MITSUBISHI MOTORS
Sustainability Report 2019

CONTENTS

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Corporate Overview .................................................................. 02
CSR Management ..................................................................... 04

Commitment of Top Management ............................................... 09
Commitment on Material CSR Issues ............................................ 11
Overview and Measures Regarding Improper Conduct in Fuel
Consumption and Emissions Testing .......................................... 23
Performance Report
Environment ........................................................................... 25
Policies ............................................................................. 26
Environmental Management ................................................. 29
Responding to Climate Change and Energy Issues ..................... 34
Resource Recycling Initiatives ................................................ 43
Deploying Supply Chain Sustainability Initiatives (Environment) .... 46
Conservation of Water Resources .......................................... 47
Prevention of Pollution ......................................................... 49

Preservation of Biodiversity .................................................. 53
Environmental Data ............................................................. 56

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Social ..................................................................................... 65
Safety and Quality ............................................................... 66
Contribution to Local Economy through Business Activities ........ 75

Employees ......................................................................... 78
Human Rights .................................................................... 91
Deploying Supply Chain Sustainability Initiatives (Social) ............. 93
Social Contribution Activities ................................................. 97

Governance ........................................................................... 100
Basic Policy and Framework for Corporate Governance ............ 101
Internal Control ................................................................ 104
Risk Management ............................................................. 105
Compliance ...................................................................... 106
List of Executives .............................................................. 110
Executive Remuneration .................................................... 111
GRI Standards Reference Chart ................................................. 112
SDGs Reference Chart ............................................................. 123
Third-Party Opinions ............................................................... 125
Editorial Policy ....................................................................... 126

Mitsubishi Motors Sustainability Report 201901

Corporate Overview

CSR Management

Corporate Overview

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

MITSUBISHI 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 ofvehicles and vehicle parts and engages in
the financial businesses.

Brand NameMITSUBISHI MOTORSCapital Stock284,382 million JPY

Number of
Shares Issued
and Outstanding(Common Stocks)

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

Number of
Employees

Consolidated: 31,314
Non-consolidated: 14,171

Global Sales and Production Volumes
Others 1％
Europe 1％
Asia 52％

Oceania 8％
Others12％
FY2018
Production Results
1.441 thousands
units

FY2015FY2016FY2017FY20182,267,849

1,906,632

2,192,389

2,514,594

Operating Income

138,377

5,118

98,201

111,815

Ordinary Income

141,027

8,944

110,127

119,850

107,619

132,871

Europe19％

Overseas92％◆ Production volume by region◆ Sales volume by region(Thousands of units)

FY2015(Unit: million yen)

△198,524

Japan
8％

Asia
39％

Consolidated Net Sales, Operating Income, Ordinary Income
and Net Income Attributable to Owners of the Parent

72,575North
America
14％

FY2018
Sales Results
1.244 thousands
units

Japan
46％

Overseas54％

Net income
attributable toowners of theparentEditorial Policy(As of March 31, 2019)

Company NameNet Sales

Third-Party
Opinions

Japan
North
America

FY2016653
38

FY2017

531―(Thousands of units)

FY2018590―

FY2015FY2016FY2017FY2018

661

Japan

102

80

97

104

―

North
America

135

138

155

173

Europe

3

―

1

10

Europe

206

179

193

236

Asia

490

533

661

752

Asia

322

315

432

481

Others

24

15

19

18

Oceania

82

83

95

102

1,208

1,079

1,271

1,441

Others

201

131

129

148

Total

1,048

926

1,101

1,244

Total

Mitsubishi Motors Sustainability Report 201902

Corporate Overview

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Principal Facilities

Worldwide

Sales in more than 160 countries and regions

PCMA Rus

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

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

Major Vehicle Production Bases
Production Bases for Engines, Transmissions,
Parts, etc.
Development / Design BasesJapan
Mitsubishi Motor R&D Europe GmbH (MRDE)

Mitsubishi Motors Vietnam Co., Ltd. (MMV)
Mitsubishi Motors Philippines Corporation (MMPC)
Asian Transmission Corporation (ATC)PT Mitsubishi Motors Krama Yudha Indonesia (MMKI)
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)

MMTh Engine Co., Ltd. (MEC)Japan

102 sales companies and594 dealers in Japan

Pajero Manufacturing Co., Ltd.
Tokachi Research &Development Center

Kyoto Plant - Shiga
Kyoto Plant - Kyoto
Kyoto Research &Development Center
Mizushima Plant

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

Head Office
Tokyo Design
Okazaki Plant
Research & Development Center
EV Research & Development Center
Design Center

Mitsubishi Motors Sustainability Report 201903

CSR Management

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

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

Shoki Hoko
= Corporate Responsibility to Society
Strive to enrich society through our business, bothmaterially and spiritually, while contributing towards
the preservation of the global environment.

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

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

Vision & Mission
In April 2018, Mitsubishi Motors established a newcorporate Vision and Mission. This mission enabled
its group employees to look towards the future,develop a common understanding, and work as one
team. The automobile industry is in a period of majorchange, and Mitsubishi Motorsʼ business environmentis also undergoing substantial changes. Under thesecircumstances, the Vision (the society we want tocreate) and Mission (how to realize the Vision) specify
how we become more proactive to exert a positive
influence on society.

VISION
Create a vibrant society by realizing the potential ofmobility

MISSION

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

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

ビジョン・ミッションとMMC WAY、行動規範との関連

2. Make positive contributions to the sustainable
development of our society.
3. Act sincerely as a trusted company.

4. Enhance stakeholder value by leveraging the alliances.

VISIONThe society we want to create

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 the automobile has been and will betransformed from a “car” as a type of hardware currently to“mobility” as a transportation system entirely. Under such amajor 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 meet whomever they want, at any
time. Our Vision embraces our desire to encourage individuals
to take on new challenges, promote economic activities, andcontribute to the revitalization of society by improving theefficiency and optimizing movement of the people.

MISSION
How to realize the vision

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

Global Code of Conduct
Standards that all officers andemployees must comply with
Mitsubishi Motors Sustainability Report 201904

CSR Management

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

CSR Management
Management
Framework for Promoting CSR
At Mitsubishi Motors, the CSR Management Committee,
chaired by the CEO, implements a PDCA (plan–do–
check–act) cycle that involves identifying material CSR
issues (materiality), setting activity targets and checking
progress toward attainment of those targets. Structures
are in place for promoting CSR throughout the Mitsubishi
Motors Group and reporting on important matters to theBoard of Directors.

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

Local
communities

No. of CSR Management Committee
meetings in fiscal 2018:

4

In April 2019, we established Sustainability Promotion
Department under the executive officer in charge ofCorporate Strategy. While strengthening communication
with stakeholders, we will contribute to realize asustainable society and improved corporate value.

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

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

Consumersandcustomers

Mitsubishi
MotorsGroup

Employees

Business
partners

Shareholders
and investors

Contact for inquiries, Business
Partner Helpline, Suppliers
Meeting, events, specializedwebsites, participation inindustry organizations

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

Board of Directors
ReportingParticipation in External Organizations

Executive Committee
Deliberation and Reporting

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

Related divisions
Group companies

Administrative office:Sustainability Promotion
Department■ Japan Business Federation (Keidanren)■ Japan Automobile Manufacturers Association, Inc.
■ Society of Automotive Engineers of Japan, Inc.
■ Global Compact Network Japan (GCNJ)

External Initiatives Supported or Referred to■ United Nationsʼ Sustainable Development Goals (SDGs)■ United Nations Global Compact (UNGC)■ Core Labor Standards of the International Labour
Organization (ILO)■ Organisation for Economic Cooperation and Development(OECD) Guidelines for Multinational Enterprises■ ISO 26000 Guidance to Social Responsibility■ Keidanren Charter of Corporate Behavior
Mitsubishi Motors Sustainability Report 201905

CSR Management

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

CSR Management
Identification of Material CSR Issues (Materiality)
Identification Process
Mitsubishi Motors followed four steps to identify
material CSR issues (materiality).
STEP

1

Organization of issues and formulationof assessment criteria

2Internal investigation
Relevant individuals involved in practical-level operations
within the company met multiple times to exchange
opinions and confirm the ranking of priorities of measuresfrom the perspective of impact on the companyʼs business.

3

Interviews with outside experts

STEP

4

Determination of material CSR issues (materiality)and key performance indicators (KPI)The CSR Management Committee, chaired by the CEO,examined a matrix of material CSR issues (materiality)reflecting internal and external opinion and obtained final
approval from the Executive Committee. At the same time,
KPI were set and a person responsible for each material
issue was appointed.

E Conservation of water
resources

S Work style reform
G Corporate governance, compliance

E Prevention of pollution

E Resource recycling initiative

E Preservation of biodiversity

S Diversity

S Occupational health and safety

S Human resource development

S Social contribution activities

High

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

E Responding to climate change and energy
issuesS Delivering products which help prevent
traffic accidents
S Improvement of product, sales, andservice quality
S Contribution to local economy throughbusiness activities

E S Deploying supply chain
sustainability initiatives

Very high

STEP◆ Material CSR Issues (Materiality) for Mitsubishi Motors

Extremely high

STEP

The following 15 issues were identified as the issues the company should prioritize in environment (E), social (S) andgovernance (G) areas ( E : 5 issues; S : 8 issues; E & S : 1 issue; G : 1 issue).

Stakeholderʼs Concern

We identified candidate issues by making reference to
the SDGs, GRI Standards, outside assessments of our CSR
activities, and other information. We also establishedassessment criteria for use in prioritizing issues, taking into
account the extent of the impact of the companyʼs activities(boundary) and compatibility with business risks.

Identified Material CSR Issues (Materiality)

High

Very highExtremely highImpact on Mitsubishi Motors* E : Environment; S : Social; G : Governance

Mitsubishi Motors Sustainability Report 201906

CSR Management

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

CSR Management*1 ★★★：Achieved
★★☆：
★☆☆：
☆☆☆：Not Achieved
ー ：Not applicable

Identification of Material CSR Issues (Materiality)◆ Details of Main Measures for Material CSR Issues (Materiality)
Category

Material CSR Issues

Details of Initiatives

FY2018 Targets (Ideal image)

Formulate an environmental vision (forpost-2020)

Gather information and sort through issues

Reduce CO2 emissions while driving
Responding toclimate change andenergy issues

Conservation ofwater resources

Resource recycling
initiative

Prevention ofpollution

Preservation of
biodiversity

S : Social

Reduce amount of CO2 emitted by nonproduction activities
Reduce amount of CO2 emitted bylogistics activities
Promote the acquisition of Eco-Action
21 certification to our dealers
Investigate water risks in production
activities and formulate reduction plans
based on the results

Deploying supply
chain sustainability
initiatives

FY2018 Results

SelfEvaluation*1−

Gathered information and sorted throughissues

★★★

CO2 reduction (%)

-13％

★★★

CO2 reduction (%)

-46％

★★★

CO2 reduction (%)

-8.4％

★★★

CO2 reduction (%)

-8.8％

★★★

New certifications: 8 dealers or more

Number of certified dealers

New certifications: 13 dealers★★★

Implementation of water risk survey at
production facility−

Implementation of water risk survey★★★

CO2 emissions per new vehicle while driving:
8% reduction compared to FY2010
CO2 emissions at production facilities per
production vehicle: 35% reduction comparedto FY2005
Unit CO2 emissions in non-production
facilities: 1% reduction compared to FY2017
CO2 emissions per unit of transportation in
Japan: 8% reduction compared to FY2010

battery collection system
Encourage recycling of drive batteries of ● Revise guidelines for assessing ease ofelectric-powered vehicles
dismantling● Selecting materials with outstanding
recyclability
Externally-disposed waste of production
Reduce volume of disposal in production
activities per production vehicle: 52%
activities
reduction compared to FY2005
Properly manage hazardous substances Properly manage hazardous substances inin products
products
35g/m2 or less of VOC*2 emissions per
Reduce emissions of VOCs in production painting area in production activities*2: VOC stands for Volatile organic
activities
compounds● Implemented ecosystem survey at Tokachi
Survey wildlife at domestic businessResearch & Development Centersites and expand the scope of● Plant and grow trees at Pajero Forest
biodiversity preservation activities● Plant trees in the Philippines
We promote healthy supply chain
management by ensuring full consideration
Reinforcement of CSR in Supply Chain
is given to the environment, labor andhuman rights in the supply chain

Related SDGs

● Constructed joint collection scheme for● Set up a common electric vehicle drive

E : Environment

E : Environment

Reduce amount of CO2 emitted byproduction activities

Indicator−

drive batteries for electric vehicle andstarted of use● Issued the revised edition of dismantling
evaluation guidelines● Promoted the selection of materials withoutstanding recyclability★★★

Reduction of external waste
disposal

-52％

★★★

−

Continued of correct management including
legal movements★★★

VOC emissions

38g/m2☆☆☆

● Implemented ecosystem survey as planned−● Employee volunteers planted trees twice a

year

★★★

● Planted trees over 32 ha● Promoting the purpose of

Supplier CSR Guidelines● Recommendation of third party
supplier CSR evaluations● Updating Supplier CSR Guidelines andproviding supplier briefing sessions● Explaining the aims of third party★★★

evaluations to suppliers

Mitsubishi Motors Sustainability Report 201907

CSR Management

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

CSR Management*1 ★★★：Achieved
★★☆：
★☆☆：
☆☆☆：Not Achieved
ー ：Not applicable

Identification of Material CSR Issues (Materiality)
Category

Material CSR Issues
Delivering products
which help prevent
traffic accidents

Details of Initiatives
Efforts to eliminate fatal road accidents

FY2018 Targets (Ideal image)
Establishment of approach (framework) tosafety technology

Improving Product Quality
Improvement of
product, sales, andservice quality

Improving Sales Quality

Top level Quality from Customer viewpoint

Improving Service Quality

Completion period forestablishment of approach(framework) to safety technology
Ratio of defects identified within 3months in service of new vehicle sale
SSI (Sales Satisfaction Index)
CSI (Customer Satisfaction Index)

SelfEvaluation*1

Approach (framework) to safety technology
established January 2019★★★

Reduction in ratio of defects identified within
3 months in service of new vehicle sale
SSI (Sales Satisfaction Index) Achievement of Top 3
positioning in two of the key management countries
CSI (Customer Satisfaction Index) Achievement of Top
3 positioning in four of the key management countries● No. of locally hired employees at consolidated
subsidiaries in Thailand, Indonesia, and thePhilippines: More than 11,000● Implemented various training programs for
improving operational levels and technology● Formulated a plan to boost production
capacity at our Indonesia plant● Carried out joint research withgovernments, universities and others inIndonesia, the Philippines and Vietnam● Made efforts to improve quality, operational
efficiency and productivity at factories● Supported regional economic growththrough exports

★★☆
★★☆

Undertake and continue business activities
in the ASEAN region to contribute toregional economic development, forexample through employment, humanresource development and technology
transfer−

Work style reform

Promotion of work style reforms

Correction of long working hours andpromotion of taking paid leave

Total working hours

within 2,152 hours/year★★☆

Number of female managers

68

★★☆

Percentage of employees withdisabilities

2.19%

★★☆

External indicator

PRIDE Index: Receive Gold status (top rating)★★★

Education program

Strengthened outside training open to all
employees★★★

Overall accident rate
*No. of accidents with or without
loss of workdays per 1 million
working hours

0.41

★★☆

Human resource
development

Expansion of human resource
development program

Have 100 women in management by the endof FY2020
Promote stable, continual employment ofpeople with disabilities
Create workplace environments where LGBT
people find it easy to work
Promote development of human resources
who practice the MMC WAY

Occupational healthand safety

Creation of safe workplaces

Realize safe and secure workplaces

Social contribution
activities

Undertake activities in cooperation withlocal communities, NGOs, and otherorganizations

Diversity promotion

Promotion of LGBT awarenessCorporate
governance,compliance

Social contribution expenditure: 1.0% of
ordinary income*3*3. MMC non-consolidated ordinary income
Start establishing and operating internal
Reinforce internal controls within thecontrol committees at subsidiaries and
Mitsubishi Motors Groupassociates in Japan and overseas in FY2018
Start operating contacts at 20 companies
Establish global whistleblowing contacts(MMC and subsidiaries and associates in(early detection/emergence of risks)
Japan and overseas) in FY2018
Respond to the EU General Data
Protect the privacy of people (customers,
Protection Regulation (GDPR)
employees, business partners) in Europe

Social contribution expenditure as
1.05%
a ratio of ordinary income

Related SDGs★★★

Contribute to local economies throughemployment, human resource
development, investment, transfer oftechnology, and exports

S : Social

G : Governance

FY2018 Results

Indicator

Contribution to local
economy throughbusiness activities

Promotion of womenʼs participation andadvancement in the workplace
Promotion of employment of people
with disabilities

Editorial Policy

★★★

★★★

No. of companies

Started operating internal control structuresat all 19 companies★★★

No. of companies

Started operating contacts at all 20
companies★★★

No. of cases of non-compliant
transfer or processing of data0★★★

Mitsubishi Motors Sustainability Report 201908

Commitment of Top
Management

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Full Devotion to Tackling Material CSR
Issues Together with Stakeholders
The foundations for CSR activities pursued by Mitsubishi Motors are expressed in the Three
Principles, representing the fundamental philosophy of the Mitsubishi Group; our Vision of thesociety we want to create; and our Mission, being the path to realizing the Vision.
In fulfilling our Vision of creating “a vibrant society by realizing the potential of mobility,” it isessential that we work together with customers, business partners, dealers, shareholders,local communities and all other stakeholders. While continually learning from and impartingknowledge to stakeholders, we are fully devoted to tackling the companyʼs material CSR issues(materiality).

Drawing on Unique Strengths in Quickly and Flexibly Adapting toChanges in the External Environment
As illustrated by initiatives such as the Sustainable Development Goals (SDGs) adopted by
the United Nations, the Paris Agreement, an international accord on climate change, andrecommendations by the Task Force on Climate-related Financial Disclosures (TCFD), theinternational community is stepping up introduction of targets and rules for dealing withsocial issues.
Alongside the formulation of international targets, countries and regions worldwide arecontinually tightening fuel efficiency restrictions and standards, a trend that is impacting
policy even in emerging economies in ASEAN and elsewhere.
Mitsubishi Motors, too, is putting in place structures for keeping a close eye on, andresponding quickly to, such social developments. Besides adapting research and development
activities to comply with laws and regulations, employees keep international targets andframeworks at front of mind as they carry out their duties.
We are also directing energy into development of technologies and services that meet
diversifying customer needs in view of recent major expansion of the potential of mobility.
While drawing on Mitsubishi Motorsʼ heritage and unique strengths, we will respond with speed
to changes in the external environment.
Mitsubishi Motors Sustainability Report 201909

Commitment of Top
Management

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

A Pledge to Respect All Involved in Our Business and to Comply with
International Norms
Changes in social trends are a theme that extends beyond products. We are required to show
consideration toward employees and all other people involved in business operations, forexample in regard to respect for human rights and diversity.
In May 2019, Mitsubishi Motors signed up to the United Nations Global Compact in a clear
show of intent to respect human rights and pursue business responsibly. At the same time,
we formulated human rights policies and issued a declaration that all officers and employees
would respect the basic human rights of stakeholders related to business activities. In
supporting the ten principles of the UN Global Compact, we seek global communication andimplementation of the human rights policies.
As a company operating across the globe, Mitsubishi Motors recognizes the importance ofrespecting diversity. So far, we have made progress creating the right environment basedon our Diversity Promotion Policy and an action plan to promote womenʼs participation andadvancement in the workplace. Behind our positioning of diversity as one of the material CSR
issues is a goal to pursue it with even greater commitment. We will work to realize workplaceenvironments where all employees, regardless of their nationality, age, sex or other factors,
can maximize their individual abilities and fully exert themselves.

Focusing on Regions and Products Where Strengths Lie to Contribute toSociety through Activities Demonstrating Mitsubishi Motorsʼ Character
The concept of Mitsubishi Motorsʼ next mid-term business plan, launching in fiscal 2020, is“Small but Beautiful.” This refers to the sale of competitive products that reflect our special
strengths, focusing on the regions where we are strong̶a message of intent to keep growing
at a steady pace.
The same can be said for CSR activities. Mitsubishi Motors has for many years directed efforts
into spreading electric vehicles (EVs) and plug-in hybrid electric vehicles (PHEVs), which
can demonstrate their worth in times of disaster or other emergencies, contributing to asustainable society.

In the ASEAN region, where we have carried out business activities over many
years, we are actively seeking resolutions for the regionʼs social issues. Our aim is toachieve sustainable growth together with local communities while drawing on thecharacteristics unique to Mitsubishi Motors.
Looking ahead to the fulfillment of our corporate Vision of creating a vibrant society
by realizing the potential of mobility, we will clarify the issues we need to address,and measures we need to take, within environmental, social and governance areas,
particularly in the context of material CSR issues (materiality). In this way, we willcontribute to the sustainable development of society.
As a final word, in June of this year, we made the transition to become a company
with three committees. Through this action, clear separation of the supervisory andexecutive functions of management has been achieved. As such, while continuing
to further strengthen supervision and crisis management for the establishment ofsturdy and transparent management, we will realize the execution of swift operationsin quick response to changes in the business environment.

Takao Kato
Member of the Board
Representative Executive Officer, CEO
Mitsubishi Motors Corporation

Mitsubishi Motors Sustainability Report 201910

Commitment onMaterial CSR Issues

Material CSR Issues

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Responding to Climate Change and Energy Issues

Drawing on Mitsubishi Motorsʼ strengths andcharacteristics to tackle environmental issues with a vision

Mitsuhiko Yamashita
Technical Advisor to the Chairman

Mitsubishi Motorsʼ Vision is to “Create a vibrant society by realizing the potential of mobility,” andone element of the Mission for realizing the Vision is, “Make positive contributions to the sustainable
development of our society.”
Automobiles bring enormous convenience to peopleʼs lives. However, their impact on the environment islarge. As a company that produces and sells automobiles, Mitsubishi Motors acknowledges it has a duty torespond to climate change and energy issues associated with global warming. Based on this understanding,we will contribute to the creation of a sustainable society not only through activities aimed at reducing
environmental impact, but also by bringing effective products and technologies into the mainstream.

Focusing on the features of Mitsubishi
Motors and local communities
The Environmental Working Group set up in FY2018
gathered and sorted through 78 parameters of basic
data relating, for example, to socio-economic conditions
and associated trends in the automobile industry, thecompanyʼs standing, and environmental assessments.
From that data, the working group identified issues
the whole world currently faced and issues specific to
Mitsubishi Motors. It is now exploring ways to resolve
those issues.
Our approach is to deliver a community-oriented

contribution while taking full advantage of the companyʼsstrengths.
We have been developing and producing electric vehicles(EVs) and plug-in hybrid electric vehicles (PHEVs) for many
years now and believe that assisting the spread of theseelectric vehicles would contribute significantly to the
reduction of greenhouse gases.
Our electric vehicles would also be useful in developing aresilient society that can quickly recover from disasters.
Natural disasters are on the rise in this time of climatechange, creating new challenges in ensuring readiness. If
the power supply to homes and offices was to be cut off,
our electric vehicles could be harnessed as emergency
power supplies. In fact, many Mitsubishi SUVs and electric

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vehicles already have played a role in relief efforts in
disaster-affected areas.
We will also contribute to countries and regions where
we do business by working with them to find solutions toenvironmental issues. In emerging nations, in particular,
rapid economic growth has led to higher volumes of roadtraffic, exacerbating environmental problems like air
pollution. We will be closely involved in efforts to resolve
issues faced by emerging nations, not only throughthe spread of electric vehicles, but also by supporting
establishment of associated infrastructure and advancing
activities such as provision of environmental education.

raise the level of environment-related knowledge andawareness, sharing data it gathers with many employees.
Besides CO2 emissions, a broad range of factors demand
our attention, including renewable energy and waste.
Each and every employee must take ownership ofenvironmental issues, imagining how the world would
fare if matters were to deteriorate further. Environmental
activities of the entire Mitsubishi Motors Group need to
evolve, and it starts with employees, having them adopt
the mindset of asking what they can do to help, and what
contribution, however small, their jobs can make in finding
solutions to environmental issues.

Specific Measures to Address
Material CSR Issues
Policies ................................................. P.26
Environmental Management ................ P.29
Responding to Climate Change andEnergy Issues
Initiatives with regard to Products .... P.34

Ensuring employees take ownership ofenvironmental issues
Mitsubishi Motors is currently in the process of
formulating its next environmental vision, looking
beyond 2020.
As we set out to realize the vision, it will be essentialthat all employees seek to heighten their environmental
literacy. The Environmental Working Group is looking toEfforts in Production ........................ P.39
Efforts in Distribution ....................... P.40
Efforts in Offices and Dealers ........... P.41
Resource Recycling Initiatives
Initiatives with regard to Products .... P.43

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Delivering Products which Help Prevent Traffic Accidents

Our goal is to develop and spread safety technologies
aiming to eliminate fatal road accidents

Jun Miura
Corporate Vice President
Division General Manager
Development Management Div.

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
the number of traffic accidents is a pressing issue across the globe and the United Nations Sustainable
Development Goals (SDGs) also called for halving the number of global deaths and injuries from road traffic
accidents by 2020 (Target 3.6).
Mitsubishi Motors will contribute to the realization of a safe and secure society where there are no
traffic accidents and is working to ensure comprehensive product safety and to develop technologies formaintaining safety while driving.

*Global status report on road safety 2018 , WHO

Preventing serious accidents by cutting out
unsafe incident
Among various traffic accidents, the first thing that should
be reduced is a serious accident that causes death orserious injury. Behind a serious accident, there are many
minor accidents and “near incidents” that do not cause
accidents. For this reason, we believe that we can reduce
the number of minor accidents and prevent serious
accidents by picking out the hundreds of small signs before
a serious accident occurs.
We are working on the development of safety technology to
avoid the occurrence of this “unsafe behavior” and “unsafe

condition” from a technological perspective. In addition tobasic technologies and technologies specialized for specificfunctions, we aim to realize a society where people and cars
can move safely through new technologies brought about
by the evolution of AI and connected technology.

Being proactively involved in the development
and spread of safety technologies
In fiscal 2018, the Product Safety Committee took thelead in reorganizing the concept and definition of productsafety. here,

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"1. Technology to prevent traffic accidents (Active safety)",“2. Technology to reduce damage from traffic accidents(Passive safety)”,"3. Avoidance of dangers assumed as industrial products(Risk prevention)",The product safety framework is formulated based onthese three points.
In addition to promoting the R&D safety philosophy andsafety framework to R&D members, the R&D as a division
work together to develop safety technologies.
We are also collecting and analyzing driving environment
data such as speed, road conditions, and driver attributes
at the time of the accident from actual accident data.
From these data, we can see the harsh reality that nomatter how careful we are, it is inevitable that people
will make mistakes. However, people can also think oftechnology to prevent this. With the desire to be deeply
involved here, we continue to develop and promotetechnologies that support safe driving.

Towards a safe and secure society
There are limits to what can be done with the efforts ofindividual automobile manufacturers to reduce traffic
accidents, and collaboration with various stakeholders
such as governments and companies that are responsible
for transportation infrastructure is indispensable. Raising
the safety awareness of drivers and pedestrians is also
an important factor, and is responsible for raising theawareness of all stakeholders.
There are many challenges for the future, but since theroles and goals that we should play are clear, we would
like to steadily carry out each and every effort to achieve asafe and secure society without traffic accidents.

Specific Measures to Address
Material CSR Issues
Basic Approach to Safety ..................... P.66
Management Structure ........................ P.66
Development of Safety Technology ...... P.66
Traffic Safety Education
and Promotion ..................................... P.69

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Improvement of Product, Sales, and Service Quality

Enhancing quality at every touchpoints with customers

Koji Yamada
Executive Officer
Division General Manager, TCS Div.

Mitsubishi Motors adopts a total customer satisfaction (TCS) approach, defining quality as “that required to deliver
satisfaction to the customer at every touchpoints with customer.” This includes not only products, but also sales
activities and customer service.

Under the TCS approach, we recognize four core areas where we are to pursue quality improvements: productquality, perceived quality, sales quality and service quality. We want customers to be satisfied with Mitsubishi
Motors at every touchpoint with the customer during the process from the moment they start thinking aboutbuying a vehicle to when they visit a dealer, encounter our vehicles in person and become recipients of our customer
service. This is reflected in our human resources development, systems and frameworks, and vehicle development.

Quality is an important business foundation
In fiscal 2018, we worked on revising our quality policy
and discussed at length the question, “What exactly is
quality policy?” Our quality policy had to be the basis
for all quality-related activities, and after identifying
necessary elements̶the indication of a goal to reach anda statement of priorities̶we started exploring the detailand the wording.
The result was we made it known that we position
quality as an important foundation for business anddeclared we would pursue product quality, and sales
and service quality, to a level above and beyond whatcustomers expected.
In putting this into practice, another key aspect is theemphasis we place on company-wide improvementof management quality. To improve quality, we needto enhance the quality of business activities, even indepartments not directly related to the four quality pillars
product, perceived, sales and service. This is because webelieve individual employee efforts to review and raise
the quality of their own job performance will lead toqualitative improvements of products, people and, in turn,the company.
The driver behind this company-wide improvement ofmanagement quality is a quality-oriented mindset and the“Quality Forums” we hold each year play a role in elevating

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Commitment of
Top Managementthat mindset. They are a valuable opportunity to learn
from quality improvement measures undertaken by otherdepartments and to coordinate action on issues. Successstories also help to lift motivation.
In fiscal 2018, Quality Forums were held overseas forthe first time, providing a real sense that the initiative iscontributing to heightened quality awareness across theentire Mitsubishi Motors Group.

Aiming for top levels of quality
As a long-term vision, Mitsubishi Motors wants to gaincustomer recognition for delivering top levels of quality,
and we have identified improvement of product, sales
and service quality as a material CSR issue (materiality).
As objective measures of our achievement in this area,
we employ customer satisfaction rankings compiled
by outside parties, as well as scores assessed throughour own independent surveys. Objective data on points
made by customers is gathered and analyzed before
incorporation into action plans that are implemented tobring about improvements.

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialIn the area of product quality, we made steady progress
on reducing malfunctions and defects during fiscal 2018,
but still have much work to do in reducing instancesof dissatisfaction. As for sales and service quality, we
met some targets, but many issues were thrown into
sharp relief. In fiscal 2019 and beyond, we plan to workon finding solutions to issues that have come to light,
though they are more complex than they used to be.
Assuming a customerʼs perspective of issues andtackling them with firm resolve, we will make aconcerted, company-wide effort to realize the top levelsof quality.

Governance

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Specific Measures to Address
Material CSR Issues
Policy .................................................... P.70
Improving Product Quality .................... P.71
Improving Perceived Quality ................. P.72
Improving Sales Quality ........................ P.72
Improving Service Quality ..................... P.73
Management Structure ........................ P.74

Mitsubishi Motors Approach to Quality – MMC Quality House

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Contribution to Local Economy through Business Activities

Contributing to community development and the resolution ofcommunity issues, our aim is to grow together with society

Yoichiro Yatabe
Executive Officer
Senior Vice President (ASEAN)

Mitsubishi Motors operates in more than 160 countries and regions around the world. Each country andregion has different rates of growth and faces different social issues. We therefore believe that aiming togrow together with the communities in which we operate by tackling development and the resolution ofissues in step with those communities will lead to a sustainable society, and in turn, sustainable growthfor our company.

