SUSTAINABILITY REPORT 2022

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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01▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Contents
Editorial Policy�����������������������������������������������������������������������������������������������������������������������������������������������������������������������03

Governance����������������������������������������������������������������������������������������������������������������������������������������������������������������������������104

Corporate Overview����������������������������������������������������������������������������������������������������������������������������������������������������������04

Strengthening Governance and Ensuring Compliance�������������������������������������������������������������������������105

Commitment of Top Management����������������������������������������������������������������������������������������������������������������������06

Corporate Governance�����������������������������������������������������������������������������������������������������������������������������������������������105

Pursuing “MITSUBISHI MOTORS’ Uniqueness”���������������������������������������������������������������������������������������������08

Internal Control���������������������������������������������������������������������������������������������������������������������������������������������������������������110

Sustainability Management���������������������������������������������������������������������������������������������������������������������������������������09

Risk Management���������������������������������������������������������������������������������������������������������������������������������������������������������111

Corporate Philosophy and Policy���������������������������������������������������������������������������������������������������������������������������09

Compliance������������������������������������������������������������������������������������������������������������������������������������������������������������������������112

Sustainability Management���������������������������������������������������������������������������������������������������������������������������������������10

List of Executives����������������������������������������������������������������������������������������������������������������������������������������������������������117

Stakeholder Engagement�������������������������������������������������������������������������������������������������������������������������������������������13

Executive Remuneration������������������������������������������������������������������������������������������������������������������������������������������118

MITSUBISHI MOTORS’ Materiality����������������������������������������������������������������������������������������������������������������������������15

Feature: Mitsubishi Motors Taking up the Challenge of Becoming Carbon Neutral�����18

ESG Data�����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������119
Environmental Data Related to Products and Business Activities�����������������������������������������������120

ESG Performance Report

Human Resource-Related Data���������������������������������������������������������������������������������������������������������������������������124

Environment����������������������������������������������������������������������������������������������������������������������������������������������������������������������������23

Governance-Related Data���������������������������������������������������������������������������������������������������������������������������������������126

Environmental Plan Package������������������������������������������������������������������������������������������������������������������������������������24
Environmental Management������������������������������������������������������������������������������������������������������������������������������������27

GRI Standards Reference Chart���������������������������������������������������������������������������������������������������������������������������127

Responding to Climate Change and Energy Issues������������������������������������������������������������������������������������30

Third-Party Opinion�������������������������������������������������������������������������������������������������������������������������������������������������������137

Resource Recycling Initiatives���������������������������������������������������������������������������������������������������������������������������������46
Prevention of Pollution�������������������������������������������������������������������������������������������������������������������������������������������������50
Conservation of Water Resources�������������������������������������������������������������������������������������������������������������������������55
Preservation of Biodiversity��������������������������������������������������������������������������������������������������������������������������������������58

Social����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������61
Delivering Products which Help Prevent Traffic Accidents�������������������������������������������������������������������62
Improvement of Product, Sales, and Service Quality�������������������������������������������������������������������������������66
Contribution to Local Economy through Business Activities��������������������������������������������������������������73
Promotion of Work Style Reforms in Response to the New Normal(Diversity, Work-Life Balance)������������������������������������������������������������������������������������������������������������������������������76
Stepping up Human Resource Development�������������������������������������������������������������������������������������������������82
Promoting Occupational Health and Safety���������������������������������������������������������������������������������������������������86
Respect for Human Rights�����������������������������������������������������������������������������������������������������������������������������������������90
Achieving a Sustainable Supply Chain����������������������������������������������������������������������������������������������������������������94
Promoting Social Contribution Activities����������������������������������������������������������������������������������������������������������98
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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02▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

Governance

Editorial Policy
System for Disclosing Information on Sustainability

Purpose of Publication
MITSUBISHI MOTORS publishes the Sustainability Report to comprehensively and continuously
inform stakeholders and promote an understanding of the MITSUBISHI MOTORS Group’s sustain-

Extremely highability approach and initiatives.

Scope of This Report
MITSUBISHI MOTORS CORPORATION and its Group companies in Japan and overseas• Financial and non-financial
information with a directconnection to theCompany’s management
strategy• Focus on information thatis integral and concise

Stakeholders’ Concern

Period Coveredl Integrated Report

FY2021 (April 1, 2021 to March 31, 2022) When appropriate, the Report also includes some historical and recent data from outside the reporting period.

Date PublishedJapanese edition: October 2022

High

(previous edition published October 2021, next edition to be published September 2023)

This Report

English edition: October 2022
(previous edition published October 2021, next edition to be published October 2023)

High

Reference Guidelines

Impact on Managementl Sustainability Report• Sustainability (ESG)
infomation• Focus on information thatis comprehensive andcontinuous
Extremely highl Global Website: “Sustainability”• GRI Standards (Global Reporting Initiative)

https://www.mitsubishi-motors.com/en/
sustainability/• Task Force on Climate-related Financial Disclosures (TCFD)INTEGRATED REPORT2022
For the year ended March 31, 2022

• Environmental Reporting Guidelines (2018 edition) issued by the Ministry of the Environmentof Japanl Integrated Reporthttps://www.mitsubishi-motors.com/en/investors/library/anual.html

Inquiriesl Corporate Governance Report

MITSUBISHI MOTORS CORPORATION

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

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

Help Us with Our Survey

Disclaimer

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

MITSUBISHI MOTORS’ current plans, strategies, assurances, business forecasts, and other non-promote sustainability and in preparing reports.

historical matters indicated in this Sustainability Report include future predictions as of the timeof publication.

Sustainability Report Survey

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

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

and hypotheses, and may significantly diverge from actual future results.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceCorporate Overview (As of March 31, 2022)
Global Sales and Production Volumes

Company NameMITSUBISHI MOTORS CORPORATION

Established

April 22, 1970

Head Office

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

Business Description

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

Others 2%

Brand NameMITSUBISHI MOTORSCapital Stock¥284,382 million

Number of Shares
Issued and Outstanding(Common Stocks)

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

Group Companies

Consolidated Subsidiaries: 35
Equity-Method Affiliates: 18

Number of Employees

Consolidated: 28,796 Non-consolidated: 13,829

Oceania 10%
Japan
8%

FY2021
Production
Results(Thousandsof units)

Others
16%

1,024

Asia
57%
Overseas
59%

Asia
35%
Overseas
92%

Production Volume by Region

(Thousands of units)

FY2017

Please see our global website for details on product information.
https://www.mitsubishi-motors.com/en/products/(million yen)

FY2018FY2019FY2020

FY2021

Japan

590

661

620

367

420

Overseas

681

780

717

447

604

Asia

661

752

697

434

579

Others

20

28

20

13

25

1,271

1,441

1,337

814

1,024

Total

Performance Highlights

North
America
FY2021
17%
Sales Results(Thousandsof units) Europe
937
14%

Japan
41%

Sales Volume by Region

(Thousands of units)

FY2017FY2018FY2019FY2020

FY2021

2,192,389

2,514,594

2,270,276

1,455,476

2,038,909

Operating Income

98,201

111,815

12,788(95,321)87,331

Ordinary Income

110,127

119,850(3,843)(105,203)

100,969

Overseas
North America

155

173

160

113

156

74,037

Europe

193

236

215

144

131
331

Net Sales

Net income
attributable toowners of the parent

107,619

132,871(25,779)(312,317)

FY2017Japan

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04

FY2019FY2020

FY2021

104

95

73

75

1,004

1,140

1,032

728

862

Asia

432

481

433

294

Oceania

95

102

88

72

97

Others

129

148

136

105

147

1,101

1,244

1,127

801

937

Total

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

FY201897▶ NextBack to Contents ▶▶

Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialGovernance

ESG Data

Principal Facilities

GAC Mitsubishi Motors Co., Ltd. (GMMC)

Worldwide

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

PCMA Rus

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

Head Office
Vehicle Production Facilities
Power Train/Part Production Facilities
Development/Design Facilities

Japan
Mitsubishi Motors
Vietnam Co., Ltd. (MMV)

Mitsubishi Motor R&D Europe GmbH(MRDE)

Mitsubishi Motors Philippines
Corporation (MMPC)
Asian Transmission
Corporation (ATC)Mitsubishi Motors Krama Yudha
Indonesia (MMKI)

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

Japan

MMTh Engine Co., Ltd. (MEC)

Kyoto Plant - Shiga

Tokachi Research &Development Center

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

Production
Facilities

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

Power Train/Parts

Japan, China, Thailand and the Philippines

Development/Design Facilities

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

Japan, United States, Germany, China and Thailand

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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05▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Commitment of Top Management

Providing greater value with a view to realizing
a sustainable society and achieving sustainablegrowth for the Company

Takao Kato

Member of the Board
Representative Executive Officer,
President & CEO
MITSUBISHI MOTORS CORPORATION

I would like to extend my deepest condolences tothe families of the people who have perished due
to COVID-19. My heart goes out to those who arebravely fighting the disease, and I pray for theirearly recovery.
I also would like to express profound respect
for the people who are working around the clock
to prevent the disease from spreading and to carefor patients, such as healthcare workers and administrative officials.
In response to the outbreak of COVID-19, theMITSUBISHI MOTORS Group has continued to provide various types of support in Japan and overseas.
In FY2021, we helped stem the spread of thedisease by providing the “Outlander PHEV,” a plugin hybrid electric vehicle, equipped with power
storage and supply functions to assist in transporting vaccines. We also donated medical instruments, antigen test kits and daily necessities.
While praying for an end to outbreak of
COVID-19, we will continue to provide support incooperation with governments, municipalities andrelated organizations around the world.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Responding Flexibly to Changes in Social Conditions
Based on MITSUBISHI MOTORS’ vision, to “Create
vibrant society by realizing the potential of mobility,”
the Company is working to realize a sustainable society and achieve our sustainable growth.
We recognize the importance of staying abreast oftrends and responding flexibly in a challenging businessenvironment, which has been affected by the global
spread of COVID-19 and the Russia–Ukraine issue, involving parts supply shortages, disruptions in logistics
networks, sharp exchange rate fluctuations, and surging
prices etc. In addition, as environmental issues become
more serious each year and the entire world accelerates
its counterefforts, we feel that the role played by companies is becoming increasingly important.
In order to avoid inconvenience to our customers
as much as possible, we have been working closelywith many suppliers on a daily basis to minimize theproduction impact of shortages in the supply of semiconductors and other components and disruptions in
the logistics network.
In addition, people’s lives have changed dramaticallyin the wake of COVID-19’s spread, and consumer needs
for products and services have diversified, too. To meetthe needs of our customers, we are promoting Digital
Transformation (DX) and Customer Experience (CX)
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06▶ Nextstrategies, including the development of a comprehensive customer information management system.
Going forward, we will explore the endless possibilities of DX and provide new value by introducing a
new sales method of E-Commerce and offering ancillary services using connected technology.

Aiming to Become Carbon Neutral throughout theSupply Chain
The 26th Conference of the Parties to the United
Nations Framework Convention on Climate Change(COP26), held in Glasgow, United Kingdom, last October, has triggered a rapidly growing movement toward carbon neutrality by 2050, with many countries
accelerating their greenhouse gas reduction targets.
In October 2020, we formulated the Environmental
Plan Package, and we have been working to reduce
our CO2 emissions to contribute toward the realizationof a society with net-zero CO2 emissions by 2050. In
addition to it, we will strengthen our efforts to reduce
CO2 further in the aim of achieving carbon neutrality
throughout our supply chain by 2050.
On the product front, we will promote electrification by utilizing our core PHEV technologies andthe technologies of our Alliance partners, and we will
actively introduce electrified vehicles that are best
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

suited to regional conditions and customer’s needs.
As another part of our approach to reducing CO2
emissions, we will promote energy conservation measures as well as utilize renewable energy in our business activities. We will also work with our business
partners, related companies and organizations, andgovernments and municipalities to achieve carbon
neutrality throughout our supply chain.

Cultivating Human Resources Who Will Take up
the Challenge of Enhancing Corporate Value
In July 2022, MITSUBISHI MOTORS revised its behavioral guideline, the “MMC WAY.” Diverse human resources who play an active role are key to increasing
our corporate value and remaining an automakerof choice for our customers. The new “MMC WAY” isintended to encourage each and every employee totake on new challenges in uncharted areas to meetthe expectations of stakeholders and contribute to
the realization of a sustainable society.
In addition, to strengthen our human capital, we
will work to enhance the expertise of our employees
in various fields, particularly in the continuous upskilling of our IT and digital personnel, as well as thedispatch of young employees overseas. At the sametime, we are striving to secure human resources forour businesses of focus. We will continue recruiting
with a view to developing electrified vehicles, expanding various technology domains and promoting DX.

Reinforcing Our Efforts Addressing Respect for
Human Rights
Based on the recognition that respect for humanrights is fundamental to our business activities, we
use our human rights due diligence framework to
identify the negative impacts of our business activiMITSUBISHI MOTORS CORPORATION Sustainability Report 2022

FeatureEnvironment

ties on human rights and work to prevent or mitigate
such impacts.
In FY2021, an external evaluation organization conducted human rights assessments for the first timeat our head office and three domestic manufacturing
plants. In FY2022 and beyond, we will expand thescope of evaluation to include affiliated companies,
thereby strengthening the Group’s overall humanrights response.
Meanwhile, in an effort to understand the statusof human rights initiatives in our supply chain, we arehaving a third-party evaluation organization conduct
CSR assessments of our suppliers.

Enhancing Governance in an Effort to Realize
Highly Transparent Management
Recognizing that addressing sustainability is a highpriority management issue for the Group, the Board of
Directors discusses and makes decisions taking into
account sustainability. Based on the deliberation of
the Compensation Committee, starting in FY2022 “CO2emissions from business activities” and “employee
engagement” were newly included as indicators for determining medium-to long-term performance-linked
compensation for executives. By introducing important
non-financial indicators into calculation of executive
remuneration, we intend to raise awareness of sustainability among the executives who are leading theCompany’s efforts in this regard and reinforcing sustainability management throughout the Company.
In order to promote highly transparent management, we work continuously to reinforce and improve
initiatives toward corporate governance, which isat the foundation of efforts to achieve sustainablegrowth of the Company and enhance corporate value
over the medium to long term.
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07▶ NextSocialGovernance

ESG Data

Continuing to Pursue “MITSUBISHI MOTORS’Uniqueness” and Providing Higher ValueIn FY2020, the first year of our current medium-termbusiness plan, “Small but Beautiful,” COVID-19 spreadthroughout the world, substantially disrupting supply
chains and markets. Thereafter, in FY2021, MITSUBISHI MOTORS’ operating environment grew increasingly
opaque, changing on a daily basis, due to cost increases
caused by soaring material and logistics costs. Despite
these circumstances, our sales and earnings are on theroad to recovery, thanks to the large number of customers who purchased our products and to the flexible,
company-wide response to the challenging environment.
As a manifestation of “MITSUBISHI MOTORS’ uniqueness” (Environment x Safety, Security and Comfort)
during the period of our medium-term business plan,
we have launched three electrified vehicle models, the“Eclipse Cross PHEV Model,” the All-New “Outlander PHEV
Model” and “eK X EV,” and the “XPANDER” as an overseas model. They continue to enjoy a strong reputation
among our customers, and we are once again impressedby their high awareness of the environment and safety.
We will continue to build a stronger and more flexible
cooperative relationship as the Renault–Nissan–MITSUBISHI MOTORS Alliance, aiming for more robust technological capabilities in the areas of the environment, safetyand digitalization. We will work to provide even greater
value to our customers by integrating “MITSUBISHI MOTORS’ uniqueness” with the Alliance’s technologies.

Takao Kato
Member of the Board
Representative Executive Officer, President & CEO
MITSUBISHI MOTORS CORPORATION
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Pursuing “MITSUBISHI MOTORS’ Uniqueness”
The automotive industry is seeing changes on a scale
said to occur only once in 100 years. Against thisbackdrop, we believe it is essential for MITSUBISHI
MOTORS to demonstrate its raison d’être throughits business activities to customers and society as awhole. To achieve this, we must continue to deliver
value by maintaining sophisticated technologies andbringing valuable products and services to society.
The Company provides customers with a richmobility lifestyle that awakens a sense of adventure
through reliability backed by “Environment x Safety,
Security and Comfort,” which protect the global environment and important people.

A PHEV That Expresses “MITSUBISHI MOTORS’Uniqueness”

We embarked on the development of electrification
technologies in 1964. In 2009, we launched the “i-MiEV,” the first mass-produced electric vehicle (EV) in
the Kei-car segment, and 2013 marked the launchof “Outlander PHEV,” a plug-in hybrid electric vehicle(PHEV). Our electrification technology, which was expected to be a solution to the social issues such as air
pollution and energy conservation, is now expected asa solution to the global warming.
The background to the development of PHEVs
harks back to the time immediately after the Great
East Japan Earthquake of March 2011. Although automotive fuel was in short supply, electricity was restored relatively quickly, so we provided approximately 100 units of “i-MiEVs” to disaster-stricken areas andreceived strong requests to use the electricity stored
in drive batteries.
In order to respond to these voices, we focused ourefforts on developing the PHEV. Our PHEV addressed
one of the issues that EVs had faced, namely to “extend the cruising range.” It also had a power supply
function, which enables users to tap electricity froman electrical outlet inside the car, and used S-AWC*1 toprovide a stable ride, resulting in secure mobility.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

By continuing to provide electrified vehicles withvalue that is distinctively MITSUBISHI MOTORS throughthe combination of our electrification and advanced
safety technologies with a penchant for comfortableperformance, we intend to make contribution to theenvironment through electrified vehicles adoption andprovide safety, security and comfort to our customers.
*1: S-AWC: Super-All Wheel Control system which dramatically improves vehicle maneuverability and stability

Contributing to the Environment
In 2013, in Japan we launched the “Outlander PHEV,”
which became the world’s first PHEV sport-utility vehicle.
Globally, its cumulative sales now exceed 300,000 units*2.
In the ASEAN region, where thermal-fired power
generation is common, we believe PHEV/Hybrid Vehicles(HEVs) currently produce less CO2 emissions than EVs
from an LCA*3 perspective. We, therefore, plan to address
this reality by rolling out electrified vehicles optimal forthe power generation conditions in each ASEAN country.
Meanwhile, we are using the “MINICAB-MiEV,” a Keicar segment commercial battery electric vehicle, fordemonstration projects with various partners in Japan,
Thailand and Indonesia. We are aiming to build a carbon
neutral society through a new business model.
*2 As of January 2022
*3 L
 CA: Life cycle assessment, which is a technique for calculating
the total environment impact of a product from manufacturing
to disposal

Safety and Security from an SUV User’s Perspective
The All-New “Outlander PHEV model” has been selectedby ‘TOKUMUKIKAN NERV’ (Gehirn Inc.), an operator ofdisaster response application, as a disaster response
vehicle which dispatches information in case of an
emergency such as natural disaster.
The vehicle is designed to sustain an ongoing flowof distributing disaster-fighting information, as well as
to support nearby municipalities, in the event that disasters lead to long-term power outages and disrupted
communication networks. The vehicle earns high marks
for its mobility, safety performance, environmental
performance and power-supply functions, which areessential for activities in disaster-stricken areas.

