate (Accident Frequency),

Wastewater Volume��������������������������������������������������������������������������������������������������������������������������������������������95

Employee Shareholding Association������������������������������������������������������������������������������������������������������������105

Environmental Accounting����������������������������������������������������������������������������������������������������������������������������������96

G

Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data

Governance-Related Data

(Results from FY2019)

Overview of Corporate Governance in FY2019, Total Compensation in FY2019,

Atmospheric pollutants�����������������������������������������������������������������������������������������������������������������������������������������������97

Compliance-Related Data����������������������������������������������������������������������������������������������������������������������������������������106

Water pollutants���������������������������������������������������������������������������������������������������������������������������������������������������������������98
PRTR-designated pollutants����������������������������������������������������������������������������������������������������������������������������������100

GRI Standards Reference Chart���������������������������������������������������������������������������������������������������������������������������������107
FY2019 Materiality Targets and Results��������������������������������������������������������������������������������������������������������������111

Biodiversity Data
Condition of Protected or Restored Habitats,
Habitat Status of Rare Species (Red List of Japanese Ministry of the Environment)in and around the Plants��������������������������������������������������������������������������������������������������������������������������������������103

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Environment

SocialGovernance

ESG Data

Environmental Data Related to Products and Business Activities
Product Fuel Economy and CO2 Emissions (Corporate Average) *1
Japan (fueleconomy)UnitedStates (fueleconomy)Europe (CO2emissions)
China (fueleconomy)Unit

Passenger
km/L
automobile*3
Import passenmpg
ger automobile
Light truck
mpg
Passenger
g-CO2/km
automobile
Import vehicle L/100km
Local producL/100km
tion vehicle

2015*2

2016

2017

Scope 3 Breakdown

(FY)

2018

2019

18.4

19.2

18.2

18.3

18.8

39.8

41.3

44.6

45.9

45.4

34.4

34.6

34.9

35.8

35.9

110

118

118

121

—

8.4

10.0

12.0

12.0

12.0

7.4

7.6

7.5

7.1

7.2

Business Activity Indicators(FY)

Production
Non-production

Unit
x103t-CO2
x103t-CO2

2015
449
69

2016
394
67

2017
477
63

2018
513
70

2019
472
62

Japan
Asia
Othersx103t-CO2
x103t-CO2
x103t-CO2

400
89
29

363
91
7

387
147
6

404
173
6

356
173
5

110

104

120

132

117

408

357

420

451

417

Scope 1 (direct emissions)x103t-CO2
Scope 2 (indirect emisx103t-CO2
sions)(Scope 1+2) Total
x103t-CO2
Scope 3 (Supply Chain
x103t-CO2 eq
Greenhouse Gas Emissions)(Scope 1+2+3) Total
x103t-CO2 eq

518

461

540

583

534

35,711

32,592

38,721

42,58035,42936,22933,05339,261

43,16335,963

2015

2016

2017

2018

2019

Coverage

Purchased
x103tCategory
consolidated
goods and
6,026 5,389 5,855 6,900 6,331
CO2 eq1(only production)
services
3
Category
x10 tCapital goods
164
159
297
407
319 non-consolidated
CO2 eq2
Fuel energy
Category not included x103t44
42
45
21
49 consolidated
in Scope 1 or CO2 eq
3
2
Upstreamx103tCategory transporta1,343
772 1,013 1,278 1,174 consolidated
tion andCO2 eq4
distribution
Waste generx103tCategory
consolidated
ated in oper12
10
16
19
21
5
CO2 eq(only production)
ationsCategory Businessx103t44
4
4
4 consolidated
CO2 eq6
travel3
Category Employee
x10 t1313
14
14
14 consolidated
CO2 eq7
commuting3
Category Upstream
x10 t——————
8leased assets CO2 eq
Downstream
x103tCategory transporta——————tion and9
CO2 eqdistribution
Category Processing of x103t—
—
—
—
——
10
sold products CO2 eq
Category Use of sold
x103t27,475 25,623 30,731 33,199 26,833 all destination
CO2 eq11
products
End-of-life
x103tCategory
treatment of
626
575
741
727
671 all destination
CO2 eq12
sold products
Category Downstream x103t—
—
—
—
——
13
leased assets CO2 eq
3Category
x10 tsome domestic
Franchises
4
5
5
12
13
CO2 eq14
dealers
Categoryx103tInvestment
—
—
—
—
——
CO2 eq15*1 Values reported to authorities or reported publicly in respective countries and regions*2 Values are by fiscal year in Japan, by model year in the United States and by calendar year in China*3 Excluding electric vehicles and plug-in hybrid vehicles

CO2 emissions

(FY)

Unit

Target site: 21 management target companies (Cover ratio: 100%)
CO2 emission factors• 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 (2018 edition)”

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Energy Input (Primary and Secondary Energy)
Unit
2015
Total amount
PJ*
10.4

Environment

Social

2017
9.7

2018
10.6

2019
9.5

Production
Non-production

PJ
PJ

9.1
1.3

7.0
1.3

8.2
1.5

8.9
1.7

8.3
1.2

Japan
Asia
Others

PJ
PJ
PJ

6.9
2.8
0.7

6.5
1.6
0.2

6.9
2.4
0.4

7.2
2.9
0.5

6.6
2.8
0.1

Externally disposed waste
Internal recycle

Raw Material Input

Target site: 21 management target companies (Cover ratio: 100%)* 1015 joules Unit calorific value: Quoted from the “Act on the Rational Use of Energy”

Sulfur Oxide
Total emissions

Iron and aluminum
Resin

2015
185

2016
193

2017
195

2018
219

2019
232

Withdrawn Water Volume

Target site: 21 management target companies (Cover ratio: 100%)
Calculation method: calculated the weight of sulfur contained in the used fuel and converted theweight into sulfur dioxide (SO2)

Nitrogen Oxide
Total emissions

2015
93

2016
89

2017
92

2018
87

2019
82

Target site: 21 management target companies (Cover ratio: 100%)
Calculation method: Fuel usage volume calculated using the Ministry of the Environment's “Environmental Activity Evaluation Program” emission factor

VOC (Volatile Organic Compounds)
Unit
Total emissions
t

2016
2,166

2017
1,882

2018
2,354

2019
2,243

Estimated at less than 0.1t (CFC equivalent) for MITSUBISHI MOTORS CORPORATION alone.

Production
Non-production

(FY)

Unit
x103t

2015
162

2016
150

2017
162

2018
187

2019
202

x103t
x103t

153
9

141
9

148
14

176
11

194
8

48
51

56
48

53
36

Unit
x103t
x103t

2015
158
2.9

2016
137
3.0

2017
143
3.0

2018
154
2.5

2019
141
2.1

(FY)

(FY)

2016
5,606

2017
6,727

2018
6,211

2019
5,915

Production
Non-production

x103m3x103m3

5,184
268

5,295
311

6,343
384

5,901
310

5,654
261

City waterIndustrial water
Underground waterx103m3x103m3x103m3

652
3,232
1,568

428
3,505
1,673

1,150
3,602
1,975

878
3,412
1,921

988
3,280
1,647

(FY)

Unit
x103m3

2015
4,170

2016
3,977

2017
4,577

2018
4,504

2019
4,104

Production
Non-production

x103m3x103m3

3,902
268

3,666
311

4,193
384

4,194
310

3,843
261

SewagePublic waters

x103m3x103m3

1,635
2,535

1,708
2,269

2,405
2,172

2,396
2,108

2,041
2,063

Total amountEmissions of Ozone-Depleting Substances

Total emissions

47
46

2015
5,452

Wastewater Volume

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

Generated Waste

52
59

Target site: 21 management target companies (Cover ratio: 100%)• MMKI recycles and reuses some of its wastewater. In fiscal 2019, roughly 344,000m3 of water wasrecycled. (Roughly 2% of total MITSUBISHI MOTORS Group water withdrawal.)

(FY)

2015
2,151

x103t
x103t

Unit
x103m3

Total amount
(FY)

Unit
t

(FY)

2019
89

Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant

(FY)

Unit
t

ESG Data

Generated Waste and Externally Disposed Waste (MITSUBISHI MOTORS alone)
Unit
2015
2016
2017
2018
111
93
99
104
Total amount produced
x103t

(FY)

2016
8.3

GovernanceTarget site: 21 management target companies (Cover ratio: 100%)• Includes some estimated figures.