Contributing to the economy throughfive initiatives
In expanding our business globally, we value thegratitude we feel toward communities for giving us theopportunity to do business there.
In the ASEAN region, amid rapid social change on theback of remarkable economic growth, serious social
issues are emerging, such as economic disparity, healthproblems, and educational issues. We will face theseissues together with the communities.
Taking into account the needs of stakeholders, including
governments, business partners, residents andemployees, we are working on five specific initiatives:
employment, human resource development, investment,
technology transfer, and export business.
Of primary importance among these five initiatives
is employment. Creating stable job opportunities iseffective for resolving a wide range of issues, not justeconomic issues, but also those related to education andhealth. Based on the stable supply of jobs, we are also
putting effort into the development of global-minded
human resources, including personnel exchanges such as
the dispatch from affiliated companies to our company.
We also consider investment, technology transfer andexport business as initiatives integral to our businessactivities. More than just producing and selling cars to

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meet vigorous domestic demand, further investment
and technology transfer are essential for exporting cars
to countries inside and outside ASEAN.
Furthermore, based on a shared social contribution
policy, each of our companies in ASEAN are engaged
in such social contribution activities as support for
vocational training schools, tree planting activities
and recovery support for areas struck by disaster. In
order to provide an environment and opportunities
where everyone can attempt anything any time, we willcontinue to engage actively in finding solutions for social
issues, by listening to community voices and making themost of our companyʼs know-how and strengths.
Through more than 50 years of business activities in
the ASEAN region, our business has expanded alongside
growth of the economy and society. By supporting theresolution of social issues, we will continue to live inharmony with communities while aiming for sustainablegrowth.

Specific Measures to Address
Material CSR Issues

Employment

Policies ................................................. P.75

Human
resource
development

ExportManagement Structure ........................ P.75
Initiatives ............................................. P.76

Investment

Technology
Transfer

Five Themes that Contribute to Local Economies

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Work Style Reform

We will put effort into work style reform, supporting
employees in changing their own way of living

Tetsuya Hashimoto
Corporate Vice President
Division General Manager,
Human Resources Div.

Amid a rapidly changing environment surrounding the automobile industry, in order for Mitsubishi Motors
to achieve sustainable growth and improved corporate value, we need to aspire to be a company that
demonstrates a presence, launching products focused on our strengths in regions where we have an
advantage. The driving force for achieving this is “people.”
Relative to other companies in the industry, Mitsubishi Motors has fewer employees. While this meansthat each of our workers has a broader scope of responsibility, we are proceeding with work style reform
so that they can feel a sense of job satisfaction and can fully express their abilities.

Selection of work styles to suit eachindividualʼs lifestyle
I think employees work for the sake of their own
development and for the happiness of their families andothers around them. Work style reform means asking
each employee what kind of lifestyle they want to live,
and getting them to change their own way of living(innovation). At the heart of work style reform is how you
use time for yourself and how you effectively use time forthe people who are important to you, such as for raisingchildren and caring for family members. To support thisindividual reform to the fullest, we are putting effort into

enabling employees to choose the way they work.
In fiscal 2018, we set targets and indicators for various
initiatives aimed at redressing long working hours,
encouraging employees to take paid leave aimed atpromoting flexible work styles such as redressing long
working hours, encouraging employees to take paid leave,and making good use of telecommuting. In fiscal 2019, in
addition to further promoting these initiatives to reduce
total working hours, the Work Style Reform Committee̶
comprised of the division general managers and similarlyranked managers of each department, and led by theCEO̶will share the best practices independently devisedby each department, leading to the expansion andentrenchment of measures at the company-wide level.

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Focusing on developing human resourcesthat embody MMC WAY
Along with the Three Principles and the corporate Vision
and Mission, MMC WAY is an integral policy when it comesto human resources development. MMC WAY clarifies
the mindset and actions required of our employees.
Specifically, there are six standards: cross-functional,transparent, look outward, commit, challenge, andperform. By introducing the degree to which employees
embody these standards into the personnel evaluation
system, for instance, we are focused on nurturingpersonnel who can embody MMC WAY, and by extension,
contribute to the development of Mitsubishi Motors.

Retaining and nurturing diverse humanresources
In recent years, there has been a variety of nationalities
among new employees, and a diverse mixture of
personnel working at Mitsubishi Motors. Amid a rapidlychanging social and market environment, in order to
respond flexibly to these changes, a work environmentis necessary where employees with different values andideas can respect each other and work hard together.
To this end, we have also set targets and indicators
for the promotion of diversity measures. In terms of
the participation and advancement of women in theworkplace, we have set a goal of 100 women working at
the management level by the end of fiscal 2020 (68 as ofApril 2019).
In 2018, we also created the Work-Life Balance Support
Concierge , strengthening individualized support sothat employees are able to balance work with raisingchildren and caring for family members. We will continue
to provide support, making good use of the program toproduce synergies between work and life and realize themutual development of employees and company.
We are also establishing a work environment andexpanding opportunities for senior employees to stay
positively involved even after they turn 60.
Maintaining our efforts for work style reform, we willcontribute to realization of a vibrant, sustainable society
through business activities that demonstrate thecharacter of Mitsubishi Motors.

Specific Measures to Address
Material CSR Issues
Work Style Reform ............................... P.78
Diversity ............................................... P.79
Human Resource Development ............ P.83

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Corporate Governance, Compliance

We will prepare for global risks through a combination ofawareness and systems

Ikuro Hirozane
Vice President(Global Risk Control /External and Government Relations)

Reflecting on its past, Mitsubishi Motors has, for many years, strived to raise awareness of and enforce
a commitment to compliance among employees, and to strengthen its internal control system as anorganization.
By expressing a clear Code of Conduct and ensuring responsible action is taken, we will create anorganization with a fully functioning internal control system, and to establish a robust foundation that
supports sustainable growth.

Expanding the development of systems
and standards
In terms of our internal control system, we haveestablished four committees̶Compliance, Information
Security, Risk Management, and J�SOX̶to report andpass resolutions on specific measures. The activities ofthese four committees are also checked and evaluatedby the Internal Control Committee, which is chaired by
the CEO.
In fiscal 2018, internal control committees were alsoestablished and began operating at 19 of our majoraffiliates in Japan and overseas. In fiscal 2019, as we

proceed to expand our systems, operations are scheduled
at 23 companies.
In fiscal 2018, we issued the “Global Code of Conduct”
to serve as a standard of conduct for all executives andemployees. Since we operate in numerous countries
and regions, complying with the laws and rules of eachcountry and region goes without saying, but this in itself
is not enough. The Global Code of Conduct stipulates that,in addition to laws, regulations and international rules,
we will also act appropriately taking into considerationinternal rules and general social norms. However, thedefinition and interpretation of social norms may varyfrom region to region, and in this case, we strive tounderstand each other through active communication. In

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doing so, we are continuing activities to make the Global
Code of Conduct more effective.
Following the Ordinary General Meeting of Shareholders inJune 2019, Mitsubishi Motors transitioned to a company
with three committees. By separating supervision andexecution, we are strengthening our management
supervisory functions and accelerating business execution
in an effort to ensure the soundness, transparency andefficiency of management and to enhance governance.

Responding swiftly to emerging risks
We are also putting effort into improving global
governance in preparation of risks that could still surface
even with a Code of Conduct and with continuous
awareness-raising activities.
In fiscal 2018, we established a global whistleblowing
contact point. It is geared toward receiving reports of any
acts that violate the Global Code of Conduct, which forms
the basis of our corporate activities and which is to beobserved by all group executives and employees. Cases
that come through here are reported to me in my capacity

as the Global Risk Control Officer for prompt investigation
and action.

Specific Measures to Address
Material CSR Issues

We will maintain awareness-raising activities
Internal control for an organization is like the nervous
system for humans. By detecting that something is not
right and taking quick action, we are able to prevent acrisis from occurring. Recognizing the importance ofraising awareness among executives and employees aswell as the importance of associated support structures,
we have been working on activities for maintaining a highdegree of sensitivity to detecting such unusual changes.
In particular, Mitsubishi Motors has lessons to be learned
in its past. We try to provide executives and employeeswith opportunities for regular dialogue and educational
programs where they can apply to the future what theylearn from the past.
As part of our awareness-raising activities, we will also
actively work on fostering a sense capable of responding
to increasingly diversified social environments and values
in the future.

Basic Policy and Framework for
Corporate Governance ........................ P.101
Compliance
Basic Approach and Policies ............ P.106
Management Structure ................... P.107

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Overview and Measures Regarding Improper Conduct in Fuel Consumption and Emissions Testing
Mitsubishi Motors has endeavored to comply fully with requirements and to change
attitudes based on self-examination of past quality issues. However, the serious improper
conduct regarding fuel consumption and emissions testing of products manufactured by thecompany for sale in Japan uncovered in April 2016 caused considerable inconvenience to andconcern on the part of our stakeholders. For this, we sincerely apologize.
We are continuously confirming the implementation status and effects of measures toprevent reoccurrence of improper conduct concerning fuel consumption and emissions
and are working to ensure the reliability of those measures. We also report quarterly to the
Ministry of Land, Infrastructure, Transport and Tourism.

Overview (Background and Causes)

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

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

Category

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

Organization- Related
Measures

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

System-Related Measures

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

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Overview and Measures Regarding Improper Conduct in Fuel Consumption and Emissions Testing
Reassign management personnel involved in the improper conduct

Internal Reform Activities with Participation from all
Members of Development Divisions

Redevelop personnel ideals required in development divisions
Create systems for job rotation within and among divisions
Revise personnel evaluation standards
Culture and PersonnelRelated Measures

Establish a section to promote personnel development withindevelopment divisions
Create a system for legal and regulatory education for engineers
Conduct training for all personnel in development divisions involved in
the improper conduct
Repeat basic training for development divisions
Conduct survey of employee attitudes
Consider transferring the Certification & Regulation ComplianceDepartment outside the Development Engineering OfficeMeasures regarding
Management- Level
Involvement

Formulate methods for headquarters management to monitor
development divisions
Create crisis management systems for handling critical issues
Enhance checks of certification application content

In addition to the reliable implementation of the 31 preventative measures, anotherpillar of internal reforms is the promotion of Performance Revolution (PRev) activities. At
the core of this are department-level PRev activities, which began in FY 2017 with theobjective of structural reforms and awareness reforms in development divisions.
In the second year, FY 2018, members from 41 departments centering on development
divisions participated, which gave further stimulation to initiatives toward improving
results by mutually adopting positive examples of PRev activities shared at interim reportmeetings and result presentations, for example.
We will promote reforms development divisions through the ongoing continuation ofthese activities.

Implementation of Preventative Measures
All 31 of the preventive measures were implemented by April 2017. The measures were divided
into the following four categories based on their characteristics (I � IV), and their effects wereconfirmed continuously. As of March 2019, the effects of all 31 items have been confirmed.
Categories of Effects from the Measures

Confirmed Items from the Effects of the Measures
FY2016FY2017FY2018Total

I. Measures which can be expected to produce
immediate effects when implemented:

3

0

0

3

II. Measures whose effects are to be continuously
confirmed for one year after implementation:

0

14

6

20

III. Measures whose effectiveness is to be confirmed
after three years of continuous observation:

0

0

6

6

IV. Measures whose effectiveness is to be confirmed
through surveys of employee attitudes:

0

0

2

2

Total

3

14

14

31

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Policies

Basic Approach to the Environment .......................... 26
Environmental Policy .............................................. 26
Environmental Vision 2020 ...................................... 27
Environment Initiative Program 2019 ........................ 28

Environmental Management

Framework for Environmental Management ............... 29
Environmental Management System ......................... 30
Environmental Education and Awareness ................... 30
External Environmental Communication ..................... 31
Life Cycle Assessment (LCA) ..................................... 32
Environmental Risk Management .............................. 33

Responding to Climate Change and Energy Issues
Initiatives with regard to Products ............................ 34
Efforts in Production .............................................. 39
Efforts in Distribution ............................................. 40
Efforts in Offices and Dealers ................................... 41

Resource Recycling Initiatives

Initiatives with regard to Products ............................ 43
Efforts in Production .............................................. 45

Deploying Supply Chain Sustainability Initiatives(Environment) ............................................................ 46
Conservation of Water Resources .................................. 47
Prevention of Pollution

Initiatives with regard to Products ............................ 49
Efforts in Production .............................................. 52

Preservation of Biodiversity .......................................... 53
Biodiversity Data.................................................... 55
Environmental Data

Product and Business Activity Indicators .................... 56
Atmosphere/Wastewater Quality/
PRTR-designated Pollutants Data ............................. 59

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Basic Approach to the Environment

Environmental Policy

With the adoption of the Sustainable Development Goals(SDGs) and Paris Agreement in 2015, initiatives to createa sustainable society have been promoted on the national
level. Many initiatives have been established, including
SBT*1, which supports the establishment of reductions

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

targets for CO2 emissions, and RE100*2, which promotes
the introduction of renewable energies among companies.
Companies are expected to address various activities inorder to resolve environmental issues.
Mitsubishi Motors has identified key CSR issues(materialities) for priority engagement with the aim ofcompatibility between contributing to solving social issues
and the sustainable growth of the Company. This includes
six issues in connection to the environment: Responding
to climate change and energy issues, Resource recycling
initiatives, Deploying supply chain sustainability initiatives,
Conservation of water resources, Prevention of pollution,
and Preservation of biodiversity. We are promoting
initiatives in connection to these issues in every stage ofour business activities, from development, to procurement,
production, distribution, sales, product use and disposal.
Based on demands from society regarding environmental
initiatives, as well as changes in mobility society, such as
IoT, autonomous driving technologies, car sharing andelectric vehicle technologies, the Company is proceedingwith studies into a new environmental vision. We willcontribute to the realization of a sustainable society by
setting medium-term targets by means of backcasting
after refining a long-term ideal image and promoting
environmental initiatives.

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

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

Prevention of global warming by reducing emissions of greenhouse gases●

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

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

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

*1 Abbreviation of Science Based Targets*2 Abbreviation of Renewable Energy 100%. This is an initiative in which
the aim of participating companies is to procure 100% of energy used inbusiness from renewable energy sources.

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CSR Management

Commitment of
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Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

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

Achieving the “Environmental Vision 2020”
To achieve the goals of the “Environmental Vision 2020”,
we will focus our efforts in a three-pronged approachcomprising “products & technologies,” “businessactivities,” and “collaboration with society.”

Products &Technologies● Promote development and application of

EV technologies● Reduce environmental impact during

vehicle life cycle● Step up corporate activities to promote

Business
Activities

widespread use of EVs● Raise level of environmental protection

activities by setting new standards for eachfield of corporate activity● Create a pleasing and low-carbon society

Collaboration
with Society

by working together with customers andsociety.
● Step up contribution to protecting the
global environment by environmental
conservation activities with local
communities

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GRI Standards
Reference Chart／SDGs Reference Chart

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Editorial Policy

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

List of “Environment Initiative Program 2019” Initiatives① Enhancing environmental management
Field

Environmental
management

Initiative○: As planned
Implementation Items (Target year: FY2019)

Renewable energy

Use renewable energy considering local characteristics

Water resources

Manage water risks at each production facility
Deploy Green Procurement Guidelines to business partners of overseas plant
Assess environmental management conditions and CO2 emissions ofbusiness partners
Promote the acquisition of Eco-Action 21 certification to our dealers
Emphasize and publicize value of EV/PHEVs to expand them widely
Renew environmental data management system
Implementation of LCA*1 for new vehicle models and improve reliabilityof evaluation methods for GHG*2 emissions LCA

Environmental activities in purchasing
Environmental activities in sales
Environmental data management△: Delayed

FY2018 Results

Evaluation● Implementation of renewable energy trend survey○● Green power purchase amount: 4.025 million kWh

Implementation of water risk survey at production facility
Creation of Green Procurement Guidelines to business partners of overseas plant
Assess environmental management conditions and CO2 emissions ofbusiness partners by means of CDP supply chain program (climate change)
New acquisition of certification at 13 dealers
New expansion of Dendo Drive Stations at 36 dealers
Introduction of new environmental data system

○
△
○
○
○
○

Implementation of LCA for two new vehicle models○*1 LCA stands for Life Cycle Assessment, which is a technique for calculating the environmental impact of a product from manufacturing to disposal *2 Abbreviation of Greenhouse Gas② Initiatives to address environmental issues
Field
Responding
to climatechange andenergy issues

Initiative
Reduce CO2 emissions while driving
Develop technologies for next-generation environmentally-friendly vehicles
Reduce amount of CO2 emitted by production activities
Reduce amount of CO2 emitted by non-production activities
Reduce amount of CO2 emitted by logistics activities

Resource
circulation

Develop new technologies for improving the recyclability andappropriate processing of EV/PHEVs
Commercialize and expand usage of resource conserving materials
Reduce volume of disposal

Prevention of
Pollution

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

Environment
preservation

Promote preservation of biodiversity○: As planned
Implementation Items (Target year: FY2019)
CO2 emissions per new vehicle while driving: 8% reduction compared to FY2010
Promote development of motor efficiency improvement methods
CO2 emissions at production facilities per production vehicle: 37%
reduction compared to FY2005
Unit CO2 emissions in non-production facilities: 1% reduction compared to FY2018
CO2 emissions per unit of transportation in Japan: 9% reduction
compared to FY2010

FY2018 Results-13%
Promoted the development as planned△: Delayed
Evaluation
○
○

-46%

○

-8.4%

○

-8.8%

○

Commercialize design for easy to disassembling

Issued the revised edition of dismantling evaluation guidelines

Selecting materials with outstanding recyclability
Establishing recycling management systems responding to an increaseof used items
Application of technology for reduction in component waste productionand expanded use of recycled component 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*3 emissions per painting area in production activities
Conduct biological surveys and implement conservation activities atsites in Japan
Plant and Grow trees at Pajero Forest
Plant trees at overseas business sites

Promoted the selection of materials with outstanding recyclability
Constructed joint collection scheme for drive batteries for electricvehicle and started of use
Selected recoverable parts and candidate parts for the use of recycledmaterials

○
○
○
○

-52%

○

Continued of correct management including legal movements
38g/m2
Implemented ecosystem survey at Tokachi Research & Development
CenterConducted activities twice a year
Planted trees over 32 ha in the Philippines

○
△
○
○
○

*3 VOC stands for Volatile organic compounds

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Performance Report
Environment

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GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
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Editorial Policy

Environmental Management
In order to promote environmental initiatives reliably
and efficiently, Mitsubishi Motors has constructed aframework for environmental management. We arepromoting initiatives as Mitsubishi Motors Group, including
education and awareness activities for employees, andthe promotion of acquisition of licences for environment
management systems among affiliated companies.

Board of Directors

Country

Reporting

Japan

US

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

Puerto Rico

Mitsubishi Motor Sales of Caribbean, Inc.
(MMSC)

Netherlands

Mitsubishi Motors Europe B.V. (MME)

Germany

Mitsubishi Motor R&D Europe GmbH (MRDE)

UAE

Mitsubishi Motors Middle East And Africa FZE(MMMEA)

Australia

Mitsubishi Motors Australia Ltd. (MMAL)

Deliberation and Reporting

CSR Management Committee(Chair: CEO)

Deliberation and Reporting

Environmental Working Group● Consideration of long-term vision

Framework for Environmental
Management● Establishment of medium-term

action plan

◆ Management target companies (23 companies)
Production affiliates
Country

Company NameJapan

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

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

Philippines

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

PT Mitsubishi Motors Krama Yudha Indonesia(MMKI)China

GAC Mitsubishi Motors Co., Ltd. (GMMC)

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

Executive Committee

Also, we are publicizing our initiatives by participating in
exhibitions and events, which are important opportunities
to take on the opinions of various stakeholders.

Since 1993, we have been holding an “Environmental
Council,” which is attended by the CEO and officers fromeach division. Since fiscal 2017, the “CSR Management
Committee” has been held with the CEO as its chair, andenvironmental initiatives have been positioned as key
CSR issues for the Company. The committee discusses
our environmental policies and targets, for example, andconfirms the progress and results from the Environment
Initiative Program. Items of particular importance arereported to the Board of Directors.
The Environmental Working Group has been set up under
the CSR Management Committee, which is promoting thelong-term environmental vision, for example.

Non-production affiliates

New Zealand Mitsubishi Motors New Zealand Ltd. (MMNZ)

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Reference Chart／SDGs Reference Chart

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Editorial Policy

Environmental Management
Environmental Management System

Environmental Education and AwarenessSince FY2010, Mitsubishi Motors has acquired ISO
14001 certification, and major affiliates in Japan andoverseas have also acquired ISO 14001. For the domestic
dealers, we promote Eco-Action 21* certification and 26
companies had acquired this certification as of FY2018.

Mitsubishi Motors implements various environmental
education programs concerning its policy, initiatives andissues regarding environmental preservation in orderto encourage employees to take the lead in promoting
environmental initiatives. Environmental education andawareness activities are conducted among employees topromote an understanding of the relationship between
environmental problems and our business activities and of thesocial responsibility that the company is expected to fulfill.

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

ISO14001

As of September 1, 2019

Development
Mitsubishi Automotive Engineering Co., Ltd.
Production
Pajero Manufacturing Co., Ltd.
Suiryo Plastics Co., Ltd.
Mitsubishi Motors Philippines Corporation (MMPC)
Asian Transmission Corporation (ATC)Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)PT Mitsubishi Motors Krama Yudha Indonesia (MMKI)
Distribution & Services
Mitsubishi Automotive Logistics Technology Co., Ltd

In training for engineers implemented in the Okazaki area, the“Trends Regarding Environmental Initiatives and Our Status”
course has been held as a program in which the importanceof environmental initiatives is shared with participants.

TOPICSLight-Down Campaign(Global Warming Countermeasures)
We are engaged in the Light-Down Campaign
sponsored by the Japanese Ministry of theEnvironment and implemented campaigns calling forlighting fixtures and illuminations to be turned off.
We worked to decrease electricity consumption bycalling for lighting to be turned off at night in key ourbusiness sites on the day of the summer solstice andthe day of the star festival.

TOPICS
Environmental Film Screening
Following on from FY2017, in order to provide an
opportunity for employees to consider environmental
issues, environmental films were screened in the Head
Office and in the Okazaki area. Participating employees
gave such reactions as, “It was a good opportunity
to consider environmental issues,” and “I will act withconsideration for the effect on the environment, evenin small things.”

Showroom at the Head Office before andafter turning off the lights

Film screening (Head Office)Mitsubishi Motors Sustainability Report 201930

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GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
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Editorial Policy

Environmental Management
External Environmental Communication
In order for Mitsubishi Motors to continue to be a
corporation trusted by all of its stakeholders, we release
our environmental initiatives on our website.
Also, we introduce our activities using panels and othermeans in an easy to understand way at exhibitions andevents. We listen to feedback from those who visit ourbooth and reflect what we hear in our future policies andinitiatives.

Release of Environmental Information on
Website and in the Sustainability Report
The company releases information on the concepts
and details of our initiatives on the company website
and in the Sustainability report in order to make ourenvironmental initiatives more widely known.

Environmental Website
WEB

Publicizing Initiatives at Exhibitions
and Events
The company proactively participates in exhibitions
and events. There, we spread awareness about ourenvironmental initiatives, which are built around electricvehicle technologies, and listen to opinions from various
people for use in our initiatives.

TOPICS
Exhibition at the 31st International Electric
Vehicles Symposium & Exhibition “EVS31”
We attended an exhibition at EVS31, which issponsored by the Japan Automobile ResearchInstitute held at the Kobe Convention Center from
September to October 2018. We introduced the key
technologies equipped in the Outlander PHEV andV2X* technology which incorporates electric vehicles
as part of the electric infrastructure.

TOPICS
Exhibition at “EcoPro 2018 – Environment andSociety of the SDGs Era, and to the Future”
In December 2018, we attended an exhibition at
the EcoPro 2018 – Environment and Society of theSDGs Era, and to the Future –, which is Japanʼslargest environment/energy general exhibition, andis organized by Japan Environmental Management
Association for Industry and Nikkei Inc. In addition to
the “Outlander PHEV” display, we introduced visitors
to our initiatives toward realizing the SDGs, and welistened to the views of approximately 1,700 people bymeans of a questionnaire.

Mitsubishi Motors Booth*Abbreviation of Vehicle to X

Mitsubishi Motors Booth

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

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Performance ReportSocialEnvironment

Governance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Environmental Management
Life Cycle Assessment (LCA)
The LCA is an approach to quantify the environmental
impact of a part or vehicle through all stages of its life cycle.
For automobiles, the LCA is used to examine the processesof mining natural resources for parts and materials,
manufacturing materials and parts, assembling vehicles,
producing fuel, driving vehicles, disposing the vehicle, andso on in order to quantify the carbon dioxide gas emitted
from the respective processes as well as the physicalquantities of other environmental items, which are thensummed up and assessed.
With this method, Mitsubishi Motors gains a full picture of
the CO2 emissions of parts and vehicles throughout theirlife cycle. Thus, we use the LCA method with the aim ofdeveloping products with a lower environmental burden
throughout the entire lifecycle.

Resources mining to blank materials manufacturing
Parts manufacture and vehicles assembling

Utilization of LCA
We use the LCA to develop environment-friendly parts,
electric vehicles, and new model vehicles, and compares
the life cycle CO2 emissions with conventional partsand vehicles. The results are then used to consider the
directionality of product development and determine
whether product development aims have been achieved.

Components
andtechnologies

Typical Subjects of
the LCA (Example)

Major Purposes

Body parts employing
plastics

Verifying the effect ofweight reduction

Outlander PHEV

Assessing the effectof improvement fromthe gasoline engine
model

VehicleEclipse Cross, TRITON

Comparing the effectof improvement fromthe previous modeland others

TOPICSLCA Result of Eclipse Cross
We assessed the life cycle CO2 emissions of the Eclipse
Cross that was launched in FY 2018.
It was approximately 25% in the production stage and
70% in the usage stage, including fuel fabrication.
We will continue to work to reduce the environmental
burden by assessing the life cycle CO2 emissions of newmodels.

◆ Breakdown of Eclipse Cross Life cycle CO2 Emissions

0%

20%

40%

Materials manufacturing
Transportation

60%

80%

100%

Vehicle manufacturing

Use (Distance of 110,000 km)

Vehicle disposal

Transportation
Fuel production
Driving
Maintenance
Vehicle disposal

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GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Environmental Management
Environmental Risk Management
Having learned from past cases of failing to comply
with environmental regulations such as those aimed atpreventing pollution, Mitsubishi Motors makes every
effort to comply with relevant regulations.
We sincerely respond to complaints from neighboring
residents after investigating the situation.
In the event that environmental laws and regulations
are violated or an environmental accident occurs, orif we receive a complaint, the corresponding divisionmust submit a Legal Non-Conformity Report to theCompliance 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.

Also, in another division, we discovered a defect regarding
the regular checks and the management methods offacilities covered by fluorocarbon emissions limitation
laws. After that, we corrected the issue immidiately.
With regards to complaints, there were three cases of badodors and noise due to on-site construction work. After
we had taken countermeasures immediately in all cases,
we confirmed that the situation had improved.

Fiscal 2018 Results
There were no cases of fines or administrative orders, forexample, due to environmental incidents or violations ofenvironmental laws and regulations.
At the Kyoto Plant, part of the measured value ofthe fluorine in the air pollutants emitted from themelting furnace temporarily exceeded the values
regulated in Kyoto prefectural regulations. After this
discovery, we suspended the facility promptly and took
countermeasures. As a result of a re-measurement
according to guidelines based on instructions from thelocal government, it was confirmed that the measured
value was within regulated limits.
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GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
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Editorial Policy

Responding to Climate Change and Energy Issues
Initiatives with regard to Products
In recent years, extreme weather, such as heatwaves,droughts and floods due to heavy rain, has caused
disasters one after another around the world. These
extreme events have been caused by climate change, andglobal warming is the major factor in this.
Automobiles generate CO2 throughout the life cycle, which
is a cause of global warming.
Mitsubishi Motors has identified “Responding to Climate
Change and Energy Issues” as a material issue for priority
engagement. In order to reduce the amount of energy
consumptions and CO2 emissions in all business activities,
including development, production, distribution andoffices, we are promoting various initiatives, such as
electric vehicle technologies, the development of fueleconomy improving technologies, the introduction of lowenergy equipment in production processes, and the use ofrenewable energy in offices and dealers.

Development of Electric Vehicle
Technologies
Mitsubishi Motors positions the electric vehicle
technology incorporated in the i-MiEV and otherelectric vehicles as a core technology for environmental
friendliness, including responding to climate change andenergy issues, and we promote the development of thistechnology further. We are developing technologies torealize anticipated improvements in batteries and motor
efficiency in the future.

Electric Vehicles
Electric Vehicles are powered by electric motors, and sothey emit no exhaust gases such as CO2 while driving.
Mitsubishi Motors released i-MiEV as the world's firstmass-produced Electric Vehicle, in 2009. We are still
improving it today. i-MiEV performs much better
than conventional gasoline engine vehicles, including
environmental performance, acceleration startingwith maximum torque, reduced noise by the electricmotor, and stability with the battery unit beneath thefloor. These technologies are the foundation of nextgeneration electric vehicles, such as plug-in hybrid
electric vehicles.

Energy diversification(Liberation from petroleum,saving energy)
・Recycling
technology

・Catalyst technology
・Exhaust purification
・Reducing the useof hazardous
substances

・Biofuels
compatibility

Electric
vehicletechnologies ・Clean diesel engine
・Variable valve
type engines

Preventing
environmental
pollution

・Assist battery

Preventing
globalwarming

Alliance Internal

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Reference Chart／SDGs Reference Chart

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Editorial Policy

Responding to Climate Change and Energy Issues
Initiatives with regard to Products
TOPICS
Provision of Mitsubishi Electric Vehicles as
Delivery Vehicles for Japan Post

Since 2019, Mitsubishi Motors has been providing
Japan Post Co., Ltd. (referred to hereafter as “Japan
Post) with a total of 1,200 of the minicar-classcommercial electric vehicles Minicab MiEV Vans asdelivery vehicles.
Minicab MiEV Van is equipped with drive battery andmotor used in i-MiEV . In addition to the superior
environmental performance inherent to an electricvehicle, it excels in power, silence, comfort andmore. It is highly effective as a delivery vehicle dueto the driving range and payload capacity. By using
zero emissions vehicles that emit no exhaust gas,including CO2, it is contributing the promotion ofenvironmental management by Japan Post, whichaims to reduce the emission of greenhouse gases.

Plug-in Hybrid Vehicles
Plug-in hybrid electric vehicles are powered by electricity
stored in drive batteries and by the motor, using theengine to generate electric power when the battery levelis low. Concern over the driving range is no longer anissue 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 thebattery level is low, it generates electric power during
operation using the engine while also supplying power
to the motor and battery. Furthermore, during highspeed driving, the vehicle is driven by the engine andsimultaneously assisted by the battery-powered motor.
In this way, the drive mode is automatically selectedaccording to the situation. CO2 emissions are lower
than conventional gasoline engine vehicles, delivering
outstanding environmental performance.