Evolved PHEV and S-AWS Systems
The All-New “Outlander PHEV model” is a flagshipmodel that brings together essence of our electrification and four-wheel control technologies and utilizes a
newly developed platform and advanced technologies.
The PHEV system has been revamped from the previous model, with increased output from the front andrear motors and the evolution of S-AWC, a vehicle motion
integrated control system based on twin motor 4WD,
enabling handling that is unexpectedly nimble for an SUV.
This model received the Technology Car of the YearAward of the 2021–2022 Japan Car of the Year*4 awards.
*4 Organized by the Japan Car of the Year Steering Committee“MINICAB-MiEVs,” Kei-car segment commercial
battery electric vehicles, being used in a pilot study(Indonesia)
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Sustainability Management
Corporate Philosophy and Policy
Mitsubishi Group Three Principles
The “Three Principles,” which is the spirit of Mitsubishi’s founding, is positioned as a fundamental philosophy common to the Mitsubishi Group.

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

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

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

ize the Vision) specify how we become more proactive

MITSUBISHI MOTORS’ Philosophy System

to exert a positive influence on society.

Our company’s corporate activities are based on the“Three Principles,” which are positioned as the basic
principles common to the Mitsubishi Group. For each

VISION
Create vibrant society by realizing the potential of mobility

out the “Mission” by practicing the “MMC WAY*1” thatMISSION
1. Provide new experiences for our customers with creative products and service excellence.
2. M ake positive contributions to the sustainable development of our society.
3. Act sincerely as a trusted company.
4. Enhance stakeholder value by leveraging the Alliance.

In the automobile industry, technological innovations are being born one after another due to theshows the minimum necessary attitude and behavior
and the “Global Code of Conduct*2” that all executives
and employees must comply with.
We contribute to the realization of a sustainable society while deepening mutual understanding
through dialogue with various stakeholders throughbusiness activities in each country and region centered on familiar products such as cars.

diversification of power trains, the intelligence ofcars, and the shift to IoT, and the role of automobiles
has changed from “cars” as hardware to “mobility” as a whole transportation system. Under such amajor transition, we are committed to research anddevelop the potentialities of mobility broadly and toprovide all people with possible opportunities to go

Vision & Mission

employee, aim to realize the “Vision” through carry

VISIONThe society
we want
to create

MISSION

How to realize the vision

wherever they want, to see whatever they want, andmeet whomever they want, at any time. The “Vision”
includes our desire to promote new challenges and

MITSUBISHI MOTORS has formulated our corporate

economic activities of individuals and contribute tovision and mission to serve as common guiding prin-

the revitalization of society as a whole by streamlin-

ciples for the employees of the MITSUBISHI MOTORS

ing and optimizing the movement of people.

Group as we look toward the future. The automobile industry is in a period of major change, and ourbusiness environment is also undergoing substantial

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

Global Code of Conduct
Standards that all executives andemployees must comply with
*1: Please see page 85 for details on the “MMC WAY.”*2: Please see page 112 for details on the “Global Code of Conduct.”changes. Under these circumstances, the Vision (thesociety we want to create) and Mission (how to realMITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

Governance

Sustainability Management
Approach to Sustainability

Framework for Promoting Sustainability

In recent years, interest toward realizing a sustainable

We have established the Sustainability Committee,

environment, society and economy has grown, as is il-which is chaired by Executive Officer, president & CEO,lustrated by such initiatives as the Sustainable Devel-to promote sustainability initiatives throughout theopment Goals (SDGs) adopted by the United Nations,

MITSUBISHI MOTORS Group. The Sustainability Com-

the Paris Agreement going into effect and growing

mittee deliberates and decides on the goals of efforts

ESG investment. Society places greater importance on

to deal with material issues, and implements a plan-

corporate initiatives related to them.

do-check-act (PDCA) cycle by confirms the progress

In particular, the automotive industry is seeingof corresponding. We have a structure in which im-changes on a scale said to occur only once in 100

portant matters such as reviewing material issues are

years. These changes include new technologies, suchdeliberated and reported by the Board of Directors.

as connectedness and autonomous driving, as well as
car sharing and other new business models.
On the environmental front, climate change andOverview of Sustainability Committee Proceedings
On the environmental front, the Sustainability Com-

energy problems are growing increasingly severe

mittee discusses our efforts to achieve carbon neu-

throughout the world. MITSUBISHI MOTORS contrib-

trality, which is a global issue, and to enhance disclo-utes to the realization of a sustainable society bysure in line with the TCFD Recommendations. On theworking on responsible business operations, includ-social front, we discuss initiatives involving human

ing reducing greenhouse gases from products andrights, which are an area companies are increasingly

business activities, and solving social issues throughbeing called upon to address. The Sustainability Pro-

business activities in each country and region.

motion Department identifies social issues (risks) that

Committee’s proceedings on our website. Please referto the following.
WEB https://www.mitsubishi-motors.com/en/sustainability/
sustainabilitynews/2022/09/23.html

Board of Directors
Deliberation and Reporting

Executive Committee
Deliberation and Reporting

Sustainability Committee

Chair:
Executive Officer,
President & CEO
Members:
Executive Officer,
Executive Vice President,
Senior executive officers,
Division General Managers of
relevant divisions

Administrative
office:Sustainability
Promotion
Department

Related divisions
Group companies

we perceive from a long-term perspective and thebenefits (opportunities) that can be obtained as a result of addressing these issues. From a medium-term
perspective, the department also identifies needs
and expectations from the external environmentand stakeholders. It deliberates these items with thepeople responsible for each material issue, clarifies direction for action and sets targets for each fiscal yearwith a view toward realizing a sustainable society andenhancing corporate value.
We provide timely disclosure of the Sustainability
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FY2021 Achievements of
the Sustainability Committee• Meetings convened: 3• Principal matters for deliberation
Review of FY2020 initiatives on the material
issues and activity plans for FY2021, response to
the TCFD Recommendations, human rights initiatives, the editorial policy for Sustainability Report
2021, results in FY2020 and plans for FY2021
involving internal awareness-raising activities
related to sustainability

FeatureEnvironment

SocialGovernance

ESG Data

Sustainability Committee members (As of June 2022)
Category

Position or Scope of Authority

Chair
Executive Officer, President & CEO
Vice-chair Corporate Officer, Division General Manager, General Administration, Communication, Sustainability Division
Committee Executive Officer, Executive Vice President (responsible for Monozukuri)
members Executive Officer, Executive Vice President (responsible for Sales)
Executive Officer, Executive Vice President (CFO)
Senior Executive Officer (responsible for Corporate Governance)
Senior Executive Officer (responsible for Production)
Senior Executive Officer (responsible for Sales Strategy/Reformation)
Executive Officer, Division General Manager, Corporate Strategy Management Division
Executive Officer (responsible for Product Strategy), Division General Manager, Product Strategy DivisionCorporate Officer, Division General Manager, Mobility Business Division
Division General Manager, PD*1 Office
Person in Charge of Materiality Initiatives

Corporate Officer, Division General Manager, Human
Resources DivisionCorporate Officer, Division General Manager, General
Administration, Communication, Sustainability DivisionCorporate Officer, Division General Manager, EV Powertrain Engineering Development Division 1
Corporate Officer, (responsible for ASEAN & Oceania)
General Manager, Vehicle Technology Development
Division 1
Division General Manager, Production Engineering
Division

Material Issue Targeted*Indicates leaders of initiatives from multiple divisions

Promotion of Work Style Reforms in Response to the New
Normal (Diversity, Work-Life Balance)
Stepping up Human Resource Development
Promoting Occupational Health and Safety
Responding to Climate Change and Energy Issues*
Resource Recycling Initiatives*
Prevention of Pollution*
Promoting Social Contribution Activities
Resource Recycling Initiatives
Contribution to Local Economy through Business Activities*
Delivering Products which Help Prevent Traffic Accidents
Resource Recycling Initiatives
Prevention of Pollution
Responding to Climate Change and Energy Issues
Contribution to Local Economy through Business Activities
Resource Recycling Initiatives
Responding to Climate Change and Energy Issues

General Manager, SCM*2 Division
Division General Manager, Procurement Management
Achieving a Sustainable Supply Chain
Division
General Manager, Internal Control Promotion OfficeStrengthening Governance and Ensuring Compliance
Division General Manager, TCS*3 Division
Improvement of Product, Sales, and Service Quality*
Division General Manager, Global Sales Development
Improvement of Product, Sales, and Service Quality
Division
Division General Manager, Global After Sales Division
Improvement of Product, Sales, and Service Quality
Division General Manager, Domestic Sales Division
Improvement of Product, Sales, and Service Quality
Observers Members of the Board and the Audit Committee
General Manager, IR Office of Corporate Strategy Management Division
General Manager, General Administration, Communication, Sustainability Division
General Manager, Financial Planning Office*1: Program Director*2: Supply Chain Management*3: Total Customer Satisfaction
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureInstilling Sustainability Awarenesswithin the Company

Environment

Participation in the United Nations
Global Compact

MITSUBISHI MOTORS conducts penetration activities

In May 2019, MITSUBISHI MOTORS announced its sup-throughout the year so that executives and employ-

port for the United Nations Global Compact (UNGC),ees can deepen their understanding of sustainability

the universal principle regarding human rights, labor,

and practice sustainability initiatives through their

the environment and anti-corruption advocated bydaily work. At the end of each fiscal year, we conduct

the United Nations. The UNGC are voluntary behav-

an employee awareness survey to confirm the degree

ioral principles for companies that were proposed byof penetration. We use the survey results to strength-

then-Secretary-General Kofi Annan at the World Eco-en and improve each measure and reflect them innomic Forum (Davos Conference) in 1999. As a global

activities in the following fiscal year.

company, we believe that respect for human rights

Examples of Activities

and anti-corruption initiatives are very important.

• Online training related to sustainability in general

Accordingly, that same year we partially revised the

7,804 participants

MITSUBISHI MOTORS Global Code of Conduct, clari-• Training on overall sustainability tailored to eachfying our efforts related to respect for human rights

job rank

and anti-corruption. In addition, we have established

Conducted 19 timesa Human Rights Policy that commits us to promoting(Entry-level employees, mid-career employees,

business activities that emphasize human rights.

manufacturing worker candidates, newly appoint-

Based on the 10 principles of the UNGC, as a gooded M2 employees <Managers>, newly appointed M1

corporate citizen we will continue our activities toward

employees <General Managers>)

the realization of the sustainable growth of society.

SocialGovernance

ESG Data

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

External Initiatives Supported or Referred to United Nations’ Sustainable Development Goals (SDGs)
 United Nations Global Compact (UNGC) Core Labor Standards of the International Labour
Organization (ILO) Organization for Economic Co-operation and Development (OECD) Guidelines for Multinational Enterprises
 ISO 26000 Guidance to Social Responsibility
 Keidanren Charter of Corporate Behavior• Distribution of a message from management related
to sustainability• Distribution of a newsletter related to sustainability

Please see the following for specific activities in
the four areas stipulated in the Global Compact.
Human rights: P90-93

Labor: P90-93

The environment : P23-60
Anti-corruption : P115

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Stakeholder Engagement
Basic Approach
MITSUBISHI MOTORS believes that dialogue with stakeholders is important for the sustainable growth of theCompany. Through communication, the MITSUBISHI
MOTORS Group clarifies its responsibilities and issues,and strives for improvement in its daily operations.
By further enhancing our dialogue with our stakeholders, we will continue to sincerely address society’s
expectations and issues and apply them to our business.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Dialogue with Stakeholders
Stakeholders(For details on stakeholder initiatives, refer to the pages enclosed in〈 〉.)

Policies on Dialogue

Opportunities for Dialogue

Frequency

Reflecting Input in
Our Business
Promoting customer
satisfaction
activities

Customer Contact Center〈P70〉,
Ongoingsales companies〈P68〉,
after-sales services〈P69〉
Website, social networks
Ongoing
Customer satisfaction surveys〈P68〉
As necessary Improving products
Events, TV/newspaper/magazine adver- As necessary and services
tising, email magazine
Ongoing
Building relationships
BusinessEngage in communication Contact for inquiries, Business Partner
Helpline〈P95〉aimed atpartners
aimed at coexistence
and coprosperity
Suppliers Meeting, presentations, events, As necessary coexistence andcoprosperity based
based on mutual trust.
specialized websites
Participation in industry organizations
As necessary on mutual trust
IR inquiry contacts
Ongoing
Promoting initiatives
Shareholders Disclose business andfinancial information
andInterviews
As necessary Targetingsustainable
and results in an
investors
Financial results briefings
Four times
growth and enhanced
appropriate
per yearmanner and time.
Mid-term business plan briefings
As necessary corporate value
Individual initiative briefings
As necessary
Conduct constructive
Shareholders’ Meeting
Once per year
dialogue aimed atIRwebsites
Ongoingsustainable growth andEvents, email magazines
As necessaryenhanced corporate
value.
Integrated report
Once per year
Labor management discussions〈P89〉 As necessary Creating a safe
Employees
Two-way communication
for fostering teamwork
and rewarding
Consultation offices (Employee Consul- Ongoing
and a sense ofworking environmenttation Office, Outside attorney consulunity based on the principle tation (Helpline), MITSUBISHI MOTORS
of mutual trust
Global Hotline)〈P114〉
and mutual responsibility
Town hall meetings with Executives
As necessary
between labor andInternal websites
Ongoingmanagement.
Engagement survey〈P77〉Once per year
Local community consultation
Local
Build good relations
Promoting initiatives
Ongoingdesks〈P99〉, websites
communities with local communities.
to resolve
Collaborations with municipalities〈P98〉 As necessary social and environEngage in dialogue withSocial contributions〈P98〉As necessary mental issues
diverse stakeholders to
Community events
As necessary
resolve social and
Plant
tours
Ongoingenvironmental issues.

Consumersandcustomers

Promote activities that
better reflect customer
input in our products
and services.

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Examples of Stakeholder Dialogues
Consumers and customers

Shareholders and investors

Local communities

If a customer points out issues related to quality or

We proactively disclose information to shareholders

We contribute to the realization of resilient com-

defects, we seek to resolve this customer issue inand investors, and strive to ensure transparency andmunities through activities that meet local needs.

collaboration with sales companies and drive further

credibility through constructive dialogue.

As examples of activities that take advantage ofSpecifically, to enhance understanding of MITSUBI-

our products’ distinctive characteristics, we support

ions about product functionality, or opinions about

SHI MOTORS, we disclose various information throughmunicipalities by entering into disaster cooperation

specifications, are shared with relevant divisions andour website, issue publications, and hold briefings

agreements and loaning roving COVID-19 vaccine ve-

used to improve product capabilities even further. We

on our mid-term business plan and financial results.

hicles etc., by utilizing “Mitsubishi’s PHEV,” which canalso distribute videos of this feedback with images

In addition, we exchange views with investors on

store and supply electricity. We will support the safe-and explanations of relevant points on the intranet so

non-financial information, including environmental

ty and security of the lives of local people with “thethat employees can access to firsthand customer’s

information. In FY2021, we held dialogues with institu-

Power of PHEV Driving and the Power of Electricity.”

opinions. Noteworthy comments and opinions includ-tional investors in charge of stewardship in Japan and

For details, please see the feature on page 21, as

ing those that are particularly important are periodi-

overseas, and heard various opinions on the risks andcally reported to management.

opportunities of climate change, our response to thequality enhancements. In addition, feedback and opin-

well as our website.

TCFD recommendations, our CO2 emissions, etc.
Please see page 28 for details.

Responding to customers at Customer Contact
CenterWebsite: “Investors”
WEB https://www.mitsubishi-motors.com/en/
investors/

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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14▶ NextConclusion of a disaster cooperation agreement
WEB https://www.mitsubishi-motors.co.jp/
carlife/phev/dcsp/(Japanese only)

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

MITSUBISHI MOTORS’ Materiality
Identifying and Reviewing Material Issues
MITSUBISHI MOTORS recognized importance of theUnited Nations Sustainable Development Goals(SDGs) and identified material issues as the important issue that we should wrestle from various
problems in the fields of each environment, society,governance in FY2018.
During the identification process, we conducted
repeated examinations from the perspective of thedegree of interest of stakeholders and the degree of
impact on the Company, and held hearings with experts. After that, we repeated discussions about ourmaterial issues at the Sustainability Committee, andthe decision was made at the Executive Committee.
In recent years, social trends related to sustainability have changed substantially and rapidly. We
would like to meet the needs and expectations ofstakeholders by assessing the impact of such changes on stakeholders and our company, and flexibly reviewing and working on material issues as necessary.

Reviewing Based on Social Conditions andAwareness of Issues

In FY2020, in light of changes in social conditions dueto the aggravation of environmental problems and the
COVID-19 pandemic, MITSUBISHI MOTORS' materiality
was reviewed after discussions at the Sustainability
Committee and resolved by the Board of Directors.