Target site: 21 management target companies (Cover ratio: 100%)
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Environment

SocialGovernance

ESG Data

Environmental Accounting
Environmental Conservation Costs
Category

Business Area Cost

Upstream/
Downstream Costs
Administration Activity
Cost
R&D Cost
Social Activity Cost
Environmental
Remediation Cost
Total

Main Initiatives Details

2017
Investment

Unit

Pollution Prevention Preventing air pollution, water
Cost
pollution and soil pollution
Global Environmental Preventing global warming
Conservation Costand the ozone depletion
Resource Circulation Reduction, proper disposal
Costand recycling of the waste
Withdrawing used bumpers and corresponding
automobile recycling law
Maintaining certification of ISO14001, educating
employees and monitoring
Research and development about reductions inenvironmental impact of products such as improving
fuel economy and exhaust gas measures
Hands-on environmental lessons, supporting global
environmental activity, donation to environmentalgroups and disclosing environmental information
Compensation for environmental damage by business activities

2019
Investment

Cost

Cost

Million yen

63

1,269

106

1,315

41

1,251

Million yen

388

14

171

13

250

9

Million yen

6

829

22

1,226

0

1,418

Million yen

35

1,789

0

1,770

0

1,688

Million yen

120

668

56

680

130

420

Million yen

3,567

39,545

1,116

41,527

1,711

51,383

Million yen

2

328

68

239

0

273

Million yen

10

4

0

138

0

12

Million yen

4,191

44,446

1,539

46,9072,132

56,454

Unit<Reference> Group-wide capital investment, R&D cost

2018
Investment

Cost

100 Million yen

Capitalinvestment
999

R&D cost
1,025

Capitalinvestment
1,377

R&D cost
1,243

Capitalinvestment
1,039

R&D cost
1,308

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

Total

Details of Benefit

2017
Benefit

Unit

Operating revenue from the sale of recycled waste
products and used products produced through key
business
Energy expense saving through energy conservation
Water expense saving through water conservation
Disposal cost saving through lower resource input or
recyclePackaging materials cost saving through recycling

2018
Benefit2019
BenefitMillion yen

2,232

2,512

1,774

Million yen
Million yen

-675
1

-889
-3

532
8

Million yen

-3

-241

114

Million yen
Million yen

454
2,009

439
1,818

422
2,850

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SocialGovernance

ESG Data

Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data (Results from FY2019)
Explanation of values
The regulation values indicate the strictest values in the text of laws, regulations and pollution prevention agreements.
For atmospheric emissions, the maximum values are indicated.
Regarding PRTR, Class I Designated Chemical Substances that are handled at a volume of a 1 t/year or more are listed.
Technical words in the charts NOx: Nitrogen oxide SOx: Sulfur oxide BOD: Biochemical oxygen demand COD: Chemical oxygen demand SS: Concentration of suspended solids in water

Atmospheric pollutants
Okazaki Plant
Atmosphericpollutants
NOx

Equipment

Boiler (Large-type, NO2)
Boiler (Other)
Drying furnace (for coating)
Soot dust
BoilerDrying furnace (for coating)SOx (sulfur in fuel regulations)
Formaldehyde
Drying furnace

ppm
ppm
ppm
g/Nm3
g/Nm3
wt%
mg/m3

Mizushima Plant
Atmosphericpollutants
NOx

Equipment

Unit

Boiler (Steam)
Boiler (Heating)
Boiler (Small-type)
Boiler (Absorption-type air
conditioner)
Boiler (Booth fan
heating facility)
Drying furnace
Melting furnace
Metal heating furnace
Total amount
Soot dust
BoilerBoiler (Booth fan
heating facility
only)
Drying furnace
Melting furnace
Metal heating furnace
SOx (sulfur in fuel regulations)

Unit

Regulation
130
150
250
0.1
0.1
0.5
30

Regulation

Actual(maximum)
67
68
49
0.002
0.002
—
4.3

Kyoto Plant – Kyoto
AtmosphericEquipment
pollutants
NOx
BoilerDrying furnace
Melting furnace
Metal heating furnace
Soot dust
BoilerDrying furnace
Melting furnace
Metal heating furnace
SOx (sulfur in fuel regulations)
DioxinMelting furnace
Drying furnace

Actual(maximum)

ppm
ppm
ppm

150
150
150

ppm

180

58

ppm

100

＜15

ppm
ppm
ppm
Nm3/h
g/Nm3

230
200
180
12.749
0.1

43
＜27
34
6.246
0.009

g/Nm3

0.03

0.0007

g/Nm
g/Nm3
g/Nm3
wt%

0.1
0.1
0.1
0.50

0.093
＜0.001
0.028
0.025

3

Mizushima Plant (Harmful gases (Okayama Prefecture regulations))
Atmospheric pollutants
Unit
Regulationppm
Acrylonitrile40
ppm
Acetonitrile80
ppm
Formaldehyde
10
ppm
Cyan and its compounds
10
ppm
Carbon disulfide
40
ppm
Phenol10ppm
Styrene200
ppm
Benzene50ppm
Phosgene
0.1
ppm
Vinyl chloride
500

—
77
46

Kyoto Plant - Shiga
AtmosphericEquipment
pollutants
NOx
BoilerSoot dust
Boiler

Unit
ppm
ppm
ppm
ppm
ppm
ppm
ppm
ppm
wt%
ng-TEQ/Nm3
ng-TEQ/Nm3

Unit
ppm
g/Nm3

Actual (maximum)
0.1
0.5
0.4
—
—
＜0.1
＜0.1
1.2
—
—

Regulation
150
230
200
180
0.1
0.2
0.1
0.2
0.5
1
1

Regulation
150
0.1

Actual(maximum)
77
66
120
130
0.00840.00340.00840.020
00.10
0.0054

Actual (maximum)
78
0.0038

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Governance

Mizushima Plant

Okazaki Plant
Water pollutants

Unit

pH
BOD
COD
SS
Oil
CopperZinc
Soluble ironSoluble manganese
Chromium
E-coli
Total nitrogen
Total phosphorus
Fluorine
COD total amount
Total amount of
total nitrogen
Total amount of
total phosphorus

—
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
Unit/cm3
mg/L
mg/L
mg/L
kg/dayWater pollutants

Regulation
Actual (Maximum)
Daily average shown
Maximum Minimum Averagein parentheses
7.6
6.7
7.1
5.8〜8.6
25
(20)
3.6
1.9
＜0.5
25
(20)
8.9
0.5
4.9
30
(20)
6.0
1.5
＜1.0
2
＜0.5
＜0.5
＜0.5
0.5
＜0.01
＜0.01
＜0.01
1
0.16
0.02
0.08
3
＜0.1
＜0.1
＜0.1
3
0.1
0.1
＜0.1
0.1
＜0.02
＜0.02
＜0.02
300
280
30
66
15
10.0
4.9
7.2
2
0.40
0.10
0.20
4.0
0.90
0.10
0.50
61.6
22.7
1.0
9.2

kg/day

71.5

36.2

0.2

14.7

kg/day

8.6

2.48

0.04

0.73

pH
pH
BOD
COD
COD
COD Total
amount
SS
SS
Oil
Oil
Zinc
Zinc
Soluble ironSoluble ironSolublemanganese
Solublemanganese
E-coliE-coli
Total amount of
total nitrogen
Total amount of
total phosphorus
Total nitrogen
Total nitrogen
Total phosphorus
Total phosphorus
Boron
Boron
Fluorine
Fluorine
Ammonia,ammoniumcompounds,
nitrites, andnitric compounds• Other than the above, the following were all below lower limits (not detected): Cyan, hexavalentchromium, cadmium, organic phosphorus, lead, phenol, trichloroethylene, 1,1,1-trichloroethane, alkyl
mercury, PCB, selenium, carbon tetrachloride, 1,2-dichloroethane, 1,1-dichloroethylene, dichloromethane, cis-1,2-dichloroethylene, tetrachloroethylene, 1,1,2-trichloroethane, benzene, 1,3-dichloropropene,simazine, and thiram, thiobencarb.