TOPICS

Outlander PHEV Hits 200,000 Global Sales

Global sales of Outlander PHEV have reached a totalof 200,000 units. Since being released in Japan
in 2013, the Outlander PHEV has been launchedin more than 50 countries around the world, andit has become the best-selling plug-in hybrid
vehicle worldwide. In Europe, in the plug-in hybrid
category, it has been the top selling* vehicle for four
consecutive years since 2015.
By updating around 90% of the major componentsof the PHEV system in the current model (Japanand Europe specifications), which was released
in 2018, including improvements to battery
capacity, battery output, and rear motor output,
the EV driving range has increased to 65 km (JC08mode)/57.6 km (WLTC mode).
*According to research by JATO Dynamics Limited

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GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
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Editorial Policy

Responding to Climate Change and Energy Issues
Initiatives with regard to ProductsElectric Vehicle Power Supply Function
We are developing a power supply function that can draw
electricity from the large-capacity batteries of electricvehicles and plug-in hybrid vehicles. The power supply
function will be useful for climate change and energy
issues, as well as during disasters.
By adopting Vehicle to Home (V2H*) technologies, whichconnect vehicles to the electrical supply of homes,
vehicles can be used for energy management or serveas an alternate power supply during power outages.
Furthermore, during disasters, vehicles can be used as
emergency power sources. For the Outlander PHEV, a

TOPICSTo start new “DENDO DRIVE HOUSE” service from 2019

general household can be powered for a maximum of 10days using electricity generated by the engine.
* V2H: Abbreviation of Vehicle to Home.
DENDO DRIVE HOUSEAt the 89th Geneva International Motor Show, Mitsubishi
Motors gave demonstrations of the DENDO DRIVE HOUSE(DDH), a new service that creates new value for electricvehicles. DDH, which combines an electric vehicle,
V2H equipment, solar panels and a home-use storage
battery in one package, is a service offered to customers
that bundles together the sale, installation and aftermaintenance of the system components. It is being
released from 2019, starting with Japan and Europe.
DDH brings merits to customers that include savings onelectricity costs and as the provision of an emergency
power source.

● The DDH system delivers significant cost benefits. The

customer can reduce fuel costs by using solar panels togenerate power during the day for charging EV/PHEV
and domestic storage batteries, while at night, they can
reduce power costs by using a bi-directional charger tosupply power from their EV/PHEV to the home.
● DDH can contribute to the creation of a low-carbon
society by using the electricity generated by solar
panels to power domestic appliances or to provide thepower to operate the EV/PHEV.
● DDH provides an emergency power source that can
supply power from the EV/PHEV or storage battery to
run appliances in the home.
WEB

https://www.mitsubishi-motors.com/en/innovation/
motorshow/2019/gms2019/dendo/

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Editorial Policy

Responding to Climate Change and Energy Issues
Initiatives with regard to Products
External Cooperation for the Spread of Electric
Vehicle Technologies
Mitsubishi Motors is promoting initiatives for the spreadof electric vehicles with governments in different
countries and with a variety of industries.

TOPICS
Delivery of Electric Vehicle to Costa Rican
Government
In March 2018, a total of 49 Outlander PHEV and i-MiEV vehicles weredelivered based on the Overseas Development Assistance (ODA) between
the Japanese and Costa Rican Governments for the provision of a rangeof next generation vehicles in connection to initiatives by the Costa Rican
Government toward the promotion of greater environmental sustainability
and the achievement of its own goals to lower carbon emissions.

Development of Improving Fuel
Economy Technologies
Engine Improvement
We are promoting the development of fuel economy
improving technologies for engines, including how tominimize waste when burning fuel and how to reduce theresistance of air intake and the friction of sliding parts.

Variable Valve Timing Mechanism "MIVEC" *2
Exhaust side
Variable lift
sensorContinuously variable valve
lift system
Intake side

TOPICS
Implementation of Demonstration
Experiment for V2G*1 Using Electric Vehicles
Mitsubishi Motors engaged in the “FY2018 V2G Aggregator Project,”
for which a public offering was made and selected by the Ministryof Economy, Trade and Industry using the employee car park at the
Okazaki Plant as a demonstration site.
There is a need for greater stability in the supply of electricity, including
measures to increase the use of renewable energy. We believe therealization of V2G will increase the value of electric vehicles and willlead to measures in response to climate change and energy issues.

Idle-Stop "AS&G" *3

Variable camphase system

AS&G is an idling stop function that automatically stops
and starts the engine when the vehicle stops or moves
off. This has a major effect on improving the fuel economy
because no fuel is consumed when at a stop. When fittedwith a coasting stop function, AS&G stops the engine
while decelerating.
*3 Abbreviation for Auto Stop & Go

Variable lift electric
actuator
New MIVEC engine

The new MIVEC is a variable valve timing mechanism
for minimizing 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.
*2 Abbreviation for Mitsubishi Innovative Valve timing Electronic Control System*1 Abbreviation of Vehicle to Grid. Using IT, this structure enables theuse of power from a large-capacity electric vehicle storage battery
for bi-directional power supply and adjustment with power systems.

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CSR Management

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Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Responding to Climate Change and Energy Issues
Initiatives with regard to Products
TOPICS
Expansion of Fuel Economy Improving
Technologies
Delica D:2
The new Delica D:5 that was released in February
2019 is equipped with a 2.2l common rail DI�D clean
diesel turbo engine. Fuel consumption has been
improved by reforming approximately 50% of the
major components of the engine, including a major
reduction in friction and the installation of a next
generation fuel injector.

Vehicle Body Improvement
Measures are required for components other than theengine in order to improve fuel economy. In addition
to reducing the weight and improving aerodynamics,
we are developing various technologies related to thevehicle body.

CVTContinuously Variable Transmission

Deceleration Energy Recovery(Power Generation Control)
This technology controls power generation under various
driving conditions such as idling, accelerating, and cruisingby conducting intensive charging of the battery using
electric power generated while decelerating. We are
improving fuel consumption by reducing the load on theengine during charging and power generation.

Eco-Drive Support

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

Steel belt

DrivenpulleyIn a low stateeK Wagon and eK X
The new eK Wagon and eK X mini-cars, which werereleased in March 2019, use a new low-friction andhigh compression ratio engine, and a new CVT thatuses a high-efficiency oil pump and low-friction belt
to improve fuel consumption.
eK X uses a HYBRID system that improves fuelefficiency through coordination between the engine
and the motor. Furthermore, the vehicle applies an
Auto Stop & Go system (with coast-stop mode) thatstops the engine at speeds of 13 km/h or less.

In 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 toachieve the most efficient balance between the engine
and CVT.

Eco-lamp

Average fuelconsumption

Instantaneous fuelconsumption

Idle-stop duration
display

Eco-drive
assistECO Score

Display in meters(Displays can be switched)

Eco-drive support equipment display

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Commitment onMaterial CSR Issues

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Responding to Climate Change and Energy Issues
Initiatives with regard to Products
TOPICS

Eclipse Cross Aerodynamics
We developed the Eclipse Cross to combine an
aerodynamic performance that improves fuelconsumption with a stylish exterior, the incredible fieldof vision and inhabitability of an SUV at a higher level.
The flow of air around the vehicle body was analyzed
by means of computer simulations and wind tunnel
tests using a model with the same details as theactual car, and each part was optimized.

Flow around bumper

Efforts in Production
Equipment Improvement for
Production

TOPICS
Introduction of High-frequency
Induction Furnaces

The paint lines at Okazaki Plant and Mizushima Plant use
the waterborne 3WET paint method, which reduces CO2
emissions by passing the painting workpieces throughdriving ovens only once instead of twice, as usual.
The Okazaki Plant changed from large water pipe boilers
to compact through-flow boilers. This has made it
possible to restrict the number of boiler units based on
operating conditions in each of the plantʼs processes, sothat steam can be supplied efficiently.
At the assembly plant, the air compressors used tosupply air to parts transfer equipment and tightening
tools have been updated from screw compressors toturbo compressors, and the air discharge efficiency has
been improved.

High-frequency induction furnace (Mizushima Plant)

High-frequency induction furnaces were introduced
when updating the melting furnace equipment at thefoundry process of the Mizushima Plant.
High-frequency induction furnaces melt materials
directly by converting electricity into magnetism,
which lowers the heat loss in comparison toconventional melting furnaces, leading to a reduction
in electric power consumption and in CO2 emissions.

Flow around vehicle body

Compact through-flow boilers

Turbo compressors

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Responding to Climate Change and Energy Issues
Efforts in Distribution
We set reduction targets for unit CO2 emissions (kgCO2/1000t km) during the transport of procured parts

Supply RouteFinished Vehicle Distribution, etc.
Port

Trailer

Trailer

Supplier

Vehiclesthroughout the supply chain, including overseas, and weare promoting initiatives in this regard.
In fiscal 2018, the Mitsubishi Motors (Thailand) Co., Ltd.
(MMTh) overseas plant in Thailand started to collect andcalculate CO2 emissions in distribution including local landtransport in Thailand during sea/air transport.

Parts andAccessories

Transportation of vehicles (Thailand)

Mitsubishi
Motors Plant

Truck

Truck

dealers
Parts and Accessories Sales CompaniesTraindealers

Truck

Distribution Base (inc. ports/stations)

Boat

Train

Collecting CO2 Emissions Data inDistribution among Overseas Affiliates
Mitsubishi Motors understands the importance ofCollecting and disclosing CO2 emissions volumes

Trailer

Mitsubishi Motors Plant

and products to promote initiatives for achieving thesetargets.
We strive to shorten transport distances through the useof less distant procurement sources, and to decrease
the number of transport trips by improving the packing
appearance, increasing the load factor, and consolidatingtransport routes.
Other activities include modal shifts such as improving
rail utilization rates and requesting the introduction of
ecologically-friendly vehicles and promotion of eco-driving
by our business partnersʼ transport subcontractors.

◆ Target Distribution Routes for CO2 Emissions Results

Sea transport

Engines andTransmissions

Waste

Port

Truck

Waste Disposal
Contractors

Truck

Knockdown parts

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Responding to Climate Change and Energy Issues
Efforts in Offices and Dealers
Office Initiatives

TOPICS
Okazaki Area "Research and Development Building" Initiatives
Introduction of various energy-saving mechanism

Mitsubishi Motors is promoting the introduction ofrenewable energy and various kinds of energy-saving
equipment. Through initiatives such as the installationof solar panels and the application of renewable energy
certificate system*1, we are using renewable energy

Electricalequipment

Lighting sensor controls, use of natural lightusing skylights and high-side windows, andinstallation of solar power generation panels,
etc.

Natural ventilation system using atrium
designs, ambient air cooling, installation of coolAir
tubes and natural ventilation windows, use of
conditioners cassette air conditioning with human motion
sensors, ventilation air flow control depending
on indoor CO2 concentration, etc.

for some of the power consumed in offices. Also, CO2
emissions are being reduced by using energy-saving
electrical equipment and air conditioners.
*1 This system is used to trade environmental added value of renewableenergy generated from natural energy sources using renewable energy
certificates issued by a certificate issuer and confirmed by a third party
organization.

Other

Use of water-saving equipment, planting on
low-rise rooftops

Research and Development Building

TOPICS
Making Use of Tradable Green
Certificates System
The electric power used at the Research andDevelopment Building" (Okazaki, Aichi) that started
operating in October 2018 and the new Head Office(Minato, Tokyo) that moved in January 2019 is
supplied by renewable energy by making use of
Tradable Green Certificates System.

Considerations for insolation and heat load
The efficient use of daylight is being improved bymeans of a horizontal band of high-efficiency windows
on the north and south side. Energy for lighting has
been reduced by integrating natural light into thedining areas by installing skylights in the second floor
cafeteria.

Achievement of CASBEE Aichi S Rank
By practicing environmental considerations thatcover various items, including indoor and outdoor
environments, service functions, resource and material
usage, we have achieved the high-grade of “S Rank” in
CASBEE Aichi.*2*2 System developed by Aichi Prefecture in which owners of buildings
voluntarily submit the building environmental plans so that theenvironmental performance of the buildings will be evaluatedbased on the submitted information.

North and south: Horizontal
band windows

2nd Floor: Skylights

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Responding to Climate Change and Energy Issues
Efforts in Offices and Dealers
Dealer Initiatives
We promote the acquisition of “Eco-Action 21” to ourdealers in Japan. Dealers that have acquired certification
carry out activities such as reducing the amount of energy
and water usage, reducing the amount of waste they
produce, and promoting the widespread use of EV/PHEVs.
Also, we are promoting the development of the “Dendo
Drive Station” next-generation dealers to introduce thevalue brought by EV/PHEV toward the spread of electricvehicle. By fiscal 2018, we opened 64 Dendo Drive
Stations nationwide.

TOPICS“Dendo Drive Station” Initiatives
Re-establishing Omiya showroom (Saitama Prefecture)
as a Saitama City-designated “Hyper Energy Station”
In April 2018, Dendo Drive Station Omiya showroom
was re-established as a Saitama City-designated “Hyper
Energy Station.” This is one of the key projects “Nextgeneration car and smart energy specific district” forwhich Saitama City received local designation from theJapanese government. By newly installing lithium-ion
storage batteries, electricity can be supplied to electricvehicles even during power outages, which is expected
to demonstrate its strength by transporting people andmaterials during disasters, etc.

Installation of large-capacity storage battery at
Futamatase Showroom (Fukuoka Prefecture)
At the Dendo Drive Station Futamatase Showroom, highcapacity solar panels and storage battery unit have been
installed, which started operation in December 2018. The
aim is to create a showroom that is capable of supplying
power to electric vehicles during disasters and that uses
renewable energy to be self-sufficient.
The capacity of the solar panels is approximately 30 kW,
equivalent to the showrooms average electricity
consumption, while the capacity of the storage batteries
is 100 kWh, equivalent to about 10 days of the electricity
consumption of a general household. A wide range ofdata is being collected in order to investigate ideal
capacity.
Also, in the future, it is expected that batteries recoveredfrom electric vehicles will be usable, so the storage
battery units have a structure that enables the inclusionof i-MiEV battery cells.

Dendo Drive Station Omiya Showroom

Solar panels

Storage battery unit

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Commitment of
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Resource Recycling Initiatives
Initiatives with regard to Products
The consumption of resources is increasing due to therise in populations and economic growth in emerging
countries. Countries and industry groups 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 the ease ofrecycling, reduce the use of lead, and introduce recycledparts for new vehicles when the Mitsubishi Motors
Recycling Initiative was established in 1998, which weare 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 theeffective use of resources. We are achieving a landfill
waste disposal rate of zero* at every plant by converting
industrial waste materials generated from production
processes into reusable resources and reducing thevolume of waste discharged.
* Land reclamation rate below 0.1 %Recycling-Based Design andDevelopment
Under vehicle recycling legislation in Japan and Europe,
automobile manufacturers are obligated to consider
recycling when developing products.
Mitsubishi Motors conducts design and development that
actively incorporates not just recycling, but all aspectsof the 3Rs including reduction and reuse. Since 1999,
we have implemented the 3Rs in the stage startingwith conceptual design in accordance with our unique
Recycling Plan Guidelines.
With regard to wires and harnesses, and motors, wehave improved detachability and ease of recycling inaccordance with the Harness Design Guidelines.
At dealers, bumpers replaced during repairs are reused forspare tire covers and battery trays.
We proactively adopted 3R designs in accordance with
the Recycling Plan Guidelines for all vehicles developedin fiscal 2018. We will continue to manufacture vehicles
with due consideration for the 3Rs from the initial stagesof development to promote resource conservation andsimplify recycling.

TOPICS
Use of Recycled Parts in Delica D:5
Delica D:5, which was launched in fiscal 2018, uses
easily recyclable thermoplastic resin for exterior andinterior parts.
Main parts (indicated in green) that use thermoplastic resin

Exterior

Interior

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Commitment of
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Resource Recycling Initiatives
Initiatives with regard to Products
End-of-Life Vehicle Recycling
Mitsubishi Motors encourages recycling of end-of-life
vehicles to reduce the environmental impact of wastefrom these vehicles. In Japan, the EU, and other regions,
we promote recycling in accordance with the automobile
recycling laws of each country. We will comply step-bystep with automobile recycling laws that are now being
introduced in emerging countries in Asia.

Response to Automobile Recycling Laws in Japan
After the End-of-Life Vehicle Recycling Law wasenacted in 2005, the company has been accepting
used automobile shredder residue (ASR), airbags, andfluorocarbons for recycling.
Regarding ASR recycling, we participate in ART*1 in orderto jointly process ASR. As a result of the creation of
new processing facilities and other measures, the ASR
recycling rate in fiscal 2018 was 97.8%, substantiallyabove the statutory standard of 70% in effect since 2015.
We will continue to develop new recycling facilities toensure the stable processing of ASR.
The company outsources the treatment of airbags andfluorocarbons to the Japan Auto Recycling Partnership(JARP).
In addition, for the effective use of recycling fees
deposited from customers, we proactively works onincreasing the recycling rate by conducting efficient
recycling and proper processing of these three items.

Recycling Promotion in the EU
Response to the EU's Directive on the 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, specifyingease of recycling as a certification requirement.
The company built a system of acceptance and recyclingin 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.

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

Response to the EU's Directives on Approval for
Vehicle Models for Recyclability
In the EU, satisfying the minimum 95% recyclability rate
is a requirement for type approval of vehicle models,
and the company established a system that satisfies therequirements of this directive. Our vehicles sold in the EU
meet the requirements of the directive 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 drive battery collection system
for the purpose of recycling technology development andproper treatment of end-of-life drive batteries in electricvehicles and plug-in hybrid vehicles.

*1 Automobile Shredder Residue Recycling Promotion Team established by
Nissan Motor Co., Ltd., Mazda Motor Corporation, Mitsubishi Motors andothers.

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Resource Recycling Initiatives
Efforts in Production
Converting Waste into Reusable Resources
and Suppressing Waste Generation
We convert spent oil into usable oil, waste sand fromfoundries into base course material, and sludge into raw
material for cement.
We are also working to reduce the metal scraps generated
from production processes and the amount of waste
casting sand.

Conserving Resources at KnockDown (KD)*1 Plants
To reduce the amount of cartons and pallets used fortransporting product to knock-down plants, we are
increasing the use of returnable racks*2, thereby reducing
our consumption of steel.
*1 Refers to exporting in the form of parts for assembling vehicles at the
local plants using those parts.
*2 Container to pack parts for repeated use.

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Deploying Supply Chain Sustainability Initiatives (Environment)
Automobiles are composed of a wide variety of materials
and parts which are developed and produced by ourbusiness partners. For that reason, Mitsubishi Motors
believes that it is important to reduce the impact on theenvironment not only from our own business activities
but also in all other processes from the production ofmaterials and parts to delivery.
Based on the basic concept of purchasing materials
and parts with low impact to theenvironment from suppliers who
continuously work to reduce theirenvironmental impact, Mitsubishi
Motors has rolled out “Green
Procurement Guidelines” to ourparts suppliers, plant material
suppliers, and other suppliers,
striving to reduce the environmental
Green Procurement
Guidelines
impact of our entire supply chain.

Expansion of Green Procurement
Guidelines
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, submit LCA data to allow us tounderstand the lifecycle environmental impact, reduce
environmental impact in business activities, and reduce
their environmental impact related to logistics.
The Green Procurement Guidelines have been deployed
for business partners of Mitsubishi Motors (Thailand) Co.,
Ltd. (MMTh).

Collection of Materials and Hazardous
Substance Data through IMDS
Through IMDS (International Material Data System),
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 internalmanagement systems for hazardous substances.
Through these processes, we confirm compliance withuse regulations regarding hazardous substances used in
new vehicles and vehicles in ongoing production, and we
confirm that their usage decreases.

Participation in the CDP Supply
Chain Program
We participate in the CDP Supply Chain
Program. In this program, CDP, anenvironmental NGO, uses a unique system togather environmental data and strategies/
management approaches from corporate
business partners.
In fiscal 2018, we participated in the climate change
program, sending out surveys to approximately 100 major
business partners. The climate change risks, strategies,
management systems, greenhouse gas emissions andmore were gathered from each company.
Since fiscal 2019, we have also been participating in thewater program. We are endeavoring to manage risk inthe entire supply chain by continuously monitoring thesituation of our business partners.

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 to engage incommunications to reduce the environmental impact of
our entire supply chain.
In fiscal 2018, at the “Supplier CSR Guidelines Revision
Meeting,” we shared the initiatives to reduce theenvironmental burden throughout the entire supply chain
by explaining CSR initiatives, including the environment,
and the CDP Supply Chain Program.

Supplier CSR Guidelines Revision Meeting

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Commitment of
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Conservation of Water Resources
Due to the increasing population and changes in thenatural environment caused by climate change, thedemand for water is expected to increase, and social
concern for the preservation of water resources are
increasing.
Mitsubishi Motors requires a large amount of industrial
water, city water, and groundwater, etc., for the
automobile production process and discharge of water
into sewage lines and rivers, etc. For that reason, we
conduct water risk assessments* in the regions where ourmain production plants are located, and identify whichplants are located in high water stress areas.
In such regions, it is essential to consider the impact on
the surrounding environment by water withdrawal andwater discharge from business activities. Also, as water
is required for the operations of our business partners.
Mitsubishi Motors is aware of the importance of waterrisk management throughout the entire value chain. As
an initiative to preserve water resources in each country
and region, we strive to reduce the amount of water
withdrawal and to monitor the quality of discharged
water, for example.
* Using the "Aqueduct" water risk map developed by Water Resources
Institute. Evaluation of the impact on business by the risk of stricter water
discharge regulations and physical risks such as flooding and drought.

◆ Water Withdrawal Source and Drainage of Each Plant
Plant

Water Withdrawal
SourceReduction of Water Withdrawal Volume

Drainage

Okazaki Plant(Okazaki, Aichi Pref.)Yahagi River

Kanda River
Tributary→Kanori River

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

Sewage line

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

Sewage line

Mizushima Plant(Kurashiki, Okayama
Pref.)

Takahashi River

Hakken River →Mizushima Port

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

Kiso River

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

Nong Pla Lai
Reservoir, etc.

Sewage line

PT Mitsubishi Motors
Krama Yudha Indonesia(MMKI)

Lake Jatiluhur

Sewage line

We are striving to reduce water
withdrawal volumes by reusing
washing water used in production
processes for pre-washing andby circulating cooling water andtemperature control water. At the
Okazaki Plant, rainwater storage
tanks have been set up in orderto reuse rainwater.

Rainwater storage tanks(Okazaki Plant)

Reuse of Discharged Water
PT Mitsubishi Motors Krama Yudha Indonesia (MMKI) is
making efforts to recycle wastewater and reuse rainwaterin order to reduce water withdrawal. In fiscal 2018,
roughly 50% of the water processed in its wastewater
treatment plant is reused within MMKI.

Industrial water and wastewater
treatment plant

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Conservation of Water Resources
Prevention of Water Pollution

Installation of Surface Oil Detector

In order to take precautions against any effects on theareas surrounding plants, we regularly conduct surveys
and confirmations regarding the quality of groundwaterand soil pollution. In this way, we confirm that no toxic
substances are being discharged to the outside area. If
contamination is found, we take immediate measures toprevent its dispersion, report to authorities, and disclose
the information to the communities.

In order to detect abnormalities in discharge 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 theplant does not affect the environment outside the site.

Installation of Groundwater
Membrane Filtration Equipment
At the Okazaki Plant, equipment has been set up to filter
groundwater so that it can be used to supply drinking
water during disasters not only to employees but also topeople nearby the plant.

* Detects the presence of oil by capturing changes in reflectance as thereflectance of oil is greater than that of water.

Groundwater membrane filtrationequipment (Okazaki Plant)
Surface oil detector (Okazaki Plant)
Observation well (Okazaki Plant)

General effluent treatment facilities(Okazaki Plant)

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Prevention of Pollution
Initiatives with regard to Products
It is possible that the air pollutants and chemical
substances emitted due to business activities will have an
impact on human health and biodiversity.
In order to contribute to the realization of a sustainable
society, Mitsubishi Motors considers the prevention ofpollution to be one of the material issues for the Company.
In the stage of product development, along with promoting
the development of fuel economy improving technologies
and electric vehicle technologies, we strive to manage
to hazardous substances. In production processes, weare endeavoring to reduce air pollutants emitted fromout plants by voluntarily enacting activity standards thatare stricter than legal requirements. In order to reducethe impact on the environment from air pollutants andchemical substances, we engage in the prevention ofpollution throughout all of our business activities.

Development of Electric Vehicle
Technologies

TOPICS
Provision of Outlander PHEV and i-MiEV to
Da Nang City in Vietnam

Gasoline and diesel engines inevitably generate harmful
components that are the cause of air pollution when fuelis consumed.
Mitsubishi Motors will reduce the emission of harmful
substances by developing electric vehicle technologies
and popularizing electric vehicles.
In April 2018, we provided Da Nang City in Vietnam
with two Outlander PHEV and two i-MiEV and two
quick chargers. These electric vehicles are being used
for transportation to sightseeing areas in the cityand in the nearby World Heritage site of Hoi An, forexample.
Vietnam is working to realize green cities withclean air, and in 2008, an Environmental City Plan
was announced with the aim of the environmental
urbanization of Da Nang by 2020. We will conducta joint study regarding CO2 reduction effects fromelectric vehicles and the effective use of electricvehicles in sightseeing areas.

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Prevention of Pollution
Initiatives with regard to Products
Purifying Exhaust Gas while Driving
Vehicles powered by gasoline and diesel engines inevitably
emit combustion gases from the engine while driving.
These exhaust gases contain pollutants. Mitsubishi Motors
constantly develops and promotes gasoline and diesel
engine vehicles that emit lower concentrations of thesenoxious exhaust gases.

Improving Gasoline Engine Vehicles

VG Turbocharger
The VG turbocharger helps toimprove fuel economy and suppress
emissions of particulate matter
through optimum supercharging
across the engineʼs operating range.

TOPICSNew Delica D:5 Purifying Exhaust Gas

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

Since the 1960s, emissions of carbon monoxide,hydrocarbons, and nitrogen oxides (NOx) have beensteadily restricted by regulations.
Mitsubishi Motors has taken various measures since 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.

Diesel Particulate Filter (DPF)

Improving Diesel Engine Vehicles

This substantially reduces
particulate matter.

The Delica D:5 that was released in February 2019 isequipped with a massively-renewed 2.2l common rail
DI�D clean diesel turbo engine.
The urea SCR*1 system that purifies emissions fromthe turbo diesel engine has been used by Mitsubishi
Motors for the first time. By means of the aqueous
urea solution AdBlue®*2, nitrogen oxide is stably
purified.
*1 Abbreviation of Selective Catalytic Reduction.
*2 AdBlue® is a registered trademark of Verband derAutomobilindustrie (VDA).

For diesel engine vehicles, carbon monoxide,hydrocarbons, NOx, and particulate matter have been
regulated in some countries, such as Japan, United Statesand European countries, since the 1970s.
Since such regulations were first introduced, we havetaken measures including improving the combustion
technology. To comply with these regulations, wehave developed and produced clean diesel engines
by systemizing technology such as VG turbochargers,
controlling combustion with a common rail fuel injection
system, introducing after-treatment using NOx trap
catalysts, and diesel particulate filters.
Mitsubishi Motors Sustainability Report 201950

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Editorial Policy

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

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

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

Suppliers
Data input

IMDS

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

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

Reduced organic solvents in the surface
painting

CarpetReduced aldehydes in pile adhesives

Seat

Reduced organic solvents in fabric adhesives

Ceiling

Adsorbs and decomposes formaldehyde
using the clean air filter deodorizing function

Airconditioner

Reduces VOCs with clean air filter withdeodorizing function

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

Mitsubishi Motors Sustainability Report 201951

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Prevention of Pollution
Efforts in Production
Preventing Air Pollution

Management of Chemical Substances

Reducing VOC Emissions

Control of PRTR*2 Substances

We endeavor to reduce the amount of VOCs emitted fromvehicle body production by reducing consumption of paintand improving recovery rate of used paint thinner. We
achieve this by updating painting robots and adjusting thepainting production lot size.

We have long since examined the physical properties anddetails of usage plans of new chemical substances by using
the “substances toxicity prior examination system,” todetermine whether or not those new chemical substances
may be introduced, in order to emphatically suppress the
toxicity from highly risky chemical substances.
*2 Abbreviation of "Pollutant Release and Transfer Register." Report on the
discharge removal quantities of substances

Appropriate Management of Hazardous Waste

Deodorizing equipment forelectrodeposition drying furnaces toreduce VOC emissions (Okazaki Plant)

Reducing NOx and SOx*1 Emissions
To reduce NOx emissions, we introduced low NOx content
boilers as the heat sources used for paint processes andare promoting use of low NOx content burners. To reduce
SOx emissions, we changed the fuel for the boilers tokerosene or city gas, which has less sulfur content.
*1 NOx: Nitrogen oxide, SOx: Sulfur oxide

Reducing Particulate Matter
We abolished waste incinerators to reduce the generationof soot and dioxins.

Mitsubishi Motors manages hazardous waste so that we do
not import or export hazardous waste which is restrictedby the Basel Convention on the Control of Transboundary
Movements of Hazardous and Their Disposal.
In addition, in case of domestic transportation and disposalof hazardous waste, we make efforts to appropriatelytransport and dispose hazardous waste to prevent the
exposure of toxic materials.

Appropriate Management of Waste Containing
PCBs
Harmful polychlorinated biphenyls (PCBs) are contained
as insulation oil in transformers and condensers thatwere manufactured a long time ago. Based on the Act
on Special Measures concerning Promotion of Proper
Treatment of PCB Waste, we promote the correct
processing of equipment that uses low-concentration PCB
and waste that contains PCB, and we plan for disposal by
the processing deadline.
Mitsubishi Motors Sustainability Report 201952

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Preservation of Biodiversity
All living things are intricately connected in various
relationships and live in balance. We benefit from thisbiodiversity in our lives.
Mitsubishi Motors both directly and indirectly impacts on
biodiversity due to land use (including the construction ofplants), the release of chemical substances from plants,
and the greenhouse gas emitted from the use of thecompanyʼs products and business activities. We believe it
is a priority to protect biodiversity so that we can continue
to enjoy the blessings of biodiversity.
The company formulated the “Mitsubishi Motors Group
Guidelines for the Preservation of Biodiversity” in August2010 and promotes conservation activities. None ofour business sites in Japan are located in or adjacent toprotected areas according to the Nature Conservation
Act and prefectural codes. However, we have been
progressively conducting surveys on ecosystems in orderto understand the impact our business activities have on
biodiversity.

Mitsubishi Motors Group Guidelines for the
Preservation of Biodiversity
The Mitsubishi Motors Group will continue to track andreduce its impact on biodiversity, recognizing that theactivities of humankind can both benefit from and affect thediversity of living organisms. To this end, the entire Groupwill take on initiatives for preventing global warming andenvironmental contamination, and promote the recycling andefficient use of resources, while engaging in activities thatpay consideration to biodiversity.
1. Consideration to biodiversity in business activities
We will track and reduce the impact of businessactivities on biodiversity by conserving energy, reducing
the generation of waste, and curtailing the release ofchemicals. At the same time, we will also pay consideration
to neighboring communities when making use of land forfactory 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 thatpay consideration to the environment.

Ecosystem Surveys at Business Sites
in Japan
Production of vehicles requires largescale plants.
Mitsubishi Motors believes that assessing the impactthat the use of land in company business has on local
biosystems is important to our biodiversity protection
initiatives.
Based on this concept, we conduct ecosystem surveys
at our domestic business sites with large-scale land,such as our factories with support from consultancies
related to biodiversity. Ascertaining biosystems not only
in domestic business sites but also in the surrounding
environment by means of field surveys and documentaryresearch leads to maintenance measures that are inharmony with local biodiversity.
◆ Locations of past initiatives

3. Education, understanding and self-awarenessWe will continue to educate the entire Group frommanagement to employees on the front lines to share acommon 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).