Identification Process
STEP

1

STEP

2

STEP

3

STEP

4

Sorting through Issues and Setting Evaluation Standards
We selected candidates, taking into consideration the SDGs, the GRI standards and external assessments of the Company’s sustainability activities.
Furthermore, we have set evaluation criteria to determine priorities based on the scope of influence of
our activities (boundary) and consistency with business risks.
Internal investigation
Relevant individuals involved in practical-level operations within the company met multiple times toexchange opinions and confirm the ranking of priorities of measures from the perspective of impact on
the company’s business.
Interviews with outside experts
Interviews were conducted with five experts who are familiar with social issues(review important issues that the Company should address from the perspective of social impact.)
Deciding the Material Issues and Setting KPIs
The Sustainability Committee verified the materiality matrix that reflects internal and external opinions,and Executive Committee gave its final approval. We also set KPIs for each material issues and assigned
people to oversee them.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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The review is outlined below.
1. Materiality on “Environment”
In recent years, climate change, resource depletion,
environmental pollution and other environmental
problems have grown apparent and become more serious. Adoption of the international targets and rules toaddress social issues has accelerated. Those include theSDGs, the Paris Agreement (an international accord on
climate change), and the recommendations by the Task
Force on Climate-related Financial Disclosures (TCFD).
We have formulated the “Environmental Plan
Package” and announced it in November 2020, recognizing that it is necessary to set the direction of
medium- to long-term efforts based on these social
trends in order to keep the business alive.
The Environmental Plan Package positions “Pollution Prevention” as a priority environmental issue alongwith “Action to Climate Change” and “Resource Circulation.” Therefore, in terms of MITSUBISHI MOTORS’ materiality, we have raised the impact on our company of“Prevention of pollution” (on the horizontal axis of the
figure) from “very high” to “extremely high.”
2. Materiality on “People”
Considering our responses to the new normal triggered by the COVID-19 pandemic, we have reviewed
the material issues of “Work style reform” and “Diversity” and merged them into “Promoting work stylereform in response to new normal conditions (Diversity, Work-life balance).” Through the review, we havepresented the directions to heighten organizational
capabilities and enhance corporate value by creating
an environment where diverse employees can maximize their individual abilities and play an active role.
We introduced remote working as a stopgap measure to help halt the spread of COVID-19. We are now
looking at ways to adopt this approach on a more permanent basis, transitioning to a flexible working stylethat will balance work and an enhanced quality of life.
We are reviewing our material issues, taking into
account the value we can provide to resolve social
issues from a medium- to long-term perspective.
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

Governance

The Material Issues We Identified
In October 2020, the Board of Directors resolved the following material issues.
Mitsubishi Motors has identified material issues with reference to the SDGs and other issues being discussed internationally, and is working to contribute to the resolution of these issues.
For the relationship between each material issue and the SDG targets, please refer to the report page of the initiatives for each material issue.

E S Achieving sustainablesupply chain (P94)E

Conservation of water
resources (P55)

Targetl 3.9

Targets
l 8.7
l 8.8

Targetsl 12.4l 12.5E Responding to climate change and energy
issues (P30)
S Delivering products which help prevent traffic
accidents (P62)

Targetl 6.4

Stakeholder’s Concern

Extremely highS Improvement of product, sales, and service
quality (P66)
S Contribution to local economy throughbusiness activities (P73)

S Promoting work style reform in response to
new normal conditions(Diversity, Work-life balance) (P76)
G Strengthening governance and ensuring
compliance (105)
E Preservation of biodiversity (P58)

Targetl 15.5

Very high

S Promoting occupational healthand safety (P86)

Targetl 8.8

S Promoting social contribution
activities (P98)

Targetl 10.2

Targetl 15.4

Targetsl 13.1l 13.2l 13.3

Targetl 4.4

Targets
l 9.2
l 9.4

Targetl 10.2

Targetl 11.5

Targetl 13.1

Targetl 17.7

Targets
l 5.4
l 5.5

Targetl 8.5

Targetl 8.7

Targetl 16.5

Targetl 3.6

Targetl 3.9

E Prevention of pollution (P50)
Targetl 13.1

Targetl 9.4

Targetsl 12.2l 12.5E Resource recycling initiative (P46)

Targetl 11.5

Targets
l 7.2
l 7.3

S Strengthening human resource development (P82)

Targetl 6.3

Targetsl 12.4l 12.5

Target
l 4.4

High
High

Very highExtremely highImpact on MITSUBISHI MOTORS
E : Environment

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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G : Governance
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Reflecting Medium- to Long-term Perspectives when Setting Annual Targets Related to Material Issues
MITSUBISHI MOTORS needs to reinforce its management base in order to respond to the various changes taking place in the automotive industry, look at the business environment from a long-term perspective, and respond to medium- to long-term risks and opportunities. To achieve these goals, we recognize the importance of setting annual targets on materiality initiatives from a medium- to long-term perspective.
In FY2021, we took the following steps to set annual targets for individual materiality initiatives.
First, we took a long-term perspective, using 30 years as our time horizon (the period used when formulating Environmental Vision 2050) for responding to environmental issues we consider essential in order to conduct business activities. In the Environmental Policy, we particularly focused on climate change, resource circulation andpollution prevention. For other material issues, we looked ahead to 2030, which is the target year for the United Nations’ Sustainable Development Goals (SDGs). We clarified
the social issues (risks) the Company recognizes from a long-term perspective, as well as the effects (opportunities) that could be obtained by addressing these issues. After
deliberating with the division general managers in charge of implementing the material issues, we clarified the direction of response.
Looking from the medium-term perspective, or 3 years into the future, we worked with the division general managers responsible for implementing the material issues
to identify the external environment and stakeholders’ needs and expectations. We then set medium-term action targets.
The Sustainability Committee deliberated the medium- to long-term visions for the material issues, the targets and indicators for FY2021, and their appropriateness.
In FY2022, we reviewed the medium- to long-term vision for each material issue compiled in the previous fiscal year, set single-year targets and indicators, and proceedwith our initiatives.
Pease refer to pages 30 and later in the report for the medium- to long-term vision on each material issue and the targets and results of initiatives in FY2021.
Long Termting
BackcasPolicies and directions in responding
to long-term risks and opportunities

Medium Term (Next Three Years)

External environment over the medium term
Stakeholders’ needs and expectations
Medium-term targets

Annual Targets

FY2022materiality targets
2020

2021

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

2022

2030

2023
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2050
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Commitment of
Top Management

FeaturePursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Environment

FeatureSocialGovernance

ESG Data

Mitsubishi Motors Taking up
the Challenge of Becoming Carbon Neutral
MITSUBISHI MOTORS aims to becomecarbon neutral throughout the supply
chain by 2050.

In October 2020, MITSUBISHI MOTORS formulated theEnvironmental Plant Package*1, and we are working
to reduce our CO2 emissions to contribute toward therealization of a society with net-zero CO2 emissions
by 2050. We are promoting a host of measures, suchas developing electrified vehicles*2 and technologies
to improve fuel efficiency, introducing energy-saving
equipment in production processes and using renewable energy in factories, offices and dealerships.
In January 2022, the Renault-Nissan-Mitsubishi
Alliance announced its aim to become carbon neutral
by 2050. We are working to strengthen our electrified
vehicle lineup by combining our own technologies withthose of the alliance. The All-New “Outlander PHEV
Model,” which launched in 2021, and the new “eK X EV,”an EV in the Kei-car class that launched in June 2022,
have received much greater support from customers
than expected. The “MINICAB-MiEV,” Japan’s only commercial electric vehicle (EV) in the Kei-car segment,
will soon be back on the market due to demand frommany companies. In March and June 2022, we concluded comprehensive cooperation agreements with thecity of Kurashiki in Okayama Prefecture and the cityof Okazaki in Aichi Prefecture, respectively, toward therealization of a carbon neutral society.
Conditions around the world have changed substantially since our introduction of the i-MiEV, the world’s
first mass-produced EV. Our electrification technology
has been well accepted by society, as it moves toward
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

carbon neutrality. With more people taking up the challenge of becoming carbon neutral, we have decided towork together to achieve carbon neutrality by 2050.
We recognize that achieving carbon neutrality will require us to strengthen our efforts throughout the supply
chain. In products, starting with our proprietary plug-in
hybrid electric vehicles (PHEVs) and Kei-car commercial
EVs, we will promote electrification while leveraging thetechnologies of the alliance to proactively introduce theelectrified vehicles that best meet the energy situation,
infrastructure development status, and customer needsof each country and region. In our business activities,
we will seek to minimize energy use and transition to
renewable sources of energy to reduce CO2 emissions.
Across the supply chain, we will collaborate with business partners, related companies and organizations, andgovernments and municipalities to reduce CO2 emissions

at the production stage (through raw materials andparts) and in logistics (including products). We will also
promote renewable energy and charging infrastructure,utilize carbon-neutral fuel and promote V2X*3.
*1: Please see pages 24–26 for details.
*2: B attery electric vehicles, plug-in hybrid electric vehicles (PHEVs),
and hybrid electric vehicles*3: A general term encompassing vehicle to home (V2H) and vehicle togrid (V2G), among others.

Revisions to Environmental Vision 2050

In our Environmental Vision 2050, we have stated ourcommitment to contribute to net-zero CO2 emissions
and the realization of a society that is resilient to climate change. We have recently revised Environmental
Vision 2050 to incorporate our goal of becoming carbon neutral. We will further strengthen our efforts toachieve carbon neutrality by 2050.

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

Action to Climate Change

Resource Circulation

Pollution Prevention

Through electrified vehicles and theincreased use of renewable energy,
we aim to become carbon neutral andcontribute to the realization of a society that is resilient to climate change.

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

We will contribute toward a society
free of environmental pollution affecting human health and the ecosystem
by reducing the environmental impactof our products and the pollution resulting from our business activities.

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Environment

FeatureSocialESG Data

GovernanceFeature Mitsubishi Motors Taking up the Challenge of Becoming Carbon Neutral
Cultivating a Carbon Neutral Society through Electrified Vehicles
To achieve carbon neutrality, MITSUBISHI MOTORS will promote the electrification of automobiles and the use of electrified vehicles to address various social issues.
We will promote the spread of electrified vehicles by communicating their advantages to society, including the use of their high-capacity drive batteries for leisure activities and power supply during disasters. In addition, we will contribute to the spread of renewable energy, which is at the foundation of a carbon-neutral society, by using IoT
to adjust charging and by building energy storage systems employing used batteries, which will also help in reducing CO2 emissions during battery production.
We will work with business partners to develop electric vehicles (EVs) for business applications and promote comprehensive collaboration with local communities from avariety of angles.

Social Issues

Our Aims

Current Initiatives

Using Electric Vehicles (EVs) Effectively

Increasing the Spread of Electric Vehicles (EVs)Contribute toward a reduction in CO2 emissions

Conducting Demonstration Tests with a View to Using Electric Vehicles (EVs)Electric vehicles (EVs), which do notemit CO2 while driving, offer goodenvironmental performance, but
their limited cruising range can be asource of dissatisfaction.

Promoting an Understanding ofElectrified Vehicles
In order to popularize electrified
vehicles, we need to communicate
to society their value and the significance of their popularization.

Promoting an Understanding ofRenewable Energy
To encourage the spread of renewable energy, we need to communicate to society the significance of
its spread.

To help increase the spread of electric vehicles (EVs),
we will ascertain what performance business andother applications require, and develop electric vehicles (EVs) with performance that meets those needs.

Increase the Spread of Electrified Vehicles andRenewable Energy
Contribute toward a reduction in CO2 emissions

In Thailand and Indonesia, we are conducting demonstration tests with national post services and a logistics
company using the “MINICAB-MiEV,” our commercial
battery-powered electric vehicle in the Kei-car segment.
Please see page 75 for details.

“MINICAB-MiEVs” being usedin demonstration tests (Indonesia)

Entering Comprehensive Collaboration Agreementswith Municipalities to Achieve a Carbon Neutral Society
We are working with local governments on the promotion of electrified vehicles and other decarbonization initiatives.
Please see page 21 for details.

With regard to electrified vehicles and renewable energy, we will share with the community
the convenience of electrified vehicles and thesignificance of promoting electrified vehicles andrenewable energy.

Kurashiki, Okayama Prefecture (March 2022)

Developing DENDO DRIVE STATIONs
We are developing next-generation branches where
customers can experience the use of electrified vehicles as power sources in times of disaster, as wellas the appeal of electrified vehicles. These branches
convey the significance of electric vehicles: allowing
energy source diversity and functioning as external
power supplies in times of disaster.

Auto Mall Takeo Branch
Kyushu Mitsubishi
Motor Sales Co., Ltd.

Please see page 44 for details.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Environment

FeatureSocialGovernance

ESG Data

Feature Mitsubishi Motors Taking up the Challenge of Becoming Carbon Neutral
Social Issues

Our Aims

Current Initiatives

Stabilizing the Supply of Renewable Energy

Build a System to Reemploy Used Batteries
Reduce CO2 emissions in battery production, as well

Energy Storage System Utilizing Solar Power Generation Equipment and Used Batteries

To expand the use of renewableenergy, it is necessary to provide theflexibility to account for unstable
power generation.

Increasing Applications for Used BatteriesSome batteries recovered fromelectrified vehicles can still be used,
employing them is an issue.

Leveling Electricity Demand
There is a concern that as electrified
vehicles become more widespread,the concentration of charging times
could result in excessive power loads.

We are introducing a power storage system that employs a large-scale
rooftop solar power system and used batteries from the “Outlander PHEV.”Use Storage Battery Systems as VPPs*
Help stabilize local power supply grids

Please see page 43 for details.

Used batteries from electrified vehicles are employed in systems that store and utilize power
derived from renewable energy sources, contributing to a stable supply of renewable energy.

Solar power system and battery storage systeminstalled at the Okazaki Plant (Aichi Prefecture) ecommend Charging During Times when
R
Electricity Rates Are Low and Electricity
Supplies are in Surplus
Reduce the electric power load
Maintain a balanced electric power network

Demonstration Project for Adjusting the Charging of Electrified Vehicles
We participated in a demonstration project to adjust charging through theuse of dynamic pricing, in which electricity rates fluctuate according toelectricity supply and demand conditions and other factors.

By combining electrified vehicles with IoT, we will
prevent an increase in electricity loads.

Please see page 40 for details.

* VPP stands for virtual power plant, which involves an advanced approach to adjusting the supply-demand balance of electricity. Advanced IoT-based energy management technology is used to bundle together the production
facilities, private power generation facilities, storage batteries, and lighting and air conditioning systems of factories and households to make them function like a single power plant.

Increasing the Use of Electrified Vehicle Batteries to Expand the Potential of Mobility
Connect to the electricity grid nearplaces where people live, and use AI to
optimize charging and supply timing.
Government office

Power storage system

Hospital

Office building

Power storage system

Home
Post office

Factory

Power storage
systemMITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Environment

FeatureSocialGovernance

ESG Data

Feature Mitsubishi Motors Taking up the Challenge of Becoming Carbon Neutral

Electrified Vehicles and theRealization of a Resilient Society(DENDO Community Support Program)
By entering into disaster cooperation agreements withmunicipalities and loaning them roving COVID-19 vaccine vehicles, MITSUBISHI MOTORS is helping municipalities with its plug-in hybrid electric vehicles (PHEVs),
which can generate power and be tapped as sourcesof electricity. By combining the power of PHEVs toprovide transportation and the power of electricity, we
are making people’s lives safer and more reliable.

Municipalities with agreements*1
in place:

203

6

43

Koshinetsu andHokuriku

Chugoku

14

19

12

1. Disaster Cooperation Agreements with Municipalities
In response to requests from local governments thathave experienced power outages due to disasters,
the Company, together with its affiliated dealers, ispromoting efforts to conclude disaster cooperationagreements with local governments throughout
Japan so that “Outlander PHEVs” and other electrified
vehicles that can be used to supply electricity can beprovided to disaster areas and evacuation centers as
quickly as possible.
As of end-July 2022, we had such agreements inplace with 203*1 municipalities. By FY2022, we aim tohave agreements in place in all of Japan’s 47 prefectures.

Hokkaido

TohokuKyushu andOkinawa

Examples of Activities

Aichi Prefecture(June 2021)

Agreements in Place with Municipalities around
Japan (As of July 31, 2022)

Shikoku

3

Tokai

Kinki

16

20

Kanto

67

u Recent agreement status (Japanese only)
WEB https://www.mitsubishi-motors.co.jp/carlife/phev/dcsp/*1 E
 xcluding two-party agreements between affiliated dealers andmunicipalities

2. P articipation in the City of Kawasaki’s “Verification ofUsing Electric Vehicles (EVs) to Supply External Batteries
for Artificial Respirators in the Event of Disaster”
We participated in the “Verification of Using Electric
Vehicles (EVs) to Supply External Batteries for Artificial Respirators in the Event of Disaster*2,” conductedby the city of Kawasaki, Kanagawa Prefecture, andprovided “Outlander PHEV” and “Eclipse Cross PHEV
Model” vehicles. In the event of power outages due
to large-scale disasters that have occurred in recent
years, it could become necessary to secure supplies
of power for artificial respirators and other equipment
for people receiving medical care at home.

For the verification, dedicated batteries were
removed from artificial respirators and connected to
PHEVs’ 100-volt AC outlets for charging. The project
verified that when dedicated batteries are attached
to artificial respirators, they work stably, so this canbe used as a measure to address power outages inthe event of a large-scale disaster.

*2 In this verification, dedicated batteries were removed from the
medical devices for charging; they were not connected directly tothe medical devices. This verification should not be construed assuggesting any change in interpretation of the warning statementin user manuals for the “Outlander PHEV” and “Eclipse Cross PHEV
Model,” that the “100V AC Power Supply (1500W) (Cabin Equipment
Section)” should “never be used for medical equipment.”
No checks have been made except for the external batteries for thetwo types of artificial respirators used in the verification. External
batteries of all artificial respirators have not been validated for use.