RiversSeasRiversRiversSeasRivers+ SeasRiversSeasRiversSeasRiversSeasRivers
Seas

Unit
—
—
mg/L
mg/L
mg/L

ESG Data

Regulation
Actual (Maximum)
Daily average shown
Maximum Minimum Averagein parentheses
7.7
6.6
7.2
6〜8
7.9
6.9
7.3
6〜8
30
(20)
61.0
1.1
7.5
30
(20)
24.0
3.2
5.9
20
(15)
7.1
2.1
＜0.5

kg/day

294

mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L

40
40
2
2
2
2
10
10

25.9

7.3

40.6

28.0
＜2.5
7.1
＜0.5
0.06
0.48
＜0.02
＜0.01

＜1.0
＜1.0
＜0.5
＜0.5
＜1.0
＜0.11
＜0.01
0.01

2.0
＜1.0
＜0.5
＜0.5
0.05
0.30
＜0.01
＜0.01

Rivers

mg/L

10

0.12

＜0.04

＜0.08

Seas

mg/L

(20)
(20)
(1)
(1)

10

＜0.01

＜0.01

＜0.01

Rivers Unit/cm3
Seas Unit/cm3

3,000
3,000

0
0

0
0

0
0

kg/day

123

86.7

6.3

49.9

45.9

0.3

16.5

14.0
4.9
6.00
0.14
＜0.1
＜0.1
2.0
＜0.2

1.8
0.3
0.20
0.01
＜0.1
＜0.1
0.9
＜0.2

8.2
2.0
1.80
0.08
＜0.1
＜0.1
1.5
＜0.2

kg/day47.8

RiversSeasRiversSeasRiversSeasRivers
Seas

mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
mg/L

120
120
16
16
10
230
8
15

Rivers

mg/L

100

4.6

2.3

3.5

Seas

mg/L

100

2.1

1.0

1.6

(60)
(60)
(8)
(8)

• Other than the above, the following were all below lower limits (not detected): Copper, lead, cyan,
total chromium, hexavalent chromium, cadmium, organic phosphorus, total mercury, arsenic, phenol, trichloroethylene, trichloroethane, alkyl mercury, PCB, selenium, carbon tetrachloride, 1,2-dichloroethane, 1,1-dichloroethylene, dichloromethane, cis-1,2-dichloroethylene, tetrachloroethylene,
1,1,2-trichloroethane, benzene, 1,3-dichloropropene, simazine, thiram, and thiobencarb.
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Environment

SocialWater pollutants

Kyoto Plant - Shiga

Kyoto Plant - Kyoto
Water pollutants
pH
BOD
SS
Oil
Oil

Mineral oil
Animal andvegetable oils

Zinc
Soluble ironSoluble manganese
Total nitrogen
Total phosphorus
Arsenic
Dioxins

Governance

Water pollutants

Actual (Maximum)
Maximum Minimum Average
7.1
5.5
6.4
350.0
1.4
109.5
46.5
8.5
17.8
＜1.0
＜1.0
＜1.0

Unit

Regulation

—
mg/L
mg/L
mg/L

5—9
600
600
5

mg/L

30

13.8

1.0

5.5

mg/L
mg/L
mg/L
mg/L
mg/L
mg/L
pg-TEQ/L

5
10
10
240
32
0.1
10

0.05
0.36
0.78
49.4
0.35
＜0.05
0.0036

0.05
0.09
0.42
16.8
0.10
＜0.05
0.0036

0.05
0.20
0.53
31.4
0.14
＜0.05
0.0036

pH
BOD
SS
Oil
Total nitrogen
Total phosphorus

Unit
—
mg/L
mg/L
mg/L
mg/L
mg/L

ESG Data

Actual (Maximum)
Regulation
Maximum Minimum Average
5—9
8.2
6.5
7.5
600
31.0
1.0
6.3
600
6.0
5.0
5.1
5
5.4
1.0
1.4
60
7.4
0.1
4.0
10
0.7
0.1
0.3

• All drainage from processes is discharged to sewers, and the items for analysis have been determinedin an agreement with the government of Konan City.

• All drainage from processes is discharged to sewers, and the items for analysis have been determinedin an agreement with the government of Kyoto City.

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ESG Data

PRTR-designated pollutants
Okazaki Plant
NO.

Substance name

Unit

1
53
71
80
239

Water-soluble zinc compounds
Ethyl benzene
Ferric chloride
XyleneOrganic tin compounds(Dibutyltin oxide)
Styrene
1,2,4-Trimethylbenzene
1,3,5-Trimethylbenzene
TolueneNaphthalene
Nickel compounds
n-HexaneBenzeneFormaldehyde
Manganese and its compounds

kg/yearkg/yearkg/yearkg/yearkg/year

240
296
297
300
302
309
392
400
411
412
Total

kg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearAmounthandledEmissions volume

Removal volume
Sewage line

Recycled
volumeWaste

Consumed
volumeRemovalTreatment
volumeAtmosphere

Public waters

17,155
61,11914,765135,0220
32,936
0
40,691

45
0
0
0

0
0
0
0

0*
961
0
1,067

0
4,297
0
2,871

12,821
14,565061,757

3,330

0

0

0

500

0

2,831

0

65,830
9,012
322,125

9,805
2,644
53,951

0
0
0

1,002
289
2,097

38
17
56,09032,646
20
104,553

22,3396,042
105,434

1,749
18,688
9,271
948
5,008
664,023

0
97
32
142
0
140,297

138
0
0
0
300
482

983
6
3
1
1,705
12,9030000063,313629
11,252
6,955
0
3,004
251,032

0
7,333
2,281
805
0
195,996

0
0
0
0
0
0
0
0
0
0
0

0
8,360
14,76528,636• Amount handled=Emission+transport volume+recycled volume+consumed volume+removal processed volume• Consumed volume: Volume transformed to other substances by means of a reaction or contained within a product• Removal treatment volume: Volume transformed to other substances by means of incineration, decomposition or reaction*The amount of sludge accounting for transported decomposed matter was 4,289 (kg/year). However, as this was not aqueous compounds, it has not been included in the amount of transported decomposed
matter (confirmed by Okazaki City)

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ESG Data

PRTR-designated pollutants
Mizushima Plant
NO.

Substance name

Unit

1
53
80
188
239
296
297
300
309
392
400
407
411
412
438
Total

Water-soluble zinc compounds
Ethyl benzene
XyleneN, N-Dicyclohexylamine
Organic tin compounds
1,2,4- Trimethylbenzene
1,3,5- Trimethylbenzene
TolueneNickel compounds
n-HexaneBenzenePolyoxyethylene alkyl ether
Formaldehyde
Manganese and its compounds
Methylnaphthalene

kg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearAmounthandled21,035.9
21,657.7
67,093.0
1,569.7
5,836.6
56,984.2
5,928.2
125,149.5
4,383.0
49,713.7
8,741.4
11,881.9
2,538.9
4,362.4
3,303.2
390,179.3

Emissions volume

Removal volume

Atmosphere

Public waters

02,669.4
3,162.8
00
17,026.2
4,941.2
661.6
0
290.9
26.1
0
1,388.30186.3
30,352.8

817.2
0
0
0
0
0
0
0
471.8
0
0
118.8
0
220.0
0
1,627.8

Sewage line

Waste
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

5,918.5
194.0
215.6
1,569.7
291.8
1,009.6294.9
02,281.00011,763.1
01,687.7
025,225.9

Recycled
volume05,675.1
6,148.0000013,714.8
0
0
0
0
0
0
0
25,537.9

Consumed
volume14,300.3
12,980.5
57,412.5
05,544.8
36,581.6
0110,773.2
1,630.1
49,422.8
8,715.3002,414.4
3,116.9
302,892.4

RemovalTreatment
volume

0
138.7
154.1
0
0
2,366.7
691.8
0
0
0
0
0
1,150.6
40.3
04,542.2• Amount handled=Emission+transport volume+recycled volume+consumed volume+removal processed volume• Consumed volume: Volume transformed to other substances by means of a reaction or contained within a product• Removal treatment volume: Volume transformed to other substances by means of incineration, decomposition or reaction

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Sustainability Management

Environment

SocialGovernance

ESG Data

PRTR-designated pollutants
Kyoto Plant - Kyoto
NO.
37
53
80
87

Atmosphere

Public waters

5,144.0
7,860.7
34,577.7

0
2.4
10.4

0
0
0

0
0
0

0
0
0

0
0
0

5,128.6
7,858.3
34,567.3

RemovalTreatment
volume15.4
00

kg/year3,365.9

0.1

0

0

0

0

3,365.8

0kg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/yearkg/year
mg-TEQ/year

41,982.8
28,405.5
4,902.6
138,859.3
4,584.1
13,936.5
4,179.0
1,194.5
4,890.3
293,882.7

0
8.5
1.5
41.7
0
2.8
0.4
0
0.1
67.8
6.8

0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0
0.00000131

0
0
0
0
0
0
0
0
0
0

0
0
0
0
0
0
0
0
0
0

29,387.9
28,397.0
4,901.1
138,817.7
3,667.2
13,933.7
4,178.6
1,190.9
4,890.2
280,284.2

12,594.8
0
0
0
916.8
0
0
3.6
0
13,530.6

Substance name

Unit

Bisphenol A
Ethyl benzene
XyleneChromium and chromium (III)compounds
Hexamethylenetetramine
1.2.4-Trimethylbenzene
1.3.5-Trimethylbenzene
ToluenePhenoln-HexaneBenzeneFormaldehyde
Manganese and its compounds

kg/yearkg/yearkg/year

258
296
297
300
349
392
400
411
412
Total
243
Dioxins

AmounthandledKyoto Plant - ShigaNO.