Kyoto
Plant-Kyoto
Tokachi Research &Development Center

Tokachi Research &Development Center

Mizushima Plant

Mizushima Plant

Mizushima 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
1

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

Mitsubishi Motors Sustainability Report 201953

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Preservation of Biodiversity
TOPICS
Ecosystem Survey by Tokachi Research &Development Center
The Tokachi Research & Development Center (Otofukecho, Kato-gun, Hokkaido) has one of the largest
Japanese test courses.
Since May 2018, with support from Regional
Environmental Planning, Inc., we have conducted anecosystem survey of plants, mammals, birds, insects,
and aquatic life.
As a result of the survey, it was confirmed that there are
841 species of habiting plants and animals, of which 35
are rare species.
The forests of the Tokachi R&D Center located on a hill in
Otofuke-cho, which has a vast amount of cultivated land,comprise diverse environments, including a conifer forest
area, a deciduous broad-leaved forest, ponds, rivers andmeadows. It was found that a habitat is being provided
for living things that prefer each of these environments.
We will continue to engage in activities with an eye tobiodiversity, such as the maintenance and managementof greenery within our business sites. Through this, we
believe that we can strengthen connection with thenatural environment around Tokachi R&D Center.
From fiscal 2019, we will implement maintenanceactivities based on the issues identified in this survey.

Survey of birds

Overseas Preservation Activities
The overseas affiliate Mitsubishi Motors Philippines
Corporation (MMPC) and the Philippines Department ofEnvironment 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 thathave been left behind by society. The plan is to plant trees
in a total area of 100 hectares in approximately five years
in Luzon.
In fiscal 2018, coffee and cacao, etc. planting activities
were conducted in an area of 32 hectares in the Provinceof Ilocos Norte.

Owl found in survey

Mitsubishi Motors Sustainability Report 201954

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Preservation of Biodiversity
Biodiversity Data
Condition of Protected or Restored Habitats (Achievements by FY2018)
Protection:
Initiatives of preserving native plants and creatures in and around the plants

Business Site
Kyoto Plant-Shiga

Restoration of cogongrass gregariousness, which provides habitats for various
insects

Environmental preservation of "Yatsuda" where White egret flower lives

Kyoto Plant-Kyoto

Planting Asarum caulescens, Blackberry lily and Eupatorium japonicum, which arenative plants of Kyoto city―

Okazaki Plant and Research& Development Center

Restoration:
Initiatives of restoring the ecosystem in and around the business sites to thecondition which native plants and creatures are able to live

Preparation of growth environments for birds through the installation of birdbaths―

Construction of a culvert beneath the test course to provide a movement route formammals, etc.

Habitat Status of Rare Species (Red List of Japanese Ministry of the Environment) in and around the Plants (Status up to FY2018)
Kyoto Plant-Shiga (period of survey: 2013 - 2014)

Okazaki Plant and Research & Development Center(period of survey: 2016)

Category

Number ofSpeciesVU (Vulnerable)

3

Clouded salamander, Whirligig Beetle and Oryzias latipes

NT (Near Threatened)

7

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

NT (Near Threatened)2

Northern Goshawk, Eurasian
Sparrowhawk

EN (Endangered)

1Species of insects not to be disclosed

DD (Data Deficient)

1

Polistes japonicus

Discovered Species

Mizushima Plant (period of survey: 2017)
Category

Number ofSpeciesVU (Vulnerable)

1

FalconNT (Near Threatened)

2

Osprey, Japanese buzzard(Okayama Prefecture Red DataBook)

Discovered Species

Number ofSpeciesCategory

Discovered Species

Tokachi Research & Development Center (period of survey: 2018)
Category

Number ofSpeciesVU (Vulnerable)

7

White tailed eagle, Black woodpecker, Far eastern brook lamprey, Japanese crayfish,
Corydalis, Rhododendron dauricum, Ajuga ciliata var. villosior

NT (Near Threatened)

12

Japanese sable, Grey nightjar, Lathamʼs snipe, Northern goshawk, Lasius teranishi, Brenthis
daphne (subspecies of Hokkaido/North Honshu), Glaucopsyche, Japanese big-ear radix,
Hyphydrus japonicus Sharp, Ilybius apicalis, Water scavenger beetles, Potamogeton pusillus

EN (Endangered)2

Margaritiferidae, Carex uda

DD (Data Deficient)

4

Tamias sibiricus, Hazel grouse, Ezo salamander, Coenomyia basalis

Discovered Species

Mitsubishi Motors Sustainability Report 201955

Environment

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Environmental Data
Product and Business Activity Indicators
Product Fuel Economy and CO2 Emissions (Corporate Average) *1
Japan (fuel economy)*2
Import passenger
United States
automobile(fuel economy)
Light truck
Europe (CO2 emissions)
Import vehicle
China(fuel economy) Local production
vehicle

Unit
km/L

2014
19.1

2015
18.4

2016
19.2

(FY)

2017
18.2

2018
18.3

mpg

35.2

39.8

41.3

44.6

45.9

mpg
g-CO2/km
L/100km

33.2
115
8.8

34.4
110
8.4

34.6
118
10.0

34.9
118
12.0

35.8
― *3
12.0

L/100km

7.7

7.4

7.6

7.5

7.1

*1 Reported values to authorities in respective countries and regions.
*2 Tabulation includes passenger vehicles but excluded electric vehicles and plug-in hybrid electric vehicles.
*3 Weʼll disclose the value after reporting it to the European authorities.

Business Activity Indicators
CO2 emissions(FY)

Scope 3 Breakdown (FY2018 results)
Purchased goods
Category1
and services
Category2 Capital goods
Fuel energy not
Category3 included in Scope
1 or 2
Upstream
Category4 transportationand distribution
Waste generated
Category5
in operations
Category6 Business travel
Employee
Category7
commuting
Upstream leased
Category8
assetsDownstream
Category9 transportationand distribution
Processing of
Category10
sold products

Production
Non-production

Unit
x103 t-CO2
x103 t-CO2

2014
523
75

2015
449
69

2016
394
67

2017
477
63

2018
513
70

Japan
Asia
Othersx103 t-CO2
x103 t-CO2
x103 t-CO2

433
98
67

400
89
29

363
91
7

387
147
6

404
173
6

Scope 1 (direct emissions)
Scope 2 (indirect emissions)(Scope 1+2) Total
Scope 3 (Supply Chain Greenhouse
Gas Emissions)(Scope 1+2+3) Total

x10 t-CO2
x103 t-CO2
x103 t-CO2

132
466
598

110
408
518

104
357
461

120
420
540

132
451
583

Category12x103 t-CO2 eq

34,59535,711

32,592

38,721

42,580Category13

x10 t-CO2 eq

35,19336,22933,05339,261

43,163Category14

33Target site: 23 management target companies
CO2 emission factors● Based on "Greenhouse Gas Emissions Conversion, Reporting, and Announcement System based on the Act on Promotionof Global Warming Countermeasures"● Overseas emission factors taken from the IEA's "CO2 Emissions from Fuel Combustion (2018 edition)"

Category11

Category15

(FY)

Unit

2014

2015

2016

2017

x10 t-CO2 eq

5,907

6,026

5,389

5,855

x10 t-CO eq

137

164

159

297

Coverage
non-consolidated
6,900(only production)
407 non-consolidated

x103 t-CO2 eq

55

44

42

45

21 consolidated

x103 t-CO2 eq

1,448

1,343

772

1,013

1,278 consolidated

x103 t-CO2 eq

16

12

10

16

3
3

2

2018

x103 t-CO2 eq

4

4

4

4

non-consolidated(only production)
4 consolidated

x103 t-CO2 eq

14

13

13

14

14 consolidated

19x103 t-CO2 eq

―

―

―

―

―

―

x103 t-CO2 eq

―

―

―

―

―

―

x103 t-CO2 eq

―

―

―

―

―

―

all destination
Use of sold
x103 t-CO2 eq 26,440 27,475 25,623 30,731 33,199 (Based on
products
units sold)End-of-life
all destination
treatment of sold x103 t-CO2 eq
570
626
575
741
727 (Based on
products
units sold)
Downstream3
x10 t-CO2 eq
―
―
―
―
―
―
leased assets
Some domestic
Franchisesx103 t-CO2 eq
4
4
5
5
12
dealers
Investment
x103 t-CO2 eq
―
―
―
―
―
―

Mitsubishi Motors Sustainability Report 201956

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Environmental Data
Product and Business Activity Indicators
Energy Input (Primary and Secondary Energy)

(FY)

Unit
PJ*

2014
11.9

2015
10.4

2016
8.3

2017
9.7

2018
10.6

Production
Non-production

PJ
PJ

10.5
1.4

9.1
1.3

7.0
1.3

8.2
1.5

8.9
1.7

Japan
Asia
Others

PJ
PJ
PJ

7.4
3.00
1.5

6.9
2.8
0.7

6.5
1.6
0.2

6.9
2.4
0.4

7.2
2.9
0.5

Total amount

Target site: 23 management target companies* 1015 joules Unit calorific value: Quoted from the "Act on the Rational Use of Energy"

Sulfur Oxide
Total emissions

(FY)

Unit
t

2014
177

2015
185

2016
193

2017
195

2018
219

Target site: 23 management target companies
Calculation method: calculated the weight of sulfur contained in the used fuel and converted the weight into sulfur dioxide (SO2)

Nitrogen Oxide
Total emissions

(FY)

Unit
t

2014
107

2015
93

2016
89

2017
92

Generated Waste and Externally Disposed Waste (Mitsubishi Motors alone)

Total emissions

Unit
t

2014
2,013

2015
2,151

2016
2,166

2017
1,882

2018
2,354

2015
111

2016
93

2017
99

2018
104

x103 tx103 t

48
77

52
59

47
46

48
51

56
48

Unit
x103 tx103 t

2014
172
2.3

2015
158
2.9

2016
137
3.0

2017
143
3.0

2018
154
2.5

Unit
x103 m3

2014
5,739

2015
5,452

2016
5,606

2017
6,727

2018
6,211

Production
Non-production

x103 m3x103 m3

5,398
341

5,184
268

5,295
311

6,343
384

5,901
310

City waterIndustrial water
Underground waterx103 m3x103 m3x103 m3

895
3,324
1,520

652
3,232
1,568

428
3,505
1,673

1,150
3,602
1,975

878
3,412
1,921

Externally disposed waste
Internal recycle

Raw Material Input
Iron and aluminum
Resin

(FY)

Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant

Withdrawn Water Volume
Total amount

2018
87

(FY)

2014
125

Total amount produced

Target site: 23 management target companies
Calculation method: Fuel usage volume calculated using the Ministry of the Environment's "Environmental Activity Evaluation
Program" emission factor

VOC (Volatile Organic Compounds)

(FY)

Unit
x103 t(FY)

Target site: 23 management target companies
Retroactive revisions have been made to correct previous errors.
● MMKI recycles and reuses some of its wastewater. In fiscal 2018, roughly 306,000m3 of water was recycled. (Roughly 2%of total Mitsubishi Motors Group water withdrawal.)●Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant, Pajero Manufacturing Co., Ltd, Suiryo Plastic Co., Ltd

Wastewater Volume

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

Generated Waste
Total amount
Production
Non-production

Unit
x103 t

2014
161

2015
162

2016
150

2017
162

2018
187

x103 tx103 t

151
10

153
9

141
9

148
14

176
11

Target site: 23 management target companies

2014
3,497

2015
4,170

2016
3,977

2017
4,577

2018
4,504

Production
Non-production

x103 m3x103 m3

3,156
341

3,902
268

3,666
311

4,193
384

4,194
310

SewagePublic waters

x103 m3x103 m3

789
2,708

1,635
2,535

1,708
2,269

2,405
2,172

2,396
2,108

Total amount
(FY)

(FY)

Unit
x103 m3

Target site: 23 management target companies
Includes some estimated figures.

●

Mitsubishi Motors Sustainability Report 201957

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Environmental Data
Product and Business Activity Indicators
Environmental Accounting
Environmental Conservation Costs
Category

Main Initiatives Details

Pollution Prevention Cost Preventing air pollution, water pollution and soil pollution
Business
Global Environmental
Preventing global warming and the ozone depletion
Area Cost
Conservation Cost
Resource Circulation Cost Reduction, proper disposal and recycling of the waste
Withdrawing used bumpers and corresponding automobile
Upstream/Downstream Costs
recycling law
Maintaining certification of ISO14001, educating employees and monitoring
Administration Activity Cost
Research and development about reductions in environmental impact of
R&D Cost
products such as improving fuel economy and exhaust gas measures
Hands-on environmental lessons, supporting global environmental
Social Activity Cost
activity, donation to environmental groups and disclosing
environmental information
Environmental Remediation Cost
Compensation for environmental damage by business activities
Total

2017
Investment
Million yen
63
Unit

Cost
1,315

Million yen

388

14

171

13

Million yen

6

829

22

1,226

Million yen

35

1,789

0

1,770

Million yen

120

668

56

680

Million yen

3,567

39,545

1,116

41,527

Million yen

2

328

68

239

Million yen
Million yen

10
4,191

4
44,446

0
1,539

138
46,907

Unit
100 Million
yen<Reference> Group-wide capital investment, R&D cost

2018
Cost
Investment
1,269
106

Capitalinvestment

Capitalinvestment

R&D cost

999

1,025

R&D cost

1,377

1,243

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

Cost Reduction

Total

Details of Benefit

Unit

2017

2018

Benefit

BenefitOperating revenue from the sale of recycled waste products and usedproducts produced through key businessMillion yen

2,232

2,512

Energy expense saving through energy conservation

Million yen

▲675

▲889

Water expense saving through water conservation

Million yen

1▲3

Disposal cost saving through lower resource input or recycle

Million yen

▲3

▲241

Packaging materials cost saving through recycling

Million yen

454

439

Million yen

2,009

1,818

Mitsubishi Motors Sustainability Report 201958

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Environmental Data
Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data (Results from FY2018)
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

BoilerAs above
Drying furnace
Soot dust
BoilerDrying furnace
SOx (sulfur in fuel regulations)
Formaldehyde
Drying furnace(Large-type, NO2)
(Other)(for coating)(for coating)

Unit

Regulation

ppm
ppm
ppm
g/Nm3
g/Nm3
wt%
mg/m3

130
150
250
0.1
0.1
0.5
30

Unit

Regulation

ppm
ppm
ppm
ppm
ppm
ppm
ppm
ppm
Nm3/h
g/Nm3
g/Nm3
g/Nm3
g/Nm3
g/Nm3
wt%

150
150
150
180
100
230
200
180
12.749
0.1
0.03
0.1
0.1
0.1
0.50

Actual(maximum)
60
54
35
0.003
0.002
0.0007
4.6

Mizushima Plant
Atmosphericpollutants
NOx

Equipment
Boiler(Steam)(Heating)(Small-type)(Absorption-type air conditioner)(Booth fan heating facility)
Drying furnace
Melting furnace
Metal heating furnace
Total amount
Soot dust
Boiler(Booth fan heating facility only)
Drying furnace
Melting furnace
Metal heating furnace
SOx (sulfur in fuel regulations)

Actual(maximum)
―
70
45
58
15
60
27
40
5.788
0.042
0.0005
0.05
0.001
0.028
0.088

Mizushima Plant (Harmful gases (Okayama Prefecture regulations))
Substance

ppm
ppm
ppm
ppm
ppm
ppm
ppm
ppm
ppm
ppm

Regulation
value
40
80
10
10
40
10
200
50
0.1
500

Unit

Regulation

Unit

Acrylonitrile
Acetonitrile
Formaldehyde
Cyan and its compounds
Carbon disulfide
PhenolStyreneBenzenePhosgene
Vinyl chloride

Emissions(maximum)
0.1
0.1
0.7
―
―
―
<0.1
―
―
―

Kyoto Plant – Kyoto
Atmosphericpollutants
NOx

Equipment

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

ppm
ppm
ppm
ppm
ppm
ppm
ppm
ppm
wt%
ng-TEQ/Nm3
ng-TEQ/Nm3

150
230
200
180
0.1
0.2
0.1
0.2
0.5
1
1

Actual(maximum)
79
≦77
≦91
≦97
≦0.0075
0.00350.31*
0.017
0.02820.058
0.00068* The actual values in December 2018 were higher than regulation values. In January 2019, as a result of measuring sootdust from the process of liquefying work at the order of the government (total of 13 times), it was confirmed that thevalues were within regulated limits (0.0035-0.022).

Kyoto Plant - Shiga
Atmosphericpollutants
NOx
Soot dust

Equipment
BoilerBoiler

Unit

Regulation

ppm
g/Nm3

150
0.1

Mitsubishi Motors Sustainability Report 2019

Actual(maximum)62≦0.0046

59

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Water pollutants
Okazaki Plant
Water pollutants
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

Mizushima Plant
Regulation
ActualDaily average shown
Maximum Minimumin parentheses
5.8〜
―
7.5
6.9
8.6
㎎/L
25
(20)
7.0
0.8
㎎/L
25
(20)
11.0
2.1
㎎/L
30
(20)
11.0
1.0
㎎/L
2
0.5
0.5
㎎/L
0.5
0.01
0.01
㎎/L
1
0.14
0.01
㎎/L
3
0.1
0.1
㎎/L
3
0.2
0.1
㎎/L
0.1
0.02
0.02
Unit/cm3
300
170
30
㎎/L
15
11.0
1.4
㎎/L
2
0.33
0.05
㎎/L
1.0
0.96
0.10
kg/day
61.6
24.0
5.8
kg/day
71.5
38.8
8.4
kg/day
8.6
2.55
0.17
Unit

Average
7.1
2.7
5.5
1.8
0.5
0.01
0.05
0.1
0.1
0.02
49
7.9
0.19
0.64
11.5
17.8
0.58

・Other than the above, the following were all below lower limits (not detected): Cyan, hexavalent chromium, 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.

Water pollutants

Unit

pH
(Rivers)―
pH(Seas)―
BOD(Rivers)㎎/L
COD(Rivers)㎎/L
COD(Seas)㎎/L
COD Total amount（Rivers + Seas） ㎏/day
SS(Rivers)㎎/L
SS(Seas)㎎/L
Oil(Rivers)㎎/L
Oil(Seas)㎎/L
Zinc(Rivers)㎎/L
Zinc(Seas)㎎/L
Soluble iron
(Rivers)㎎/L
Soluble iron(Seas)㎎/L
Soluble manganese(Rivers)㎎/L
Soluble manganese(Seas)㎎/L
E-coli(Rivers)
unit/cm3
E-coli(Seas)
unit/cm3
Total amount of total nitrogen㎏/day
Total amount of total nitrogen㎏/day
Total nitrogen(Rivers)㎎/L
Total nitrogen(Seas)㎎/L
Total phosphorus(Rivers)㎎/L
Total phosphorus(Seas)㎎/L
Boron(Rivers)㎎/L
Boron(Seas)㎎/L
Fluorine(Rivers)㎎/L
Fluorine(Seas)㎎/L
Ammonia, ammonium(Rivers)㎎/Lcompounds, nitrites, and(Seas)㎎/L
nitric compounds

Regulation
ActualDaily average shown
Maximum Minimumin parentheses
6〜8
7.5
7.0
6〜8
8.0
7.0
30
(20)
15.0
<1.0
30
(20)
14.0
3.0
20
(15)
8.6
1.7
294
46.8
18.8
40
(20)
37.0
<1.0
40
(20)
<2.5
<1.0
2
(1)
0.6
<0.5
2
(1)
0.5
<0.5
2
0.99
<1.0
2
0.29
<0.1
10
<0.1
<0.1
10
<0.1
<0.1
10
0.47
<0.1
10
<0.1
<0.1
3000
6
1
3000
0
0
123
55.1
27.2
47.8
28.5
5.1
120
(60)
13.0
2.8
120
(60)
3.7
1.0
16
(8)
3.60
0.40
16
(8)
0.30
<0.01
10
<0.1
<0.1
230
<0.1
<0.1
8
1.9
0.5
15
0.4
<0.1
100
7.8
1.8
100

2.0

Average
7.2
7.4
4.8
6.2
4.3
33.5
1.6
<1.0
<0.5
<0.5
0.32
0.01
<0.1
<0.1
<0.1
<0.1
2.7
0.0
41.7
10.2
8.4
2.6
1.30
0.03
<0.1
<0.1
1.4
<0.2
5.2

0.8

1.0

・Other than the above, the following were all below lower limits (not detected): Copper, lead, cyan, total chromium, hexavalentchromium, 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.

Mitsubishi Motors Sustainability Report 201960

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Water pollutants
Kyoto Plant - Kyoto
Water pollutants
pH
BOD
SS
Oil
Zinc
Soluble ironSoluble manganese
Total nitrogen
Total phosphorus
Arsenic
Dioxins

Kyoto Plant - Shiga
Unit
―
㎎/L
㎎/L
㎎/L
㎎/L
㎎/L
㎎/L
㎎/L
㎎/L
㎎/L
pg-TEQ/L

Regulation
5〜9
600
600
5
5
10
10
240
32
0.1
10

ActualMaximum Minimum

Average

7.4
250
99.0
<1.0
0.05
0.36
0.71
44.6
0.49
<0.05
0.0051

6.5
103.9
24.2
<1.0
0.05
0.24
0.60
26.9
0.20
<0.05
0.0051

5.7
2.8
9.5
<1.0
0.05
0.11
0.44
8.6
0.10
<0.05
0.0051Substance
pH
BOD
SS
Oil
Total nitrogen
Total phosphorus

Unit
―
㎎/L
㎎/L
㎎/L
㎎/L
㎎/L

Emissions
Regulation
value
Maximum Minimum Average
5〜9
600
600
5
60
10

8.4
26.0
10.0
3.3
7.2
0.7

6.7
1.0
5.0
1.0
0.6
0.1

7.6
5.2
5.3
1.1
3.7
0.3

・All drainage from processes is discharged to sewers, and the items for analysis have been determined in an agreementwith the government of Konan City.

・All drainage from processes is discharged to sewers, and the items for analysis have been determined in an agreementwith the government of Kyoto City.

Mitsubishi Motors Sustainability Report 201961

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PRTR-designated pollutants
Okazaki Plant
NO.

Substance name

Unit

Emissions volume

AmounthandledRemoval volume

Atmosphere

Public waters

Sewage line

Recycled
volumeWaste

Consumed
volumeRemovaltreatment
volume1

Water-soluble zinc compounds

kg/year17,325

0

45

0

0*

0

12,949053Ethyl benzene

kg/year63,33440,039

0

0

971

1,639

14,1296,556

71

Ferric chloride

kg/year16,384

0

0

0

0

0

0

16,384

80

Xylenekg/year134,998

46,477

0

0

1,106

1,125

59,916

26,374239

Organic tin compounds (Dibutyltin oxide)

kg/year

3,796

0

0

0

569

0

3,227

0

240

Styrenekg/year

0

0

0

0

0

0

0

0

296

1,2,4-Trimethylbenzene

kg/year64,675

10,511

0

0

1,128

161

31,644

21,231297

1,3,5-Trimethylbenzene

kg/year

9,444

2,872

0

0

324

76

20

6,152

300

Toluenekg/year321,517

125,735

0

0

2,506

18,126

101,539

73,611302

Naphthalene

kg/year

1,189

698

0

0

40

0

0

451

309

Nickel compounds

kg/year

2,383

0

184

0

1,337

0

862

0

392

n-Hexanekg/year17,985

68

0

0

4

26

10,905

6,982

400

Benzenekg/year

8,903

30

0

0

0

0

6,767

2,106

411

Formaldehyde

kg/year

840

126

0

0

1

0

0

713

412

Manganese and its compounds

kg/year

5,619

0

334

0

1,943

0

3,342

0

kg/year668,392

226,556

563

0

9,929

21,153245,300

160,560

Total

・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 4,331 (kg/year). However, as this was not aqueous compounds, it has not been includedin the amount of transported decomposed matter (confirmed by Okazaki City)

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PRTR-designated pollutants
Mizushima Plant
NO.

Substance name

Unit

AmounthandledEmissionsRemoval volume

Atmosphere

Public waters

Sewage line

Recycled
volumeWaste

Consumed
volumeRemovaltreatment
volume1

Water-soluble zinc compounds

kg/year16,469.1

0

642.3

0

4,586.9

011,240.1

053Ethyl benzene

kg/year16,892.5

1,975.8

0

0

144.4

4,680.9

9,986.4

105.3

80

Xylenekg/year52,212.5

2,353.4

0

0

161.2

5,071.0

44,509.1

117.5

188

N,N�Dicyclohexylamine

kg/year1,709.70001,709.7

0

0

0

239

Organic tin compounds

kg/year7,615.3

0

0

0

380.7

0

7,234.6

0277

Triethylamine

kg/year

1,281.6

1,281.6

0

0

0

0

0.0

0

296

1・2・4- Trimethylbenzene

kg/year42,930.0

12,099.7

0

0

709.0

0

28,479.2

1,642.3

297

1・3・5- Trimethylbenzene

kg/year4,194.8

3,507.7

0

0

206.9

0

0

479.8

300

Toluenekg/year

96,910.3

319.1

0

0

0

11,312.2

85,279.00309

Nickel compounds

kg/year3,257.7

0

371.1

0

1,727.7

01,159.00392

n-Hexanekg/year38,220.5

179.3

0

0

0

0

38,041.2

0400

Benzenekg/year6,936.3

20.7

0

0

0

0

6,915.6

0407

Polyoxyethylene alkyl ether

kg/year8,832.7

0

90.8

0

8,741.7

0

0

0

411

Formaldehyde

kg/year3,080.1

1,904.3

0

0

0

0

0

1,175.8

412

Manganese and its compounds

kg/year3,193.8

0

173.0

0

1,102.901,888.6

29.1

438

Methylnaphthalene

kg/year4,583.9

268.6

0

0

0

0

4,315.3

0kg/year308,320.8

23,910.2

1,277.2

019,471.1

21,064.1

239,048.1

3,549.8

Total

・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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PRTR-designated pollutants
Kyoto Plant - Kyoto
NO.

Substance name

Unit

AmounthandledEmissions volume

Removal volume

Atmosphere

Public waters

Sewage line

Recycled
volumeWaste

Consumed
volumeRemovaltreatment
volume37

Bisphenol A

kg/year6,676.8

0

0

0

0

0

6,658.8

18.1

53Ethyl benzene

kg/year10,430.8

5.4

0

0

0

0

10,425.3

080

Xylenekg/year45,790.8

16.1

0

0

0

0

45,774.8

087

Chromium and chromium (III) compounds

kg/year16,908.8

0.3

0

0

0

0

16,908.6

0258

Hexamethylenetetramine

kg/year70,248.2

0

0

0

0

0

47,88722,361.2

296

1.2.4-Trimethylbenzene

kg/year20,613.9

6.9

0

0

0

0

20,6070297

1.3.5-Trimethylbenzene

kg/year5,563.1

1.7

0

0

0

0

5,561.4

0300

Toluenekg/year141,794.6

42.9

0

0

0

0

141,751.7

0349

Phenolkg/year6,962.7

0

0

0

0

0

5,770.7

1,192

392

n-Hexanekg/year14,747.2

3.2

0

0

0

0

14,7440400

Benzenekg/year4,308.7

0.5

0

0

0

0

4,308.20411

Formaldehyde

kg/year1,528.7

0

0

0

0

0

1,523.1

5.6

412

Manganese and its compounds

kg/year17,257.4

0.2

0

0

0

0

17,257.2

0448

Methylenebis diisocyanate

kg/year

1,518

0

0

0

0

0

0

1,518

kg/year364,349.5

77.1

0

0

0

0

339,177.6

25,094.8

Consumed
volumeRemovaltreatment
volumeTotal
243

Dioxins

mg-TEQ/year

9.7

0.0000023

Kyoto Plant - Shiga
NO.
300
Total

Substance name
TolueneUnit

AmounthandledEmissions volume

Removal volume

Atmosphere

Public waters

Sewage line

Recycled
volumeWaste

kg/year1,949.0

0.6

0

0

0

0

1,948.4

0kg/year1,949.0

0.6

0

0

0

0

1,948.4

0・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

Mitsubishi Motors Sustainability Report 201964

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SocialSafety and Quality

Human Rights

Delivering Products which Help Prevent
Traffic Accidents .................................................... 66
Improvement of Product, Sales, and Service Quality ..... 70

Basic Approach and Policies ..................................... 91
Management Systems ............................................ 91

Contribution to Local Economy through Business Activities
Policies ................................................................ 75

Deploying Supply Chain Sustainability Initiatives (Social)
Basic Approach and Policies ..................................... 93

Management Structure ........................................... 75
Initiatives ............................................................. 76

Employees

Work Style Reform ................................................. 78
Diversity ............................................................... 79
Human Resource Development................................. 83
Occupational Health and Safety ................................ 87

Initiatives ............................................................. 92

Management Organization ...................................... 94
Initiatives ............................................................. 95

Social Contribution Activities
Policies ................................................................ 97
Initiatives ............................................................. 97

Labor-Management Relations .................................. 88
Human Resource-Related Data................................. 89

Mitsubishi Motors Sustainability Report 201965

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Safety and Quality
Delivering Products which Help Prevent Traffic Accidents
Basic Approach to Safety
Mitsubishi Motors is aware of its responsibility towards
traffic safety as an automaker, and we have set“Delivering products which help preventing traffic
accidents” as a key part of our CSR activities.
Approximately 1.35 million people are lost in traffic
accidents worldwide every year*1 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, theUnited 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 a safety philosophy
towards a car society with zero traffic accidents. To
this end, we are taking action from two perspectives:
developing safety technologies and promoting traffic
safety education.

Management Structure
The vision for the safety concept behind product development is “the realization of a car society with zero traffic accidents,”
and guidelines and a strategy for safe development have been established by the product safety committee. Here, weare promoting the development and use of accident prevention technology by assessing both the tangible and intangible
aspects of the fundamental safety of products from the perspectives of both the prevention and damage limitation of
traffic accidents for vehicle traffic safety.
Specifically, we have clarified initiatives for technology that prevents accidents in advance (active safety technology),
technology that reduces damage ( passive safety), prevention of fires and injury, etc. (safety protection), and more.
◆ Targets and Results
Initiatives
Delivering products which help
prevent traffic accidents

Ideal image
Realization of a car society withzero traffic accidents

Indicator

FY2018 Results

Completion period forestablishment of approach(framework) to safety technology

Approach (framework) to safety
technology established January
2019

Initiatives*1 2018 World Health Organization (WHO) survey

Development of Safety Technology

Active Safety Technology to Avoid Crashes

We strive to incorporate various safety technologies
into our products, and to provide comfortable and safe
mobility. Our goal is to help customers enjoy the freedomof movement, the convenience of transportation, and thepleasure of driving.

The ultimate solution to eliminate traffic accidents causedby automobiles is to prevent collisions, that is, to prevent
accidents in advance. Mitsubishi Motors puts its energies
into developing and equipping vehicles with various typesof preventive safety technologies and providing safety tosociety in order to achieve this objective.

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Editorial Policy

Safety and Quality
Delivering Products which Help Prevent Traffic Accidents● Active Safety Technologies

We are increasing the models equipped with active
safety technology: “Active Safety Technologies” tosupport safe and comfortable driving using equipment
such as millimeter wave radar and cameras.
Active Safety Technologies comprises one or more of thefollowing functions to support safe operation by drivers.
◆ Active safety functions
Function

Description

Forward Collision
Mitigation Brake
SystemDetects vehicles and pedestrians ahead.
If there is a risk of collision, the system alerts
the driver or automatically applies the brakes tomitigate collision damage or avoid a collision.