3. S
 igning Comprehensive Collaboration Agreements
toward the Realization of a Carbon Neutral Society
We have signed comprehensive collaboration agreements with the cities of Kurashiki, in Okayama Prefecture, and Okazaki, in Aichi Prefecture, with a view
toward realizing a carbon neutral society. Throughthese collaboration agreements, we will work together to build a decarbonized society centered on the
spread of our electrified vehicles.
Key points of the collaboration(1) Working toward the realization of a carbon neutral
society in the region(2) Promoting the spread of electrified vehicles(3) Fostering an understanding of how electrified
vehicles are useful in decarbonization and disaster
preparedness(4) In addition to the items mentioned above, contributing to objectives that are mutually agreed uponby both parties

Niigata Prefecture(March 2022)
Verification of power supplies in
Kawasaki, Kanagawa Prefecture(August 2021)

Happo-cho, Akita Prefecture(Our 200th cooperation agreement, in July 2022)
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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21▶ NextKurashiki, Okayama Prefecture(March 2022)

Okazaki, Aichi Prefecture(June 2022)

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Environment

FeatureSocialGovernance

ESG Data

Feature Mitsubishi Motors Taking up the Challenge of Becoming Carbon Neutral

Business Initiatives toward Becoming
Carbon Neutral“Seven Approaches” to Becoming Carbon Neutral by 2050

In October 2021, MITSUBISHI MOTORS established theCO2 Reduction Promotion Subcommittee of the Sus-

Supply side: Transition to low-cost, stable renewable energy

tainability Committee. The subcommittee is tasked
with promoting activities to reduce CO2 emissions(5) Introducing renewable energy(such as solar power generation)from business activities. The entire MITBUBISHI MOTORS Group is involved in these activities, which include participation from production, development and(6) Promoting the procurementof renewable energy

Supply sidesales companies in Japan and overseas.
In the aim of becoming carbon neutral by 2050, we

Energy storage(reutilizing used batteries)

will approach the issue from both the “demand side”(energy consumption) and the “supply side” (energy
generation and procurement).
On the demand side, we will work to minimize
energy consumption by:(1) Making manufacturing processes more efficient,(2) Promoting energy-saving activities,(3) Promoting the electrification of motive power andElectricity

Demand sideGas(1) Making manufacturing
processes more efficient

CO2(2) Promoting energysaving activities

Dealers

Plants(3) Promoting the electrification of motive power(4) Developing new-generation technologies(7) Offsetting/recovering carbon(4) Developing new-generation technologies

In addition, on the supply side we will work towarda transition to low-cost, stable renewable energy by:

Painting process(5) Introducing renewable energy (such as solar powerPress process

generation),

Production management

CarbonneutralProduction of plastic parts(6) Promoting the procurement of renewable energy
andAssembly process

Welding process
Production of battery packs(7) Offsetting/recovering carbon
Logistics management
Customers

Testing process

Parts supply

Demand side: Work to minimize energy consumption
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Environment

FeatureEnvironment

SocialGovernance

ESG Data

Environment

Resource Recycling Initiatives���������������������������������������������������������������������������������������������������������������������������������������46

Environmental Plan Package������������������������������������������������������������������������������������������������������������������������������������������24

Basic Approach, Recycling-Based Design and Development��������������������������������������������������������������47

Structure of the Environmental Plan Package, Environmental Policy,
Environmental Vision 2050������������������������������������������������������������������������������������������������������������������������������������24

End-of-Life Vehicle Recycling����������������������������������������������������������������������������������������������������������������������������������48

Environmental Targets 2030������������������������������������������������������������������������������������������������������������������������������������25

Initiatives to Reduce Waste Generation and Reuse Resources in Production Activities����49

Framework for Consideration in Formulation, Steps to Formulation�������������������������������������������26
Prevention of Pollution������������������������������������������������������������������������������������������������������������������������������������������������������50
Environmental Management������������������������������������������������������������������������������������������������������������������������������������������27

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������50

Basic Approach, Management Structure���������������������������������������������������������������������������������������������������������27

Purifying Exhaust Gas while Driving���������������������������������������������������������������������������������������������������������������������51

Environmental Management System�����������������������������������������������������������������������������������������������������������������28

Reduction of Hazardous Substances������������������������������������������������������������������������������������������������������������������52

Promoting Life Cycle Assessment (LCA)������������������������������������������������������������������������������������������������������������28

Reduction of In-Cabin VOCs, Preventing Air Pollution�����������������������������������������������������������������������������53

Enhancing Disclosure of Environmental Information�������������������������������������������������������������������������������28

Management of Chemical Substances���������������������������������������������������������������������������������������������������������������54

Promoting Employee Education and Awareness Activities�����������������������������������������������������������������29
Collaborating with Suppliers�������������������������������������������������������������������������������������������������������������������������������������29

Conservation of Water Resources������������������������������������������������������������������������������������������������������������������������������55

Promoting Environmental Preservation Activities Rooted in the Local Community�����������29

Basic Approach, Reduction of Water Withdrawal Volume��������������������������������������������������������������������56

Environmental Risk Management�������������������������������������������������������������������������������������������������������������������������29

Reuse of Discharged Water, Prevention of Water Pollution����������������������������������������������������������������57

Responding to Climate Change and Energy Issues�����������������������������������������������������������������������������������������30

Preservation of Biodiversity�������������������������������������������������������������������������������������������������������������������������������������������58

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������31

Basic Approach, Promoting Preservation Activities by Utilizing Ecosystem Surveys at

Responding to the TCFD Recommendations�������������������������������������������������������������������������������������������������32

Domestic Business Sites������������������������������������������������������������������������������������������������������������������������������������������59

Reducing CO2 Emissions across the Supply Chain��������������������������������������������������������������������������������������36

Overseas Preservation Activities����������������������������������������������������������������������������������������������������������������������������60

Development and Spread of Electrified Vehicles����������������������������������������������������������������������������������������37
Promoting the Use of Electrified Vehicles as a Way of Adopting to Climate Change���������40
Development of Improving Fuel Economy Technologies����������������������������������������������������������������������41
System to Promote the Reduction of CO2 Emissions from Business Activities����������������������42
Introduction of Renewable Energy�����������������������������������������������������������������������������������������������������������������������42
Initiatives at Manufacturing Plants����������������������������������������������������������������������������������������������������������������������43
Office Initiatives�����������������������������������������������������������������������������������������������������������������������������������������������������������������43
Dealer Initiatives����������������������������������������������������������������������������������������������������������������������������������������������������������������44
Physical Distribution�������������������������������������������������������������������������������������������������������������������������������������������������������45

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Environmental Plan Package
Structure of the Environmental Plan Package

Environmental Policy

Anticipating a time 30 years in the future, in October
2020 MITSUBISHI MOTORS formulated the Environmental
Plan Package, which defines the directions and targets
of its environmental initiatives. This package establishes
the foundation for our directions on environment-related management strategy, outlining our objectives forrealizing a sustainable society, including one that is carbon-neutral, as we conduct our business activities. The
Environmental Plan Package comprises the Environmental Policy, which we have revised to incorporate our medium- to long-term perspective; the Environmental Vision
2050, which sets out our vision for society to be achievedby 2050 and directions for our initiatives; and the Environmental Targets 2030, which clarifies specific initiatives
to be achieved by 2030 in accordance with this vision.

The Company has been acting in accordance with
its Environmental Policy, which was formulated in
1999. However, in the 20 years that have passed sincethat time the operating environment has changed,
prompting us to revise the policy in 2020 to reflectcurrent social trends. We recognize that responding
to environmental issues in our business activities isessential, and so have newly incorporated a mediumto long-term outlook into our policy.
Focusing specifically on climate change, resource
depletion and environmental pollution, we aim tocontribute to the preservation of water resources andbiodiversity through initiatives in these areas.

Environmental Policy

MITSUBISHI MOTORS recognizes that responding to environmental issues through its business activities is essential.
Accordingly, we will engage proactively in specific and effective measures from a medium- to long-term perspective.
(Directions of initiatives)
1.	We will face three specific environmental issues head-on: climate change, resource depletion and environmental pollution.
2.	Given that 2050 is an important landmark for climatechange on a global scale, we have clarified levels to beachieved, in 10-year increments, and are pursuing initiatives to this end.
3.	We will respond to environmental issues through thefollowing activities.
• Unique environmental contributions through our products• Initiatives at each stage of automobile production, saleand use• Collaboration with business partners, affiliated institutions,
governments and local authorities• Initiatives targeting environmental issues rooted in thelocal community• Initiatives to determine and reduce environmental impactof all related business activities
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Environmental Vision 2050
Members of the Paris Agreement, adopted in 2015,
agreed to limit the rise in average global temperatures to 2°C above levels before the Industrial Revolution and endeavor to keep the increase to 1.5°C.

From this basis, we established initiatives to pursue
from a long-term perspective, leading up to 2050. In
2018, the IPCC* published the Special Report on Global
Warming of 1.5°C, which calls for society as a whole toachieve a net-zero balance between human-caused
greenhouse gas emissions and absorption.
As these measures illustrate, awareness of climatechange and other environmental issues is rising eachyear. Companies are also being called upon to undertake more ambitious initiatives.
Against this backdrop, we formulated the Environmental Vision 2050, which sets out our vision for society to be achieved by 2050, as well as directions forour initiatives, with regard to climate change, resource
circulation and preventing environmental pollution.

Aiming to Become Carbon Neutral by 2050

With regard to action to climate change, we will contribute to net-zero CO2 emissions and the realizationof a society that is resilient to climate change. We
have recently revised Environmental Vision 2050 toincorporate our goal of becoming carbon neutral.
* United Nations Intergovernmental Panel on Climate Change

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

Action to Climate Change

Resource Circulation

Pollution Prevention

Through electrified vehicles andthe increased use of renewableenergy, we aim to become carbon neutral and contribute to
the realization of a society that isresilient to climate change.

We will contribute to a resourcerecycling-oriented society byminimizing input resources andmaximizing resource efficiency.

We will contribute toward a society
free of environmental pollution affecting human health and the ecosystem
by reducing the environmental impactof our products and the pollution resulting from our business activities.

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24▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Environmental Targets 2030
Targets 2030
Action to
Climate Change

Resource
Circulation

Main Initiatives

CO2 emissions from new vehicles*1:-40% (compared with FY2010)

 Promotion of electric vehicles, centering on plug-in hybrid
electric vehicles (PHEVs) (electric vehicles*2 sales ratio: 50%)
 Improved fuel efficiency of ICE vehicles

CO2 emissions from business activities*3:-40% (compared with FY2014)

 Promotion of energy conservation
 Introduction of renewable energy

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

Expanding adoption of plastic
materials not derived from oil Development of material technologies
 Proactive use in parts
 Reduction of waste generation and promotion ofreuse as resources Appropriate waste treatment
 Promotion of recovery and use (BESS*5, etc.)
 Technology development with a view to reuse(battery packs, systems)

Achievement of zero direct
landfill waste (less than 0.5%)
Reuse of batteries used inelectric vehicles
Pollution
Prevention
Conformance to regulations
on regulations on use ofhazardous substances in products

Obtaining information on laws and regulations,enhancing the internal management structure● Collaboration with suppliers●

ESG Data

Governance

Environmental Vision 2050 sets out our vision for society in 30 years’ time, as well as the directions for our
initiatives. In line with this vision, we have formulated
Environmental Targets 2030, which sets forth items
to be addressed in the next 10 years. When settingthese targets, we referred to various external scenarios and international frameworks.
Our principal targets and results for FY2021 areoutlined below.
Environmental Targets 2030: Principal Targets and Results
CO2 emissions from new vehicles
100%
80%
60%
40%
20%
0%

2010

2018

Benchmark year

2019

2020

-14%

Target-40%

2021

2030 (FY)

Ratio of electrified vehicles sold*7
50%
40%
30%
20%
10%
0%

4%

2018

Target 50%

7%

8%

7%

2019

2020

2021

2030 (FY)*7 Based on wholesale unit sales. MITSUBISHI MOTORS-brand products only.

CO2 emissions from business activities*8

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

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

SocialBack ◀

25▶ Next

100%
80%
60%
40%
20%
0%

2014

2018

Benchmark year

2019

2020

-31%

Target-40%

2021

2030 (FY)*8 The decrease in CO2 emissions from business activities is due toemission-reducing effect of introducing solar power generationand other measures, as well as to a decrease in production
volume stemming from the COVID-19 pandemic, which has
persisted since FY2020.

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment<July 2018 to December 2019>

Sustainability Committee(Chair: CEO*1; members: Division general managers of relevant divisions)

Environmental Working Group
Leader:Technical advisor to the chairman*1
Subleader: Division general manager of the Development
Management Division*1
Secretariat: Sustainability Promotion Department
Members: Corporate departments• Strategy management• Human resources• Public and investor relations• Asset management• Finance• Technology strategy• Manufacturing• EV business• Development management• Materials technology• Logistics• Procurement• Overseas sales• Domestic sales• After-sales service

Product and business activities departments<January–October 2020>

Board of Directors
Executive Committee
Members:

Small Circle• Division general manager of the• CEO*1
Development Management Division• Co-COO (in charge of development) • Division general manager of the• Director in charge of manufacturing Product Strategy Division• Director in charge of sustainability • Division general manager of the• Head of corporate strategy
Production Engineering Division*1 Positions as of March 2020
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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26▶ Next*2: International Energy Agency

 Social and economic conditions
Such as economic growth and population increases
 Status of environmental issues
	Climate change, resource depletion, environmental pollution, loss of biodiversity andshortage of water resources	Trends in key regions (Japan, ASEAN, Oceania,
others)GDP, changes in the population, government
environmental policies, etc.
	Automobile production and data related to
the Company<Business>
Unit sales and number of vehicles owned, globallyand by region
<Results of Environmental Initiatives>
CO2 emissions (Scope 1, 2, 3), amount of waste
generated, etc.

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

Review

The Environmental Working Group we set up in
FY2018 gathered data related to global social changes, such as economic growth and population increase,
as well as environmental issues. In particular, thegroup looked for information on regions of importance to our business, ascertaining the status of local
communities and government environmental policies. We also looked at unit sales and the number ofvehicles owned in each country, arranging this data
to match the Company’s business characteristics bylooking at our business data and results of environmental initiatives. The group also summarized ourefforts to date.
Using this data, we then verified each of the environmental issues and our relationship to them. We
identified three environmental issues to face head-on:
action to climate change, resource circulation and pollution prevention. We considered the long-term outlook
for these environmental issues by studying external
scenarios from the IEA*2 and IPCC, as well as by runningour own simulations. We then arranged the issues tobe addressed by thinking about how to contribute in amanner tailored to local communities while maximizing
our strengths, looking at each market from a regional perspective and considering plug-in hybrid electricvehicles (PHEVs) and other business characteristics.
Based on this analysis, we clearly spelled out thedirections for initiatives indicated in the Environmental Policy and Environmental Vision and set numericaltargets for the items in the Environmental Targets. In
this way, we formulated the New Environmental Plan
Package, which provides an overall summary of ourenvironmental strategies.
In addition, we had outside experts review thedraft package we had formulated, looking at it from astakeholder perspective.

ESG Data

Formulation

MITSUBISHI MOTORS established the Environmental
Working Group, made up of members from across theCompany, and proceeded with considerations toward
the formulation of the Environmental Plan Package.
After certain directions had been determined, asmall circle chaired by the then-CEO moved forward
to specifics. These were proposed to the Executive
Committee and Board of Directors and approved.

Governance

Going forward, we will continue to accumulate andanalyze information on social trends and confirm theappropriateness of our Environmental Plan Package.

Analysis

Steps to Formulation

Gathering of Information

Framework for Consideration in Formulation

Social Conduct review via outside experts

Back to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Environmental Management
Basic Approach
Minimizing environmental impact is an essential
element of MITSUBISHI MOTORS’ sustainable growth.
To this end, we recognize the importance of reinforcing our environmental management. We also believethat the costs of promoting related initiatives are an
important investment from a long-term perspective.
In order to promote environmental initiatives reliably and efficiently, we have constructed a framework

Group initiatives, including education and awarenessactivities for employees, and the acquisition of certifications for environment management systems
among affiliated companies.
We also dissemination information about initiatives on our website and through our sustainability
report. We value opportunities to receive feedback
from our various stakeholders.

Management Structure
Since 1993, we have been holding an Environmental
Council, which is attended by the Executive Officer,
President & CEO and officers from each division. The
Sustainability Committee, chaired by the Executive
Officer, President & CEO, has met since FY2017, andenvironmental initiatives have been positioned as

Please see page 123 for details on environmental accounting.

for environmental management. We are promoting

key material issues for the Company. The committee
discusses our environmental policies and targets andconfirms the progress and results from the Environmental Targets 2030. Items of particular importance
are reported to the Board of Directors.
For the management of target companies, wehave established selection criteria as a framework forthe scope of environmental targets and the collection
and publication of environmental data, and we review

Management Target Companies (22 Companies)
CountryJapan

Company NameMITSUBISHI MOTORS CORPORATION

these criteria on a regular basis.