Substance name300
TolueneTotal

Unit
kg/yearkg/yearAmounthandledEmissions volume

Removal volume
Sewage line

Emissions volume

Waste

Removal volume

Atmosphere

Public waters

0.6
0.6

0
0

2,082.0
2,082.0

Recycled
volumeSewage line

Recycled
volumeWaste
00Consumed
volume00Consumed
volume002,081.4
2,081.4

RemovalTreatment
volume00• Amount handled=Emission+transport volume+recycled volume+consumed volume+removal processed volume• Consumed volume: Volume transformed to other substances by means of a reaction or contained within a product• Removal treatment volume: Volume transformed to other substances by means of incineration, decomposition or reaction

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Environment

SocialGovernance

ESG Data

Biodiversity Data
Condition of Protected or Restored Habitats (Achievements by FY2019)

Kyoto Plant-Shiga

Protection:
Initiatives of preserving native plants and creaturesin and around the plants
Environmental preservation of “Yatsuda” where White egret flower lives

Kyoto Plant- Kyoto—

Business Site

Preparation of growth environments for birds through the installation of
Okazaki Plant andbirdbaths
Research &Construction of a culvert beneath the test course to provide a movement
Development Centerroute for mammals, etc.

Restoration:
Initiatives of restoring the ecosystem in and around the business sites to the condition
which native plants and creatures are able to live
Restoration of cogongrass gregariousness, which provides habitats for various insectsPlanting Asarum caulescens, Blackberry lily and Eupatorium japonicum, which are nativeplants of Kyoto city—

Habitat Status of Rare Species (Red List of Japanese Ministry of the Environment) in and around the Plants (Status up to FY2019)
Tokachi Research & Development Center (period of survey: 2018)
NumberCategory
Discovered Speciesof Species
White tailed eagle, Black woodpecker, Far eastern brook
VU (Vulnerable)
7
lamprey, Japanese crayfish, Corydalis, Rhododendron
dauricum, Ajuga ciliata var. villosior
Japanese sable, Grey nightjar, Latham’s snipe, Northerngoshawk, Lasius teranishi, Brenthis daphne (subspeciesof Hokkaido/North Honshu), Glaucopsyche, Japanese
NT (Near Threatened)
12
big-ear radix, Hyphydrus japonicus Sharp, Ilybius apicalis,
Water scavenger beetles, Potamogeton pusillus
EN (Endangered)2
Margaritiferidae, Carex uda
Tamias sibiricus, Hazel grouse, Ezo salamander, CoenoDD (Data Deficient)4
myia basalis

Kyoto Plant-Shiga (period of survey: 2013 - 2014)
NumberCategory
Discovered Speciesof Species
VU (Vulnerable)
3
Clouded salamander, Whirligig Beetle and Oryzias latipes
White egret flower, Agrostis valvata, Eurasian SparrowNT (Near Threatened)
7
hawk, Japanese pond turtle, B lackspotted Pond Frog,
Trigomphus citimus and Trigomphus interruptus
EN (Endangered)
1Species of insects not to be disclosed

Okazaki Plant and Research & Development Center (period of survey: 2016)
NumberCategory
Discovered Speciesof Species
NT (Near Threatened)2
Northern Goshawk, Eurasian Sparrowhawk
DD (Data Deficient)
1
Polistes japonicus

Kyoto Plant- Kyoto (period of survey: 2019)
NumberCategory
Discovered Speciesof Species
DD (Data Deficient)1
Grey-headed lapwing

Mizushima Plant (period of survey: 2017)
NumberCategory
Discovered Speciesof Species
VU (Vulnerable)
1
FalconOsprey, Japanese buzzard (Okayama Prefecture Red
NT (Near Threatened)2
Data Book)

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Environment

SocialGovernance

ESG Data

Human Resource-Related Data
Number of Employees
Total
Male
FemaleNumber of employees(consolidated)
Number of temporary
workers (consolidated)

Number of employees (nonconsolidated)

FY 2016
13,222
11,932
1,290
29,604

FY 2017
13,693
12,336
1,357
30,507FY 2018
14,171
12,695
1,476
31,314

FY 2019
14,407
12,848
1,559
32,171

3,892

7,122

8,682

7,558

Employee Makeup (non-consolidated)
Average age

Male
FemaleAverage years
Maleof service
FemaleNumber of employees who
have left the company(total)Retirement
Voluntary retirement
Involuntary retirement
Work transfer, other

Number of Employees by Region: 32,171 (consolidated)
Europe 406 (1%)
North America
595 (2%)Australia and others
280 (1%)
Asia
9,455
(29%)

Total

Male
FemaleMale
University
graduate/Master’s Female
degree or above
Male
Junior college/
vocational school Female
graduates
High schoolMale
graduates/other Female

1,098
10.2%
10,736(As of March 2020)

Status of Female Management Promotions
Number of
femalemanagers

Number of
femaleexecutives*1

Persons
Ratio
Generalmanager or
above
Persons
Ratio

FY 2017
41.9
39.2
16.6
12.8
539

FY 2018F
41.6
38.5
16.7
12.4
533

FY 2019
41.4
38.1
16.2
11.6
735

221
421
8
15

248
249
2
40

272
240
7
14

381
303
14
37

FY 2016
298
40
196
34

FY 2017
220
31
133
27

FY 2018F
314
54
226
47

FY 2019
368
92
229
76

2
0

1
0

5
0

1
0

100
6

86
4

83
7

138
16

Number of New Graduates HiredJapan
21,435(67%)

Number of Locally-Hired Managerial Employees at Overseas Subsidiaries
Number of mana- Persons
gerial employees Ratio
Number of employees

FY 2016
41.1
38.3
16.7
12.3
665

As of July
2017
49
2.9%
6

As of July
2018
58
3.5%
11

As of July
2019
68
3.9%
13

As of July
2020
74
3.5%
14

2
5.1%

3
7.7%

5
12.5%

5
12.5%

Working Hours and Ratio of Paid Leave Taken
Total working hours perperson/per year
Overtime worked perpersonRatio of annual paid leave
taken*2

FY 2016

FY 2017

FY 2018F

FY 2019

2,092.9 hours 2,115.5 hours 2,131.2 hours 2,013.6 hours
328.3 hours

329.5 hours

372.3 hours

288.6 hours

81.6%

82.6%

86.6%

100.6%*2 Days of annual paid leave taken during the year (days carried forward from the previous
year + days granted for the current year)
×100
Days of annual paid leave available for the year

*1 Number of female executives includes outside directors.

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Number of Persons Taking Childcare Leave and Retention of Returnees
Total
Male
FemaleRetention rate of returnees*1

FY 2016

FY 2017
127
6
121
92.3%

86
3
83
91.9%

Number of
persons taking
childcare leave

FY 2018F
131
10
121
100%

Social

FY 2019 Results

Male

Pregnancy leave
Maternity leave
ChildcareChildcare leave
Child nursing leave
Reduced working hours for childcare
Nursing care leave
Nursing care
Short-term nursing care leave
Reduced working hours for nursing care
Life plan leave
Accumulation of unused paid leave
Flextime system (including managerial
employees)*2
Telecommuting system
Miscellaneous Reemployment system

0
0
49
319
10
3
169
2
98
208

Female
11
72
145
186
191
6
60
6
33
13

Total
11
72
194
505
201
9
229
8
131
221

7,015

1,157

8,172

880

425

1,305

0

6

6

0

8

8

 umber of employees registered as candiNdates for re-hiring under the reemployment
system (in fiscal 2019, no employees wererehired under this program)

Accompanying leave

ESG Data

Fiscal 2019 Training Results

FY 2019
194
49
145
97.7%

Number of employees who took courses during the year (total)
Total number of hours attended
Number of course hours/days per employee
Training expenses per employee*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

Major Programs to Promote Work-Life Balance

Governance

26,811
230,367 hours
16 hours / 2.0 days
¥30,095

Wage Levels

High school graduate Administrative and Engineering staff
High school graduate
Manufacturing Worker
Technical college graduate
Starting pay
Junior college graduate
University graduate
Master’s degree
Doctor of Philosophy
Average salary of all employees (annual)
Percentage of women’s(annual)salaries to men’s salaries
General Manager