Lane Departure
Warning

Continuously monitors the lane markers ahead of
the vehicle.If the vehicle appears to nearly drift
out of the lane, the system will alert the driver.

Adaptive Cruise
Control System

Automatically follows the vehicle ahead bydecelerating or stopping.
Maintains a constant, preset headway distance fromthe vehicle ahead to reduce the risk of a collision.

Ultrasonic
Misacceleration
Mitigation
SystemWhen the driver starts a car to drive forward
or in reverse, the system prevents rapid
acceleration caused by the driverʼs improper
operation of the gear shift or accelerator pedal.

Automatic HighBeam

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

body, and enhance collision safety performance in all
directions: front, rear, and sides.
The Eclipse Cross, launched in 2018, adopts a front-torear straight frame structure that can efficiently absorb
collision energy. The vehicle interior (cabin) has numerous
high tensile strength steel plates to restrict deformationand protect passengers.
The Eclipse Cross has been awarded a five out of five star
rating for its safety performance in many countries andregions around the world.

◆ Main External Ratings of the Eclipse Cross
RegionDate

NameRatingEuropeNovember
2017

2017 Euro NCAP*2

Fivestar

Australia/
New Zealand

December
2017

2017 ANCAP*2

Fivestar

ASEAN

January
20182018 ASEAN NCAP*2

Fivestar

Latin America

June 20182018 Latin NCAP*2(Adult passenger
protection rating)

FivestarJapan

November
20182018 JNCAP*2

Fivestar*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.

RISE Body used in the Eclipse Cross

Mitsubishi Motors is also pursuing safety with regard
to pedestrians as well as drivers and passengers. We
have adopted energy absorbing structures in the hood,cowl top, windshield wipers, and other parts in order tomitigate injury to pedestriansʼ heads. Energy absorbing
structures that protect pedestriansʼ legs are also used inbumper faces and headlights, for example.

Body Structures that Protect People
In the event of a collision, it is crucial to have a vehicle
body structure that mitigates the impact on passengers
and provides adequate space. Mitsubishi Motors has
adopted the Reinforced Impact Safety Evolution (RISE)
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Safety and Quality
Delivering Products which Help Prevent Traffic Accidents
TOPICS
Scope of Support Cars Expanded
Safety support cars are vehicles equipped with advanced technologies that support safe driving. As part of the effort toprevent traffic accidents caused by all drivers including elderly people, and to mitigate damages and injuries caused by
the accidents, Japanese government recommends this new automobile safety concept. Vehicles are classified into thefollowing categories: “Safety Support Cars” or and “Safety Support Cars S” (Basic, Basic +, and Wide) depending on thefeatures in each vehicle. Mitsubishi Motors is expanding its lineup of safety support cars.

◆ Safety Support Car Models (as of July 2019)
Category

Safety Support Car

Model

RVR
Delica D:5
Delica D:5 Urban Gear

Safety Support Car S Basic

Safety Support Car S Basic +Safety Support Car S Wide

MirageeK Space

Outlander PHEV
Outlander
Eclipse CrosseK WagoneK CrosseK Space Custom
Delica D:2
Delica D:2 Custom
Town Box
MinicabAmong these models, the eK Space, eK Space Custom, Delica D:2 and Delica D:2 Custom were awarded the highest rating,
ASV+++, by the National Agency for Automotive Safety and Victimsʼ Aid (NASVA) in its fiscal 2018 car assessment of active
safety performance.
In addition, in the “Advanced Emergency Braking System Performance Evaluation System” newly established by the Ministryof Land, Infrastructure, Transport and Tourism in March 2018, the eK Cross and the eK Space received recognition for their
AEBS performance.

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Safety and Quality
Delivering Products which Help Prevent Traffic Accidents
Traffic Safety Education and Promotion
Mitsubishi Motors conducts traffic safety educationand 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 driversʼ special
attention so that drivers will use automobiles more safely.

● Dissemination of Traffic Safety Information for Children

Website for Children “Do You Know the Answer? Traffic
Safety Quiz”
On the “Why? Why? Car Development Research Group”
website that was designed to provide information on
the automobile industry to elementary school age
children, there is a webpage about traffic safety using aquiz format to introduce traffic rules and manners theyshould follow when walking or riding a bicycle in their
day-to-day activities.

Click here for details:
WEB

Click here for details:
WEB https://www.mitsubishi-motors.co.jp/support/safety/popup/
index.html(This site is only available in Japanese.)https://www.mitsubishi-motors.com/jp/csr/contribution/next/kids/
anzen/(This site is only available in Japanese.)

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Safety and Quality
Improvement of Product, Sales, and Service Quality
PolicyMitsubishi Motors revised the following quality policy on
April 1, 2019.

Quality Policy
Quality is the fundamental requirement to support
our business.
1. Commit to excellence in Product, Sales,
and Service Quality exceeding customer
expectations
2. Focus on Quality of Management to continuously
improve overall company performance.
3. Comply with laws and global regulations to gain
trust in Mitsubishi Motors Quality.

On the basis of this policy, in order to enhance quality in all
stages from when a customer first considers purchasing
a product through the vehicle ownership period, we aretaking measures to improve quality in four categories:
Product quality, perceived quality, sales quality, andservice quality.
Product quality includes the initial quality that customers
experience immediately after purchasing a new car, anddurability that customers experience throughout theentire period of use and so we sincerely listen to theopinions of customers and correct any issues so that wecan promptly make improvements.

Perceived
Quality

Sales
Quality

In addition, we are working to improve perceived quality
in terms of aspects such as the usability, comfort, andappearance that customers perceive when they observe,feel, and use our products.
With regard to sales quality and service quality
demonstrated at sales companies that have direct contact
with customers, we listen closely to customers and maketimely proposals and responses to customer requests toachieve high levels of customer satisfaction.
We strive to achieve the highest levels of quality from thecustomer's viewpoint so that we can achieve customer
satisfaction during every point of contact with customers.

Purchase

RejectInitialQuality

Retention

Ownership Cycle
Customer Feedback
Outflow

Service
Quality
Durability
Quality

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Editorial Policy

Safety and Quality
Improvement of Product, Sales, and Service Quality
We analyze quality information in order to realize “Top level quality from customer viewpoint” and we set specific objectives forwhich we investigate and implement policies toward realization while regularly following-up on the status of improvements.
◆ Targets and Results
Initiatives

Ideal image

Improving
Product
Quality
Improving
Sales Quality

Top level Quality from
Customer viewpoint

Improving
Service
Quality

Indicator

FY2018 Results

FY2019 targets

Ratio of defects
identified within 3months in service of
new vehicle sale

Reduction in ratio of defects identified
within 3 months in service of newvehicle sale

Further reduction in ratio of defects
identified within 3 months in service of
new vehicle sale

SSI (Sales
Satisfaction Index)

SSI (Sales Satisfaction Index)
Achievement of Top 3 positioning in twoof the key management countries

SSI (Sales Satisfaction Index)
Achievement of Top 3 positioning in key
management countries

CSI (Customer
Satisfaction Index)

CSI (Customer Satisfaction Index)
Achievement of Top 3 positioning in fourof the key management countries

CSI (Customer Satisfaction Index)
Achievement of Top 3 positioning in key
management countries

Initiatives
Improving Product Quality

Improving Quality through Customer Voice
Sales companies hold specific interviews withcustomers on defects and related conditions.
The quality sections have a system in place for sharing
information received from sales companies with
relevant divisions.
Also, by using a newly introduced system to analyze
issues found in specific models, indications of defects
from customers (quality information) and repair
records, we can identify defect information and takecountermeasures at an early stage to improve quality.
Customer Contact
CenterLiaiseContact

Service/Quality
Divisions

LiaiseSales
companies

Contact

LiaiseCustomers

Dealing responsibly not only with defects related
to safety but also with regard to points raised andcomplaints about products is essential to improving
customer satisfaction.
Regarding vehicles that have already been sold, we aretaking measures to reduce initial defects with a focus
on defect incidents that occurred within three months
to twelve months after sale. We have raised the speedof solutions through collaboration among development
and production divisions, leading to a reduction
complaint by customers.
Furthermore, with the aim of improving the initialquality of its new vehicles, Mitsubishi Motors holds
cross-functional “oobeya (large room) activities” where

employees from various divisions including development,
production, service, quality control, and procurement
meet in one room from the point at which shipment
starts to consider countermeasures to address any
problems that may occur. By so doing, the initial quality
can be improved more quickly.
Also, issues that are not defects but can cause customer
dissatisfaction lead to the improvement of processes
during the development stage so that new vehicles canbe improved.

by our Customer Contact Center. Our quality control,development, production, sales, and service divisions
work together to actively improve quality.

Development
division

Development
division

Use of Customer Voice
One of the missions of the Group is to provide newexperiences for our customers with attractive products
and service excellence to achieve a high level of customer
satisfaction. For that reason, we gather and analyze
valuable customer comments and opinions received
by our sales companies in Japan and overseas andService/Quality
Divisions

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Safety and Quality
Improvement of Product, Sales, and Service Quality
Major Activities of the Customer Contact Center

Customer Support for Recalls and Other Market Responses

Improving Perceived Quality

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 orderto resolve customer problems in collaboration withsales companies and are used for further quality
enhancements. In addition, feedbacks as well as
opinions about product functionality, or opinions about
specifications, are shared with relevant divisions andused to improve product capabilities even further.
Noteworthy comments and opinions including thosethat are particularly important are periodically reported
to management.

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

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.

Recall information can be found at the following website
WEB

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

Domestic
No. of cases

No. of units

FY201626 cases

Approx. 1,938,000 units

FY201727 cases

Approx. 629,000 units

FY201813 cases

Approx. 298,000 units◆ Contacts Received at the Customer Contact Center in Fiscal 2018
Number of contacts: approx. 44,000b) Opinions andcomments 9%a) Inquiries
91%a) Breakdown of inquiries

Requests for catalogs 1%
Fuel consumption
testing-related 2%

Service-related(recalls, inspections,repairs, etc.)
33%

Other 5%

Vehicle bodyrelated(specifications,equipment, etc.)
59%b) Breakdown of opinions and comments

Fuelconsumption
testingrelated 1%
Productrelated 10%

Other
24%

Qualityrelated
34%

Servicerelated
31%

Improving Sales Quality
We aim for Top level Quality from Customer's viewpoint
and take action in concert with sales companies toimprove the quality of sales in order to become a brandsupported and identified with by our customers.

Cooperation with Domestic Sales Companies
One of the measures that domestic sales companies aretaking is the provision of proposals and a new sales pitch
experience tailored to customer needs by promoting
sales pitch styles using IT. For example, sales companies
introduced tablet PCs to provide visual and easy tounderstand product explanations and have customers
that come to the sales outlets use the tablets to respondto questionnaires regarding the quality of service in orderto make timely improvement. Further improvements incustomer satisfaction are being made through the timely
sharing with nationwide sales companies of best practices
that have resulted in higher customer satisfaction.
In addition, in order to promote the popularization of EV/
PHEVs, in fiscal 2018, the number of Dendo Drive Stations,which are next-generation sales outlets designed
to convey the significance and value of EV/PHEVs to
as many people as possible using presentations anddemonstrations, increased to 64 stores.
Please refer to “Efforts at Dealers” on p. 42 regarding Dendo Drive Stations.

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Editorial Policy

Safety and Quality
Improvement of Product, Sales, and Service Quality
Cooperation with Overseas Sales Companies

Succeeding Service Skills in Japan

Cooperation with sales companies in each country andregion is essential for achieving high customer satisfaction
overseas. Mitsubishi Motors provides product information
to sales companies on a daily basis and strives to gather
comments and opinions from local customers. Also, we
visit individual countries to plan further improvements
by gathering market information and product requests
directly through interviews.
Regional meetings are held regularly in Europe, ASEAN,
the Middle East, and other regions, and sales companies
from around the world gather each year at the Global
Distributors Meeting. Those meetings serve to develop asense of unity among the sales companies and to sharesales strategies, the latest product information, bestpractices for raising customer satisfaction, and so on.

Succeeding and improving service skills and knowledge ofservice staff are essential to customer satisfaction.
Mitsubishi Motors has its own servicing skill certification,and encourages service staff at sales companies toacquire this certification. In addition, we hold the biennial
national Service Skills Contest where service staff fromdomestic sales companies can improve their service skills
by competing against one another.
At a national contest held in February 2018, 51 winnersof the regional competitions tested their skills against
one another. The winning engineer and service advisor of
the contest represented Japan in the Global Service Skills
Contest described below.
Our seven Technical Centers across Japan organize
technical meet-ups and seminars and support sales
companies to solve difficult repairs and swiftly meetcustomer requests through visiting sales companies bytechnical staffs of technical centers.

Appropriate Product and Service Information Disclosure
In compliance with the laws and regulations of eachcountry and region, we strive to provide product andservice information and labeling displays.

Improving Service Quality

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
2018, we worked to improve technical capabilities
on a global scale by training local service staff in thefield by dispatching two personnel to Puerto Rico,
Indonesia and Malaysia (six in total).
Also, at the Global Service Skills Contest held in
February 2019, 36 service personnel who won
national and regional contests from 23 countries
and regions including China, Thailand, Indonesia,
Australia, and Taiwan gathered to compete on theaccuracy and speed of their work.

Caravan activities

Global Service Skills Contest

At the service sites of sales companies (dealers), whichhave direct contact with customers, it is crucial to provide
customer-oriented “service quality” starting at the time ofvehicle purchase.
Mitsubishi Motors collaborates with domestic andoverseas sales companies to improve day-to-day onsite response capabilities (communication and technicalskills) so that we can live up to customer expectations andreceive customer satisfaction.

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Governance

Third-Party
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Editorial Policy

Safety and Quality
Improvement of Product, Sales, and Service Quality
Management Structure
Mitsubishi Motors has established a Quality Strategy
Committee (QSC) and a Quality Management Committee(QMC) chaired by the executive officer in charge of
Quality. Periodically, the QSC deliberates on mattersof quality strategy, while the QMC deliberates on the
improvement of the quality of management as a whole.
Also, Quality Management Meetings are held with the
TCS corporate general manager as the chair, whichmakes monthly confirmations regarding the progress ofeach policy for quality improvement, and which engages
in problem resolution toward the execution of strategies
and target achievement.
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.

◆ Numbers of Participants in Quality Forum
Domestic forums

Overseas forums

FY20142,324―

FY20153,590―

FY2016

Postponed―

FY20172,809―

FY2018

4,550

1,880

Assessing the Needs of Customers
By listening to the actual comments and opinions ofcustomers, we are helping employees to consider
customer needs.
This is included in the new employee training curriculum
for both new employees and mid-career entry, and we
provide numerous opportunities to take on customer
perspectives, including training for promoted personnel
and voluntary training courses.

Developing a Quality-Oriented Mindset
Since fiscal 2014, we have been holding Quality Forum inall domestic business locations in connection to activities
that lead to increased quality in products, people and theCompany as each employee individually reassesses andimproves the quality of their work.
Quality Forums were also newly held overseas in fiscal
2018 at factories in Thailand and Indonesia, and we plan
to expand this to other regions in the future.

Improvement of Customer Focus
At Mitsubishi Motors, for employees that so desire, we aresupporting the acquisition of Consumer Affairs Advisor
qualification, which is a business qualification from thePrime Minister and Minister of Economy, Trade andIndustry, with the objective of considering needs from theperspective of consumers and improving the quality of
products and services.
As of April 1, 2019, 62 qualifications holders have enrolled,
making Mitsubishi Motors 10th in the list of companies
with the largest number of qualification holders.*1*1 According to research by Japan Industrial Association◆ Consumer Affairs Advisor qualification holders
Division

Number ofqualification holders

Corporate Affairs

10

Product Strategy/
Development

36

Procurement/
Production

4

Sales

4

Quality

7

Other

1

Customer Voice Seminar

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Editorial Policy

Contribution to Local Economy through Business Activities
Policies

Management Structure

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 whiledeveloping close ties with the region based on theidea that “regional development” is “Mitsubishi Motors
development.”“Contributing to local economies through business”
is a material CSR issue for CSR, and we are promoting
activities with the aim of “contributing to local
economies through investment, employment, humanresource development, technology transfer and exportby developing business in the ASEAN region.” *1

The Sales Division of the Head Office, which has the role of overseeing local subsidiaries in the ASEAN region, is responsible
for material CSR issues, and it confirms the progress and results from initiatives. Regarding initiatives in Thailand, Indonesia
and the Philippines, where Mitsubishi Motorsʼ production bases are located, the rate of progress and results and checkedwith local subsidiaries every six months, and a report is made to executives in through the CSR committee.

By providing ASEAN customers with the products thatthey need, in addition to expanding business from now
on, we will contribute to the local economy thoughemployment, human resource development, investment,
technology transfer and export.
*1 For “Identification of CSR material issue,” please go to P.06

◆ Targets and Results
Initiatives
Employment

Ideal image
Continuous creation of local
employment

FY2018 Results
Creation of employment for a total of
11,616 (inc. non-full time employees)
local employees in Thailand, Indonesia
and the Philippines

FY2019 Targets
Level maintained since FY2018

Representative training:

Human
resource
development

Support for the development of
personnel responsible for thedevelopment of the local economy

Investment

Continuous implementation of capital
investment in factories that supports
the growth of the local economy
and meets the need for businessenhancement

Technology
Transfer

ExportSupport for creation of markets byproviding technology/expertise forelectric vehicles and electric vehicle
infrastructure● Dispatching local employees to Japan● Implementation of business level

reinforcement seminars for local
employees● Implementation of “Manufacturing
Training” in order to enhance skills

Under the same policy as FY2018, offer
the same level of training opportunities

Representative investment:
Establishment of a plan to increase
the production capacity of factories
in Indonesia from 160,000 units to
220,000 units*1 by FY2020

Implementation of capital investment● Decision on KD production*2 for● Implementation of KD production

electric vehicles in Thailand● Implementation of joint research withthe government and universities,
etc. in Indonesia, the Philippines andVietnamproject in Thailand● Start of sales of finished models inIndonesia● Continuous communication withgovernment

Reforming the manufacturing industry
value chain in the local society by
improving the competitiveness offactories

Promoting the improvement of factory
quality, on-site improvements andincreased productivity by participatingin plant ranking in the Alliance ProductWay (APW*3)

Implementing factor analysis in orderfor each factory to improve itself andmaking improvements through PDCA

Supporting growth of the local
economy through the acquisition offoreign currency by means of export

FY2018 export units
Thailand: 360,000 units
Indonesia: 42,000 units

Export more units than FY2018*1 Production capacity during peak periods of operation*2 Knock Down production. A method of local construction and sales by importing the major parts*3 Production method shared between Renault, Nissan and Mitsubishi

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Contribution to Local Economy through Business Activities
Initiatives
Employment
We believe that the mission of Mitsubishi Motors is tolead the way for the continuous growth of the businessand to create local employment. In fiscal 2018, thenumber of local employees in Thailand, Indonesia andthe Philippines, where Mitsubishi Motorsʼ production
bases are located, reached 11,000. In fiscal 2019, we will
maintain the same level since FY2018.

Human resource development
Mitsubishi Motors is supporting the growth of personnel
responsible for the development of the local economy
by furnishing them with specialist knowledge and skills
through their experience of work at the company.
Regarding the provision of training and OJT according
to the situation in each country, in fiscal 2018, 19 local
employees from Thailand were dispatched to Japan inorder to train them as local employees/managers thatare capable of being active in global business throughthe provision of opportunities to enhance management
capabilities and leadership strengthening. In Indonesia,
empowerment seminars were held for more than 500
employees according to their business level, which
accounts for 15% of the total number of employees. In
the Philippines, “Manufacturing Training” was conductedwith the aim of raising the ability of the production
division, and more than 700 employees received thetraining. Their specialisms are being increased, including
the achievement of high scores at the Mitsubishi Motors“Global Monozukuri Skill Competition .” Continuing
in FY2019, we plan to conduct training and OJT in
accordance with the situation in each country.

Investment
In addition to supporting the growth of the local economy,
we are proactively making capital investment in factories
in order to respond to the needs of business expansion.
The demand for the XPANDER compact MPV produced inIndonesia has vastly exceeded initial plans, so the plan is
to increase production capacity from the current 160,000
units to 220,000 units by fiscal 2020 by expanding thefacilities of the entire factory. In Thailand, which is thelargest overseas production site, we are making capital
investment for the improvement of factory systems
with the intention of continuously renewing global
vehicle models centering on the Triton pickup truck. In
the Philippines, we are continuing to renew production
facilities, including IT, and to make investment.

Technology Transfer
In the ASEAN region, meeting environmental regulations
is becoming a more important issue than ever. Whilemobility is on the rise and there is a global shift to electricvehicles, there is a rush to introduce electric vehicles
in the ASEAN region, as well. Utilizing electric vehicle
technology and expertise, which is one of the strengthsof Mitsubishi Motors, we are leading the way ahead ofother companies by conducting joint studies alongside

governments, universities and research agencies ineach country to contribute to drafting government
policy related to the popularization of electric vehicles.
In Thailand, we have decided KD production for electricvehicles, and in Indonesia we will start the sale of final
models of electric vehicles in 2019. We will continuously
contribute to the creation of the market through theprovision 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 offactories such that the value chain of the manufacturingindustry in the local society is transformed. Specifically,by participating in plant ranking in the Alliance Production
Way that measures the quality, inventory, costs
and productivity of factories, we are strengthening
competitiveness by means of PDCA for the improvementof factory quality, the promotion of on-site improvements
and increased productivity. In the plant rankings, Thailand
improved in fiscal 2018 over the previous year, andIndonesia and the Philippines are scheduled to take partfrom fiscal 2019.

ExportThrough 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.
The number of units exported from Thailand reached
360,000 in fiscal 2018, and a stable export business
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Contribution to Local Economy through Business Activities
Initiatives
is being developed. Also, in Indonesia, exports of the
XPANDER compact MPV began in fiscal 2018, and morethan 42,000 units have been exported primarily in the
ASEAN region.
Mitsubishi Motors is promoting a mutuallycomplementary structure for production models
whereby the different models are mass produced inindividual countries in the ASEAN region and are supplied
to the other countries. Through the increase in exports
and the stable growth in local production from this, weare contributing to the local economy, including thefurther creation of employment and the development of
the automobile industry.

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Employees
Work Style Reform
Policies
Mitsubishi Motors views the key to creating sustainablegrowth and improving corporate value in an everchanging operating environment is people. We therefore
believe that realizing an environment is important where
each and every person can perform meaningful work anddemonstrate his or her abilities, and where people canwork enthusiastically and in good health, both physicallyand mentally.
Work style reform is not simply about reducing thetime spent working. Our efforts are directed at a visionof creating a work style of which we can be proud,
through which employees can get a solid sense of theirown personal development, and which realizes bothdevelopment for the company and happiness for families.

Up till now, we have worked on developing anenvironment where diverse employees can maximize
their abilities, promoting flexible ways of working thatare free from the constraints of location and time, suchas telecommuting and flextime systems. In January
2019, we established the Work Style Reform Committee,
comprised of division general managers and led by theCEO, to promote further work style reform through the
expansion and entrenchment of policies and measures.

◆ Examples of initiatives

Initiative

Ideal image

Indicator

Promotionof workstylereforms

Realize total
Total
working hours
workingwithin 2,000
hours
hours/year

FY2018Results

FY2019 Targets

Work style
withinreform2,152
Ongoing
hours/year implementationof measures

Measures related to working hours● Establishing every Friday as “No Overtime Day” where employees

are encouraged to leave work on time

● Setting the third Friday or the Friday closest to the 20th dayof each month as “Premium Friday” when employees areencouraged to leave work by 3 p.m.

● Encouraging employees to use our half-day leave system andInitiatives
Shortening Total Working Hours
Mitsubishi Motors is implementing measures to shorten
total working hours in order to promote and establish
work-life balance. Together with improving work
efficiency, by encouraging employees to leave workon time and to take paid leave, and by introducing atelecommuting system and flextime system with nocore time requirements, we are proceeding to create
workplaces that allow a variety of flexible working styles
free from the constraints of work location and time.
At the new head office building, which we moved into
in January 2019, we have created an environmentthat more actively promotes communication among
employees, including free-address offices, open
meeting spaces and cafeterias. In addition, we have also
introduced the latest meeting room controlling system
in an effort to improve productivity, and we have worked
on eliminating paper, such as by installing large display
screens in each meeting room.

flextime 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● Prohibiting work after 8 p.m. in principle, and holding activities

to raise awareness of exercising self-control and not making
phone calls or sending emails during overtime hours● Making progress visible by counting and internally disclosing

overtime hours and paid leave taken by each division

DATA (P.89, 90): Working hours, ratio of paid leave taken, number of
employees using telecommuting/flextime systems▲

Management Organization◆ Targets and Results

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
as reference indicators for improving awareness andoperations at each workplace.
In fiscal 2017, we conducted an online survey ofapproximately 14,000 employees. In fiscal 2018, actionplans for addressing the issues identified throughthe survey were formulated and implemented on aworkplace basis.
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Commitment onMaterial CSR Issues

Performance Report
Environment

GRI Standards
Reference Chart／SDGs Reference Chart

GovernanceSocialThird-Party
Opinions

Editorial Policy

Employees
Diversity
Diversity Promotion Policy
Mitsubishi Motors aims to grow sustainably while
flexibly responding to the changing business and market
environment resulting from progressive globalizationand diversifying customer needs. To this end, we need
employees with different values and ideas working
together to create automobiles with new appeal andvalue for customers. With respect for employee diversity
including gender, age, nationality, race, religion or ability,
we are making efforts to create environment where each
person can energetically work without difficulty.
We established a Diversity Promotion Policy in July 2014
to promote and achieve diversity.

Management Organization
Diversity is promoted in the form of Di@MoND activities by the Diversity Promotion Office based on the Diversity
Promotion Policy.
◆ Targets and Results
Initiatives

Ideal image

Promotion of womenʼsparticipation andadvancement in the workplace

Have 100 women in
management by the endof FY2020

Number of female
managers

Promotion of employmentof people with disabilities

Promote stable, continual
employment of people
with disabilities

Percentage of employeeswith disabilities

Promotion of LGBT
awareness

Create workplaceenvironments where LGBT
people find it easy to work

External indicator for LGBT
initiatives

Di@MoND
Diversity @ Mitsubishi Motors New Drive

Eachdiamond has its own unique brilliance as well as the strength to cut into
Diamondはそれぞれが個性をもった輝きを持ち、岩盤をも切り崩す強度も
bedrock. We have given the name “Di@MoND” (Diversity @ Mitsubishi Motors New
併せ持ちます。社員一人ひとりがその個性を発揮し、光り輝くとともに様々
Drive)
to our diversity promotion activities to represent our hope that all employees
willharness their unique attributes and shine brightly while demonstrating their
な困難にも立ち向かい目標を成し遂げていく様をイメージし、それを新たなstrength to overcome even the toughest challenges to achieve goals, thus acting as
推進力としていきたいという思いをこめております。
a new driving force for the company.

FY2018 Results

FY2019 Targets
Implementation ofreinforcement measures
aimed at realizing vision

68

Ongoing promotion of
employment of people withdisabilities

2.19%“work with Pride 2018”
PRIDE Index: GOLD

Continuation of activities
promoting LGBT awarenessInitiatives

Diversity Promotion Policy
We aim to respond to change and heighten
organizational capabilities by incorporating diverse
viewpoints and approaches through the different
abilities and characteristics of each employee. In thisway, we will create vehicles offering new levels of
attractiveness and value. We are promoting Di@MoND(Diversity @ Mitsubishi Motors New Drive) activities tocreate an environment where employees can maximize＜ロゴグループ化済＞
their individual abilities and play an active role.

Indicator

Diversity Report
Mitsubishi Motors has been periodically issuing theDiversity Report, a publication dedicated to diversity
issues, since 2015 to raise awareness inside and outside
the company regarding our diversity promotion initiatives.
The latest issue, Vol. 4, is titled “Invigorating theorganization through diversity.” It picks up on someexamples for utilizing individual diversity and values as a
new driving force for the organization, while looking backat the history of diversity promotion thus far. Throughthis publication, we are working to raise awareness andcreate workplaces where every employee can shine andindividuality can thrive.

iversity
D
ReportDiversity helps everyone to excel!

MITSUBISHI MOTORS

Mitsubishi Motors Diversity Report

Vol.4

Invigorating the organization
through diversity

Diversity enhances
the quality of the organization!

Greater
Diversity!

Di@MoND TEAM / Di@MoND PEOPLE
●

●
●
●

●

Team members with diverse career paths consider the future of theautomotive industry, capitalizing on their respective strengths
Flourishing RIKEJO , women with science backgrounds
Taking the lead in workstyle reform through cross-functional initiatives
Business process visualization and cultivation of trusting relationships
in the workplace made 3-week childcare leave possible
Making the most of my attributes so as to help cultivate a working
environment where everyone can work comfortably

Various cultures and ethnicities harmonized

Diversity supports MMNAʼs growth
Employee Support

Mitsubishi Motorsʼ Work-Life Balance
Assistance Programs
Initiatives concerning LGBT

Aim at creating LGBT-friendly workplaces

Diversity Report■Diversity Report Vol. 4: Invigorating the organization through diversity
Issued December 2018

PDF

[5MB]

The Diversity Report can be downloaded in PDF format.

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Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Employees
Diversity
Promoting Womenʼs Participation andAdvancement in the Workplace

We are enhancing our work-life balance assistanceprograms to accommodate the diverse work styles ofour employees. Creating foundations to facilitate workby employees in a variety of situations, in fiscal 2017
we introduced the telecommuting and accompanying
leave systems to accommodate diverse work styles
and life events. In fiscal 2018, we established theWork-life Balance Support Concierge within Mitsubishi
Motors, from which employees can seek advice on the
programs suitable for their individual childcare and

DATA (P.89): Status of Female Management Promotions
DATA (P.90): Number of persons taking childcare leave and utilizing main
work-life assistance programs◆ List of work-life balance assistance programs
Programs

Childcare

TOPICS
Mitsubishi Motors Selected as Constituent
of MSCI Japan Empowering Women Index
In 2019, Mitsubishi Motors was selected as a constituent memberof the MSCI Japan Empowering Women Index (WIN) for thesecond year in a row. WIN is an index developed by MSCI Japan
Inc. for supporting investment in the environment, society, andgovernance (ESG).
MSCI selects companies that lead their industries in promoting thehiring, continued employment, and advancement of women anddiversity. MSCI makes its determinations based on data relating
to the employment of women disclosed pursuant to the ACT on
Promotion of Womenʼs Participation and Advancement in the
Workplace and information disclosed by companies for example.

nursing care needs. Following feedback from employees
who had sought advice, we relaxed the criteria for childnursing leave, short-term nursing care leave and thetelecommuting system.
▲ ▲Mitsubishi Motors promotes womenʼs participation andadvancement in the workplace as a priority issue. In fiscal 2018,
we conducted leadership training for women and role model
lectures and dispatched four female employees to the Womenʼs
Forum for the Economy & Society in Paris, France.
As of July 2019, there were five female executives (12.5%), andthere were 68 women in management positions (3.9%), of which
13 were at the general manager level. We also have our first everfemale corporate vice president. Based on the Act on Promotionof Womenʼs Participation and Advancement in the Workplace,
we have formulated an action plan to promote womenʼsadvancement, 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 positions of greater responsibility.