As of March 31, 2022

Production Affiliates
CountryJapan

Indonesia

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

Vietnam
Malaysia

Mitsubishi Motors Vietnam Co., Ltd. (MMV)
MMC Manufacturing Malaysia Sdn. Bhd, (MMCMM)

ThailandPhilippines

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Non-Production Affiliates
CountryJapan

United States
Netherlands
Germany
UAE
Australia
New Zealand
CanadaBack ◀

27▶ NextCompany Name
Mitsubishi Automotive Engineering Co., Ltd.
Mitsubishi Automotive Logistics Technology Co., Ltd.
Higashi Nihon Mitsubishi Motor Sales Co., Ltd.
Nishi Nihon Mitsubishi Motor Sales Co., Ltd.
Mitsubishi Motors North America, Inc. (MMNA)
Mitsubishi Motors R&D of America, Inc. (MRDA)
Mitsubishi Motors Europe B.V. (MME)
Mitsubishi Motor R&D Europe GmbH (MRDE)
Mitsubishi Motors Middle East and Africa FZE (MMMEA)
Mitsubishi Motors Australia, Ltd. (MMAL)
Mitsubishi Motors New Zealand Ltd. (MMNZ)
Mitsubishi Motor Sales of Canada, Inc. (MMSCAN)
Back to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Environmental Management System

FeatureEnvironment

SocialPromoting Life Cycle Assessment (LCA)
We perform LCA to determine the environmental

integrated ISO 14001 certification. (Previously, sites in

impact across a product’s life cycle. We evaluate total

Japan had acquired this certification individually.) We

emissions, mainly of CO2, from such processes as

are leveraging the ISO 14001 framework and engaging

extracting the resources used in parts and materials,

in ongoing initiatives to improve business activities.

producing materials, manufacturing parts, assem-

The ISO 14000 framework is proving helpful in the
Package we formulated in FY2020.

bling vehicles, producing fuel, driving and disposing of
disused automobiles.
We use LCA to develop advanced parts, electrified

Affiliates in Japan and overseas are also being

vehicles and new-model vehicles that help address

encouraged to acquire ISO 14001 and Eco-Action 21*1

the issues related to climate change and energy. We

certification, and they are engaging in environmen-

compare life cycle CO2 emissions with those of previ-

tal management.

ous parts and vehicles.

*1 Eco-Action 21 is a certification and registration system basedon the Environmental Management Systems guidelines formulated by the Japanese Ministry of the Environment for mediumsized companies.

Examples of LCA Implementation in FY2021

Status of ISO 14001 Certification (As of May 31, 2022)

Development Companies
Mitsubishi Automotive Engineering Co., Ltd.
Production Companies
Suiryo Plastics Co., Ltd.
Mitsubishi Motors Philippines Corporation (MMPC)
Asian Transmission Corporation (ATC)Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)
Mitsubishi Motors Krama Yudha Indonesia (MMKI)
Distribution and After-Sales Service Companies
Mitsubishi Automotive Logistics Technology Co., Ltd.
(Maintenance Service & Logistics Business Division, Powertrain Department, Osaka Special Purpose Vehicle &Engineering Section of the Vehicle Business Department,
Mizushima Maintenance Service Section of the Vehicle
Business Department)

Model
All-New Outlander
PHEV model

Objective• Assessing the reduction comparedwith previous model• Assessing the ratios for production,
use and disposal• Assessing the impact of components

LCA Results for All-New “Outlander PHEV Model”『エクリプス クロス』
(CO2 emissions ratio)（ガソリンモデル）

Production 45%
0%

20%

2

Use 52%

40%

60%

80%

100%

*2 Excluding items that have been removed prior to disposal:
bumpers, tires, lead batteries, lithium-ion drive batteries, etc.

Please see page 44 for a list of the dealers that have received
Eco-Action 21 certification.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

In light of growing interest in the environmental
impact across the entire life cycle in individual counsystems and build the foundations to ensure we remain abreast of developments related to regulations
and incentives.

Enhancing Disclosure of Environmental Information
We disclose information about our environmental initiatives through our website and sustainability report. We
will continue to take leverage these initiatives to engage
in dialogue with institutional investors and experts about
environmental and other non-financial information.

Release of Environmental Information on
Website and in the Sustainability Report

The Company releases information on the concepts
and details of its environmental initiatives on the
Company website and in the sustainability reportin order to make its environmental initiatives more
widely known.
Sustainability website: “Environment”
WEB https://www.mitsubishi-motors.com/en/sustainability/
environment/

Communication with Investors
Disposal 3%*

All-New Outlander
PHEV model

ESG Data

tries and regions, we will continue to strengthen our

In FY2010, MITSUBISHI MOTORS acquired companywide

companywide promotion of the Environmental Plan

Governance

Back ◀

28▶ NextWe engage in dialogue with investors, exchanging
opinions about environmental and other non-financial information.
In FY2021, our executives in charge of various
areas of sustainability engaged in dialogue with thepeople in charge of stewardship at institutional investors in Japan and overseas. We listed to a host of
opinions regarding climate change risks and opportunities, our response to the TCFD recommendations
and our initiatives.
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Promoting Employee Education andAwareness Activities
MITSUBISHI MOTORS conducts sustainability-relat-

FeatureEnvironment

engage in communications to reduce the environmental impact of our entire supply chain.

tainability among all executives and employees andcontributing toward the realization of a sustainable
society through routine business activities. Environmental education and awareness are one aspect ofthese activities.
In FY2021, we conducted rank-based training anddistributed videos to employees. In these ways, wesought to promote an understanding of our social
responsibility for realizing a sustainable society, therelationship between sustainability and the environment, and the relationship between environmental
issues and our business activities.
Please see page 11 for details on our activities to promote anawareness of sustainability.

Promoting Environmental Preservation
Activities Rooted in the Local Community
Recognizing the rich characteristics of life on land
and the importance of our connection to this life, theCompany promotes environmental preservation activities that are rooted in the local community. Realizing that factory construction and other types of land
use have a direct or indirect impact on biodiversity,
we strive to preserve surrounding ecosystems. We
do so by carefully maintaining connections between
factories and the natural environments that surroundthem and by maintaining green spaces within factory
sites. By participating in forest preservation projects
in Japan and overseas, we strive to select species
ployee volunteers work with local residents to plantand cultivate trees, engaging in activities connected
to local communities.
Please see page 58 for details on our preservation of biodiversity.

Green 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
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

ply with relevant regulations.
We sincerely respond to complaints from neighIn the event that environmental laws and regoccurs (such as if regulatory values are exceeded), or
if we receive a complaint, the corresponding divisionmust submit a Legal Non-Conformity Report to theCompliance Department and take necessary measures against the cause. The report clarifies the details of the case, measures and more, and appropriate
countermeasures are taken. Furthermore, in order toprevent recurrence, initiatives are in place to improve
work processes, enhance the supervision system, andincrease employee awareness.
In FY2021, we were subject to no fines or administrative orders stemming from violations of environmental laws and regulations*. However, in two
instances plants exceeded statutory values provided
under the Water Pollution Prevention Act, and in one
instance they exceeded statutory values provided
under the Air Pollution Control Act.
Other than those cases mentioned above, voluntary internal checks and monitoring activities uncovered 7 cases of legal non-compliance (including

Our business partners cooperate with us in various
initiatives, including meeting the requirements of our

ESG Data

ulations are violated or an environmental accident

that are suitable to specific regions. In addition, em-Collaborating with Suppliers

Governanceborhood residents after investigating the situation.
Please see page 96 for details on the Green Procurement Guidelines.

ed awareness activities throughout the year as partof its aims of deepening the understanding of sus-

Socialdelays in notification and inadequate inspections).
We responded to these incidents by swiftly taking
corrective action, introducing measures to prevent

Environmental Risk Management
Having learned from past cases of failing to comply
with environmental regulations such as those aimed
at preventing pollution, we make every effort to comBack ◀

29▶ Nextrecurrence and to stop the occurrence of similar cases by sharing information with other related divisions
about the incidents and countermeasures.
* Refers to 31 environment-related laws and regulations identified
by the Company, including the Water Pollution Prevention Act
and the Air Pollution Control Act.
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Responding to Climate Change and Energy Issues

SocialESG Data

GovernanceTargets
l 7.2
l 7.3

Targetl 9.4

Targetsl 13.1l 13.2l 13.3Medium- to Long-Term Visions for Material Issues and FY2021 Results
Risks
Opportunities
Direction of Responses As regulations on fuel economy, CO2 and ZEVs* are strengthened, We could increase sales by enhancing our lineup  We will contribute to the realization of a society
failure to comply could make the Company susceptible to fines, creditof electrified vehicles and other products that
more resilient to climate change as we movecosts or increasing costs for technology development to achieve reghelp reduce CO2 emissions.
toward net-zero CO2 emissions through theulatory compliance.
growing
proliferation of electrified vehicles andLong We could meet new demand for emergency powrenewable energy.
Term  The Company could incur higher procurement costs, such as for elecer sources for use during meteorological disasters.
tricity and raw materials, due to the introduction of carbon taxes orother carbon pricing.
 More frequent and intense meteorological disasters that damage production facilities or supply chain interruptions could halt production.
* Zero emission vehicles (ZEVs) are electric vehicles (EVs) and fuel cell vehicles that emit no exhaust gases. Automotive regulations in the US state of California state that for manufacturers that sell more than acertain number of units in the state, a certain percentage of those units must be ZEVs.

External Environment
Stakeholders’ Needs and Expectations
Medium-Term Targets
 More than 140 countries and regions pledging to be carbon neutral As interest in environmental considerations CO2 emissions from new vehicles: -40%
by 2050.
mounts, growing expectation for carbon neutrality  Electrified vehicles sales ratio: 50%
across the supply chain.
 Leading countries announcing higher 2030 targets moving toward CO2 emissions from business activities: -40%
COP26.
 Growing ESG investment (investors promoting
Medium Promotion of initiatives to address climate changechanges in corporate activities)
Term  Various national governments considering or announcing lower CO2
and higher fuel economy standards, making electrified vehicles mandatory, banning the sale of vehicles with internal combustion engines,
strengthening regulations on life cycle assessments (LCA).
 Automakers in Japan and overseas raising electrification targets.
Items

FY2021 Targets and Results

Identify CO2 emissions from new vehicles based on new business plan, and reflect in product plans for next fiscal year measures that
By 2030, reduce CO2 emissions from newwill erase gaps between targets and identified results:
vehicles by 40% (compared with FY2010)
CO2 emissions Down 14% (result)
Identify ratio of electrified vehicles sales based on new business plan, and reflect in product plans for next fiscal year measures that
Achieve an electrified vehicles sales ratio
will erase gaps between targets and identified results:of 50% by 2030
electrified vehicles sales ratio 7% (result)
Reduction measures implemented: Installed a solar power system, upgraded to energy-saving equipment
By 2030, reduce CO2 emissions from
Established a system for promoting CO2 reduction activities and set targets for each site and fiscal year
business activities by 40%
Result of establishing a roadmap and implementing reduction measures:(compared with FY2014)
CO2 emissions Down 31% (result)
Enact measures in response
Promote disaster countermeasures, such as electricity supply systems that use electrified vehicles. Specifically, introduced various
to climate change
measures, including the DENDO DRIVE STATION/HOUSE, DENDO Community Support Program and V2X demonstration project

SelfEvaluation








: As planned : Delayed

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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30▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargets
l 7.2
l 7.3

Basic Approach
In recent years, extreme weather, such as heat waves,droughts and floods due to heavy rain, has caused
disasters one after another around the world. The
leading culprit behind these extreme-weather eventsis climate change, and global warming caused by CO2
and other greenhouse gases is a major factor.
International frameworks for realizing a sustainable society, such as the Paris Agreement andthe United Nations Sustainable Development Goals(SDGs) are making major progress. In particular, theParis Agreement has set targets on climate change
and fostered increased awareness toward corporate
responsibility. Recently, Japan and more than 140
other countries have pledged to be carbon neutral by
2050. Japan, the United States and other countries
have raised their targets for reducing greenhouse gas
emissions by 2030. Thus, efforts to achieve a decarbonized society are rapidly gaining momentum.

ESG Data

GovernanceTargetl 9.4

Targetsl 13.1l 13.2l 13.3To reduce energy consumption and CO2 emissions
in all business activities, including development, production and distribution, as well as at and offices, weare promoting various initiatives, such as electrification technologies, the development of fuel-economyimproving technologies, the introduction of low-energy equipment in production processes and the use ofrenewable energy in offices and dealers. In particular,
the Company (which counts electrification technologies as one of its strengths) should be able to work
simultaneously to realize a sustainable society andachieve sustainable growth for the Company.
Our electrified vehicles have large-capacity batteries that can be used in energy management andas emergency power sources in times of disaster.
Through these measures, we are also engaging inmeasures to adapt to climate change.
Going forward, we will strengthen our efforts tofurther reduce CO2 emissions with the aim of becoming
carbon neutral throughout the supply chain by 2050.

Automobiles generate CO2 throughout the life cycle, from production to driving and disposal. Accordingly, recognizing that “responding to climate change
and energy issues” was particularly high in terms of
stakeholder concern and degree of impact on MITSUBISHI MOTORS, we identified this as a material
issue. In the Environmental Plan Package, this is also
positioned as one of the material issues for the Company to address directly, and we are setting specifictargets in this regard.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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31▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargets
l 7.2
l 7.3

Responding to the TCFD Recommendations
With the issue of climate change growing increasingly
serious, the Financial Stability Board established theTask Force on Climate-related Financial Disclosures(TCFD), which in 2017 announced its recommendations. These recommendations encourage companies
to disclose information related to climate change sothat investors can appropriately assess climate-related risks and opportunities.
Recognizing the potential of climate change topresent medium- to long-term risks and opportunities that affect its business domains, in July 2021 MITSUBISHI MOTORS expressed its support for the TCFD
Recommendations. Accordingly, we are analyzing
the impact of climate change on our businesses andfinances (scenario analysis). We will reflect the resultsof scenario analysis in our management strategies toenhance the resilience of our strategies and improveinformation disclosure in accordance with the TCFD
Recommendations.

Governance

We have defined “responding to climate change andenergy issues” as one of our materiality issues. The
Sustainability Committee, which is chaired by the
Executive Officer, President & CEO (who is also thechief executive officer responsible for climate change
issues) deliberates on the assessment of climatechange risks, opportunities and response measures.
The committee also confirms the state of progressand results under Environmental Targets 2030. This
committee meets three times a year, in principle.
Matters of particular importance and discussed by,reported to and supervised by the Board of Directors.
For details regarding governance, please see theSustainability Management on page10 and Environmental Management on page 27.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Strategies

ESG Data

GovernanceTargetl 9.4

Targetsl 13.1l 13.2l 13.3

Scenario Analysis Implementation Process

We consider climate change risks and opportunities
to be an important perspective in the formulation of
our business strategy. We identified and assessedshort-, medium- and long-term risks and opportunities, and envisioned a society in 2030 based on multiple climate scenarios. In addition, we are analyzing theimpact of risks and opportunities on our business andconsidering measures to deal with them.
Scenario Analysis Process and Structure for Consideration
Upon expressing our support for the TCFD Recommendations, we formed a company-wide, cross-functional team to conduct a scenario analysis, using theproperty outlined at right.
Structure for Consideration

STEP 1
Assess the importance of risks andopportunities

STEP 2
DefinescenariogroupsSTEP 3
Assess financial
impact, define
response
measures

Board of Directors• Identify risks and opportunities• Define financial impact• Assess the importance of risks
and opportunities• Establish the time period to be analyzed and select climate scenarios• Collect information on future
parameters• Organize the Company’s social environment under multiple scenarios• Select risks for which to estimate
the financial impact• Estimate financial impact• Organize the direction of response
measuresReporting and deliberation

Executive Committee
Reporting and deliberation

Sustainability Committee(Chair: Executive Officer, President & CEO; members: Executive Officer,
Executive Vice President, Division General Managers of relevant divisions)
Reporting and deliberation

SupportDirector in chargeof sustainability
Reporting

ReportingInstruction

Executive Vice President (responsible for Monozukuri),
Executive Vice President (CFO)

Administrative office: Sustainability Promotion Department• Corporate Strategy Management Office• Financial Planning Office• Development Management Department• Verification Department• EV Power Train Project Promotion Department• Material Technology Department• Product Strategy Department• Planning and Coordination Department• PD Office• Procurement Planning Department
Back ◀

32▶ NextTCFD Consideration Team• Production Planning Department• Global Marketing Planning Department• Production Technology Management Department• Production Management Department• Mobility Business Strategy Department• Compliance Department• Facility Management Department• General Material Procurement Department• General Affairs and External Relations Department

Back to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargets
l 7.2
l 7.3

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

Climate Change Risks and Opportunities
We identified and evaluated risks and opportunities that could affect MITSUBISHI MOTORS’ business activities, based on the timing of occurrence and degree of impact.
As particularly high-impact migration risks, we identified the “strengthening of requirements for fuel economy/CO2 and zero-emission vehicles” and the “introduction andexpansion of carbon pricing.” We identified “increasing frequency and intensity of meteorological disasters” as a physical risk. While these risks may affect our business invarious ways, we recognize that responding appropriately to these risks will lead to greater sales of electrified vehicles and new business opportunities.
Recognized Risks and Opportunities
Category

Item

Assumed Impact on the Company’s Business Activities

Timing of
the Impact*

Degree ofimpactMigration risks
Physical risks
Opportunities

Strengthening of requirements for• Increased development/procurement/production costs to comply with stricter regulations
Medium/long
fuel economy/CO2 and zero-emission
Large• Increase in fines and credit purchase costs due to non-fulfillment of regulations
term
Policies and vehicles
regulations•A n increasing tax burden on the Company’s emissions due to the introduction and expansion of carbon
Medium/long
Introduction and expansion of carLargetaxes and other sorts of carbon pricing, as well as higher prices on carbon, and higher costs due to aterm
bon pricing
price shift toward the procurement, production and logistics stages•H igher energy costs due to a rise in electricity prices resulting from the increased introduction of renew- Medium/long
Changes in the energy mix
Mediumterm
able energy and carbon-neutral sources of electricity, such as hydrogen•R ise in the cost of raw materials (such as rare metals) and components due to growing demand forTight supply and demand for raw
Medium/longMarkets
Mediummaterials (rare metals)
termstorage batteries•D ecrease in sales volume due to the development of public transportation infrastructure and the prolif- Medium/long
Changes in user awareness andMediumbehaviorterm
eration of sharing in urban areas
Increasingly stringent assessment by
Short/medium•D ecline in the Company’s social image and share price
Reputation
MediumESG institutions and stakeholders
term•D amage to buildings and facilities caused by typhoons and torrential rains, and the suspension of opShort/mediIncreasing frequency and intensity of
Large
Acute
erations at production facilities due to supply chain disruptions (delays in the supply of parts stemming
um/long term
meteorological disasters
from damage to suppliers and the disruption of transportation routes)
Short/medi•R ising (energy) cost of air conditioning to maintain the work environment and employee health
Rise in average temperatures
Smallum/long term
Chronic• Increased flooding and surge in the instance of storms due to rising sea levels, resulting in operational
Short/mediRise in ocean levels
Mediumum/long term
shutdowns at manufacturing facilities and increased investment in disaster countermeasures•E xpand sales of electrified vehicles by improving product capabilities and taking advantage of government and municipal measures to promote electrified vehicles• Increase sales of electrified vehicles and V2X-related equipment/services in line with the growing value
Medium/long
Products
Growing demand for electrified
Large
term
and services vehicles
of electrified vehicles as energy infrastructure•B oost sales of electrified vehicles that can help supply power in response to growing demand to securing sources of emergency power in times of disaster•R educe energy costs by promoting energy conservation activities and the introduction of renewable
EnergyMedium/long
Advancement in energy technologies
Mediumsourcestermenergy*: Timing of the impact
Short term: Up to three years; medium term: three to 10 years; long-term: more than 10 years. Some issues impacts have already occurred as a result of the recent international situation.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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33▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargets
l 7.2
l 7.3