Ratio of Valuable
Compensation

General Manager(responsible for specific duties)
Manager

Accident Rate (Accident Frequency)¥166,400¥172,400¥186,100¥170,900¥209,900¥231,900¥265,900¥7,311,000
74%
Maximum of 35% ofannual basic salary
Maximum of 25% ofannual basic salary
Maximum of 20% of
annual basic salary

FY 2016
0.54

FY20170.60

FY20180.41

FY2019
0.42

0.06

0.09

0.10

0.10

*2 With regard to the flextime system, the number of employees eligible to use the system (as of April
1, 2019)

Overall accident rate*4
Accident rate with loss of
workdays*5

Employment of People with Disabilities*3*4 Number of accidents with or without loss of workdays per 1 million working hours*5 Number of accidents with loss of workdays per 1 million working hours

（人）

500
400
300

Number of disabled persons hired (as of April)
2.07
313

2.18
330

2.21
346

Employment rate (%) (%)
2.14

349

2.2
363

2.5
1.5

200

1.0

100

0.5

0

2016

2017

2018

2019

2020

Employee Shareholding Association

2.0 *3 In accordance with the

0.0

Act for Promotion of
Employment of Persons with Disabilities,
one severely disabled
person is recognized
as two people

Number of members of the employee shareholding association
Membership rate
Shares owned

As of March 2020
1,211
7.8
1,881,798

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Environment

SocialGovernance

ESG Data

Governance-Related Data
Overview of Corporate Governance in FY2019
Organizational form
Board of Directors members
Internal directors
Of whom, non-executive directors
Outside directors
Of whom, independent directors
Number of Board of Directors meetings
Ratio of attendance at Board of Directors
meetings
Of which, ratio of attendance by outside
directors
Chairperson of the Board of Directors
Statutory committees
Nomination Committee
Compensation Committee
Auditor Committee

Total Compensation in FY2019

Company with three committees
15
3
1
12
6
15
95.8%

Information related to total compensation is disclosed in the Annual Securities Report.
WEB https://www.mitsubishi-motors.com/en/investors/library/yuka.html

Compliance-Related Data

Units
Number of reports toor consultations with
the internal Employee Instances
Consultation Office(helpline)
Number of reports toor consultations withthe outside attorney Instances
consultation office(helpline)
Number of reports toor consultations with
Instances
the MITSUBISHI
MOTORSs Global
HotlineNumber of reports toor consultations with
Instancesthe Business Partner
Hotline94.8%
Chairman
Nomination Committee, Compensation
Committee, Auditor Committee
5 (including 4 outside directors)
Chairperson: Outside director(independent director)
5 (including 4 outside directors)
Chairperson: Outside director
5 (including 4 outside directors)
Chairperson: Outside director(independent director)

FY2015FY2016FY2017FY2018FY2019

110

153

170

194

166

1

2

4

13

4

—

—

—

14

25

—

0

0

0

3

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ESG Data

GRI Standards Reference Chart
Item
Description
GRI 102: General Disclosures 2016
Organizational profile
102-1
a. Name of the organization
102-2
a. A description of the organization’s activitiesb. Primary brands, products, and services, including an explanation of any products or services that are banned incertain markets
102-3
a. Location of the organization’s headquarters
102-4
a. N
 umber 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
102-5

a. Nature of ownership and legal form

102-6

a. Markets served

102-7

a. Scale of the organization

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 organization’s 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.
a. A description of the organization’s supply chain, including its main elements as they relate to the organization’s
activities, primary brands, products, and services

102-9

102-10102-11a. Significant changes to the organization’s size, structure, ownership, or supply chain
a. Whether and how the organization applies the Precautionary Principle or approach102-12a. A
 list of externally-developed economic, environmental and social charters, principles, or other initiatives towhich the organization subscribes, or which it endorses

102-13a. A list of the main memberships of industry or other associations, and national or international advocacy organizations

Index for applicable pages

Corporate Overview
Corporate Overview
Securities Report (P4-5) Description of businessCorporate Overview
Corporate Overview
Securities Report (P4-10) Description of business, Status ofsubsidiaries and associates
Corporate Overview
Securities Report (P37-46) Information about shares, etc.
Corporate Overview
Securities Report (P4-10) Description of business, Status ofsubsidiaries and associates
Corporate Overview
ESG Data＞Human Resource-Related Data
Securities Report (P11) Employees, (P17-22) Management
analysis of financial position, operating results and cash flows
Corporate Overview
ESG Data＞Human Resource-Related Data
Securities Report (P.11) Employees

Deploying Supply Chain Sustainability Initiatives (Social)
Deploying Supply Chain Sustainability Initiatives(Environment)
Securities Report (P4-5) Description of business
N/A
Environmental Management
Corporate Governance＞Risk Management
Securities Report (P13-16) Business-related risks
Editorial Policy
Sustainability Management＞Sustainability Management
Sustainability Management＞Sustainability Management
Human Rights＞Framework of Human Rights Awareness

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SocialItem
Description
Strategy102-14a. 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
102-15a. A description of key impacts, risks, and opportunities

Ethics and integrity
102-16
a. A description of the organization’s values, principles, standards, and norms of behavior

Governance

ESG Data

Index for applicable pages
Commitment of Top Management
Commitment of Top Management
Sustainability Management＞MITSUBISHI MOTORS’ Materiality
Securities Report (P13-16) Business-related risks

Sustainability Management＞Corporate Philosophy and Policy
Governance＞Compliance102-17a. A
 description of internal and external mechanisms for seeking advice about ethical and lawful behavior, andGovernance＞Complianceorganizational integrity, and reporting concerns about unethical or unlawful behavior, and organizational integrity. Environment＞Environmental Management＞Environmental Risk Management
Social＞Deploying Supply Chain Sustainability Initiatives(Social)＞Establishing a Business Partner Helpline
Governance102-18a. Governance structure of the organization, including committees of the highest governance body
Sustainability Management＞Sustainability Managementb. Committees responsible for decision-making on economic, environmental, and social topics
Governance＞Internal Control
Corporate Governance Report (P28)
Securities Report (P49-93) Information about corporate
102-19a. Process for delegating authority for economic, environmental, and social topics from the highest governancebody to senior executives and other employees
governance, etc.
102-20a. Whether the organization has appointed an executive-level position or positions with responsibility for econom- Sustainability Management＞Sustainability Management
ic, environmental, and social topics
Securities Report (P49-93) Information about corporateb. Whether post holders report directly to the highest governance bodygovernance, etc.
102-21a. P
 rocesses for consultation between stakeholders and the highest governance body on economic, environmenSocial＞Occupational Health and Safety＞Labor-Managetal, and social topics
ment Relations
b. If consultation is delegated, describe to whom it is delegated and how the resulting feedback is provided to the General Shareholders Meetings Website
highest governance body
Corporate Governance Report (P4) Basic Views＞Policy for
Constructive Dialogue with Shareholders
102-22a. Composition of the highest governance body and its committees
Governance＞List of Executives
Corporate Governance Report (P6-21) Business Management Organization and Other Corporate Governance
Systems regarding decision-making, Execution of Business, and Oversight in Management
Securities Report (P49-93) Information about corporate
governance, etc.
102-23a. Whether the chair of the highest governance body is also an executive officer in the organization
Securities Report (P49-93) Information about corporate
governance, etc.
b. If the chair is also an executive officer, describe his or her function within the organization’s management andthe reasons for this arrangement
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SocialItem102-24

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

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, including, as a minimum:a. Highest governance body’s and senior executives’ roles in the development, approval, and updating of theorganizations’ purpose, value or mission statements, strategies, policies, and goals related to economic, environmental, and social topicsa. M
 easures taken to develop and enhance the highest governance body’s collective knowledge of economic,
environmental, and social topics
a. Processes for evaluating the highest governance body’s 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 body’s performance with respect to governance of economic, environmental, and social topics, including, as a minimum, changes in membership andorganizational practice.
a. Highest governance body’s role in identifying and managing economic, environmental, and social topics andtheir impacts, risks, and opportunities–including its role in the implementation of due diligence processesb. Whether stakeholder consultation is used to support the highest governance body’s identification and management of economic, environmental, and social topics, and their impacts, risks, and opportunitiesa. Highest governance body’s role in reviewing the effectiveness of the organization’s risk management processes
for economic, environmental, and social topics
a. Frequency of the highest governance body’s review of economic, environmental, and social topics and theirimpacts, risks, and opportunities
a. The highest committee or position that formally reviews and approves the organization’s sustainability reportand ensures that all material topics are covereda. Process for communicating critical concerns to the highest governance bodya. Total number and nature of critical concerns that were communicated to the highest governance bodyb. Mechanism(s) used to address and resolve critical concerns
a. Remuneration policies for the highest governance body and senior executives
b. How performance criteria in the remuneration policy relate to the highest governance body’s and senior executives’ objectives for economic, environmental, and social topics
a. Process for determining remunerationb. Whether remuneration consultants are involved in determining remuneration and whether they are independentof managementc. Any other relationships which the remuneration consultants have with the organizationa. How stakeholders’ views are sought and taken into account regarding remuneration
b. If applicable, the results of votes on remuneration policies and proposals