Work-Life Balance Initiatives

Nursing care

Overview

Pregnancy leave

Can be taken for the designated period of time applied for in advance, between becoming pregnant and the day prior tomaternity 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 childʼs third birthday

Child nursing leave

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

Reduced working
hours for childcare

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

Nursing care leave

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

Short-term nursing
care leave

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

Reduced working
Available until the reason for the nursing care no longer exists. Employees can elect to work, four-, five-, six-, or sevenhours for nursing care 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 ofunused paid leave

Employees can accumulate unused annual paid leave up to four days per year to a maximum of 40 days which can beused 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
systemLimited to a maximum of 80 hours per month. Employees can work remotely using their own work PC, either at their own
home or at the home of a family member if providing childcare or care for that family member.

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

Accompanying leave

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

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Commitment onMaterial CSR Issues

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GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
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Editorial Policy

Employees
Diversity
Helping Employees to Balance Work and Childcare

Helping Employees to Balance Work and Nursing Care

Mitsubishi Motors actively supports employees who seek tobalance work and childcare.
This support also extends to facilities, with two on-site daycare centers having been established. Dia•Kids Okazaki was
opened at the Okazaki site in April 2017, followed by Dia•Kids
Tamachi at our head office building in February 2019.

As birth rates decline and society ages, we must not
only support childcare as a company, but also help thembalance their work and nursing care.
At Mitsubishi Motors, we have set up contact points
where employees can consult with nursing care specialists
as required via email or on the phone. We also organize
on-site individual nursing care consultations with nursing
care specialists. Furthermore, in fiscal 2018, we organizednursing care seminars delivered by outside instructors toprovide basic information about how they can balance
their Work and nursing care. The seminars, held in four
regions (head office, Okazaki, Kyoto and Mizushima), wereattended by about 300 employees, primarily managers.

Since fiscal 2015, we have been holding get-to-knowyou lunch meetings at the head office for employees onchildcare leave and employees working reduced hours forchildcare in order to eliminate concerns about returning
to work by employees on leave, alleviate worries uniqueto those working while performing childcare, and support
network building. Meet-and-talk sessions are also held
between employees on childcare leave and workplacesupervisors.

Dia•Kids Tamachi, a day-care center for employees

Increasing Employment of Senior Workers
With the goal of handing down skills and technologies
and securing a talented workforce that makes the mostof its knowledge and experience, Mitsubishi Motors
operates a program to reemploy senior workers after theirretirement. As of March 2019, there were 664 reemployedworkers, engaged in handing down techniques andtraining the next generation.

Promoting Employment of People with
Disabilities
Aiming to achieve a workplace where everyone can work,
we actively hire people with disabilities in a wide range ofoccupations.
As of April 2019, the percentage of employees withdisabilities at Mitsubishi Motors was 2.14%. We willcontinue to promote additional employment while
improving the work environment.

DATA (P.90): Number of hired people with disabilities▲

In addition, we have continued to hold training for employees
who are working while raising children as well as training for
managers with subordinates on childcare leave or who areraising children. In fiscal 2018, training sessions were held at
two business sites (head office and Okazaki) with about 60
participants. Outside instructors were invited and employeeswith children learned how they should approach longterm career development while supervisors learned how tomanage them properly about proper management.

We also promote the employment of people withdisabilities through MMC WING, a special-purpose
subsidiary established in April 2007, which, as of April
2019, was employing 53 workers with intellectual
disabilities at the Okazaki and Mizushima plants. After
13years has passed since its establishment, MMC WING
has received many inquiries about employment from
“Hello Work” Public Employment Security Offices, theprefectural employment and support center for disabled
persons, and special needs schools, and has establisheda high profile in the region. In addition, we do not stopat just providing employment within our company when
doing our part for employment support of people withdisabilities. 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.

Global Action
As part of the support offered to our workforce of nonJapanese employees,
which is increasing year by year, we have establishedprayer rooms at our head office and Okazaki sites
which are available to people of all religions anddenominations. A facility for cleansing parts of the body
before worship has also been set up in the prayer roomat the Okazaki site.

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Commitment onMaterial CSR Issues

Performance Report
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GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Employees
Diversity
Addressing LGBT Issues
The Mitsubishi Motors Global Code of Conduct expressly
includes respect for LGBT individuals under “Respect
Human Rights and Diversity and Provide Equal
Opportunity.” In fiscal 2018, we held an LGBT seminarwith the aim of providing basic knowledge for accurate
understanding of LGBT issues and increasing supporters
known as “Allies.” It was attended by about 250
employees. We also exhibited at the Tokyo Rainbow Pride2018 LGBT event, showcasing our initiatives for LGBT anddiversity in general to visitors to the event.

TOPICS
Awarded PRIDE Index Gold Rating
Developed by “work with Pride,” a voluntaryorganization in Japan, PRIDE Index is an indicatorfor rating workplace initiatives for sexual minorities,
including LGBT. In October 2018, Mitsubishi Motors
was awarded the highest “gold” rating. We willcontinue to create workplace environments that arefriendly for all employees.

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Commitment of
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Commitment onMaterial CSR Issues

Performance Report
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SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Employees
Human Resource Development
Policies
This educational system is supported by three pillars: the Three Principles, a statement of the Mitsubishi Groupʼsmanagement principles; our Corporate Vision and Mission; and the MMC WAY, guidelines for daily behavior. We have clarified
the abilities and skills necessary to put these principles or behavior into practice. We also specified the ideal model for eachjob classification and introduced 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 development with deeper understanding.
◆ Education Pillars of Mitsubishi Motors

Three Principles
Corporate Vision and Mission
MMC WAY
MMC Companywide Education(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-raising for
MMC WAY

Revitalization of
HRD communication

Check of preferred career /stocktaking of skills

Promotion of awareness/development based on
results of assessment

Provision of development
experience/opportunities
based on results of assessment

Criteria for ability development(dimensions)(some training)

Enhancement of objective
ability assessment(Quality Gates assessment)

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Commitment of
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Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Employees
Human Resource Development◆ Organizational Framework of Mitsubishi Motorsʼ Human Resource Development

Management Organization

Training for AssistantManager candidates(advance training)

Main Staff(a key player in theexecution of work)

Training for newly
promoted Main Staff

Staff(a professional in theoperational work)

Entry-level
employee training

Third year training*1

Global communications
training*2

Second year training

Global mindset
training*3

Third year
training*1

Clerical Staff(efficiently carries out
operations)

Good communicator
development training

Entry-level
employee training

Measures for improving TOEIC score

Introduction ofreinforcement
training
for middle
management

Training for newly
promoted AssistantManagerTraining forM2 candidates(assessment)

EnglishTOEIC score range from 300 to 695

Strengthened
outsidetraining open
to allemployees

Training for M2
candidates (preparatory
training for assessment)

AssistantManagerTraining for expats to be dispatched to foreign affiliates

Education
program

FY2019TargetSelective reinforcement
training (e-Learning)

Mindset/Skills

Selective training (OCD*4 program, etc.)

Promotedevelopmentof human
resources
who practice
the MMCWAY

FY2018Results

Training for newly
promoted M2

Training forM1 candidates(assessment)

GlobalEngineer training

Expansionof human
resource
development
program(management
professional)

Selective reinforcement
training (e-Learning)

Leadership training
for organizationaltransformation

Sectionmanagers (M2)(a leader of practicalwork)

Indicator

Training for newlypromoted M1

Training acrossall job ranks

Training for mid-career employees

Ideal image(innovation leader)

Institutional
training

Training for mentors of new graduates

Initiative

Generalmanagers (M1)

Training for each job rank
Reinforcement
Training for candidates
training
for promotion

Follow-up training on commitment andtarget & MMC WAY◆ Targets and Results

Training for newly
promoted employees

Feedback interview training

Based on the education pillars, sections in charge ofeducation within the Human Resources Division have
put in place a training program for the systematicdevelopment of human resources, from entry-level
employees to general managers.
In addition to training curricula tailored to employee
job classifications, various other training programsfor employees have also been mapped out, including
e-learning training for all employees and selective trainingthat allows employees to select the programs they wantto participate in.

Job Classification(required humanresource model)

Legend: Newly implemented

Global communications
training*2

Second year
training

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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Commitment of
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GovernanceSocialGRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Employees
Human Resource Development
Initiatives
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 andenhancing organizational capability. Mitsubishi Motors
has a training program for the systematic development of
human resources from entry-level employees to generalmanagers, and is particularly focused on enhancing
programs that strengthen middle management.
Specifically, in the training for section manager (M2) andgeneral manager (M1) candidates, which is designed
to improve management capability, opportunities areprovided for them to learn the skills and abilities required
at each level for identifying and resolving issues, and toalso learn about characteristics of their own thinking andbehavior, as well as points for improvement, throughfeedback provided by external assessors.

Fostering Global-Minded Human Resources
In line with increases in both overseas production andsales volumes, Mitsubishi Motors is placing emphasis on
developing human resources who are capable of adopting
a global perspective and performing in the global businessfield.
English language skills are essential when working withpeople outside Japan, so we offer employees training
designed to systematically improve their English skills,
including beginner and intermediate courses aimed
at improving basic skills. We also offer local language

courses for employees who will be stationed in nonEnglish-speaking countries.
In addition to language training, we run a program inwhich younger employees are dispatched to non-Englishspeaking emerging countries for three years (one yearof language training + two years of work experience at a
local affiliate). Plans are also in place for training programs
at overseas subsidiaries.

Supporting Lifelong Education
In keeping with the Revised Act for Stabilization of
Employment of Older Persons, Mitsubishi Motors is
encouraging the reemployment of retirees aged 60 andover to steadily hand down the techniques, knowledge
and experience of skilled workers.
We are also working to support the lifelong careerdevelopment of our employees. For instance, we regularly
hold Good Life Seminars, a joint undertaking with thelabor union geared toward employees aged 50 and over,where we give post-retirement life planning advice.
◆ Fiscal 2018 Seminars for Future Good Life
Number of seminars
The number of participants

4 in total across the company
109

Career formation and evaluation
Personnel System
Regarding career formation, we have put in place a system
which enables employees to proactively set their own goals
based on their achievements, capabilities, and life plans, whileelevating their capacity to achieve these goals.
As a specific career development method, employees
participate in interviews with their superiors every year. Theinterviews are held based on their Career Development Plans
in which employees describe a future career course they hope
to take and their medium- to long-term career design byreflecting on their past career. The aim of this process is tohave employees build an objective picture of their challenges
and then proceed along a career path they have formed forthemselves with conviction and a high degree of motivation.
In the personnel system for section managers and generalmanagers, we have introduced “Commitment & Target”
and “Assessment of MMC WAY Embodiment” as tools
for enhancing management in order to revitalize theorganization. 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 and promotions
according to merit.
We have also introduced “Commitment & Target” and“Assessment of MMC WAY Embodiment” into the personnel
system for non-management personnel, with an aimof: (1) Sharing organizational objectives and instilling a
sense of responsibility for achieving them, (2) Raisingtransparency and employee approval of evaluations andemployee treatment, and (3) Promoting the establishmentof shared values.
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Performance Report
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GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Employees
Human Resource Development
Evaluation Standards: MMC WAY

Fair Compensation System

We have created six, simple keywords that capture theminimum necessary preparation and behavior required as
Mitsubishi Motors employees.

Mitsubishi Motors introduced a remuneration systemthat allows for appropriate compensation based on theroles, degree of contribution, and weight of the roles andresponsibilities of each employee. We provide the system
to enhance each employeeʼs career and motivation. In
conjunction with raises given annually based on individual
performance, raises are also given according to advances
in career.
We comply with local laws and regulations regarding wage
levels and set wage levels according to job classifications,taking into consideration industry levels. There are nodiscrepancies in wages based on race, nationality, sex, orother such reasons.

MMC WAY
MindsetActions◇Cross-functional◇CommitWork beyond
organizationalboundaries

Candid and accountable◇Look outward
Go out and learn◇Challenge

Take proactive action forvalue creation

DATA (P.90): Wage levels▲◇Transparent

Achieve quantifiable goals◇Perform

Results with sense of
speed

Evaluation Process (Non-Managerial Employees)
In May, employees are provided feedback on the resultsof their evaluation score for the prior year and set theirobjectives for the current year.
Supervisors routinely observe the behavior of employees
to assess their embodiment of MMC Way. As forevaluations based on Commitment & Target, objectives
are finalized by July by the employee together with his or
her supervisor, followed by an interim interview in Octoberor November. Employees conduct self-evaluations inMarch of the following year, after which a final evaluationis conducted in April to finalize the annual evaluation.
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Commitment onMaterial CSR Issues

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GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Employees
Occupational Health and Safety
Policies
Ensuring the health and safety of employees is thefoundation of corporate activities. Mitsubishi Motors has
established a Health and Safety Management Policy, andis continually taking related measures.

4. Companywide efforts shall be made to create clean andcomfortable work environments, prevent disease, andpromote the health and physical well-being of each
employee.
5. Health and safety management shall be implemented inaccordance with the Mitsubishi Motors Health and Safety
Management System.

Basic Policy
1. We will undertake companywide activities with emphasison 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 andcontinuously.
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 thefoundation of management. They will strive to createa workplace culture of discipline with considerationfor others and a strict attitude of not engaging in, notallowing others to engage in, and not overlooking unsafe
conduct. All workplace supervisors will also work to createa workplace culture that fosters open communication
where subordinate personnel feel that they can say
anything through honest dialogue at any time and to raiseawareness of health and safety.
3. Each employee shall observe basic rules and conduct
guidelines relating to safety to protect their own safety
and endeavor to create healthy workplaces with noaccidents by conducting on health and safety activities incooperation with all Mitsubishi Motors personnel with astrong commitment to complying with decisions that they
have made and decisions that have been made by others.

Management Organization
The Central Production Committee comprises the lead
officer, heads of production sites, and labor union
representatives, and meets once a year to assess thestatus of measures taken over the year for such issues
as occupational safety, traffic safety, natural disaster
preparedness and health management. The committee
also sets quantitative targets for health and safety in the
coming year, determines priority measures, and takes
action to achieve the targets.
◆ Targets and Results
Initiative

Ideal image

Creationof safeworkplaces

Realize safe
and secure
workplaces

Indicator
Overall
accident
rate*

FY2018Results

FY2019Targets

0.41

Ongoingmeasures forthe creationof safeworkplaces* Number of accidents with or without loss of workdays per 1 million
working hours

Initiatives
Initiatives to Ensure Workplace Safety
Mitsubishi Motors works to create safe and secure
workplaces where all employees can dedicate themselvesto their work with a feeling of reassurance. In particular,
we strive to prevent accidents in production sites,
which account for around 80% of workplace accidents.
In order to prevent these, we identify unsafe conditions
or employee behaviors in all work situations and make
improvements. Additionally, we create safe workplacesby carrying out mutual safety checks at production sites
by senior officials and workplace supervisors to identify
commonly overlooked hazards. Other measures include
adopting improvement proposals and requests raised by
employees. We also established “safety training schools”
at each business site to raise hazard awareness andconduct hands-on hazard training so that all employees
can experience hazardous situations firsthand.
In fiscal 2018, there were four workplace accidents
involving the loss of one or more workdays, up one fromfiscal 2017. There were no fatal accidents. The maincauses of these accidents were insufficient safety checks
by workers and overlooked unsafe conditions. In fiscal
2019, as well as providing hazard prediction training, weare taking synchronized, company-wide, in-depth efforts
for workplace safety, such as by ensuring the preventionof similar accidents and carrying out thorough pre-worksafety checks.
As for assessing our compliance with safety-related laws
and regulations, we use checklists to conduct self-checksof each workplace and to conduct reciprocal checks
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CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Employees
Occupational Health and Safety
on other workplaces to ensure thorough compliance.
Following on from Mitsubishi Motors Thailand (MMTh) in
fiscal 2017, a compliance assessment was conducted for
Mitsubishi Motors Philippines Corporation (MMPC) in fiscal
2018. Going forward, we will expand these assessments
to other locations.
With the aim of strengthening our health and safety
management structure and further raising the level ofmanagement, we also plan to rebuild the company-wide
health and safety management system, and to acquire
ISO 45001 by fiscal 2022.
▲

DATA (P.90): Accident Rate

Mental and Physical Health Initiatives
For the purpose of maintaining and improving the mental
and physical health of our employees, Mitsubishi Motors
prioritizes two key measures: guidance on preventing
lifestyle-related diseases and measures for maintaining
good mental health.
Given that mental health issues account for more thanhalf of absences due to illness, and that such absences
have been increasing since fiscal 2016, we have positioned
mental health measures as a company-wide priority issue
and have introduced an outside Employee Assistance
Program* (EAP), a type of mental health program.
The number of employees who were absent from work
due to the onset of mental health issues increased by 16%
in fiscal 2018 compared to the previous fiscal year. Given
that work-related concerns account for approximately
80% of all cases, we have placed priority on prevention
with the aim of providing care for individuals, encouraging
care of subordinates by superiors, and improving
workplace environments. We have compiled 13 priority

Labor-Management Relations
measures along with company-wide health and safety
management into the Mitsubishi Motors Mental Health
Promotion Plan, which we announced as part of the Top
Message as we strive to revitalize our efforts.
We arrange face-to-face sessions with industrial
physicians or counselors for employees determined to beexperiencing high levels of stress based on the results ofannual stress checks. Following an appeal for employees
to actively attend sessions with industrial physicians,
explaining the purpose of the sessions and about how
confidentiality is assured, the number of employees
wishing to attend these sessions increased by about 70%
compared to the previous fiscal year. We also assess stresslevels at each workplace, conduct training to improve
workplace communications, and conduct a program
delivered by outside counselors to improve workplaceenvironments. In fiscal 2018, 54 workplaces 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 establishedconsultation desks with counselors, attorneys, tax
accountants, and other professionals and made themavailable not only to employees, but also to their family
members.
* An employee support program that seeks to improve individual andworkplace health by implementing organizational mental health measures,
offering health consultations on individual physical or mental health issues,
and addressing compliance and other issues.

Mitsubishi Motors supports the basic principles of
the Universal Declaration of Human Rights, the OECD
Guidelines for Multinational Enterprises, and the United
Nations Global Compact, and guarantees fundamentallabor rights to employees. Our labor agreement stipulates
that the labor union has the three rights of labor (the rightto organize, the right to collective bargaining, and theright to collective action).
As of April 2019, our labor union had 12,655 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 to share
information about issues such as working conditions andthe working environment, and labor and management
then work together to solve these issues.
In fiscal 2018, 50 discussions were held between the
Company headquarters and union headquarters, andmany discussions were also held between offices andunion branches in each business site.
For important topics such as major changes in working
conditions, we organize a labor-management expert
committee and make decisions after careful considerationand discussions and management.
We are also working to build good relationships with labor
unions at overseas affiliates in accordance with the laborlaws and regulations of each country.

Mitsubishi Motors Sustainability Report 201988

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CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Employees
Human Resource-Related Data
Number of Employees

Employee Makeup (non-consolidated)
FY2016
13,222
11,932
1,290
29,604
3,892

Total
Male
FemaleNumber of employees (consolidated)
Number of temporary workers (consolidated)

Number of
employees (nonconsolidated)

Number of Employees by Region:
31,314 (consolidated)
Europe 360（1%）
North America
618（2%）
Asia
8,471
（27%）

Australia and others313（1%）FY2017
13,693
12,336
1,357
30,5077,122

FY201814,171
12,695
1,476
31,314
8,682

Number of Locally-Hired Managerial
Employees at Overseas Subsidiaries
Number of
Personsmanagerial
Ratio
employees
Number of employees

1,028

FY2016

41.9

41.6

Female

38.3

39.2

38.5

Male

16.7

16.6

16.7

Female

12.3

12.8

12.4

Number of employees who have left the company (total)

665

539

533

Retirement

221

248

272

Voluntary retirement

421

249

240

Average age
Average years of service

Involuntary retirement

8

2

7

Work transfer, other

15

40

14

11％
9,762
(As of March 2019)

Number of New Graduates HiredFY2016

Japan
21,552（69%）

Total
University graduate/
Masterʼs degree or above

High school graduates/
other

Status of Female Management Promotions
従業員数の数値は、いずれも2019年3月31日時点

Number of female
executives*2

Persons
Ratio
General manager or above
Persons
Ratio

As of July 2017
49
2.9％
6
2
5.1％

*1 Excludes employees dispatched to other companies.
*2 Number of female executives includes outside directors.

As of July 2018
58
3.5％
11
3
7.7％

FY201841.1

Junior college/ vocational
school graduates

Number of female
managers*1

FY2017Male

As of July 2019
68
3.9％
13
5
12.5％

FY2017FY2018

Male

298

220

314

Female

40

31

54

Male

196

133

226

Female

34

27

47

Male

2

1

5

Female

0

0

0

Male

100

86

83

Female647Working Hours and Ratio of Paid Leave Taken
FY2016
Total working hours per person/per year
Overtime worked per person
Ratio of annual paid leave taken

FY2017FY20182,092.9 hours

2,115.5 hours

2,131.2 hours

328.3 hours

329.5 hours

372.3 hours

81.6％

82.6％

86.6％

Mitsubishi Motors Sustainability Report 201989

SocialCommitment of
Top Management

CSR Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Employees
Human Resource-Related Data
Number of Persons Taking Childcare Leave and Retention of Returnees
FY2016

Number of
Total
Male
persons taking
Femalechildcare leave
Retention rate of returnees*

FY2017

86
3
83
91.9％

Fiscal 2018 Training Results

FY2018

127
6
121
92.3％

131
10
121
100％

※： Total number of employees still employed 12 months after returning to work from childcare leave
Total number of employees whose childcare leave ended during the previous reporting period

MaleStarting pay

0
0
10
279
5
2
185
2
119
577

Female

9
65
121
190
178
0
56
6
34
55

Total

9
65
131
469
183
2
241
8
153
632

6,762

1,040

7,802

260

203

463

0

4

4

0

9

9

* Number of employees registered as candidates forre-hiring under the reemployment system (in fiscal
2018, no employees were rehired under this program)

Accompanying leave* With regard to the flextime system, the number of employees eligible to use the system (as of April 2019)

Employment of People with Disabilities
Persons
500
400

Number of disabled persons hired

2.09

2.07

2.18

2.14

300
200
100
0

Average salary of all employees
Percentage of womenʼs salaries
to menʼs salaries
Ratio of Valuable Compensation

High school graduate Administrative andEngineering staff
High school graduate Manufacturing Worker
Technical college graduate
Junior college graduate
University graduate
Masterʼs degree
Doctor of Philosophy(annual)¥165,000¥171,000¥184,700¥169,500¥208,500¥230,500¥264,500¥7,418,000(annual salary)

78％

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

Accident Rate (Accident Frequency)
Overall accident rate*1
Accident rate with loss of workdays*2

FY20160.54
0.06

FY20170.60
0.09

FY20180.41
0.10*1 Number of accidents with or without loss of workdays per 1 million working hours*2 Number of accidents with loss of workdays per 1 million working hours

Employment rate (%) （％）

2.21

20,350 employees
186,147 hours
13.1 hours / 1.7 days
¥34,509

Wage Levels

100

Major Programs to Promote Work-Life Balance
FY 2018 Results
Pregnancy leave
Maternity leave
ChildcareChildcare leave
Child nursing leave
Reduced working hours for childcare
Nursing care leave
Short-term nursing care leave
Nursing care
Reduced working hours for nursing care
Life plan leave
Accumulation of unused paid leave
Flextime system (including
managerial employees)*
Telecommuting system
Miscellaneous
Reemployment system

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

2.5

Employee Shareholding Association

2.0
1.5

307

313

330

346

350

2015

2016

2017

2018

2019

1.0
0.5
0

* In accordance with the 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 2019
1,260
8.3％
1,716,971

Mitsubishi Motors Sustainability Report 201990

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CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Human Rights
Basic Approach and Policies
Approach/Policy to Human Rights
Based on the idea that respect for human rights is thefoundation of our business activities, in May 2019,
Mitsubishi Motors announced its support for theUnited Nations Global Compact (UNGC) in which theUnited Nations advocates the ten principles in the four
categories of human rights, labor, environment, and anticorruption. As a participating company, we support andrespect international standards and norms such as “theInternational Bill of Human Rights,” “the ILOʼs Declaration
on Fundamental Principles and Rights at Work,” and “theUnited Nations Guiding Principles on Business and Human
Rights.” Based on the 10 principles of the UNGC, we
will continue our activities toward the realization of thesustainable growth of society.
As a global company, Mitsubishi Motors believes that
respect for human rights and anti-corruption initiatives
are very important.
Based on that idea, in order to further specify initiatives
for the respect of human rights and anti-corruption, in
May 2019, a partial revision was made to the MITSUBISHI
MOTORS Global Code of Conduct.
“Respect Human Rights and Diversity, Provide Equal
Opportunity” in the Global Code of Conduct specifies
that discrimination, retaliation and harassment are notpermitted in any form or to any extent, and that thediversity of suppliers, customers, executives, employees
and local communities shall be respected in addition torespecting human rights.
In fiscal 2019, in the newly enacted Mitsubishi Motors“Human Rights Policy,” specific initiatives are defined,

Management Systems
including support and respect for international standards
and norms regarding human rights, matters forcompliance, and the implementation of human rights risk
evaluations and executive/employee training.

Framework of Human Rights Enlightenment

As we believe that positive relationships based on mutual
understanding between employees and everyone in
the community are essential to the sustainability of ourbusiness, when establishing business sites or related
facilities, we give consideration to the cultural values of
the country and region including customs and religions.

We offer human rights awareness training companywide headedby the executive in charge of human resources. Personnel
in charge of education stationed at our business sites areworking to raise human rights awareness among employees
by conducting lectures using shared educational materials. We
also participated in events held by the Industrial Federation for
Human Rights, Tokyo, of which we have been a member forsome time, and the Mitsubishi Human Rights Enlightenment
Committee and attended conferences, research meetings, andso on held by other external organizations, gathered information,and took measures to improve understanding (approx. 100 daysin fiscal 2018). The insights gained from these opportunities havebeen reflected in internal training and other purposes.

Prohibiting Discrimination

Human Rights Compliance in the Value Chain

In our Human Rights Policy, executives and employees
are required to respect diversity and to create equal
opportunities with no allowance for unfair discriminationor harassment on bases such as race, skin color,
nationality, ethnicity, family origin, sex, sexual orientation,
gender identity, age, disability, language or religion.
Also, we emphasize the importance of diversity in our
training programs, and we encourage our employees towork together with respect for diverse values.

Not only do we carry out initiatives with consideration for humanrights internally but also we place great importance on initiatives
that give consideration to human rights among suppliersby specifying matters of respect for human rights in the
Supplier CSR Guidelines, including the complete elimination of
discrimination and the prohibition of child labor and forced labor.
In February 2019, in order to clarify the items required ofsuppliers, a new chapter entitled “Our Call to Suppliers” wasadded to the guidelines. Also, we confirm that suppliers agree toconsider human rights by receiving “SUPPLIER COMMITMENT.”
At sales companies, we carry out initiatives to provide a work
environment with consideration for the health and safety of
employees and we prohibit acts that infringe on human rights.

Human Rights Policy

PDF

Consideration for Human Rights in
Work and Investment

Mitsubishi Motors Sustainability Report 201991

Social

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Human Rights
Management Systems
Establishment of Consultation
Offices regarding Human Rights
In order to make timely responses in cases where ahuman rights related issue occurs within the company,
we have established internal and external consultation
offices (helplines) for whistle blowing and consultation for
employees.
Also, having established a Business Partner Helpline
for suppliers, and a Customer Contact Center as aconsultation office for customers, we are receiving
reports and request of consultations regarding humanrights issues.
Confidentiality and user anonymity is guaranteed at all ofthese consultation offices.
Establishment of Internal and External Consultation Offices (Helplines) P.107
For further information regarding the Business Partner Helpline, please go to
P.94
For further information regarding the Customer Contact Center, please go to
P.72

Initiatives
Human Rights Education and Training
Human Rights Education Programs
In order to encourage all employees to cultivate theirrespect for human rights, Mitsubishi Motors is offeringcourses that deepen understanding toward humanrights within its training programs tailored to each job
rank, beginning with entry-level employee training. In
fiscal 2018, we conducted a total of 620 hours of humanrights training for 654 employees including entry-level
employees, mid-career employees, and newly promoted
managers (general managers/managers). Details of the
training are described below.
Entry-level
employees

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

Mid-career
employees

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

Newly promoted Recent topics regarding human rights, prevention
managersof harassment, roles of managers, etc.
Newly promoted Provision of expertise needed as workplace
general managers managers, etc.

In addition to training, we also regularly distributeinformation on human rights related topics to alldivisions within the company with the aim of raisingawareness of human rights.
Continuing from fiscal 2018, with regard to LGBT issues,
a topic that is attracting societal interest, we conductededucational seminars mainly for personnel responsible
for human rights in each division. In the future, we plan
to enhance the content and increase the frequency ofthese seminars.

Number ofParticipants

Attendance
Rate

Entry-level employee training

291

100％

Mid-career employee training(newly promoted)

206

100％

Newly promoted manager training

157

100％

Seminars to raise understanding ofLGBT issues

249

―*

Training Programs by Type* Attendance ratio not disclosed for voluntary attendance

TOPICS
Participation 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 rights, labor, the environment andanti-corruption advocated by the United Nations.
The UNGC are voluntary behavioural 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.

Mitsubishi Motors Sustainability Report 201992

Social

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Deploying Supply Chain Sustainability Initiatives (Social)
Basic Approach and Policies
With approximately 800 parts supplier companies,
Mitsubishi Motors and its main production bases
concentrated in the ASEAN region recognize themagnitude of their influence, including on tier 2 andsubsequent suppliers. As such, we are strengthening
collaboration with our suppliers to maintain and increasesustainable competitiveness across the entire supply
chain. We promote industry-leading quality, costcompetitiveness, and localization.
We work as one with our suppliers to contribute to society
on a foundation of shared Supplier CSR Guidelines.
◆ Part Procurement Ratios by Region (FY2018)

China 7%

Other 1%

Supplier CSR Guidelines

Please see here for the Expansion of Green Procurement Guidelines P.46

Aiming for collaborative initiatives with suppliers,
Mitsubishi Motors formulated its Supplier CSR Guidelines
in 2010. Through these guidelines, we promotecollaborative activities with our suppliers from thesame point of view. The scope of these activities covers
all domestic suppliers and their quality, while also
including labor practices, environment management, andcompliance. Also, having reestablished these guidelines
in February 2019, we have specified the implementationof supplier CSR initiative evaluations by third party
agencies and measures to be taken when complianceviolations are discovered. We have also received
statements of agreement regarding compliance with theguidelines from suppliers.
Supplier CSR Guidelines

ASEAN
33%

Japan
59%

Procurement Guidelines are posted on our portal site forsuppliers, which suppliers have ready access to.

PDF

Policies and Initiatives for
Conflict Minerals
The “conflict minerals” (tin, tantalum, tungsten and gold)
produced in the Democratic Republic of the Congo andneighboring countries have become a source of funding
for armed groups, resulting in serious violations ofhuman rights.
In order to ensure that it is not complicit in humanrights abuses through the procurement of these conflictminerals, our Supplier CSR Guidelines clearly state ourpolicy of not using conflict minerals as raw materials,
and we promote responsible procurement.