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

Visions for Society in 2030 Based on Multiple Climate Scenarios
To understand the future impact of climate change risks and opportunities on MITSUBISHI MOTORS’ business, we drew up three visions for society in 2030 based on climate
scenarios and forecast information from the International Energy Agency (IEA) and the Intergovernmental Panel on Climate Change (IPCC): a 4°C scenario, a 2°C scenario anda 1.5°C scenario.
Main reference scenarios
Visions for society in 2030
• IEA Stated Policies Scenario While many developed countries are raising government targets and tightening policies and regulations, this tendency has not spread to emerging markets,• IPCC RCP8.5/SSP5-8.5,
and societies remain dependent on fossil fuels. As a result, global CO2 emissions have not been reduced, temperatures continue to rise, and weather disasters
4°C
RCP4.5/SSP2-4.5 scenarios such as typhoons and torrential rains have become more frequent and severe over a wider area than at present. Regulations on fuel efficiency/CO2, ZEVs, andscenarioother policies to promote electrified vehicles, such as charging infrastructure and subsidies, have been introduced and strengthened only in certain countries
and regions (urban areas), and electrified vehicles have not been widely adopted, leaving the market dominated by internal combustion engine vehicles.
• IEA Sustainable DevelopBoth developed countries and emerging markets have raised government targets and strengthened policies and regulations based on the Paris Agreement. With thement Scenario
shift to renewable energy, global CO2 emissions are being reduced amid population and economic growth. Although the rise in temperatures has been controlled to some
2°C
• IPCC RCP2.6/SSP1-2.6
extent, weather disasters such as typhoons and torrential rains are occurring at current levels. Demand for electrified vehicles is increasing due to a rise in the number ofscenariocountries introducing and strengthening regulations on fuel efficiency/CO2 and ZEVs, as well as policies aimed at the popularization of electrified vehicles in various countries. In addition, the number of countries and regions introducing carbon taxes and other carbon pricing measures is expanding, and carbon prices are rising.
• IEA Net Zero Emissions by An increasing number of countries and regions around the world have net-zero targets, as well as policies and regulations that go even further than under the2050
2°C scenario.
• IPCC SSP1-1.9
The renewable energy ratio has increased significantly, and the expansion of hydrogen and other low-carbon power sources has greatly reduced dependence
1.5°C
on fossil fuels. Although the rise in temperatures has been controlled to some extent, weather disasters such as typhoons and torrential rains are occurring at
scenario
current levels. Regulations on fuel efficiency/CO2 and ZEVs and policies to promote electrified vehicles have been further expanded and strengthened from the
2°C scenario, and demand for electrified vehicles has increased significantly. In addition, carbon pricing has been rising in the countries and regions where it
has been introduced, and the carbon price has increased even more than under the 2°C scenario. In addition, consumer behavior is undergoing a major transformation, including more ride-sharing in urban areas, use of public transportation, and more short-distance travel by bicycle and on foot.

Vision for Society under the 1.5°C scenario (concept drawing)

Vision for Society under the 1.5°C scenario
Government policies • More countries and regions pledging to become carbon neutral by 2050
Support the
introduction ofrenewable energy

Energy suppliers Decrease dependence on
fossil fuels Increase ratio of renewableenergy supplied

Investors,
ESG assessment organizations
 Stricter ESG assessment standards
and increased disclosure requirements
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Expand and tighten regulations on fuel efficiency/CO2
and ZEVs, ban the sale of internal combustion engine
vehicles, etc.

Introduce and expand carbon pricing(such as carbon taxes)

Automotive industry

 Increase sales of electrified vehicles
 Promote energy conservation activities/introduce renewable energy Increase investment in electric powertrain technology development
 Higher tax burden and procurement/logistics costs related toCO2 emissions
Collaboration

Suppliers
 Pass on prices to raw materials/
transportation costs
 Supply chain disruption risk at current levels
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34

Renault–Nissan–
Mitsubishi Motors
alliance▶ Next• Strengthen policies to promote electrified
vehicles, including charging infrastructureand subsidies• Develop public transportation infrastructurein urban areas

Markets, customers
 Growing demand for electrified vehicles
 Changing consumer preferences
Competition

New entrants
 Market entry by new EV manufacturers andcompanies from other industries
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargets
l 7.2
l 7.3

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

Impact of Risks and Opportunities on MITSUBISHI MOTORS’ Business Activities
We looked at risks and opportunities with regard to items that had a particularly high degree of impact under the 1.5°C scenario and 2°C scenario (under which “action toclimate change” is being taken for society as a whole) and under the 4°C scenario (under which “action to climate change” is not being taken), considering the impact on the
Company’s business activities.
Scenario
Risks/Opportunities
Item•N eed for both developed countries and emerging(1)
markets to comply with stricter regulations
Strengthening Risks• Increasing likelihood of noncomplianceof requirements
for fuel economy/CO2 andOpportunities • Growing demand for electrified vehicles
1.5°C/ zero-emission
vehicles2°C(2)• Introduction and expansion of carbon taxes, causRisks
Introduction
ing carbon prices to riseand expansion of carbon• Promotion of energy-saving technologies
Opportunities
pricing• Increasing use of renewable energy

4°C

Assumed impact on the Company’sbusiness activities• Higher development/procurement/production costs• Fines and credit purchase costs increase if regulations are not met• Increased sales of electrified vehicles and expansionof the value chain related to electrified vehicles• Increased direct and indirect tax burdens and higher
costs at the procurement, production and logistics
stages• Lower energy costs(3)• Increased possibility of factory damage and sup• Damage to production and development facilities
Increasing
Risks
ply chain disruptions due to frequent and severe• Lower earnings due to operational shutdowns
frequency andheavy rain and flooding
intensity of• Increased use of electrified vehicles that can help
meteorological Opportunities • Greater demand for electrified vehicles, owing to
growing need to secure emergency power sources supply emergency power
disasters

Our State of Response
Looking 30 years into the future, in 2020 we formulated the Environmental Plan Package to promote climate change countermeasures. As for climate change
countermeasures in the product area, in the May 2021
update to our mid-term business plan, “Small but
Beautiful,” we announced that electrified vehicles would
be available for all models by 2030. We will proactively
launch electrified vehicles, such as the All-New “Outlander PHEV Model” and the “Eclipse Cross PHEV Model”
targeting mainly developed countries and regions thatare enhancing their infrastructures and adopting more
stringent regulations. Meanwhile, in emerging markets
we plan to strengthen our competitiveness by providing products that are suited to regional requirements.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

In business activities, we are working to reduce CO2
emissions by promoting energy conservation efforts
at each of our sites and introducing renewable energy. Through such moves, we will prepare ourselves forcarbon taxes and other risks. At the same time, we will
strive to promote adaptation measures, such as theformulation of a business continuity plan (BCP), in caseweather disasters become more frequent and severe.
<Key Initiatives under the Environmental Plan Package>• Products:
Promote electrification centered on our proprietaryplug-in hybrid electric vehicles (PHEVs) and Kei-classcommercial EVs (BEVs) while reducing costs throughthe standardization of components by leveraging
the alliance.
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35▶ NextKey countermeasures• Reduce costs by taking advantage ofthe alliance, such as by standardizing
components• Promote electrification, including
PHEVs and EVs• Promote energy conservation activities
and introduce renewable energy• Review BCP, assuming such factors as
heavy rain and flooding• Consider and implement flood control
measures (such as the installation ofwater-prevention panels)• Same as (1)• Business activities:
Promote energy conservation activities and theintroduction of renewable energy.
•R esponses:
Collaborate with governments, companies and otherorganizations on the practical application of energy
management, V2X* and emergency power sources
for use in times of disaster, utilizing the battery andpower supply functions of electric vehicles (EVs)and PHEVs. Formulate business continuity plans forflooding and other risks at each site based on hazard
maps, and develop systems and operational procedures in preparation for natural disasters.
* A general term encompassing vehicle to home (V2H) and vehicle
to grid (V2G)
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargets
l 7.2
l 7.3

MITSUBISHI MOTORS believes that by combining

ESG Data

GovernanceTargetl 9.4

Targetsl 13.1l 13.2l 13.3

Sustainability Committee are integrated into com-

For details on indicators and targets, please see

various options through alliances and proprietarypany-wide risk management by the Internal Control

the following.

technologies and by possessing a lineup of BEVs,

Committee, and are positioned as one of the priority

P24 “Environmental Plan Package”, P120 “Environmen-

PHEVs, and hybrid electric vehicles (HEVs), it can pro-risks to be addressed and managed appropriately.

tal Data Related to Products and Business Activities

vide optimal solutions in terms of LCA* according to(Sales of Electrified Vehicles, Scope 1, 2, 3 Emissions

1

uncertain future scenarios and power supply configu-

For details related to risk management, see P10 “Sus-rations that vary by country, region and era.

tainability Management,” P110 “Internal Control” andAt the same time, based on the results of the scenario analysis we conducted in FY2021 and the recent

P111 “Risk Management.”

Reducing CO2 Emissions acrossthe Supply Chain

trend targeting carbon neutrality by 2050 (such as

Indices and Targets

governmental declarations of carbon neutrality, tar-

When formulating the Environmental Plan Package in

get increases and policy enhancements, investor re-

2020, we established the Environmental Vision 2050,

quests, and intensified corporate initiatives), we rec-which sets out our vision for society to be achieved

ognize the need to formulate business strategies thatby 2050 and directions for our initiatives; and theassume a 1.5°C scenario and review our Environmental

Environmental Targets 2030, which clarifies specificTargets 2030. We will consider how to respond to thisinitiatives to be achieved by 2030 in accordance withissue, taking into account the situation in ASEAN andthis vision. Under “Action to Climate Change,” which

other core markets, while keeping an eye on future

we positioned as a topmost issue, we have set a tar-trends toward regulatory tightening and expansion.

get of reducing emissions under Scope 3*2, Category*1 Life cycle assessment, a technique for calculating the total environmental impact of a product, from manufacturing to disposal

11 (Use of sold products), which accounts for aroundRisk Management
Our Sustainability Committee assesses and identifies
climate change risks. The head of the Internal Control
Promotion Office, which oversees company-wide risk
management, is a member who participates in thecommittee’s discussions.
We have established the Internal Control Committee, which is chaired by the Executive Officer,
president & CEO, to create risk control system for theentire company. Climate change risks identified by the

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Results)”

70% of total emissions throughout our supply chain:“a 40% reduction in CO2 emissions from new vehicles(compared with FY2010 levels)” and “electrified vehicle
sales ratio of 50%.” For Scope 1 and 2*2, we set thetarget of “a 40% reduction in CO2 emissions from ourbusiness activities (compared with FY2014 levels).” We

In its Environmental Targets 2030, MITSUBISHI MOTORS has set targets for reducing CO2 emissions fromnew vehicles and business activities. We are also
working to decrease CO2 emissions across the supply
chain in relation to corporate activities.
To calculate CO2 emissions across the supply chain,in addition to emissions resulting from our own business activities (such as from our fuel use and from thegeneration of electricity we use), we determined emissions from the procurement and transport of raw materials, vehicle travel times, and at the disposal stage.
In FY2021, across the supply chain our CO2 emissions
were 28,557 thousand tons of CO2 equivalent.
Data (pp. 120–121): CO2 emissions, Scope 3 breakdown, energy
input (primary, secondary energy)

set 2030 as our target date for these.
*2 Scope 1: A company’s direct emissions (such as from burning fuel)Scope 2: Indirect emissions, resulting from electricity, heat or
steam provided by another company
Scope 3: Indirect emissions other than Scope 1 and Scope 2(emissions from other companies and other sources
related to the company’s activities)

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargets
l 7.2
l 7.3

Development and Spread of Electrified Vehicles
Automobiles emit CO2 throughout their life cycle,
during production, driving and disposal. Emissions are
particularly high during the driving phase.
In our Environmental Targets 2030, MITSUBISHI
MOTORS set the target of achieving a 40% reduction
in CO2 emissions from new vehicles by 2030 (compared with FY2010 levels). To meet this target, wehave raised our target ratio of electrified vehicle sales
to 50% by 2030. This change focuses our core technologies on responding to climate change and energy
issues through electrified vehicles, which emit little
CO2 while driving, and concentrates on their development. Centering on our strength in plug-in hybrid
electric vehicles (PHEVs), we will expand our lineup ofelectrified vehicles, thereby promoting their popularization and use in society and contributing toward therealization of a sustainable society.

Electric Vehicles (EVs)Electric vehicles (EVs) are driven by electricity in battery,so they emit no exhaust gases such as CO2 while driving.

The Company released the “i-MiEV” as the world's
first mass-produced Electric Vehicle (EV) in 2009. In
addition to its environmental performance, the “i-MiEV”
performed better than conventional gasoline engine
vehicles on acceleration starting from maximum
torque. In 2011, we launched the “MINICAB-MiEV,” aKei-car segment commercial electric vehicle (EV). In
2012, we began offering the “MINICAB-MiEV TRUCK,”
also a electric vehicle (EV) in the Kei-car segment.
These technologies are the foundation of next-generation electrified vehicles, such as PHEVs.
We believe that expanding the lineup of Kei-classelectrified vehicles, which are expected to be usedin more everyday situations, will be the key to the
spread of electric vehicles (EVs). Accordingly, in June
2022 we launched the “eK X EV,” a new electric vehicle (EV) in the Kei-car class, and in autumn of 2022
we plan to launch the “MINICAB-MiEV,” a commercial
battery-powered vehicle in the Kei-car segment. We
will continue to focus on the development of electricvehicles (EVs) to contribute toward the realization of acarbon neutral society.

Our History of Developing Electrified Vehicles

EV

i-MiEVMINICAB-MiEV

eK X EVWorld’s first mass-produced EV

2009

1964
Start of R&D onelectric vehicles (EVs)

Outlander PHEV

2011

2013

2020 2021 2022
ECLIPSE CROSSPHEV model

Outlander
PHEV model

PHEV

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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37▶ NextESG Data

GovernanceTargetl 9.4

Targetsl 13.1l 13.2l 13.3

TOPICS

Launch of the “eK X EV,” a New Electric Vehicle (EV)in the Kei-Car Class

We established the “eK X EV” as our new electric vehicle(EV) in the Kei-car class, and commenced sales in June
2022. The new “eK X EV” is a new electric vehicle (EV)model in the eK X Series*1 of Kei-class vehicles with an
SUV flavor. It has a driving range of 180 km per charge(WLTC Mode)*2, which is sufficient for daily use, andoffers smooth and powerful acceleration, superb quietness and the excellent ride comfort that only an electricvehicle (EV) can offer. A newly developed EV system
optimizes the layout to ensure a user-friendly, spacious
and comfortable interior space. At the same time, a low
center of gravity and ideal front-rear weight distribution provide excellent handling stability, while advanced
driver-assistance functions and connected technologies reduce the burden on the driver and provide a safe,
secure and comfortable driving experience.
The high-capacity drive battery is reliable in emergencies, and the V2L*3 device can be used as a convenient power source for electrical appliances. The battery also helps address electricity supply and demand
problems by connecting household electricity use andvehicle charging via V2H*4 equipment.
*1 T he “eK X” (a Kei-car height wagon) and the “eK X Space” (asuper-height Kei wagon)*2 A
 ccording to our studies, around 80% of users of mini carsand compact cars drive 50 km or less per day. We therefore
assume that most people will be able to drive for two days
without recharging their batteries.
*3 S
 hort for “vehicle to load,” V2L is an arrangement that allows devices to tap the electricity stored by a vehicle.
*4 Short for “vehicle to home,” V2H is a system that enables
electricity stored in a car’s battery to be supplied to the home.
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Commitment of
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Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargets
l 7.2
l 7.3

Targetsl 13.1l 13.2l 13.3

PHEVs are powered by electricity stored in batteries

Start of Demonstration Testing on Using Electric Vehicles (EVs) for Postal Delivery

and by the motor, using the engine to generate electric power when the battery level is low. Concern overIn collaboration with Japan Post Holdings Co., Ltd., Japan Post Co., Ltd. and Tokyo
Electric Power Company Holdings, Inc., MITSUBISHI MOTORS has commenced fullfledged demonstration tests in an effort to promote carbon neutrality.
A total of 20 “MINICAB-MiEV” commercial Kei-car class electric vehicles (EVs)were used in this demonstration test at the Oyama Post Office in Tochigi Prefecture and the Numazu Post Office in Shizuoka Prefecture. By acquiring andanalyzing data on driving and remaining battery capacity, we will work to improvethe driving performance. In addition to the electric vehicles (EVs) introduced forcollection and delivery at post offices, these efforts will apply to commercial
electric vehicles (EVs) as a whole, thereby contributing to the spread of electrified
vehicles throughout Japan.

the driving range is no longer an issue as it offers theadvantages of electric vehicles (EVs): powerful driving,superb quietness and high stability.
Our journey in PHEVs began with the “Outlander
PHEV” in 2013, followed by the “Eclipse Cross PHEV
Model” in 2020 and the launch of the All-New “Outlander PHEV Model” in 2021. At low to medium speeds,
the PHEV system uses electric power from the battery, but when the battery level is low, it generates

Obtain and use data on the EV driving,remaining battery charge, etc.

electric power during operation using the engine
while also supplying power to the motor and battery.
Furthermore, during high-speed driving, the vehicle
is driven by the engine and simultaneously assisted

Use solar power generation

Switch over torenewable energy
at post offices

Targetl 9.4

Plug-in Hybrid Electric Vehicles (PHEVs)

TOPICS

Regional Post Office

ESG Data

Governanceby the battery-powered motor. In this way, the drive

Typicalbattery
chargermode is automatically selected according to thesituation. CO2 emissions are substantially lower thanconventional gasoline engine vehicles, delivering outstanding environmental performance.