102-26102-27102-28102-29102-30102-31
102-32102-33102-34102-35102-36102-37

Governance

ESG Data

Index for applicable pages
Corporate Governance Report (P1-21), I. Basic Views and II.
Business Management Organization and Other Corporate
Governance Systems regarding Decision-making, Execution of Business, and Oversight in Management
Corporate Governance Report (P.1-4) Basic Views
Securities Report (P.49-93) Information about corporate
governance, etc.
Corporate Governance Report (P.1-4) Basic Views
Governance＞Corporate GovernanceCorporate Governance Report (P.1-4) Basic Views

Securities Report (P13-16) Business-related risks, (P.49-93)
Information about corporate governance, etc.

Governance＞Risk Management
Governance＞Risk Management
Sustainability Management＞Sustainability Management
Governance＞Compliance
Governance＞ComplianceCorporate Governance Report (P15) Incentives
Securities Report (P49-93) Information about corporate
governance, etc.
Corporate Governance Report (P15) Incentives
Securities Report (P49-93) Information about corporate
governance, etc.
General Shareholders Meetings Website

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Environment

SocialItem
102-38Description
a. Ratio of the annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country102-39a. Ratio of percentage increase in annual total compensation for the organization’s highest-paid individual in eachcountry 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
102-41a. Percentage of total employees covered by collective bargaining agreements
102-42102-43a. The basis for identifying and selecting stakeholders with whom to engage
a. The organization’s 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
the report preparation process
102-44a. Key topics and concerns that have been raised through stakeholder engagement, including:i. How the organization has responded to those key topics and concerns, including through its reporting
Reporting practice102-45a. A list of all entities included in the organization’s consolidated financial statements or equivalent documentsb. Whether any entity included in the organization’s consolidated financial statements or equivalent documents is
not covered by the report102-46a. 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
102-47a. A list of the material topics identified in the process for defining report content
102-48a. The effect of any restatements of information given in previous reports, and the reasons for such restatements
102-49a. Significant changes from previous reporting periods in the list of material topics and topic Boundaries
102-50a. Reporting period for the information provided
102-51a. If applicable, the date of the most recent previous report102-52
a. Reporting cycle
102-53a. The contact point for questions regarding the report or its contents
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, which specifies each of the GRI Standards used and lists all disclosures included in thereport.
b. For each disclosure, the content index shall include:102-56a. A description of the organization’s policy and current practice with regard to seeking external assurance for thereportb. If the report has been externally assured:

Governance—

ESG Data

Index for applicable pages—

Sustainability Management＞Sustainability Management
Social＞Occupational Health and Safety＞Labor-Management Relations—
Sustainability Management＞Sustainability Management—

Securities Report (P6-10) Status of subsidiaries and associates
Editorial Policy
Sustainability Management＞MITSUBISHI MOTORS’ Materiality
N/A
N/A
Editorial Policy
Editorial Policy
Editorial Policy
Editorial Policy—
GRI Standards Reference Chart—

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Environment

SocialGovernance

ESG Data

Item
Description
Index for applicable pages
GRI103 Management approach 2016103-1
For each material topic, the following information shall be described:
Sustainability Management＞MITSUBISHI MOTORS’ Materiality
a. An explanation of why the topic is materialb. The Boundary for the material topicc. Any specific limitation regarding the topic Boundary
103-2
For each material topic, the following information shall be described:
Sustainability Management＞Framework for Promoting
Sustainability
a. An explanation of how the organization manages the topic
Sustainability Management＞MITSUBISHI MOTORS’ Materiality
b. A statement of the purpose of the management approach
FY2019Materiality Targets and Resultsc. A description of the following, if the management approach includes that component:
103-3
For each material topic, the following information shall be described:
Sustainability Management＞MITSUBISHI MOTORS’ Materiality
a. An explanation of how the organization evaluates the management approach
FY2019 Materiality Targets and Results
Economical
GRI201: Economic performance 2016
201-1
a. Direct economic value generated and distributed
Securities Report (P97-98) Consolidated statement ofb. Where significant, report EVG&D separately at country, regional, or market levels, and the criteria used for defin- income
ing significanceSocial Contribution Activities＞Social Contribution Activities
Policy (Breakdown of Social Contribution Expenditures)
Securities Report (P13-16) Business-related risks
201-2
a. Risks and opportunities posed by climate change that have the potential to generate substantive changes inoperations, revenue, or expenditure
Securities Report (P129-131) Retirement benefits
201-3
a. If the plan’s liabilities are met by the organization’s general resources, the estimated value of those liabilities
b. If a separate fund exists to pay the plan’s pension liabilities, its explainc. If a fund set up to pay the plan’s pension liabilities is not fully covered, explain the strategy, if any, adopted by
the employer to work towards full coverage, and the timescale, if any, by which the employer hopes to achieve
full coveraged. Percentage of salary contributed by employee or employer
e. Level of participation in retirement plans—
201-4
a. Total monetary value of financial assistance received by the organization from any government during thereporting periodb. The information in 201-4-a by countryc. Whether, and the extent to which, any government is present in the shareholding structure
GRI 202: Market Presence 2016
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
ESG Data＞Human Resource-Related Data
GRI 203: Indirect Economic Impacts 2016
203-1
Infrastructure investments and services supported
Social＞Contribution to Local Economy through Business
Activities
203-2
Examples of significant identified indirect economic impacts of the organization, including positive and negative
Social＞Contribution to Local Economy through Business
impacts
Activities
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GRI 204: Procurement Practices 2016
204-1
Proportion of spending on local suppliers

Environment

SocialDescription

Social＞Deploying Supply Chain Sustainability Initiatives(Social)Governance＞Compliance
Governance＞Compliance
Governance＞Compliance—
Governance＞Compliance＞Approach to Taxation
Governance＞Compliance＞Approach to Taxation
Governance＞Compliance＞Approach to Taxation—

301-2
Percentage of recycled input materials used to manufacture the organization’s primary products and services.
301-3
Reclaimed products and their packaging materials
GRI302: Energy 2016
302-1
Energy consumption within the organization
302-2

Energy consumption outside of the organization

302-3
302-4

Energy intensity
Reduction of energy consumption

302-5

Reductions in energy requirements of products and services

GRI 303: Water and Effluents 2018
303-1
Interactions with water as a shared resource
303-2
Management of water discharge-related impacts
303-3
Water withdrawal
Water discharge

303-5

Water consumption

ESG Data

Index for applicable pages

GRI 205: Anti-corruption 2016
205-1
Operations assessed for risks related to corruption
205-2
Communication and training about anti-corruption policies and procedures
205-3
Confirmed incidents of corruption and actions taken
GRI 206: Anti-competitive Behavior 2016
206-1
Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
GRI 207: TAX 2019
207-1
Approach to tax
207-2
Tax governance, control, and risk management
207-3
Stakeholder engagement and management of concerns related to tax
207-4
Country-by-country reporting
Environment
GRI 301: Materials 2016
301-1
Materials used by weight or volume

303-4

Governance

ESG Data＞Environmental Data Related to Products andBusiness Activities—
Environment＞Resource Recycling Initiatives
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities—
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities
Environment＞Conservation of Water Resources
Environment＞Conservation of Water Resources
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities

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SocialItem
Description
GRI 304: Biodiversity 2016
304-1
Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value
outside protected areas
304-2
Significant impacts of activities, products, and services on biodiversity
304-3
Habitats protected or restored
304-4
IUCN Red List species and national conservation list species with habitats in areas affected by operations
GRI305: Emissions 2016
305-1
Direct (Scope 1) GHG emissions
305-2

Energy indirect (Scope 2) GHG emissions

305-3

Other indirect (Scope 3) GHG emissions

305-4

GHG emissions intensity

305-5

Reduction of GHG emissions

305-6

Emissions of ozone-depleting substances (ODS)

305-7

Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions

GRI 306: Effluents and Waste 2016306-1
Water discharge by quality and destination
306-2