Green Procurement Guidelines
Mitsubishi Motors formulated its Green Procurement
Guidelines in 2012 to ensure that its procurement andmanufacturing have minimal impact on the environment
and to promote green procurement alongside suppliers.
These guidelines request that suppliers manage
environmentally hazardous substances and promote thethree Rʼs (reduce, reuse, and recycle).
In addition, we clearly state in the Parts Purchase
Agreement signed with our suppliers that they arerequested to comply with our Green Procurement
Guidelines. Our Supplier CSR Guidelines and Green
Mitsubishi Motors Sustainability Report 201993

Social

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Deploying Supply Chain Sustainability Initiatives (Social)
Management Organization
Supply Chain Management
Organization
In April 2018, Mitsubishi Motors, Renault and Nissanestablished the APO (Alliance Purchasing Organization),a joint purchasing organization that integrates the threecompaniesʼ purchasing functions. This organization
carries out its activities with the three shared pillars oftrust, respect, and transparency as its basic principles.
The organization selects business partners using uniform
process and evaluation standards, provides numerous
suppliers with opportunities for participation, andoperates fairly.

Establishing a Business Partner Helpline
As part of our efforts to adhere to the METI guidelines,
we have established a Business Partner Helpline for the
suppliers of our procurement division.
The helpline receives opinions and comments frombusiness partners, quickly identifies compliance issues
or concerns, such as legal or regulatory infractions
or unfair practices in our procurement activities, andpromptly rectifies them, striving to achieve even fairer
business transactions.

In addition to putting into effect management basedon the Supplier CSR Guidelines, Mitsubishi Motors holds
a Suppliers Meeting each year to share and spread
information about CSR policy in conjunction withprocurement and other policies.
We not only adhere to the guidelines for proper tradingin the automotive industry formulated by Japanʼs
Ministry of Economy (METI), but also request that ourtier 1 suppliers follow these guidelines as well to ensurethat transactions are properly handled with tier 2 andsubsequent suppliers.

◆ FY2018 Results and Targets for FY2019
Initiative

Ideal image

Indicator

FY2018 Results

FY2019 Targets● Expansion of Supplier CSR

Reinforcement of CSR in
Supply Chain

We promote healthy supply
chain management by
ensuring full consideration
is given to the environment,labor and human rights inthe supply chain● Promoting the purpose of

Supplier CSR Guidelines● Recommendation of

third party supplier CSR
evaluations● Updating Supplier CSR

Guidelines and providing
supplier briefing sessions● Explaining the aims ofthird party evaluations to
suppliers

Guidelines to Mitsubishi
Motors overseas
production bases● Support for
implementation of
third party supplier CSR
evaluations

Mitsubishi Motors Sustainability Report 201994

Social

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Deploying Supply Chain Sustainability Initiatives (Social)
Initiatives
Promoting Supply Chain Management
Sharing of Supplier CSR Guidelines
At Mitsubishi Motors, the Supplier CSR Guidelines werereestablished in February 2019, and we have received
statements of agreement regarding compliance with theguidelines from suppliers.
In the future, we will expand these guidelines tosuppliers from work locations in Thailand, Indonesia andthe Philippines taking into consideration the situation ineach region based on these guidelines.

Supply Chain Auditing
In order to mutually confirm and promote CSR activities
with suppliers, we will request statements of agreement
for the Supplier CSR Guidelines, and, as an APO, regarding
the evaluation of supplier CSR activities, we will start touse the same third party evaluations as Renault-Nissan.
We regularly conduct quality audits and quality selfcheckguidance with our suppliers to improve quality along theentire supply chain.
In fiscal 2018, we conducted process audits at 89
suppliers and 115 plants. Improvements to issues
pointed out during these audits were generally
implemented in three months or less. Quality selfchecks
were also conducted at 352 supplier plants. We willcontinue to improve communication and quality acrossthe supply chain through these activities.
Audits, etc. also provide guidance regarding the creationof systems for rapidly tracing the sources of defects
found in parts manufactured by suppliers, who used thisinformation to improve their systems.

Ensuring Knowledge of the Guidelines within the
Company
As part of managing the Supplier CSR Guidelines, wetake efforts to ensure that the guidelines are wellknown within the company. As part of Mitsubishi
Motors procurement training, we conduct training for
new employees (both entry-level employees and new
midcareer employees), as well as training when employees
are transferred. In fiscal 2018, briefings were held when
the guidelines were reestablished in February 2019.

Communicating with Suppliers
Providing suppliers with appropriate information and twoway communication is essential for proper supply chain
management. At the end of every fiscal year, Mitsubishi
Motors holds Suppliers Meeting to make our policy forthe next fiscal year well-known. In Japan, we help the
Mitsubishi Motors Cooperation Council, a voluntaryorganization of around 200 supplier companies, holdlectures and conduct research activities each year.

Promotion of Localization
Mitsubishi Motors has a basic policy of procurement fromlocal business partners whenever possible when local
procurement is effective and technologically feasible,
excluding cases in which local parts manufacturing isdifficult, with the aim of maximizing local procurement
rates at overseas bases.
For parts which are already locally procured, we also
promote the local procurement of the components usedwithin these parts, etc., to optimize costs.
We conduct advance audits of the systems and structuresof new business partners, evaluating items such as theirdevelopment capabilities, production capabilities, andquality management capabilities and issuing improvement
instructions if necessary. We also provide support tolocal business partners by serving as a go-between withJapanese business partners moving into their regions,joint ventures with local business partners, technicalpartnerships, and the like. We strive to contribute to
local regions by creating local jobs and improving local
technical capabilities.

Chairperson Masuko gives a speech
to the Mitsubishi Motors Cooperation
Council

Mitsubishi Motors Sustainability Report 201995

Social

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Deploying Supply Chain Sustainability Initiatives (Social)
Initiatives
Initiatives for Business Continuity
Plans in the Supply Chain
To reduce the risk of suspended manufacturing
operations due to a shortage of parts during a largescale
natural disaster, Mitsubishi Motors formulates business
continuity plans (BCPs) in the supply chain and takes
measures that include finding alternative production
for each supplier and part. In addition, we ask that
our suppliers be registered in the damage 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 andrisk with regard to not only tier 1 but also tier 2 andsubsequent suppliers.
Our parts suppliers have already formulated their
BCPs. In fiscal 2018, so as to maintain and improvethe effectiveness of BCP, we developed a Checklist andrequested that suppliers conduct self-evaluation.
In fiscal 2019, we plan to use the supplier self-evaluation
results, to provide feedback on our evaluation of the
Checklist to suppliers.

Mitsubishi Motors Sustainability Report 201996

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CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Social Contribution Activities
Policies

Initiatives

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

Support for the next generation

Supporting the education of the next generation to create aprosperous futureraffic safety
Contributing to traffic safety education and the spread ofsafe driving to strive towards a zero-accident societynvironment preservation
Contributing to the preservation of our precious global
environment
articipation in local communities
Contributing to the revitalization and development of regional
communities

T

E

P

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 Motorsʼ social
contribution activities. The company
also matches donations made by the
Mitsubishi Motors STEP Funds.

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

Spiritual and Cultural Advancement-International)
Unit: million yen

Social contribution expenditure
as a ratio of ordinary income

With cooperation from World Vision Japan, we have supported theconstruction of a new elementary school building for the Camayse
Elementary School in Santa Rita City, Samar State in the Philippines.
By means of the construction of the new school building, an
improvement has been made in the situation where two grades ofstudents had to study in the same classroom.
Also, by means of this support, Mitsubishi Motors aims to makethe local society and community as a whole more aware of theimportance of child education and more proactively involved inschool management.

Support Recipient

Breakdown of Social Contribution Expenditures*1

Support for the next generation
Traffic safety
Environment preservation
Participation in local communities
Support for disaster-stricken areas
Other*2
Total expenditure

Support for the Construction of New Elementary
School Building

FY2016
216
6
47
35
24
55
383

FY2017
208
8
137
83
25
79
540

FY2018
259
4
236
74
62
42
677

0.94%

2.32%

1.05%

*1 Mitsubishi Motorsʼ expenditures on a non-consolidated basis, 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 andvolunteer activities individually conducted by employees.
*2 Including support for sporting activities, donations to the Mitsubishi Foundation, etc.

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

etc., near Mitsubishi Motors workplaces

C

World VisionChildren pleased with the newschool building

C

World Vision

Classroom furnished with windows
and electricity

Donation of traffic safety picture books
Mitsubishi Motors donates traffic safety picture books (a set of six
books) to elementary schools, libraries, and other organizations
located near worksites in Japan to teach children about traffic
safety rules and manners in aneasy to understand format.
In fiscal 2018, 558 books were
donated in 93 locations, anda total of 5,436 books havebeen donated in 906 locations
Traffic safety picture books (a set ofsix books)
since 2010.
Mitsubishi Motors Sustainability Report 201997

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CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
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Third-Party
Opinions

Editorial Policy

Social Contribution Activities
Initiatives
Support for the next generation

Traffic Safety

Environment Preservation

Hands-on Lessons Program

Driving School

Pajero Forest

Based on the idea of helping children to enjoy learningby experiencing the “real thing,” every year since2005, Mitsubishi Motors has dispatched employees toelementary schools where they conduct classes about
the environment to teach students about the relationshipbetween cars and environmental problems, and designclasses where students learn about the fun that comesfrom making things and about working with cars.
In fiscal 2018, 3,418
students attended theseclasses at 56 schools.
Approximately 39,000
children have participatedin these classes since
2005.
Children learning about the structure

Mitsubishi Motors offers a limited-participation
driving school to learn driving tips as well as important
information about cars and safety. The concept of thisdriving school is for both participants and staff to thinkand learn together while having an enjoyable time.
38 people participated in fiscal 2018, and a total of 155
people have participated since fiscal 2014.
Also, we held a school in collaboration with the“Metropolitan
Expressway Driving
Course” implemented byMetropolitan Expressway
Company Limited.

Mitsubishi Motors is collaborating with OISCA topreserve forests in Hayakawa-cho, Yamanashi
Prefecture, while interacting with the local community
through volunteer employee activities. These activities
aim to protect metropolitan water sources and spreadawareness of the environment among our employees.
In fiscal 2018, under the direction of the Hayakawacho forest union, 60 volunteer employees and theirfamily members trimmed
undergrowth, while
104 new employees
worked on thinning andmaintaining sidewalks
within the forest.

of electric vehicles

Support for Vocational Training Schools in Indonesia
Mitsubishi Motors Krama Yudha Indonesia (MMKI) began a
support program for vocational training schools in 2017,
the year in which it was established. In 2018, this program
was implemented in 10
vocational training schools
in West Java Province witha total of 1,044 students
participating.

Participants learning driving tips

Trimming undergrowth in planted areas

Afforestation in the Philippines
In March 2018, Mitsubishi Motors Philippines
Corporation (MMPC) donated 2.6 million pesos to
the DENR (Department of Environment and Natural
Resources) for tree-planting projects. Not only does thiscontribute to the improvement of the local environment
and the preservation of habitats for living things,
but also it leads to the improved level of life for local
residents by preparing
agricultural land suited tohigh-added value crops.

Mitsubishi Motors Sustainability Report 201998

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CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Social Contribution Activities
Initiatives
Participation in Local Communities

Disaster AssistanceSports Classes

Support in Japan

With the objective of promoting sports in local areas,
employees hold sports classes, including baseball,rugby and soccer, for elementary, junior and senior highschool students in areas near domestic business sites.
In fiscal 2018, these classes were held a total of 10
times with 669 people participating.
Also, in Mabi-cho, Kurashiki City, which was struck by
the heavy rains that hit
west Japan in July 2018,a soccer event was heldby players from Urawa
Red Diamonds and
Mitsubishi Mizushima FC.

Immediately after the Great East Japan Earthquake, we
carefully listened to the needs of the disaster-stricken
areas, created a mechanism to support them through ourbusiness and in our employeesʼ daily lives, and have been
continuously providing support under the theme of “Donʼt
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 through donations,
free loan of vehicles, and volunteer work by employees.
In fiscal 2018, we assistedwith travelling expenses
to employees participatingin volunteer activities andprovided support materials
to support disasterstricken areas in the July
Employees loading up support
materials
2018 Heavy Rain Disaster.

Baseball classes in the Mizushima area

Support in Asia
In September 2018, a major M7.5 earthquake struck thecenter of Sulawesi island in Indonesia, which affectedmany residents. Our local vehicle production base,Mitsubishi Motors Krama Yudha Indonesia (MMKI), andMitsubishi Motors Krama Yudha Sales Indonesia (MMKSI)
donated 1 billion Indonesia rupiah (approx. 8 million yen)
as a contribution to thedisaster-stricken area.
Also, MMKI and MMKSI
loaned two Mitsubishi
Triton pickup trucks to thedisaster area as rescue
vehicles.
Donation of funds to disasterstricken areas◆ Main Support in Fiscal 2018
DisasterAssistance

Support Recipient

Donation of 16
million yen

Okayama Prefecture,
Kyoto Prefecture,
Shiga Prefecture, Gifu
Prefecture, Kurashiki
City, and Soja City

Provision ofmaterials● Free loan of 19
vehiclesKurashiki City, Soja
City

Five million yen in
donations● Free loan of 16
vehiclesHokkaido

●

July
2018

July 2018 Heavy
Rain Disaster●

September 2018

September
Hokkaido Eastern
2018
Iburi Earthquake

October
2018

September 2018
Sulawesi Island
Earthquake inIndonesia●

Eight million yen in
Sulawesi island,
donations● Free loan of two
Indonesia
vehicles●Mitsubishi Motors Sustainability Report 201999

Governance

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Governance
Basic Policy and Framework for Corporate Governance ... 101
Internal Control ........................................................ 104
Risk Management ..................................................... 105
Compliance ............................................................. 106
List of Executives (as of June 21, 2019) ........................ 110
Executive Remuneration ............................................ 111

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Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Basic Policy and Framework for Corporate Governance
Basic Approach and Policies
Mitsubishi Motors considers compliance to be its highest
priority, and works for the ongoing strengthening andimprovement of corporate governance as a priority issue
for management with the aim of sustainable growthand improvement of its corporate value to meet the
expectations of all of its stakeholders, including its
shareholders and customers.

System of Corporate GovernanceAs part of the further strengthening of corporate governance,
as of June 21, 2019, we made explicit the separation ofsupervisory and executive functions, and while working tofurther enhance supervisory functions and ensure thorough risk
management in order to ensure the soundness and transparencyof management, changed to a company with three committees
in order to realize agile execution of business that can rapidly
respond to changes in the business environment.
(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, 2019 the Board
consists of 15 Directors (including 4 female members),
12 of whom oversee the Company as Outside Directors
each with considerable experience and a high level of
insight. Furthermore, the Tokyo Stock Exchange has
been provided notice that six of the Outside Directors are

Independent Officers.
We believe that these Outside Officers make insightfulcomments at Board meetings and on other occasions
based on their considerable 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 structure withawareness of the balance and diversity of knowledge,
experience and capabilities, as well as the scale, of theBoard as a whole.
(ii) Independence standards for outside directors
We have established independence standards for outside
directors as follows, and we appoint as independent
directors those persons who are not at risk of having a
conflict of interest with general shareholders.
<Independence standards for outside directors>
The Companyʼs Outside Directors must occupy a neutral
position, independent from the Companyʼs 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 isa 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 as acertified public accountant, or a legal professionalsuch as an attorney-at-law who receives a large
amount*4 of monetary consideration or otherproperty other than compensation of Members of theBoard from the Company (in the event such property
is received by a corporation, association or othergroup, then any person belonging to such group)
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 ofa relationship with the Company appears
strong under substantive 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 Companyʼs consolidated net
sales in the most recent fiscal year or the business partnerʼs
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 Companyʼs consolidated total
assets at the end of the most recent fiscal year
*4. An amount of consideration received from the Company that is
10 million yen or more(iii) Analysis and evaluation of the effectiveness of the Boardof Directors
We evaluate the effectiveness of the Board of Directors
in order to continuously improve the effectiveness ofcorporate governance.
In fiscal 2018, we analyzed and evaluated thecomposition of the Board, the Boardʼs operating
environment and other matters through a
Mitsubishi Motors Sustainability Report 2019101

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CSR Management

Commitment of
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Commitment onMaterial CSR Issues

Performance Report
Environment

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Editorial Policy

Basic Policy and Framework for Corporate Governancequestionnaire survey of all Directors and Audit &Supervisory Board Members.
As a result of the evaluation, we have judged that there
are no serious concerns or other issues regarding theeffectiveness of the Board of Directors. The main issues
recognized in the evaluation are as follows:(ii) Compensation Committee
The Compensation Committee deliberates anddetermines the policy regarding determination of
remuneration of Directors and Executive Officers, as wellas 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.

● Enhancing understanding and discussion ofmanagement and business strategies● Providing opportunities to further deepen theunderstanding of outside directors about theCompanyʼs business◆ Corporate Governance Framework (As of June 30, 2019)

General Meeting of Shareholder● Coordination of Board resolution items and report items

in connection with the change to being a company withthree committees
The Company will work to continue to strengthen corporate
governance by further improving the effectiveness of theBoard, including initiatives for major issues recognizedthrough analysis and evaluation of the Board.
(2) Committees
The Board has the following three statutory committeesof which Outside Directors comprise the majority of theMembers and the Company has established a system thatmonitors 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 Nomination Committee also deliberates matters suchas appointment and dismissal standards for Directors,
Executive Officers, and Executive Managing Officers andappointment and dismissal proposals and succession
plans for the Companyʼs CEO. An Independent Outside
Director (Main Kohda) serves as the chairperson.

ReportAccounting
Auditor

Audit Committee

Cooperation

Accounting Audit

Nomination Committee

Cooperation

Executive Committee

Election/
Dismissal
Delegationof authority
Supervision

Right tomakeproposals forremovalExecutive
officer, CEO

Audit division
Quality audit
Internal audit

ReportCompensation
decisions(Executive
departments)

Structure of meetings
related to internal control

Internal Control Committee
ReportProduct Meeting

Subsidiaries and associates

Compensation Committee

Audit

Instructions/reports(Specific issues)

Quality audit
Internal audit

Compensation
decisionsBoard of Directors

Audit/ReportJ�SOX Promotion Committee
Executive
officer, COO
ReportDepartments

Instruction

CFO (executive officer)

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Commitment of
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Commitment onMaterial CSR Issues

Performance Report
Environment

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Third-Party
Opinions

Editorial Policy

Basic Policy and Framework for Corporate Governance(3) Executive Officers
Executive Officers decide business-related matters and carryout the business of the Company, with the CEO as the division
head with decision-making authority related to the executionof business as granted by the Board. As of June 30, 2019,
there were 12 Executive Officers (including the CEO).
(4) Executive Managing Officers
Executive Managing Officers manage the functions orbusiness of the Company, pursuant to delegation by the
Board or CEO, and carry out the Companyʼs business withinsuch scope. As of June 30, 2019 there were 15 Executive
Managing Officers.

Status of Audit Committee Audits
and Internal Audits(1) Status of Audit Committee audits
With respect to audits by the Audit Committee, the Audit
Committee receives reports on the performance of duties
from other Directors and Executive Officers, and conducts
audits of the implementation and operation of the internal
control systems at the Group through cooperation withinternal audit departments and the Accounting Auditor, or
directly conducts audits itself. Based on the results of theforegoing, the Audit Committee audits legal complianceand appropriateness in the performance of their duties byDirectors and Executive Officers.
(2) Status of internal audits
The Company has established internal audit departments (theInternal Audit Department and the Quality Audit Department)in the Audit Division (an independent organization reporting
directly to the CEO) and these departments systematicallyconduct internal audits based on the annual audit plan.
The Internal Audit Department conducts audits to determine
whether operational management of the Group is being
conducted with transparency using appropriate processes.
The Quality Audit Department conducts audits regarding theproper execution of the quality-related work of the Group.
Audit results from internal audits conducted by the Internal
Audit Department and the Quality Audit Department arereported 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 internal audit results within the Company and at its
affiliated domestic and overseas companies, and to provide
feedback to the Internal Audit Department on the status of
the Audit Committee Membersʼ audits.

Items Relating to Takeover Defense
Not applicable.

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Commitment of
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Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGRI Standards
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Governance

Third-Party
Opinions

Editorial Policy

Internal Control
Policies and Organization

with the aim of achieving effective and efficient internal
control system operation.
Going forward, we will continue with initiatives to further
reinforce governance by working to ensure compliancewith laws and regulations and to promote proper,
effective business execution in line with changes in thedomestic and overseas environments.
* See here for “Basic Policy on the Establishment of Internal Control systems”◆ Internal Control Structure
ReportAudit Committee

Coordination
Accounting
audit

Audit

Board of Directors

Audit/report

Accounting Auditor

Instruction/report (specificissues of misconduct, etc.)

Nomination Committee

Coordination

Audit

CEO
ReportReportCoordination

Coordination

ReportCompensation Committee

ReportInternal Audit Division

Whistleblowing
contact

Based on the “Basic Policy on the Establishment ofInternal Control Systems”* established by resolution of
the Board of Directors, Mitsubishi Motors monitors thestatus of operations and strives to improve and reinforce
internal control systems.
Mitsubishi Motors recognizes the gravity of its improper
conduct in fuel consumption testing, on top of pastquality problems, and in fiscal 2017 made profoundreforms to its internal control system as one of its
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. Furthermore,in order to reinforce, and improve the efficiency of,its handling of internal controls based on laws andregulations, it revised its internal control system. In therevised system, the J�SOX Promotion Committee, under
the direct control of the CFO, handles internal control
related to financial reporting in accordance with the
Financial Instruments and Exchange Act. The Internal
Control Committee, chaired by the CEO and vice-chairedby 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 contents decided on bysubcommittees in each internal control field, such ascompliance, information security, risk management,
and J�SOX, in accordance with the “Basic Policy on the
Establishment of Internal Control Systems.” From fiscal

2018 and onwards, the company will proceed to create
a global internal control system through establishingand operating internal control committees at its majoraffiliates in Japan and overseas.
Mitsubishi Motors has also positioned the Internal
Audit Division as independent of business execution.
The Internal Audit Division coordinates with othercommittees, including the Internal Control Committee,

Internal Control Committee (chair: CEO)

Report

CFO

ReportReportCompliance
Committee

Information
Security Committee

Risk
Management
Committee

J�SOX Promotion
Committee

Controls

Organization/Affiliates

Mitsubishi Motors Sustainability Report 2019

104

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Governance

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Editorial Policy

Risk Management
Basic Approach and Policies
Mitsubishi Motors has defined a policy for the managementof 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 mostcritical management issues to appropriately assess risks
to the Mitsubishi Motors Groupʼs business, prevent risks
from occurring, 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 throughthree types of risk management activities: priority risk
management, departmental risk management andaffiliated company risk management.
For priority risk management, we select risks that theentire Mitsubishi Motors Group faces directly, that havea high potential impact and a high degree of urgency.
For each risk, we assign “risk owners,” who are of vicepresident or corporate vice president level, and work as
quickly as possible to reduce these risks.
In departmental risk management, we have appointed
risk management officers to each division or plant. These
officers work to reduce risks through repeated applicationof the PDCA cycle involving identifying and evaluatingeach risk, devising and implementing countermeasures,and monitoring.
Affiliated company risk management involves regularconfirmation by Mitsubishi Motors of the status ofinitiatives addressing various risks faced by subsidiaries
and associates and activities such as business continuity
planning improvements. Improvement suggestions andguidance are provided as required.
These risk management activities are regularly reported to
the Board of Directors as key internal control measures.
In addition, to prepare for unforeseen contingencies
Mitsubishi Motors has developed emergency contact
systems that enable the rapid communication of
information to directors and other key personnel, as well
as a swift and accurate response. In particular, to createa crisis management system to respond when serious
incidents occur, we have formulated an emergency
response manual. This manual outlines the establishmentof 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 of disastersuch as earthquake or other natural disaster or an
outbreak of infectious disease-to ensure the safety ofcustomers, as well as employees and their families, andassist local communities. We are preparing disastercountermeasures and business continuity plans (BCPs) tothis end.
We conduct drills in communicating among various
manufacturing facilities and Group companies on thebasis of a presumed emergency.
As preparations against the possibility that employees
will be unable to return to their homes for a three-day
period, we have ensured means through which they cancommunicate with their families, cached emergency
supplies and are conducting initiatives for communicatingwith local municipal authorities.
We have formulated plans of operation that assume alarge-scale earthquake or major outbreak of infectious
disease. We work to improve these BCPs through regulardrills and communication among individual regions.

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Editorial Policy

Compliance
Basic Approach and Policies
Corporate activities are closely interlinked with various
laws and public systems such as those related to theenvironment, labor, and consumer protection.
Corporate activities must be carried out in compliance withthese laws and systems. Mitsubishi Motors recognizes
that the failure to appropriately comply with theselaws, regulations, and systems would not only impede
its business continuity, but would also place significant
burdens on society and the environment.
In order to fulfill its social responsibilities as a company
by not only complying with laws, international rules,
and internal regulations but also by respecting changing
social norms to the greatest degree possible, Mitsubishi
Motors has issued a “Global Code of Conduct” to serve as astandard 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 thisGlobal Code of Conduct that all Mitsubishi Motors Group executives and employees must follow in order to fulfill our social
responsibilities as a company.
This Global Code of Conduct applies to all Mitsubishi Motors Group executives and employees. Each member of the Company ischarged 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 thecountry 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, andengage in safe work practices. We are also committed to ensuring thesafety of our customers and passengers, and continually promoting
the safety of products.

3. Avoid Conflict of Interest
We shall act in the best interests of the Company, and shall not
behave, act, or use any information contrary to the Company'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 or organized criminal activities.

5. Preserve Company Assets
We shall safeguard the Company's assets, and shall never use thesaid assets, including funds, confidential business information,
physical properties and intellectual properties without permission.

6. Be Impartial and Fair

7. Be Transparent and Accountable
We shall maintain accounts and records relating to corporate
management with integrity, and disclose Company's businessactivities fairly and transparently to our stakeholders, including
shareholders, customers, employees, and local communities withtimely 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 and energy 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, andthe executives and employees who have come forward with suchinformation based on their own beliefs shall be infallibly protectedfrom any form of retaliation.

We shall maintain impartial and fair relationship with public servants
as well as business partners, including dealers, suppliers, and otherthird parties. We shall not participate in or endorse any corrupt
practices including bribery, directly or indirectly such as through athird party.

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Complianceofficers. To help prevent compliance infractions, infiscal 2018 we established and started operating global
whistleblowing contacts.
Procedures are in place for reporting of serious
compliance concerns ultimately to the Board of Directors
via code leaders and compliance officers. As required,compliance officers give their departments appropriate
instructions for dealing with problems, taking corrective
action and preventing a recurrence.
As for internal controls related to financial reporting,Management Structure
In order to prevent compliance infractions, including
information security infractions, from a global internal
control perspective, each division or function appoints acompliance officer and department heads serve as codeleaders, with the Vice President in charge of Global Risk
Control providing overall leadership. Major subsidiaries andassociates in Japan and overseas also appoint compliance◆ Organizational Framework for Promoting Compliance

Board of Directors
CEO
Vice President in charge of Global Risk Control

ComplianceDepartment

Compliance officers
Consult/
reportInformation
Security
Management
OfficeThoroughly implement focus oncompliance prioritization

Thoroughly
implement
focus oncomplianceprioritization

Mitsubishi Motors employees

Outsideattorney
consultation(Helpline)

Globalwhistleblowing
contact point

Employee Consultation Office(Helpline)

General managers = code leaders(including general managers of the department in charge ofprimary management of the affiliates)

Complianceproblem
consultation

Coordination

ReportRequestapproval
ReportCoordination

DirectSupervise
Thoroughly implement focus
on compliance prioritization

Chief officers, corporate general managers

ReportWhistleblowing

Subsidiaries and associates
Compliance officers
Consult/
reportConsultation

Consultation

Thoroughly implement focus
on compliance prioritization

Affiliates employees

Mitsubishi Motors and affiliates employees (in Japan)

Mitsubishi Motors andaffiliates employees

we verify compliance structures and procedures forfinancial summaries. If inadequate controls are foundat a company being evaluated, we request reportingon the nature of the problem and improvements being
made. In fiscal 2018, we checked the status of 23 Group
companies (Mitsubishi Motors, 10 domestic affiliates, and12 overseas affiliates).

Establishment of Internal and External
Consultation Offices
To prevent and promptly detect improper conduct,
Mitsubishi Motors has established an internal consultation
office (Employee Consultation Office) allowing employeesof the Company or its subsidiaries and associates in Japanto report or consult about such conduct. Outside theCompany, we have set up a consultation office staffedby outside attorneys, as well as the Mitsubishi Motors
Global Hotline, accessible to employees both in Japan andoverseas. In fiscal 2018, these offices fielded 221 reports
or consultations.
Offices endeavor to swiftly resolve issues raised inreports and consultations after first seeking to confirm
the facts through an investigation by the Employee
Consultation Office or by enlisting the assistance of
relevant compliance officers. Information received aboutcompliance issues or issues with potential business risks
is immediately reported to the Vice President in charge of
Global Risk Control. After receiving instructions on how to
respond, offices endeavor to resolve the issues.
In handling such information and in investigating therelevant facts, we established our “Compliance- Oriented
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Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Compliance
Whistleblowing Operation Procedure” and made company
personnel aware of the provision in order to ensure that
persons who seek consultation are not treated unfairly.
We have also established a Business Partner Helpline
designated to be used by our business partners.
The Mitsubishi Motors Global Hotline established in fiscal
2018 was set up within an outside firm providing suchservices. This makes it possible to file anonymous reports.
Systems for identifying and managing risks of the entire
group have been put in place, too, with Mitsubishi Motors
headquarters even able to check details of reports fromsubsidiaries and associates.
◆ Number of Reports/Consultations Fielded by
Consultation Offices by Category (FY2018)
Item

NumberCorporate/business proposals

12

Workplace environment

32

Labor relations

20

Human relations/harassment

46

Compliance, violations of operational rules, fraud

41

Others70

Education and Training
Every fiscal year we formulate compliance-related
education and training programs, and offer them to
employees stratified by each job rank. Each division also
draws up and conducts its own measures under the
direction of the compliance officer.
Specifically, in order to improve the complianceawareness of all employees, when new graduates or
mid-career recruits join the company, they receive
training regarding Mitsubishi Motorʼs compliance history
and the lessons to be learned from it. This training isrepeated when employees are given promotions, helping
reinforce employeesʼ sense of compliance. Furthermore,similar training is also offered in some Japaneseaffiliates, fostering such sense for the group as a whole.
We also use e-learning and lectures by outside
instructors in legal compliance training relating, forexample, to environmental laws, the Labor Standards
Act, and security trade control laws, to provide
employees with the most current information related
to their own work. In particular, we have put effort
into harassment prevention training since fiscal 2018,
starting with group workshops, mainly for managers,
involving opinion exchange. In fiscal 2019, the training
will be extended to regular employees.
On and around Safety Pledge Days,* each individual
division voluntarily holds events to reaffirm the dayʼssignificance. Workplace discussions are also held at thesame time (two times a year) to talk about business ethics
issues faced in the workplace and workplace culture.
In addition, we provide easy-to-understand compliance-

related information by posting a Compliance Newsletteron our intranet every month.
* To prevent past incidents, such as the regrettable recall cover-up, frombeing forgotten over time, in October 2004 we designated January 10 and
October 19 as “Safety Pledge Days.” These days were chosen because two
fatal accidents involving large trucks manufactured by Mitsubishi Fuso, aformer Mitsubishi Motors division, occurred on these days.