Quickbattery
chargerUse EVs as “moving
storage batteries” intimes of disasterEVs used on pickups and deliveries involving long driving ranges
use quick chargers during daytime returns to the station.
Charging facilities for collection
and delivery vehicles are also
made available to local EV users.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialESG Data

GovernanceTargets
l 7.2
l 7.3

Targetl 9.4

Targetsl 13.1l 13.2l 13.3The Values Plug-in Hybrid Electric Vehicles (PHEVs) Provide:

CO2 Reduction

Production
CO2 emissions

Travel Range

Disposal
Production/disposal

Powered 100% by electricity
for short trips

TravelPower Supply Capability

Supply electricity for up to

12 days(Based on general household consumption)

PHEV

HEV*1
High level of CO2 emitted
during travelling

PHEV
Relatively less CO2 emitted
during production and travel*3

On longer trips, powered by electricity
and sometimes gasoline
PHEV

EV*2

PHEV

Higher level of CO2 emitted during production*3
Note: B ased on MITSUBISHI MOTORS’ estimate of actual CO2
emissions in 2025

Using the LCA*4 concept, which is based on cal-

It is possible to use only the electric motor with-

Via a bi directional (V2H: Vehicle - to -Home)

culations of total environmental impact fromout consuming gasoline for short trips, suchcharger, the electricity in the battery and the

production to disposal, MITSUBISHI MOTORS be-

as for everyday commuting and shopping. The

engine’s generating capabilities can be used inlieves PHEV system is the most environmentally

motor and engine can also be used in combina-

combination to supply electricity for up to 12

friendly electrical drive systems.

tion to extend the travel range, using the engine

days*5. It can also be used as an emergency pow-

*1 Hybrid electric vehicle*2 Electric vehicle*3 CO2 emissions during travel include CO2 emissions generated
when electricity to charge the battery is generated.
*4 LCA stands for life cycle assessment, which is a techniquefor calculating the environmental impact of a product frommanufacturing to disposal.

to generate the electricity when battery levels

er source in times of disaster.

run low.

*5 For the All-New “Outlander PHEV Model”
Potential supply capacity is calculated by MITSUBISHI MOTORS(calculations assume approximately 10 kWh per day for generalhousehold power consumption and do not include the conversion efficiency of the V2H equipment and/or similar device).

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargets
l 7.2
l 7.3

TOPICS

Launch of the All-New “Outlander PHEV Model”

TOPICSESG Data

GovernanceTargetl 9.4

Targetsl 13.1l 13.2l 13.3

TOPICSTop PHEV Sales Volume in Japan in FY2021

Start of a Demonstration Project to Adjust Charging toward
Electrified Vehicles with a View to Realizing Dynamic Pricing

MITSUBISHI MOTORS has introduced a PHEV variant of
the All-New “Outlander,” a crossover SUV. The model
launched in December 2021.
The All-New “Outlander” inherits an enhanced PHEV
system with a twin-motor 4WD system consisting of
one front and one rear high-output motor, a large-capacity battery and a 2.4L MIVEC engine. Combined witha control system with advanced braking performance,
it delivers nimble and desired handling characteristics
along with powerful acceleration, making it a safe, secure, and comfortable electrified vehicle in all situations.
The battery capacity is 20 kWh, a 45% increase overthe previous model, and the EV cruising range is 87 km(WLTC Mode), improving EV performance and making
EV driving sufficient for daily life.
There are three driving modes: EV Mode drives
with the electric motors using power from the battery,
Series Hybrid Mode uses gasoline engine to generate
power for the electric motors which drive the vehicle,
and Parallel Hybrid Mode uses gasoline engine to drive
the vehicle assisted by the electric motors. Automatic
switching between these modes according to driving
conditions allows drivers to feel the driving pleasure of
motor drive in a variety of environments.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

In 2021, we sold more PHEVs than any other company in Japan*1, at 11,663 units. This figure reflects total
sales of the All-New “Outlander PHEV Model,” the previous-generation “Outlander PHEV” and the “Eclipse Cross
PHEV Model.”.
Since 2013, when we launched the world’s first SUV
PHEV, the “Outlander PHEV,” we have sold 30,000 units
in more than 60 countries, earning us the lead in the
PHEV category.
*1 According to data from the Japan Automobile Dealers Association from April 2021 to March 2022

Promoting the Use of Electrified Vehicles
as a Way of Adopting to Climate Change
By leveraging the large-capacity batteries on its electric vehicles (EVs) and PHEVs to supply electricity, theCompany is contributing to measures in various coun-

Along with MC Retail Energy Co., Ltd., we were selectedto participate in the FY2020
Demonstration Project on Using Dynamic Pricing to
Shift the Charging of Electrified Vehicles. A demonstration project took place in December 2021.
The ministry is concerned that the growing popularity of electrified vehicles could result in an increased
load on the power grid if charging periods are concentrated. Dynamic pricing is an arrangement in whichelectricity rates vary depending on supply and demand.
When demand for electricity increases, rates rise. Conversely, rates fall when excess supply exists, encouraging people to charge vehicles during off-peak times andreducing the load on the power grid.
In this demonstration project, we invited customers
who own their electrified vehicles to participate, acting as
monitors. We contacted monitors by social media or email
a day in advance about four-hour windows during whichelectricity rates on the Japan Electric Power Exchange(JEPX) were lowest. We encouraged them to charge theirelectrified vehicles for free during these periods.
This project enabled electricity retailers to consider
the viability of this arrangement, encouraged a shift inbehavior among electrified vehicle owners and provided
a chance to study the impact on the power grid.
<Flow of Activity with Demonstration Project Monitors>

tries and industries to adapt to climate change andenergy issues. We are applying these to such areas asMarket Priceof Electricity

areas as energy management, V2X*2 and use as emergency power sources in times of disaster.
*2 A general term encompassing vehicle to home (V2H) and vehicle to grid (V2G), among others

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargets
l 7.2
l 7.3

Targetl 9.4

Targetsl 13.1l 13.2l 13.3Hybrid System

Gasoline Direct-Injection Turbo Engine

Vehicles in the eK series (except for the “ek Wagon”)

The “Eclipse Cross” adopts with a 1.5L downsized di-adopts a hybrid system, using the energy produced

rect-injection turbo engine. By precisely controlling

during deceleration to efficiently charge lithium-ion

in-cylinder injection and intake port injection based

batteries. The electric motor assists the engine

on driving circumstances, this engine delivers superior

during acceleration, providing a torquey yet fuel-effi-

fuel economy and a clean exhaust gas. By combining

ventional engines.

cient drive.

an exhaust manifold integrated with the cylinder head,

Idle-Stop “AS&G”

Variable Valve Timing Mechanism

er with an electric wastegate actuator, the engine op-

Mitsubishi Innovative Value timing Electronic Control

timizes supercharging pressure control to respond as

System (MIVEC)

the driver demands, avoiding unnecessary accelerator

Development of Improving Fuel
Economy Technologies
MITSUBISHI MOTORS is developing engine and bodytechnologies to reduce fuel and energy waste in orderto improve the fuel efficiency of vehicles with con-

AS&G is an idling stop function that automaticallystops and starts the engine when the vehicle stops or

intake and exhaust MIVEC, and a compact turbocharg-

operation and helping to increase fuel economy.

moves off. This has a major effect on improving thefuel economy because no fuel is consumed when at astop. When fitted with a coasting stop function, AS&G

Exhaust side
Variable lift
sensorstops the engine while decelerating.

Continuously variable
valve lift system

Intake side
Variable camphase system

Variable lift
electric actuator
MIVEC engine

Deceleration Energy Recovery
The MIVEC is a variable valve timing mechanism forminimizing fuel consumption. The intake valve lift iscontinuously varied according to the operating condition to reduce intake resistance. This minimizes air intake energy loss, resulting in improved fuel efficiency.

(Power Generation Control)
This technology controls power generation undervarious driving conditions such as idling, accelerating, and cruising by conducting intensive charging
of the battery using electric power generated while
decelerating. This is improving fuel consumption by
reducing the load on the engine during charging andpower generation.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargets
l 7.2
l 7.3

System to Promote the Reduction of CO2
Emissions from Business Activities
In October 2021, MITSUBISHI MOTORS established the
Subcommittee to Promote the Reduction of CO2, chairedby the director in charge of manufacturing, to achieve
the CO2 emission reduction targets in its business activities set forth in the Environmental Targets 2030.
The subcommittee shares information on the
progress of activity plans and actual CO2 emissions,and discusses issues such as the planning of reduction measures, consideration of future technologies,
and the future energy mix.
In April 2022, the company also established the Office for the Promotion of Carbon-Neutral Business
Activities to promote activities throughout the Company.

Introduction of Renewable Energy
To reduce the amount of CO2 emitted from our business activities, we are setting up rooftop solar powersystem at plants in Japan and overseas. We are also
studying and considering the feasibility of introducing
other renewable energy sources.
In FY2021, we set up a 2.0 MW rooftop solar powersystem at the new paint plant of the Laem Chabang
Plant of Mitsubishi Motors (Thailand) Co., Ltd. (MMTh).
Preparations are also underway for the introductionof solar power generation equipment at production
plants in other ASEAN countries, including Indonesia
and the Philippines.
TOPICS

Start of Operations of a New Paint Plant and Solar
Organization of the Subcommittee to Promote
the Reduction of CO2
Chair

Director in charge of manufacturing

Person in chargeof the initiative

Division General Manager,
Production Engineering Division

In charge of promoting overall activities (Office for
the Promotion of Carbon-Neutral Business Activities)
Promotion structure
Person in charge of promotion
Production
Engineering

Division General Manager,
Production Engineering Division

Domestic plants Plant managers
Overseas plants People in charge of production
companies overseas
Development Division General Manager,(business sites) Development Management Division
Sales companies Presidents of sales companies
Electricity
procurement

Division General Manager,
Procurement Communication Division

Gathering/sharing General Manager, Sustainabilityof information Promotion Department
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Power System (MMTh)
In January 2022, operations commenced at the newpaint plant of Mitsubishi Motors (Thailand) Co., Ltd.
(MMTh), substantially reducing its environmental impact.
The new paint plant is expected to save 30% of
the energy required by the previous plant and reduce
CO2 emissions by approximately 10,000 tons per year,
thanks to the elimination of some drying furnaces,
owing to improvements in paint and equipment, theadoption of energy-saving equipment, and the effectof plant consolidation.
We have also introduced new technologies to reduce environmental impact. These include a wastewater recycling system using reverse osmosis treatment,
and a move to water-based paints and cartridge-type
coating machines to reduce VOC emissions.
In addition, a 2.0 MW solar
power system has been installed on the roof of the newpaint plant, which is expected
to reduce CO2 emissions by
Solar power system at
1,700 tons per year.
MMTh’s new paint plant

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42▶ NextTargetl 9.4

Targetsl 13.1l 13.2l 13.3

TOPICSPower Storage System Employing a Solar Power
System and Used Batteries (Okazaki Plant)
At the Okazaki Plant, we have installed a 3.3 MW solar. We have also introduced a 0.6 MWh solar powersystem* employing reused batteries from “Outlander
PHEVs” produced at the plant.
The power storage system is used to cut peakloads during normal operations. In the event of a power outage due to a disaster, the power generated by
the solar power system can be supplied via this power
storage system to our gymnasium, which serves asan evacuation center for the neighboring community,
thereby enabling the community to respond to thedisaster. In FY2021, we conducted an operational test
to confirm how the system would operate in the eventof a disaster.
We are also studying how the power storage system might be used in multiple ways, such as commercial use in the electricity supply and demand adjustment market.
Plant

Solar power system
To production
processes

Supplied to cut
peak demand

To theevacuation
Our gymnasium center(serves as community evacuation center in emergencies)

Normal flow of electricity

To storage
equipment

Storage equipment
Flow of electricity in an emergency

Power Storage System Employing Used Batteries* This system makes some use of an energy solution service
provided by Mitsubishi Corporation and Mitsubishi Corporation Energy Solution.
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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialTargets
l 7.2
l 7.3

equipment, updated compressors and suspended theInitiatives at Manufacturing Plants
have established a medium- to long-term roadmap

These efforts included improving the start-up timing

gy—pressing, welding, painting, assembly and power-

and operating conditions of production equipmenttrain—and we are developing future technologies andin energy-intensive processes such as painting andimproving production processes to this end. We arealso moving forward with the systematic replacement
and lighting, with energy-saving equipment.

duction engineering, power source management, andother related parties joined in energy-saving activities.

for reducing CO2 in each area of production technolo-of general-purpose facilities including air conditioning

front, personnel involved with production sites, pro-

casting and forging, improving the operation of power
supply equipment such as boilers and compressors,and optimizing the operation of various motors andpumps. We are starting with measures expected to

As part of our initiatives in FY2021, on the equipment front we switched to steamless air conditioning

have the highest impact on reducing CO2 emissions.

Targetl 9.4

Targetsl 13.1l 13.2l 13.3

Office Initiatives

use of chip-cleaning equipment. On the activity system

To reduce CO2 emissions from production activities, we

ESG Data

Governance

MITSUBISHI MOTORS is also promoting the use of renewable energy and introducing various types of energy-saving equipment in areas other than manufacturing, such as at research and head office locations.
Part of the electric power used at the Researchand Development Building (Okazaki, Aichi Prefecture)and our head office (Minato-ku, Tokyo) is supplied byrenewable energy, thanks to the erection of rooftop
solar power system and making use of the Tradable Green Certificates System*. Also, CO2 emissions
are being reduced by using energy-saving electricalequipment and air conditioners.
In July 2020, we began tracking electricity use

TOPICS
1Introducing Heat-Pump-Heated Air Curtains (Okazaki Plant)
To save energy by reducing steam consumption, we installed 15 heat-pump-powered
hot-water air curtains at the Okazaki Plant.
At the Okazaki Plant, we installed air curtains that use steam produced by a centralized boiler as their heat source at the plant
openings to prevent cold air from blowing induring the winter. To improve energy efficiency for heating and prevent energy losses from the piping, we installed a heat pump
to provide the hot water and switched thepiping to dedicated air curtains. Installed in
November 2021, the new system will reduce
annual CO2 emissions by around 574 tons.

Mitsubishi Internaland power generation per capita at our Research andDevelopment Building, comparing these figures withother offices, and using digital signage to show year-

Pipinglength
配管⻑さ
Approximately 670 m

約670m

エアカーテンAir
curtains
（18台）
(18)

For
other
その他の
uses

⽤途へ

Steam
蒸気
City
gas
都市ガス
Air,
water
空気、⽔

Centralboiler
集中ボイラーWarm
暖気 airPipinglength
配管⻑さ
Approximately
約120m 120 m

Stopped
エネルギー
energy
ロス防⽌
loss

Warm
温⽔
water
（送り）
(Sending)

Betterエネルギー
energyefficiency
効率UP

on-year comparisons by month. In these ways, we are
Air curtains
エアカーテン(15)（15台）

working to increase employee awareness about saving energy.

Updated,
最新化
reduced
台数低減
Warm
number
温⽔
water
(低温)
(Low Warm air（戻り） 暖気
temperature)(Return)

Elec電気tricity
Water
⽔

Heat
pump water heater
ヒートポンプ式温⽔機

Before導入前
introduction

After 導入後
introduction

Impact of Introducing Heat-Pump-Heated Air Curtains

Digital signage at our Research and Development Building (Okazaki)* This system is used to trade environmental added value of
renewable energy generated from natural energy sources using
renewable energy certificates issued by a certificate issuer andconfirmed by a third-party organization.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargets
l 7.2
l 7.3

Dealer Initiatives
MITSUBISHI MOTORS encourages our dealers in Japanto acquire Eco-Action 21 certification and carry out
activities such as reducing the amount of energy andwater they use, lowering the amount of waste they
produce, and promoting the widespread use of electrified vehicles.

ESG Data

GovernanceTargetl 9.4

Targetsl 13.1l 13.2l 13.3Dealers That Have Acquired “Eco-Action 21” Certification (As of April 1, 2022)
Company
Hokkaido Mitsubishi Motor Sales Co., Ltd.

Nishiowari Mitsubishi Motor Sales Co., Ltd.

Kyushu Mitsubishi Motor Sales Co., Ltd.

Aomori Mitsubishi Motor Sales Co., Ltd.

Toyama Mitsubishi Motor Sales Co., Ltd.

Oita Mitsubishi Motor Sales Co., Ltd.

Yamagata Mitsubishi Motor Sales Co., Ltd.

Toyama Diamond Motors Co., Ltd.

Kumamoto Mitsubishi Motor Sales Co., Ltd.

Higashi Nihon Mitsubishi Motor Sales Co., Ltd. Fukui Mitsubishi Motor Sales Co., Ltd.

Nagasaki Mitsubishi Motor Sales Co., Ltd.

Ibaraki Mitsubishi Motor Sales Co., Ltd.

Kanazawa Mitsubishi Motor Sales Co., Ltd.

Kagoshima Mitsubishi Motor Sales Co., Ltd.

Sawara Mitsubishi Motor Sales Co., Ltd.