ESG Data

Index for applicable pages
Environment＞Preservation of Biodiversity
Environment＞Preservation of Biodiversity
Environment＞Preservation of Biodiversity
ESG Data＞Biodiversity Data
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities
Identifying Material Issues
Environmental Management＞Environment Initiative
Program 2019
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data
ESG Data＞Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data
Environment＞Conservation of Water Resources
ESG Data＞Environmental Data Related to Products andBusiness Activities
Environmental Management＞Environmental Risk Management
Environment＞Prevention of Pollution
Environment＞Conservation of Water Resources

Waste by type and disposal method

306-3
Significant spills
306-4
Transport of hazardous waste
306-5
Water bodies affected by water discharges and/or runoff
GRI 307: Environmental Compliance 2016
307-1
Non-compliance with environmental laws and regulations
GRI 308: Supplier Environmental Assessment 2016308-1
New suppliers that were screened using environmental criteria
308-2

Governance

Environmental Management＞Environmental Risk Management
Environment＞Deploying Supply Chain Sustainability
Initiatives (Environment)
Environment＞Deploying Supply Chain Sustainability
Initiatives (Environment)

Negative environmental impacts in the supply chain and actions taken
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Environment

SocialGovernance

Description

ESG Data

Index for applicable pages

SocialGRI 401: Employment 2016
401-1

Total number and rate of new employee hires during the reporting period, by age group, gender and region.

ESG Data＞Human Resource-Related Data

401-2

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

ESG Data＞Human Resource-Related Data
Securities Report (P129-131) Retirement benefits

401-3

Total number of employees that took parental leave, by gender.

ESG Data＞Human Resource-Related Data

GRI 402: Labor/Management Relations 2016
402-1

Minimum notice periods regarding operational changes

Social＞Occupational Health and Safety＞Labor-Management Relations

GRI403: Occupational Health and Safety 2018403-1

Occupational health and safety management system

Social＞Occupational Health and Safety

403-2

Hazard identification, risk assessment, and incident investigation

Social＞Occupational Health and Safety403-3

Occupational health services

Social＞Occupational Health and Safety

403-4

Worker participation, consultation, and communication on occupational health and safety

Social＞Occupational Health and Safety＞Labor-Management Relations

403-5

Worker training on occupational health and safety

Social＞Occupational Health and Safety

403-6

Promotion of worker healthSocial＞Occupational Health and Safety

403-7

Prevention and mitigation of occupational health and safety impacts directly linked by business relationships

—

403-8

Workers covered by an occupational health and safety management system

Social＞Occupational Health and Safety＞Labor-Management Relations

403-9

Work-related ill healthSocial＞Occupational Health and Safety
ESG Data＞Human Resource-Related Data403-10Work-related ill health—

GRI 404: Training and Education 2016
404-1

Average hours of training per year per employee

ESG Data＞Human Resource-Related Data

404-2

Programs for upgrading employee skills and transition assistance programs

Social＞Human Resource Development

404-3

Percentage of employees receiving regular performance and career development reviews

Social＞Human Resource Development

GRI 405: Diversity and Equal Opportunity 2016405-1

Diversity of governance bodies and employees

ESG Data＞Human Resource-Related Data

405-2

Ratio of basic salary and remuneration of women to men

Social＞Human Resource Development
ESG Data＞Human Resource-Related Data

GRI 406: Non-discrimination 2016406-1

Incidents of discrimination and corrective actions taken—
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Environment

SocialGovernance

Description

ESG Data

Index for applicable pages

GRI407: Freedom of Association and Collective Bargaining 2016
407-1

Operations and suppliers in which the right to freedom of association and collective bargaining may be at riskSocial＞Occupational Health and Safety＞Labor-Management Relations

GRI 408: Child Labor 2016
408-1

Operations and suppliers at significant risk for incidents of child labor—

GRI 409: Forced or Compulsory Labor 2016409-1

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

GRI 410: Security Practices 2016
410-1

Security personnel trained in human rights policies or procedures—

GRI411: Rights of Indigenous Peoples 2016
411-1

Incidents of violations involving rights of indigenous peoples—

GRI 412: Human Rights Assessment 2016
412-1

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

Social＞Human Rights＞Basic Approach and Policies

412-2

Employee training on human rights policies or procedures

Social＞Human Rights＞Framework of Human Rights
Awareness412-3

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

Social＞Human Rights＞Basic Approach and Policies

GRI413: Local Communities 2016413-1

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

Social＞Contribution to Local Economy through Business
Activities

413-2

Operations with significant actual and potential negative impacts on local communities—

GRI 414: Supplier Social Assessment 2016414-1

New suppliers that were screened using social criteria

Social＞Deploying Supply Chain Sustainability Initiatives(Social)414-2

Negative social impacts in the supply chain and actions taken

Social＞Deploying Supply Chain Sustainability Initiatives(Social)GRI 415: Public Policy 2016
415-1

Political contributions—

GRI416: Customer Health and Safety 2016
416-1

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

Securities Report (P4-5) Description of business

416-2

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

Recall Information

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Environment

SocialGovernance

Description

ESG Data

Index for applicable pages

GRI 417: Marketing and Labeling 2016
417-1

Requirements for product and service information and labelingSocial＞Improvement of Product, Sales, and Service Quality

417-2

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

—

417-3

Incidents of non-compliance concerning marketing communications—

GRI 418: Customer Privacy 2016
418-1

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

GRI419: Socioeconomic Compliance 2016
419-1

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

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SocialGovernance

ESG Data

FY2019 Materiality Targets and Results
: As planned : Delayed

Category

Material Issues

Details of Main Initiatives

E: Environment

Responding toclimate change
and energy
issuesReduce CO2 emissions
while driving

Conservation of
Water Resources
Resource Recycling Initiatives

Prevention of
Pollution

Preservation of
Biodiversity

E: Environment
S: Social

FY2019 Targets

Indicators

CO2 emissions per new vehicle whiledriving: 8% reduction compared to
FY2010CO2 emissions at production facilities
per production vehicle: 37% reduction
compared to FY2005
Unit CO2 emissions in non-production
facilities: 1% reduction compared to
FY2018CO2 emissions per unit of transportation in Japan: 9% reduction compared to FY2010
New certifications: 5 dealers or more

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
Promote the acquisitionof Eco-Action 21 certification to our dealers
Manage water risks at
Manage water risks at each produceach production facilitytion facility
Commercialize and expand usage of resource-conserving materials
Reduce waste material inproduction activities
Properly manage hazardous substances in products
Curtail emissions of VOCs
in production activities

Conduce ecosystemsurveys and expand thescope of biodiversity
preservation activities atdomestic business sites
Deploying Supply Reinforcement of CSR in
the supply chain
Chain Sustainability Initiatives

Application of technology for reduction in component waste productionand expanded use of recycled materials
Externally disposed waste of production activities per production vehicle:
52% reduction compared to FY2005
Thorough management of hazardous
substances
35g/m2 or less of VOC*2 emissions
per painting area in production
activities*2 VOC stands for volatile organic compounds•C onduct ecosystem survey at the
Kyoto Plant•P lant and grow trees at Pajero
Forest (Yamanashi Prefecture)• Plant trees in the Philippines•E xpansion of Supplier CSR Guidelines to MITSUBISHI MOTORS’ overseas production bases•S upport for implementation of
third-party-supplier CSR evaluations

FY2019 Results

CO2 reduction (%)-14%

CO2 reduction (%)-41%

CO2 reduction (%)-8.1%

CO2 reduction (%)-9.3%

Number of certified
dealers4

Understanding theamount of waterused
Expanded usage

Determined the amount of waterused at production facilities in Japan

Reduction of external waste disposal

Promoting development of components using recycling materials-53%

Reflection in inContinued appropriate management,house management including response to legal trends
system
VOC emissions
36.5g/m2

Initiatives conducted • Conducted ecosystem survey at the
Kyoto Plant• Conducted activities twice a year
• Planned tree-planting activities in
the Philippines• Promoting the• Rolled out Supplier CSR Guidelines
purpose of Supplito the business partners of MMTh/er CSR Guidelines
MMKI/MMPC• Recommendation• Explained the purpose of third-partyof third-party-sup- evaluations to business partners andplier CSR evaluahave begun conducting evaluations
tions guidelines

SelfPage Contribution
Evaluation Described to the SDGs


P26



P30



P32



P31



P32



P38



P34



P36



P42



P42



P45



P37,
P72

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SocialGovernance

ESG Data

: As planned : Delayed

Category
S: Social

Material Issues

Details of Main Initiatives

Delivering Products which Help
Prevent Traffic
Accidents
Improvement of
Product, Sales,
and Service
Quality