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

Management Structure
Mitsubishi Motors implements e-learning programs forall employees to familiarize them with the Global Code of
Conduct and allows them to review the code at any timeby distributing pamphlets and posting it to a smartphone
app (for managers and above). We also plan tocommunicate the code across the group, distributing thepamphlets to subsidiaries and associates in Japan, and inelectronic form to subsidiaries and associates overseas.
Mitsubishi Motors has management and operational
standards for providing and receiving gifts or businessentertainment. It expressly prohibits (1) providing gifts
or business entertainment that is illegal or goes beyond
generally accepted bounds, and (2) receiving illicit payoffs.
In addition to this, we provide guidelines for the scope of
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Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Compliance
exceptions to the above and make filing of an application
compulsory to ensure transparency. If these standards are
violated, the compliance officer of 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. We
work to prevent improper conduct at our affiliate
domestic sales companies by defining regulations
for handling cash, regularly making the compliancepolicies known, and providing tuition and training forthorough implementation of the policies. Each company
implements site audits regularly, while our Internal Audit
Division also conducts operational audits which results
are reported to the Head Officer of our Domestic Sales
Division and being followed up until the improvement
measures of the pointed out issues are completed.
We work to thoroughly prevent corruption whenemployees from the company are appointed as executives
at overseas affiliates. Prior to their appointment, we
provide training on compliance and internal controls,
including the prohibition and prevention of corruption.
In fiscal 2018, 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.

Information Security

Security Export Control

Mitsubishi Motors recognizes its social responsibility
to adequately protect its important information assets(information and the IT systems, equipment, media,
facilities, and products that handle this information) in thecourse of its business activities in order to gain the trustof all its stakeholders.
We seek to deliver the level of information security thatsociety demands. This includes putting in place andreviewing internal regulations, managing information
assets, strengthening measures to combat computerviruses and cyberattacks, and monitoring information
security activities by the Information Security Committee.

Mitsubishi Motors sincerely believes in the importance ofstrict security trade controls to prevent the proliferationof weapons of mass destruction and the excessive
accumulation of conventional weapons in order tomaintain international peace and security.
To conduct strict export controls, we have established
Security Export Control Regulations. We ensure
the legality of our export transactions through ourmanagement system, with its The Security Export Control
Committee, led by the CEO, who serves as chief security
trade control officer.

Personal Information Protection
Based on our Privacy Policy, we have built a management
framework by establishing internal rules and taking othermeasures. We also conduct ongoing education, suchas through the use of e-learning for employees. Thesee-learning instructional materials are also distributed tomajor affiliates inside and outside Japan, to reinforce ourinformation security system, including the protection of
personal information. We endeavor to protect personal
information, and have established task teams to
implement measures to comply with personal information
protection laws in countries around the world, such as
the General Data Protection Regulation, the regulation
concerning the protection of personal data in the EU.

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Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

List of Executives (as of June 21, 2019)
Outside Outside director

Name

Position

Attributes

Committees

Indep. Independent director

Male

FemaleReasons for Appointment

Osamu Masuko

Chairman of the
Board

Nomination
Committee

Having been in charge of the Management of the Company for many years, Mr. Masuko has
considerable insight and business experience concerning corporate management.

Takao Kato

Member of the
Board

Compensation
Committee

Having served as president of the Mitsubishi Motors subsidiary in Indonesia, one of its largest overseas
manufacturing bases, and engaging in other operations of the Company for many years, Mr. Kato has
considerable insight and business experience concerning global management and manufacturing.

Kozo Shiraji

Member of the
Board

Audit
Committee

In addition to his experience at the Company, Mr. Shiraji has considerable experience, achievements and insight
through his long involvement with automotive business at a general trading company that operates worldwide.

Shunichi Miyanaga

Member of theBoard

OutsideKen Kobayashi

Member of theBoard

OutsideNomination
Committee

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.

Hitoshi Kawaguchi

Member of theBoard

OutsideNomination
Committee

Mr. Kawaguchi has considerable insight and experience concerning the automotive business.

Hiroshi Karube

Member of theBoard

OutsideCompensation
Committee

Mr. Karube has considerable insight and experience concerning the automotive business.

Setsuko Egami

Member of theBoard

OutsideIndep.

Compensation
Committee

Ms. Egami has considerable insight concerning corporate strategies, marketing strategies, humanresources development and others.

Main Kohda

Member of theBoard

OutsideIndep.

Nomination
Committee (Chairman)

Yaeko Takeoka

Member of theBoard

OutsideIndep.

Audit Committee(Chairman)

In addition to her experience as an Audit & Supervisory Board member of the Company, Ms. Takeoka
has considerable expert knowledge and extensive insight as a legal specialist, having been active as
an attorney at law for many years.

Yoshitsugu Oba

Member of theBoard

OutsideIndep.

Audit
Committee

In addition to his experience as an Audit & Supervisory Board member of the Company, Mr. Oba has
considerable knowledge and extensive insight as a specialist in accounting and auditing, having been
active as an accountant for many years.

Kenichiro Sasae

Member of theBoard

OutsideIndep.

Nomination
Committee

Having held a series of important posts at the Ministry of Foreign Affairs, Mr. Sasae has a broadinternational understanding as a diplomat and considerable insight and experience.

Kiyoshi Sono

Member of theBoard

OutsideAudit
Committee

Mr. Sono has considerable experience and extensive insight from serving as a corporate manager atinternational financial institutions.

Hideyuki Sakamoto

Member of theBoard

OutsideMitsuko Miyagawa

Member of theBoard

OutsideFor directorsʼ career summaries, visit:WEB

Mr. Miyanaga has considerable experience, achievements and insight nurtured through his longstanding involvement in corporate management at a manufacturing company that operates worldwide.

Compensation
Committee (Chairman)

Compensation
Committee

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 memberof the Council of the Ministry of Finance and the Ministry of Land, Infrastructure, Transport and Tourism.

Mr. Sakamoto has considerable insight and experience concerning the automotive business.
Indep.

Audit
Committee

Ms. Miyagawa has considerable expert knowledge and extensive insight as a legal specialist, having
been active as an attorney at law for many years.

https://www.mitsubishi-motors.com/en/company/director/

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CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Executive Remuneration
Contents of Remuneration
Individual remuneration of Directors is not disclosed
except in the case where disclosure is required, based on
the Cabinet Office Ordinance.
Remuneration, etc., paid to Directors and Audit &Supervisory Board Members during the one-year period
from April 1, 2018 to March 31, 2019 was as follows.
■ A total of ¥217 million was paid as fixed compensation
to 5 Directors (excluding outside Directors)■ A total of ¥52 million was paid as fixed compensation
to 2 Audit & Supervisory Board Members (excluding
outside Audit & Supervisory Board Members)■ A total of ¥138 million was paid as fixed compensation
to 12 outside directors and Audit & Supervisory Board
members.

Incentives
Performance-linked compensation and stock options are
introduced to provide incentives for directors.

Disclosure of Policy on Determining Remuneration
Amounts and Calculation Methods
Directors
Maximum remuneration of Directors of the Company(Resolution at an extraordinary shareholders meeting held
on December 14, 2016)■ Monthly remuneration and performance-linked
remuneration: ¥2 billion■ Stock-related remuneration: ¥1 billion
Specific timing and allocation of payment to eachapplicable director is decided at the Board of Directors.
Total annual remuneration for fiscal 2018 is as shown
above.

Audit & Supervisory Board Members
Individual remuneration of Audit & Supervisory Board
Members is determined through discussions among Audit& Supervisory Board Members.
Monthly remuneration of Audit & Supervisory Board
Members of Mitsubishi Motors was set at an upper limitof ¥10 million per month (Resolution at the 45th Ordinary
General Meeting of Shareholders held on June 25, 2014).
Total annual payment made in fiscal 2018 is as shown
above.

TOPICS
Director and Officer Compensation After
Transition to a Company with Three
Committees
Following the transition to a company with threecommittees, compensation paid to directors andexecutive officers of the Company in fiscal 2019 is
to be determined by the Compensation Committeewith reference to the executive compensation survey
conducted by third party experts.
Remuneration paid to directors who concurrently
serve as executive officers and other executive
officers will comprise basic compensation,
performance-linked compensation and stock-relatedcompensation as in fiscal 2018.
Objectives are to pursue sustainable enhancement ofcorporate value sharing such values with shareholders
and to secure talented human resources, outside theCompany and from overseas.
Remuneration paid to directors who do notconcurrently serve as executive officers consist only ofbasic compensation (fixed amount). Remuneration is
not linked to performance nor does it reflect individual
achievements; the role of overall supervisor isconsidered as independent from business execution.

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CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

GRI Standards Reference Chart
Item

Description

Index for applicable pages

GRI 102: General Disclosures 2016
Organizational profile
102-1

a. Name of the organization

Corporate Overview

102-2

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

Corporate Overview
Securities Report (P.5-6) Description of business

102-3

a. Location of the organizationʼs headquarters

Corporate Overview

102-4

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

Corporate Overview
Securities Report (P.7-10) Description of business, Status ofsubsidiaries and associates

102-5

a. Nature of ownership and legal form

Corporate Overview
Securities Report (P.38-45) Information about shares, etc.

102-6

a. Markets served

Corporate Overview
Securities Report (P.5-10) Description of business, Status ofsubsidiaries and associates

102-7

a. Scale of the organization

Corporate Overview
Employees＞Human Resource-Related Data
Securities Report (P.12) Employees (P.18-23) Management
analysis of financial position, operating results and cash flows

102-8

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

Corporate Overview
Employees＞Human Resource-Related Data
Securities Report (P.12) Employees

102-9

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

Deploying Supply Chain Sustainability Initiatives (Social)
Deploying Supply Chain Sustainability Initiatives (Environment)
Securities Report (P.5-6) Description of businessa. Significant changes to the organizationʼs size, structure, ownership, or supply chain

Basic Policy and Framework for Corporate Governance
Securities Report (P.49-94) Information about corporate governance, etc.
Corporate Governance Report (P.17-20) Matters on Functions of Business
Execution, Auditing, Oversight, Nomination and Remuneration Decisions(Overview of Current Corporate Governance System)

102-10Mitsubishi Motors Sustainability Report 2019112

GRI Standards Reference Chart/SDGs Reference Chart

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

GRI Standards Reference Chart
Item

Description

Index for applicable pages

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

Environmental Management
Corporate Governance＞Risk Management
Securities Report (P.14-17) Business-related risks102-12a. A list of externally-developed economic, environmental and social charters, principles, or other initiatives to which theorganization subscribes, or which it endorses

Editorial Policy
CSR Management＞Management102-13a. A list of the main memberships of industry or other associations, and national or international advocacy organizations

CSR Management＞Management
Human Rights＞Initiatives

102-14a. A statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior
position) about the relevance of sustainability to the organization and its strategy for addressing sustainability

Commitment of Top Management
Commitment on Material CSR Issues

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

Commitment of Top Management
Commitment on Material CSR Issues
Securities Report (P.14-17) Business-related risks

Strategy

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

CSR Management＞Policies
Governance＞Compliancea. A description of internal and external mechanisms for:

Governance＞Compliance
Environmental Management＞ Environmental Risk Management
Deploying Supply Chain Sustainability Initiatives (Social)＞
Establishing a Business Partner Helpline

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

CSR Management＞Management
Governance＞Internal Control
Corporate Governance Report (P.27) Diagram of Governance
Framework including Outline of Internal Control System102-19a. Process for delegating authority for economic, environmental, and social topics from the highest governance body tosenior executives and other employees

Securities Report (P.49-94) Information about corporate
governance, etc.

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

CSR Management＞Management
Securities Report (P.49-94) Information about corporate
governance, etc.

102-16102-17

Governance

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Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

GRI Standards Reference Chart
Item

Description

Index for applicable pages

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

Employees＞Labor-Management Relations
General Shareholders Meetings
Corporate Governance Report (P.3) 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 (P.5-14) Business Management
Organization and Other Corporate Governance Systems regarding
Decision-making, Execution of Business, and Oversight in Management
Securities Report (P.49-94) Information about corporate governance, etc.

102-23a. Whether the chair of the highest governance body is also an executive officer in the organization
b. If the chair is also an executive officer, describe his or her function within the organizationʼs management and thereasons for this arrangement

Securities Report (P.49-94) Information about corporate
governance, etc.

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

Corporate Governance Report (P.1-3) Basic Views

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:

Corporate Governance Report (P.1-2) Basic Views

102-26

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

Securities Report (P.49-94) Information about corporate
governance, etc.

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

Corporate Governance Report (P.1-2) Basic Views

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

Governance＞Basic Policy and Framework for Corporate GovernanceCorporate Governance Report (P.1-4) Basic Views

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

Securities Report (P.14-17) Business-related risks (P.49-94)
Information about corporate governance, etc.

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

Governance＞Risk Management102-21

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Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

GRI Standards Reference Chart
Item

Description

Index for applicable pages

102-31a. Frequency of the highest governance bodyʼs review of economic, environmental, and social topics and their impacts,
risks, and opportunities

Governance＞Risk Management102-32a. The highest committee or position that formally reviews and approves the organizationʼs sustainability report andensures that all material topics are covered

CSR Management＞Management102-33a. Process for communicating critical concerns to the highest governance body

Governance＞Compliance102-34a. Total number and nature of critical concerns that were communicated to the highest governance bodyb. Mechanism(s) used to address and resolve critical concerns

Governance＞Compliance102-35a. Remuneration policies for the highest governance body and senior executives
b. How performance criteria in the remuneration policy relate to the highest governance bodyʼs and senior executivesʼ
objectives for economic, environmental, and social topics

Governance＞Executive Remuneration
Corporate Governance Report (P.14-16) Incentives
Securities Report (P.49-94) Information about corporate governance, etc.

102-36

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

Governance＞Executive Remuneration
Corporate Governance Report (P.14-16) Incentives
Securities Report (P.49-94) Information about corporate
governance, etc.

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

General Shareholders Meetings

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

CSR Management＞Management102-41a. Percentage of total employees covered by collective bargaining agreements

Employees＞Labor-Management Relations

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

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

CSR Management＞Management102-44a. 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―

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CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

GRI Standards Reference Chart
Item

Description

Index for applicable pages

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

Securities Report (P.7-10) Status of subsidiaries and associates

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

Editorial Policy

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

CSR Management＞Identification of Material CSR Issues

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

N/A

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

N/A

102-50a. Reporting period for the information provided

Editorial Policy

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

Editorial Policy

102-52

a. Reporting cycle

Editorial Policy

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

Editorial Policy

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

102-55a. The GRI content index, which specifies each of the GRI Standards used and lists all disclosures included in the report.
b. For each disclosure, the content index shall include:

GRI Standards Reference Chart

102-56

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

GRI103 Management approach 2016103-1

For each material topic, the following information shall be described:
a. An explanation of why the topic is materialb. The Boundary for the material topicc. Any specific limitation regarding the topic Boundary

CSR Management＞Identification of Material CSR Issues
Commitment on Material CSR Issues

103-2

For each material topic, the following information shall be described:
a. An explanation of how the organization manages the topic
b. A statement of the purpose of the management approachc. A description of the following, if the management approach includes that component:

CSR Management＞Framework for promoting CSR
CSR Management＞Identification of Material CSR Issues
Commitment on Material CSR Issues

103-3

For each material topic, the following information shall be described:
a. An explanation of how the organization evaluates the management approach

CSR Management＞Identification of Material CSR Issues
Commitment on Material CSR Issues

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CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

GRI Standards Reference Chart
Item

Description

Index for applicable pages

Economical
GRI201: Economic performance 2016
201-1

a. Direct economic value generated and distributed
b. Where significant, report EVG&D separately at country, regional, or market levels, and the criteria used for defining
significance

Securities Report (P.98-99) Consolidated statement of income
Social Contribution Activities＞Policies (Breakdown of Social
Contribution Expenditures)

201-2

a. Risks and opportunities posed by climate change that have the potential to generate substantive changes inoperations, revenue, or expenditure

Securities Report (P.14-17) Business-related risks

201-3

a. If the planʼs liabilities are met by the organizationʼs general resources, the estimated value of those liabilities
b. If a separate fund exists to pay the planʼs pension liabilities, its explainc. If a fund set up to pay the planʼs pension liabilities is not fully covered, explain the strategy, if any, adopted by theemployer 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

Securities Report (P.130-132) Retirement benefits

201-4

a. Total monetary value of financial assistance received by the organization from any government during the reporting 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

Employees＞Human Resource-Related Data

GRI 203: Indirect Economic Impacts 2016
203-1

Infrastructure investments and services supported

Commitment on Material CSR Issues
Contribution to Local Economy through Business Activities

203-2

Examples of significant identified indirect economic impacts of the organization, including positive and negative impacts

Commitment on Material CSR Issues
Contribution to Local Economy through Business Activities

GRI 204: Procurement Practices 2016
204-1

Proportion of spending on local suppliers

Deploying Supply Chain Sustainability Initiatives (Social)

GRI 205: Anti-corruption 2016
205-1

Operations assessed for risks related to corruption

Governance＞Compliance

205-2

Communication and training about anti-corruption policies and procedures

Governance＞Compliance

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GRI Standards Reference Chart/SDGs Reference Chart

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

GRI Standards Reference Chart
Item
205-3

Description
Confirmed incidents of corruption and actions taken

Index for applicable pages
Governance＞Compliance

GRI 206: Anti-competitive Behavior 2016
206-1

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

Environment
GRI 301: Materials 2016
301-1

Materials used by weight or volume

Environmental Data

301-2

Percentage of recycled input materials used to manufacture the organizationʼs primary products and services.

―

301-3

Reclaimed products and their packaging materials

Environment＞Resource Recycling Initiatives

GRI302: Energy 2016
302-1

Energy consumption within the organization

Environmental Data

302-2

Energy consumption outside of the organization

Environmental Data

302-3

Energy intensity

―

302-4

Reduction of energy consumption

Environmental Data

302-5

Reductions in energy requirements of products and services

Environmental Data

GRI 303: Water and Effluents 2018
303-1

Interactions with water as a shared resource

Environment＞Conservation of Water Resources

303-2

Management of water discharge-related impacts

Environment＞Conservation of Water Resources

303-3

Water withdrawal

Environmental Data

303-4

Water discharge

Environmental Data

303-5

Water consumption

Environmental Data

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

Environment＞Preservation of Biodiversity

304-2

Significant impacts of activities, products, and services on biodiversity

Environment＞Preservation of Biodiversity

304-3

Habitats protected or restored

Environment＞Preservation of Biodiversity

304-4

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

Environment＞Preservation of Biodiversity

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GRI Standards Reference Chart/SDGs Reference Chart

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

GRI Standards Reference Chart
Item

Description

Index for applicable pages

GRI305: Emissions 2016
305-1

Direct (Scope 1) GHG emissions

Environmental Data

305-2

Energy indirect (Scope 2) GHG emissions

Environmental Data

305-3

Other indirect (Scope 3) GHG emissions

Environmental Data

305-4

GHG emissions intensity

Environmental Data

305-5

Reduction of GHG emissions

Environmental Data
CSR Management＞Identification of Material CSR Issues
Environment＞Policies

305-6

Emissions of ozone-depleting substances (ODS)

Environmental Data

305-7

Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions

Environmental Data

GRI 306: Effluents and Waste 2016306-1

Water discharge by quality and destination

Environmental Data
Environment＞Conservation of Water Resources

306-2

Waste by type and disposal method

Environmental Data

306-3

Significant spills

Environmental Management＞Environmental Risk Management306-4

Transport of hazardous waste

Environment＞Prevention of Pollution

306-5

Water bodies affected by water discharges and/or runoff

Environment＞Conservation of Water Resources

GRI 307: Environmental Compliance 2016
307-1

Non-compliance with environmental laws and regulations

Environmental Management＞Environmental Risk Management

GRI 308: Supplier Environmental Assessment 2016308-1

New suppliers that were screened using environmental criteria

Environment＞Deploying Supply Chain Sustainability Initiatives(Environment)

308-2

Negative environmental impacts in the supply chain and actions taken

Environment＞Deploying Supply Chain Sustainability Initiatives(Environment)

SocialGRI 401: Employment 2016
401-1

Total number and rate of new employee hires during the reporting period, by age group, gender and region.

Employees＞Human Resource-Related Data

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GRI Standards Reference Chart/SDGs Reference Chart

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

GRI Standards Reference Chart
Item

Description

Index for applicable pages

401-2

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

Employees＞Human Resource-Related Data
Securities Report (P.130-132) Retirement benefits

401-3

Total number of employees that took parental leave, by gender.

Employees＞Human Resource-Related Data

GRI 402: Labor/Management Relations 2016
402-1

Minimum notice periods regarding operational changes

Employees＞Labor-Management Relations

GRI403: Occupational Health and Safety 2018403-1

Occupational health and safety management system

Employees＞Occupational Health and Safety

403-2

Hazard identification, risk assessment, and incident investigation

Employees＞Occupational Health and Safety403-3

Occupational health services

Employees＞Occupational Health and Safety

403-4

Worker participation, consultation, and communication on occupational health and safety

Employees＞Labor-Management Relations

403-5

Worker training on occupational health and safety

Employees＞Occupational Health and Safety

403-6

Promotion of worker health

Employees＞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

Employees＞Labor-Management Relations

403-9

Work-related ill health

Employees＞Occupational Health and Safety
Employees＞Human Resource-Related Data403-10Work-related ill health―

GRI 404: Training and Education 2016
404-1

Average hours of training per year per employee

Employees＞Human Resource-Related Data

404-2

Programs for upgrading employee skills and transition assistance programs

Employees＞Human Resource Development

404-3

Percentage of employees receiving regular performance and career development reviews

Employees＞Human Resource Development

GRI 405: Diversity and Equal Opportunity 2016405-1

Diversity of governance bodies and employees

Employees＞Human Resource-Related Data

405-2

405-2 Ratio of basic salary and remuneration of women to men

Employees＞Human Resource Development
Employees＞Human Resource-Related Data

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GRI Standards Reference Chart/SDGs Reference Chart

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

GRI Standards Reference Chart
Item

Description

Index for applicable pages

GRI 406: Non-discrimination 2016406-1

Incidents of discrimination and corrective actions taken―

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 risk

Employees＞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

Human Rights＞Management Systems

412-2

Employee training on human rights policies or procedures

Human Rights＞Initiatives

412-3

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

Human Rights＞Basic Approach and Policies

GRI413: Local Communities 2016413-1

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

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

Deploying Supply Chain Sustainability Initiatives (Social)

414-2

Negative social impacts in the supply chain and actions taken

Deploying Supply Chain Sustainability Initiatives (Social)

GRI 415: Public Policy 2016
415-1

Political contributions―

Mitsubishi Motors Sustainability Report 2019

121

GRI Standards Reference Chart/SDGs Reference Chart

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

GRI Standards Reference Chart
Item

Description

Index for applicable pages

GRI416: Customer Health and Safety 2016
416-1

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

Securities Report (P.5-6) Description of business

416-2

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

Recall Information

GRI 417: Marketing and Labeling 2016
417-1

Requirements for product and service information and labeling

Safety and Quality＞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

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

Mitsubishi Motors Sustainability Report 2019

122

GRI Standards Reference Chart/SDGs Reference Chart

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

SDGs Reference Chart
Goal

MITSUBISHI MOTORS Sustainability Report 2019

End poverty in all its forms everywhere

End hunger, achieve food security and improved nutrition and promote sustainable agriculture● Commitment on Material CSR Issues＞Delivering Products which Help Prevent Traffic Accidents

Ensure healthy lives and promote well-being for all at all ages

● Environment＞Prevention of Pollution

Safety and Quality＞Delivering Products which Help Prevent Traffic Accidents● Deploying Supply Chain Sustainability Initiatives (Environment)● Deploying Supply Chain Sustainability Initiatives (Social)● Commitment on Material CSR Issues＞Work Style Reform

Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all● Employees＞Work Style Reform● Employees＞Diversity● Employees＞Human Resource Development● Commitment on Material CSR Issues＞Work Style Reform

Achieve gender equality and empower all women and girls● Employees＞Work Style Reform● Employees＞Diversity● Employees＞Human Resource Development● Human Rights

Ensure availability and sustainable management of water and sanitation for all

Ensure access to affordable, reliable, sustainable and modern energy for all● Environment＞Conservation of Water Resources● Environment＞Prevention of Pollution● Commitment on Material CSR Issues＞Responding to Climate Change and Energy Issues● Environment＞Responding to Climate Change and Energy Issues● Commitment on Material CSR Issues＞Work Style Reform● Commitment on Material CSR Issues＞Corporate Governance, Compliance● Employees＞Work Style Reform

Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent
work for all● Employees＞Diversity● Employees＞Human Resource Development● Employees＞Occupational Health and Safety● Deploying Supply Chain Sustainability Initiatives (Environment)● Deploying Supply Chain Sustainability Initiatives (Social)● Governance＞Basic Policy and Framework for Corporate Governance● Governance＞Compliance

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GRI Standards Reference Chart/SDGs Reference Chart

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

SDGs Reference Chart
Goal
Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

MITSUBISHI MOTORS Sustainability Report 2019
● Commitment on Material CSR Issues＞Contribution to Local Economy

through Business Activities● Contribution to Local Economy through Business Activities● Employees＞Diversity

Reduce inequality within and among countries● Employees＞Human Resource Development● Human Rights● Social Contribution Activities

Make cities and human settlements inclusive, safe, resilient and sustainable● Commitment on Material CSR Issues＞Contribution to Local Economy

through Business Activities● Contribution to Local Economy through Business Activities● Environment＞Resource Recycling Initiatives

Ensure sustainable consumption and production patterns● Environment＞Prevention of Pollution● Environment＞Deploying Supply Chain Sustainability Initiatives (Environment)● Deploying Supply Chain Sustainability Initiatives (Social)

Take urgent action to combat climate change and its impacts● Commitment on Material CSR Issues＞Responding to Climate Change andEnergy Issues● Environment＞Responding to Climate Change and Energy Issues

Conserve and sustainably use the oceans, seas and marine resources for sustainable development
Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat
desertification, and halt and reverse land degradation and halt biodiversity loss
Promote peaceful and inclusive societies for sustainable development, provide access to justice for all andbuild effective, accountable and inclusive institutions at all levels
Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development● Environment＞Preservation of Biodiversity● Social Contribution Activities● Commitment on Material CSR Issues＞Corporate Governance, Compliance● Governance＞Basic Policy and Framework for Corporate Governance● Governance＞Compliance● Commitment on Material CSR Issues＞Contribution to Local Economy

through Business Activities● Contribution to Local Economy through Business Activities

Mitsubishi Motors Sustainability Report 2019124

Third-Party Opinions

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Third-Party Opinions

Keisuke Takegahara
Executive Officer
Deputy Chief Research Officer
Development Bank of Japan Inc.

In Fiscal 2018, Mitsubishi Motors advanced with strengthened
CSR initiatives in one big step, and I strongly feel from Sustainability
Report 2019 that the company intends to put these initiatives into
good order and clarify its future course of action. The organization of
the company has been greatly improved by establishing the CEOchaired CSR Management Committee with the Administrative Officeʼs
Sustainability Promotion Department acting as its secretariat. You
have also built the management framework necessary to realize a
new corporate vision and mission, as well as to identify key Material
CSR Issues (Materiality).
Such effort pinpoints Fiscal 2018 as a big turning point for thecompanyʼs CSR.
In order to effectively communicate this great progress outsideof the company, you have prepared content; the materialities andrelevant management commitment with a strong, united message
in the first half of the report. Through the new corporate vision“Create a vibrant society by realizing the potential of mobility,”
your company has presented the social structure it aims for andthe organization of key issues into 15 materialities essential inorder to achieve this vision and accomplish its mission, and thesummarization of the management commitment allows readers toeasily understand the company's strong message.
In particular, the report specifically indicates an awareness of thecurrent situation and outlook for the future, as the commitment of
the officer in charge, the Leader, concerning the six most important
items. This directly shows your companyʼs stance in earnestly
dealing with the designated materialities, which I think is superb.
Despite making it clear in the Commitment of Top Management thatthe report is targeted towards the various stakeholders, throughintroducing the concept for next mid-term business plan, “Small
but Beautiful,” you conveyed a message that was very consciousof the logic of ESG investors, which is to pursue sustainability inthe business model by pouring all efforts into “strength” such as
electronic technology constructed over long periods of time and theASEAN region. This was impressive.
This message is connected to every Material CSR Issues (Materiality).
In particular I could feel a strong united theme of “contribution to
local economy through business activities” throughout the wholemessage. The description of the 50-year contribution to the local
economy through business in the ASEAN region and even more,which also refers to the necessity of investment and technology
transfer was clear and persuasive.
It can be said that this message literally unites the solutions of social
issues and the growth strategy of the company.
I assess that this report has steadily evolved as a tool to clearlycommunicate the CSR management of your company to the readers.
As such, my expectations for your company grow accordingly.
If I may make one comment, I believe that the timeframe needs
to be made clearer. It is clear that your corporate vision for futuresociety built on mobility reform is based on your long-term outlook,however it would help if you reference the possible time span of thisundertaking.
By looking back from the point of reference of the goal achieved,
the meaning and state of progress of each individual initiative will bemade clear. If the timeframe is made clear, the performance reportin the latter part, which might be regarded as the introduction of
the product line-up will better connect to the strong message of thefirst half of the report.
I am eager to see how your company deals with these issues inline with next mid-term business plan and a new vision for theenvironment. I look forward to this report improving even more.

Mitsubishi Motors Sustainability Report 2019125

Editorial Policy

CSR Management

Commitment of
Top Management

Commitment onMaterial CSR Issues

Performance Report
Environment

SocialGovernance

GRI Standards
Reference Chart／SDGs Reference Chart

Third-Party
Opinions

Editorial Policy

Purpose of Publication

Disclaimer

Mitsubishi Motors Corporation publishes a Sustainability Report to provide stakeholders

Mitsubishi Motorsʼ current plans, strategies, assurances, business forecasts, and otherwith a better understanding of the Groupʼs social responsibilities and the wide-ranging
efforts aimed at fulfilling them.

nonhistorical matters indicated in this Sustainability Report include future predictions as of
the time of publication.
Please note that these expectations, predictions, and forecasts include risk and volatility
factors and hypotheses, and may significantly diverge from actual future results.

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

Help Us with Our Survey

Period Covered

Please share with us your opinions and thoughts so that we can improve our CSR activities
and Sustainability Report.

Fiscal 2018 (April 1, 2018 to March 31, 2019) When appropriate, the Report also includes
some historical and recent data from outside the reporting period.

Date PublishedJapanese edition: November 2019 (previous edition published October 2018, next edition
to be published September 2020)
English edition: November 2019 (previous edition published November 2018, next edition
to be published October 2020)

Click here to fill out the Sustainability Report Survey

http://www.mitsubishi-motors.com/en/csr/report/enq_view.html◆ Disclosure of Mitsubishi Motors financial and non-financial information

Mitsubishi Motors Global Website
WEB

Reference Guidelines● GRI Standards (Global Reporting Initiative)

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

Non-financial information
WEB

Financial information

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

WEB● Environmental Reporting Guidelines (2018 edition) issued by the Ministry of thehttps://www.mitsubishi-motors.com/en/investors/library/
ANNUAL REPORT
2019

Environment of JapanFor the year ended March 31, 2019

FACTS &FIGURES 2019
日本語版

MITSUBISHI MOTORS
Sustainability Report 2019

Inquiries
Mitsubishi Motors Corporation
Sustainability Promotion Department
1-21，Shibaura 3chome，
Minato-ku，Tokyo，108-8410

Annual Report

Facts and Figures

Financial Information as of March 31, 2019

Sustainability Report

Corporate
Governance Report(The English translation of the“Yukashoken-Houkokusho” forthe year ended March 31, 2019)

March 31, 2019
(April 1, 2019 to March 31, 2020)

MITSUBISHI MOTORSCORPORATION

Annual Securities Report

Business Report

Mitsubishi Motors Sustainability Report 2019126