Delivering Products which Formulate basic policies for individual Formulation ofHelp Prevent Traffic
safety technologies as planned
policies
Accidents

Formulated as planned

Improving product quality Ratio of defects identified within
three months in service of newvehicle sale

Achieved reduction target

Improving sales quality

Improving service quality

FY2019 Targets

Indicators

Sales Satisfaction Index (SSI) Achieve
top-three positioning in the key
management countries
Customer Satisfaction Index (CSI)
Achieve top-three positioning in the
key management countries

Contribution to
Employment
Maintain same level as in FY2018
Local Economy
through Business
Activities
Human resource develop- Under the same policy as FY2018,
ment
offer the same level of training
opportunities

Investment

Technology transfer

Implementation of capital investment• Implementation of KD production
project in Thailand• Start of sales of finished models inIndonesia• Continuous communication withgovernment

Ratio of defects
identified within
three months inservice of newvehicle sale
Sales Satisfaction
Index (SSI)FY2019 Results

Sales Satisfaction Index (SSI)
Achieved top-three positioning inthree of the key management countries
Customer Satisfac- Customer Satisfaction Index (CSI)tion Index (CSI)
Achieved top-three positioning in
two of the key management countries
Actual employment Created local employment for 11,000
people in three countries: Thailand,
Indonesia and the Philippines (including non-full-time employees)
Number of training Representative examples of training
sessions, number of • Dispatched local employees to Japan
participants• Conducted business-level-enhancement seminars for local employees• Performed “manufacturing training”
to enhance skills
Rate of progress on • Related to new vehicles
investment plan
• Put manufacturing and export
structures in place• Expanded headquarters functions
Results of projects• Conducted joint research withand initiatives
governments, universities andresearch institutes in Indonesia, thePhilippines and Vietnam• Began selling electric vehicles inIndonesia• Promoted a KD*1 production project
for electric vehicles in Thailand• Decided to begin selling electricvehicles in the Philippines in FY2020• Decided on the opening of DENDO
DRIVE STATIONs in the Philippines

SelfPage Contribution
Evaluation Described to the SDGs


P48



P53



P54



P55



P57



P57



P57



P58

—

*1 R
 efers to knockdown production—apractice of importing major parts for local
assembly and sale

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SocialGovernance

ESG Data

: As planned : Delayed

Category
S: Social

Material Issues

Details of Main Initiatives

Contribution to
Technology transfer
Local Economy
through Business
Activities

Indicators

Implementing factor analysis in order Plant ranking KPI
for each factory to improve itself and scoresmaking improvements through PDCA

Leveraged the Alliance Product Way*to promote improvements in factory
quality, local sites and productivity;
achieved year-on-year improvements

Work Style
ReformPromotion of work stylereforms

Ongoing implementation of work
style reform measures

Diversity

Promotion of women’s
participation and advancement in the workplace
Promotion of employment of people withdisabilities
Promotion of LGBT
awareness

Implementation of reinforcement
measures aimed at realizing ideal
image

Number of female
managers

76(As of March 2020)

Ongoing promotion of employmentof people with disabilities

Percentage of
employees withdisabilities
External indicator

2.19%(As of March 2020)

Social Contribution Activities

Undertake activities incooperation with local
communities, NGOs, andother organizations
Corporate gover- Establish and operatenance, compliinternal control commitancetees at key affiliatedcompanies in Japan andoverseas
Establish global whistleblowing contacts (early
detection/emergence ofrisks)

Introduction of reinforcement training for middle management

Units exported in FY2019
Thailand: 330,000
Indonesia: 67,000
Total working hours 2,073 hours/year

Education program

Ongoing measures for the creation of Overall accident
safe workplaces
rate**Number of accidents
with or without loss of
workdays per 1 million
working hours

Social contribution
expenditure as a*Ordinary income for MMC on a non-consoli- percentage of
dated basis
ordinary income
Increase the number of target com- Number of target
panies by fivecompanies
Social contribution expenditure: 1.0%
of ordinary income*

Increase the number of target companies by five

Number of target
companies



P58



P58



P59



P61



P62



P63



P66



P68



P75



P84



P88

*Production method shared between
Renault, Nissan and Mitsubishi

Export more units than in FY2018

Continuation of activities promotingLGBT awareness

Units exported

FY2019 Results

ExportHuman Resource Expansion of humanDevelopment
resource development
programOccupational
Creation of safe workHealth andplacesSafety

G: Governance

FY2019 Targets

SelfPage Contribution
Evaluation Described to the SDGs

Received gold, the highest ranking in
the PRIDE Index, for the second
consecutive year
Introduced e-learning platform for
managers and general managers topromote learning on daily-basis
0.42

3.28%

Increased the number of target
companies by five and continued
operations
Commenced operations at four newcompanies, but operations were
delayed at one company due to theimpact of COVID-19 (operations slated
to begin in the second quarter)

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Third-Party Opinion

Mr. Keisuke
Takegahara
Executive Officer
Deputy Chief
Research Officer
Development Bank ofJapan Inc.

The Sustainability Report 2020 focuses on presenting
new directions in line with the publication time of thefirst year of the new medium-term management plan
“Small but Beautiful.” Mitsubishi Motors’ sustainability
management system has made great strides during
the previous medium-term management plan, such as
establishing the CSR Management Committee chairedby the CEO and the Sustainability Promotion Department that functions as the secretariat, formulating a
new corporate vision and mission, identifying Materiality (material issues). In this report, the “New Environmental Planning Package” has finally been launched ina concrete form. The Environmental Vision 2050 presents a major direction to contribute to the realizationof a society with zero CO2 emissions, and then sets themilestone “Environmental Target 2030” that connects
the backcast from 2050 and extension of current
efforts. This clarifies the long-term timeline of MITSUBISHI MOTORS’ environmental efforts. Having taken thisopportunity last fiscal year to request such efforts,

I was impressed by the Company’s attitude of sincerely
responding to expectations from outside the Company.
The fact that the environmental policy, which wasrevised for the first time in 20 years, will evaluate
and review the achievement level in units of 10 years
toward 2050, is also a good reinforcement to show
concrete progress in the future. With this edition, theCompany elucidates the first stage, or Environmental
Targets 2030. Measures to address climate change
include setting the numerical targets of reducing CO2
emissions from new vehicles by 40% (compared withfiscal 2010 levels) by 2030, as well as lowering CO2
emissions from business activities by 40% (comparedwith fiscal 2014 levels). It is easy to imagine that there
was considerable internal debate about the issuanceof such commitments amid the difficult economic
environment at home and abroad, but at this time
when the post-corona glares at green recovery is
drawing worldwide attention, the long-term outlook I
think it is epoch-making that it was clearly stated. As
a CO2 reduction measure for new vehicles, top management commits to combine the technologies ofalliance partners in addition to your core technologies
such as PHEVs. It was also impressive that he suggested future strategies.
As direct initiatives targeting environmental
issues, the New Environmental Plan Package stands
out for focusing on three points: climate change,
resource depletion and environmental pollution. The
scope of the theme of environmental pollution prevention is broad, and it may not be significantly different from the past in terms of effectiveness, giventhat it is considered to be a high-level concept for
many issues in fact, but it is worth noting here thatthe materiality identified in FY2018 is being reviewed

as early as possible. I think this indicates the flexibility to revise material issues promptly in response toa changing awareness of the issues and progress on
initiatives. I also believe the Company deserves highmarks for its stance on making this an open process.
In this way, it can be said that this report has
further strengthened its function as a communication
tool by strengthening the connection with businessstrategy in a way that corresponds to the new medium-term management plan. What I would like toexpect in the future is the story-like part throughout.
While maintaining the two-part structure (the firsthalf describing management and strategy and thesecond half reporting on overall activities), I feel that
constant efforts to improve the report’s readability,
such as building ESG data separately from the twopart. On the other hand, I still have the impressionthat the two-part are not connected smoothly.
I would like to expect further ingenuity in how toshow the latter part, such as enhancing the description of the part corresponding to the strategyemphasized in the former. There may be room toconsider the need to fit all the information into asingle report at that time. As a change of pace in theback half, personally I would like to see more extensive information on the technologies that are key tofurthering the New Environmental Plan Package, theR&D investments supporting these technologies, andstrategies related to investments in human capitaland other intangible assets. Following the presentation of the long-term strategy, it is thought thatexternal interest will be directed to its effectivenessin the future. I look forward to further enhancing theCompany’s non-financial information disclosure as itentered this new phase.

MITSUBISHI MOTORS CORPORATION

Sustainability Report 2020

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