Kyoto Mitsubishi Motor Sales Co., Ltd.

Ishikawa Chuo Mitsubishi Motor Sales Co., Ltd.

Eco-Action 21 is an environmental management

Sobu Mitsubishi Motor Sales Co., Ltd.

Nishi Nihon Mitsubishi Motor Sales Co., Ltd.

Mie Mitsubishi Motor Sales Co., Ltd.

certification and registration system based on guide-

Tokai Mitsubishi Motor Sales Co., Ltd.

Shiga Mitsubishi Motor Sales Co., Ltd.

Gunma Mitsubishi Motor Sales Co., Ltd.

lines recommended by Japan’s Ministry of the Environ-

Sunen Mitsubishi Motor Sales Co., Ltd.

Fukuyama Mitsubishi Motor Sales Co., Ltd.

ment. Eco-Action 21 has the following three features.
• The environmental management framework is easy
for small and medium-sized businesses to configureand operate.
• The system enables organizations to track and manage their CO2 emissions, working toward zero CO2.
• The system facilitates thorough management ofcompliance with environmental laws and regulations.
For details on Eco-Action 21, see the website of the system’s central secretariat (Japanese only).
WEB https://www.ea21.jp/

TOPICS

Rolling out the DENDO DRIVE STATION across Japan’s Prefectures
MITSUBISHI MOTORS seeks to put DENDO DRIVE STATIONs into operation in prefectures across Japan. DENDO DRIVE STATIONs are next-generation dealerships where visitors can experience the appeal of electrified vehicles, including theiruse as power sources in times of disaster and their contribution to the environment.
In FY2021, we opened up three locations—Suwa (Nagano Prefecture), Urasoe (Okinawa Prefecture) and Okazaki Johoku (Aichi Prefecture)—bringing the number of locations in Japan to 92.
By deploying DENDO DRIVE STATION branches across Japan, we will increase the significance of electrified vehicles
by diversifying their energy sources and communicating their value as sources of electric power in times of disaster.
See our website for details on our next-generation dealerships, called DENDO DRIVE STATIONs. (Japanese only)
https://www.mitsubishi-motors.co.jp/carlife/phev/dendo/index.html

Suwa Branch
Higashi Nihon Mitsubishi Motor Sales
Co., Ltd.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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44▶ NextUrasoe Branch
Ryukyu Mitsubishi Motor Sales Co., Ltd.

Okazaki Johoku Branch
Nishi Nihon Mitsubishi Motor Sales
Co., Ltd.

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialTargets
l 7.2
l 7.3

MITSUBISHI MOTORS sets reduction targets for reduction of CO2 intensity (kg-CO2/1,000t km) in physicaldistribution emitted through the transport of production parts, spare parts and vehicles to promote initia-

cargo, using larger trucks to reduce the number of

We understand the importance of collecting and dis-

trips, and promoting joint transport and modal shifts

closing CO2 emissions volumes throughout the sup-in long haul. In addition, we are strengthening cooper-

ply chain, including overseas, and we are promoting

ation with our transportation partners and promoting

initiatives in this regard.

mote eco-driving.

We continue working to shorten transport dis-

Targetsl 13.1l 13.2l 13.3

Collecting CO2 Emissions Data in Distribution
among Overseas Affiliates

activities to introduce eco-friendly vehicles and pro-tives for achieving these targets.

Targetl 9.4

ratio by adjusting the way we transport and combine

porting vehicles. We are also improving truck filling

Physical Distribution

ESG Data

GovernanceIn 2018, we began collecting and monitoring data
at overseas plants at Mitsubishi Motors (Thailand)Co., Ltd. (MMTh) and Mitsubishi Motors Krama Yud-tances by changing the transit ports when trans-

ha Indonesia (MMKI). We are working to reduce CO2
emissions through such efforts as improving the

Focused Distribution Routes for Reducing CO Emissions

filling rate of shipping containers and conducting joint

2

Truck
Boat

Train

MITSUBISHI
MOTORS
Plant

Train

ance partner.
In FY2022, we expanded the scope of monitoringPort

Trailer

Suppliertransportation with Nissan Motor Thailand, our alli-

Complete Build-up Vehicles
Distribution, etc. Trailer

Supply Route

Trailer

Distribution
Base(IncludingPorts andStations)

Train

Dealers

to include Mitsubishi Motors Philippines Corp. (MMPC),
Asian Transmission Corporation (ATC) and Mitsubishi
Motors Vietnam Co., Ltd. (MMV). We will start collecting data on CO2 emissions and compiling results
during local land transportation and marine and air

Truck

Vehicle dealers
Parts dealers

Truck

MITSUBISHI
MOTORS Plant

Complete
Build-up
Vehiclestransportation, as well as steadily promoting efforts
Parts

to reduce CO2.

Engines andtransmissions

Truck

Port

Truck

Waste disposal contractors

Knock-down
parts
Waste

Vehicle transport in Thailand

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Resource Recycling Initiatives

Targetsl 12.2l 12.5

Medium- to Long-Term Visions for Material Issues and FY2021 Results
Risks
Opportunities
Direction of Responses The cost of procuring raw materials could increase due to resource  We could stabilize procurement costs by reducing  We will contribute to a resource-recycling- oriented
constraints, such as the depletion of precious metals or other natour dependence on depleted resources.
society by minimizing input resources and maxiural resources.
mizing resource efficiency.
 It might be possible to reduce costs by using resources more efficiently and reusing waste.
 The Company could face increasingly stringent regulations, such as
on the use of recycled materials and recycling, and rising costs to  We could heighten competitiveness through 3RLong
respond to them.
Term
design and more advanced recycling technologies.
 The corporate image could suffer from a delayed response to re We could find more opportunities to make use ofsource recycling.
used batteries.
 The corporate image could be enhanced by appealing to our efforts to contribute toward a recycling-oriented society.
External Environment An increasing shift toward a circular economy The manifestation of waste-related issues in Japan and overseas
Medium(such as emerging markets limiting imports)Term The increasingly strict EU Batteries Regulation (calls for disclosureof amounts of reused materials, among other items) Plastics causing the marine pollution problem

Stakeholders’ Needs and Expectations
Medium-Term Targets
 Mounting demands for environmental consideration  Expanding adoption of plastic materials not derived
from oil Growing ESG investment (investors promotingchanges in corporate activities) Achievement of zero direct landfill waste (less than
0.5%)
 Reuse of batteries used in electrified vehicles

Items

FY2021 Targets and Results

Expanding adoption of plastic materials Finished assessing products to adopt plastic materials not derived from oil. Achieved FY2021 target in line with roadmap.
not derived from oil
Achievement of zero direct landfill waste Plants in Japan: Achieved zero direct landfill waste (less than 0.5%)(less than 0.5%) by FY2030
Overseas plants: Have begun managed operations of data on waste using an environmental performance management system
Reuse of batteries used in electrified
Installed equipment for verification testing of BESS*1 at the Okazaki Plant, conducted a VPP*2 verification test, verified the benefits ofa cut in peak electricity consumption and established an effective operation method
vehiclesSelfEvaluation

: As planned : Delayed*1: BESS stands for battery energy storage system.
*2: VPP stands for virtual power plant, which involves using information and communication technology for the integrated control of dispersed energy resources, creating a virtual plant that operates as if it were asingle power plant.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetsl 12.2l 12.5

Basic Approach
The rise in populations and economic growth inUnder vehicle recycling legislation in Japan, Europe

emerging markets is leading to a rise in the consump-

and China, automobile manufacturers are obligated totion of minerals, fossil fuels and other resources.

consider recycling when developing products.

Against this backdrop, MITSUBISHI MOTORS is

We conduct design and development that actively

working to use fewer resources and use them moreincorporates not just recycling, but all aspects of theeffectively. We believe we can add more value to

3Rs including reduction and reuse. We have imple-

vehicles in manufacturing process. This believe un-mented the 3Rs in the stage starting with concep-

derpins our belief that effective resource use is antual design in accordance with our unique Recycling

important priority. The Environmental Plan Package

Plan Guidelines.

positions resource recycling as an environmental

we have improved detachability and ease of recycling

a resource-recycling-oriented society by minimizingin accordance with the Harness Design Guidelines.

Countries and industry groups are formulating

Using Thermoplastic Resin
The All-New “Outlander PHEV Model,” which waslaunched in 2021, uses easily recyclable thermoplastic
resin for exterior and interior parts.
Main parts (indicated in green)that use thermoplastic resin

With regard to wires and harnesses, and motors,

issue to engage in directly, and we are contributing to
input resources and maximizing resource efficiency.

TOPICS

Recycling-Based Design and Development

At dealers, bumpers recovered or replaced during
repairs are recycled for battery trays and other exte-

various initiatives in order to promote automobilerior parts. We are also promoting the increased use

recycling and correct processing. In response, thein other parts of recycled materials and plastic ma-

Company set targets to improve the ease of recycling,terials not derived from oil used in vehicles, such as

reduce the use of lead, and introduce recycled partsbiomass plastics.

for new vehicles when the MITSUBISHI MOTORS Recy-

Exterior

Interior

cling Initiative was established in 1998. We have continued to engage in this initiative.
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 (less than 0.5%) at every
plant by converting industrial waste materials generated from production processes into reusable resources
and reducing the volume of waste discharged.
Data (p. 122): Generated waste, generated waste and externallydisposed waste (MITSUBISHI MOTORS along), raw material inputs
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetsl 12.2l 12.5End-of-Life Vehicle Recycling
MITSUBISHI MOTORS encourages the recycling of endof-life vehicles to reduce the environmental impact
of waste from these vehicles. In Japan, the European Union and other regions, we promote recyclingin accordance with the automobile recycling laws ofeach country. We comply carefully with the evolving
automobile recycling laws that are being introducedin emerging countries in Asia.
The Environmental Targets 2030 identify the reuseof batteries used in electrified vehicles as one item tobe addressed. From the perspective of conserving resources, we are undertaking initiatives to utilize usedbatteries.

Reuse of Batteries Used in Electrified Vehicles
Used electrified vehicle batteries retain sufficient storge capacity to make them useful for other applications, so from the perspective of conserving resources
we are working to effectively reuse electrified vehicle
batteries. To ensure these batteries can be effectively
used for storage, we are conducting verification using a large-scale rooftop solar power system at the
Okazaki Plant and built a power storage system that
employs used batteries from the “Outlander PHEV.”With MIRAI-LABO Co., Ltd., we have begun considering the development of autonomous street lighting
by reusing batteries from electrified vehicles. These

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

lights would require no external power supplies, but

In addition, for the effective use of recycling fees

would use solar power, used batteries from electrified

deposited from customers, we proactively work on

vehicles and recycled steel. In the even of disasterincreasing the recycling rate by conducting efficientor power failure, such street lights would continue

recycling and proper processing of these three items.

to function and would not need to be turned off. We

The Company accepts for recycling three items

are planning to develop these lights in FY2022 andidentified by Japan’s End-of-Life Vehicle Recycling

conduct demonstration tests with municipalities andLaws (fluorocarbons, airbags and ASR). As part of acompanies from FY2023.

project to support the advancement of automobile

In Japan, Europe and North America, we haverecycling, we have engaged in the following two R&D

begun creating a system for collecting used batteries.

projects since August 2021.

The aim is to develop recycling technologies for and1) Research to restore the physical properties of PP

properly dispose of batteries for electric vehicles (EVs)and plug-in hybrid electric vehicles (PHEVs).

Response to Automobile Recycling Laws in Japan

resin*3 recovered from ASR and expand the use ofplastic materials not derived from oil2) In the aim of realizing a low-carbon society, research to verify the applicability of technology to

Since the End-of-Life Vehicle Recycling Law wasdiagnose battery degradation, quickly and to a highenacted in Japan in 2005, the company has been

degree of accuracy, that can facilitate the reuse

accepting used automobile shredder residue (ASR*1),

and closed-loop utilization of drive batteries

airbags, and fluorocarbons for recycling.
Regarding ASR recycling, we participate in ART*2 in

We have joined the LiB Joint Recovery Systemand begun working to efficiency recovery lithium-ion

order to jointly process ASR. As a result of the cre-batteries (LiBs). The system serves as contact point

ation of new processing facilities and other measures,for the Japan Auto Recycling Partnership, which thethe ASR recycling rate in FY2021 was 96.5%, substan-Japan Automobile Manufacturers Association, Inc.

tially above the statutory standard of 70% in effectset up in FY2018 to foster the appropriate processing

since 2015. We will continue to develop new recyclingof LiBs.

facilities to ensure the stable processing of ASR.

*1 Automobile shredder residue*2 A utomobile Shredder Residue Recycling Promotion Teamestablished by 13 companies, including Nissan Motor Co., Ltd.,
Mazda Motor Corporation and MITSUBISHI MOTORS.
*3 P
 olypropylene resin, a general-purpose polymer composed ofcarbon and hydrogen

The company outsources the treatment of airbags
and fluorocarbons to the Japan Auto Recycling Partnership (JARP).

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetsl 12.2l 12.5

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*1 established in 2000, automobile manufacturers or importers must accept and recycle endof-life vehicles. Also, in 2003, the ELV Directive*2 wasenacted, specifying ease of recycling as a certification
requirement.
MITSUBISHI MOTORS built a system of acceptanceand recycling in line with the actual situation of EU
member countries centering on our European subsidiary Mitsubishi Motors Europe B.V. (MME).

than 0.5%),” which is one of the Environmental Targets 2030, the Company is working to reduce theamount of waste it generates through manufacturing
by improving its production processes. For the waste
we do generate, while curtailing treatment costs wecontinue to improve the ways in which we sort andtreat waste, using it more effectively as resources.
Effective Use of Resources and Recycling

Rate of Effective Use
Low

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

To achieve “landfill waste disposal rate of zero (lessHigh*1 “Directive of the European Parliament and of the Council on
End-of- Life Vehicles”*2 Abbreviation of End-of-Life Vehicles.

Initiatives to Reduce Waste Generation andReuse Resources in Production Activities

Reused within
the process
Reused within
the company
Sold for consideration
Material recycling
Thermal recycling
Simple incineration
Direct to landfill

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 thatsatisfies the requirements of this directive. Our vehicles sold in the EU meet the requirements of thedirective under this system.
Going forward, we will continue to acquire recyclability approval for all new models sold in the EU.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Valuablematerials
Waste

TOPICS

Reducing Environmental Impact by Eliminating
the Process of Cleaning Cushioning Materials Used in
Melting Furnaces Used for Casting (Mizushima Plant)
By changing the cushioning materials*4 used in melting
furnaces for casting from metal chips produced in the
cutting process to sheet metal scrap, we have eliminated the chip cleaning process, reducing industrial
waste and CO2 emissions.
To use chips as cushioning materials, a cleaning
process was required to remove oil and moisture. This
process had a high environment burden, because it
generated waste liquids and sludge and used substantial energy for steam and heaters.
By improving the material separation and transport
methods, as well as the component analysis process,we were able to use sheet metal scrap an alternative,
which meant we could eliminate the chip cleaning process. As a result, we reduced annual industrial waste byapproximately 290 tons and CO2 emissions by around
135 tons.
*4 Material that is used in small quantities on the furnace
floor to protect the melting furnace from shocks when
feeding material

Feeding in materials into a melting
furnace used for casting

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernancePrevention of Pollution

Targetl 3.9

Targetl 6.3

Targetsl 12.4l 12.5

Medium- to Long-Term Visions for Material Issues and FY2021 Results
Risks
Opportunities
Direction of Responses The cost of managing hazardous substances could rise if regula We could reduce costs through more efficient We will contribute toward a society free of envitions are become more stringent in response to increased damage
management, including of the supply chain.
ronmental pollution by reducing the environmental
to human health and the loss of ecosystems.
impact of our products and the pollution resulting By reinforcing management, including of thefrom our business activities.
supply chain, we could supply products that delivLong  The company could become subject to fines or sanctions in theer reassurance and safety, as well as maintaining
event of a serious leak into the air or water.
Termcompetitiveness.
 Environmental problems at a supplier could disrupt the supplier’s
operation and halt our parts procurement.
 Managing in accordance with standards more
rigorous than those imposed by regulations could The Company’s image could suffer in the event of a delayed reenhance the corporate image.
sponse to initiatives.
External Environment
Stakeholders’ Needs and Expectations Increasingly stringent regulations on emissions in various countries  Growing interest in environmental consideration
and regions Growing ESG investment (investors promoting
Mediumchanges in corporate activities) Increasingly stringent regulations on chemical substances in variTermous countries and regions Increasingly stringent regulations on the export and import of hazardous waste (plastic waste)

Medium-Term Targets Conformance to regulations on hazardous substances in products

Items

FY2021 Targets and Results

Properly manage hazardous substancesin products

Properly manage hazardous substances:
We are obtaining information on GADSL* regulated substances, upgrading our management system, and switching parts and making
design changes in accordance with the ELV directive.

* Global Automotive Declarable Substance List, a list to facilitate the exchange of information on environmentally hazardous substances, created by consensus of a groupof automotive manufacturers in various countries

Basic Approach
Vehicles are products that can affect human healthand biodiversity through the emission of environmental pollutants and chemical substances during business activities or product use.
Our Environmental Plan Package positions thisissue as one for the Company to address directly. To
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

SelfEvaluation: As planned : Delayed

help realize a society free of environmental pollution,

stances. In production processes, we are endeavoring

we are working to reduce the environmental impact

to reduce air pollutants emitted from out plants byof our products and pollution resulting from ourvoluntarily enacting activity standards that are strict-business activities. In the stage of product develop-

er than legal requirements. In order to reduce thement, along with reducing noxious components of ex-

impact on the environment from air pollutants andhaust gases and promoting the development of fuelchemical substances, we engage in the prevention of

economy improving technologies and electrification

pollution throughout all our business activities.

technologies, we strive to manage to hazardous subBack ◀

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargetl 3.9

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 hazardous
substances that can cause air pollution.
In addition to developing and popularizing electrified vehicles, which emit little exhaust while driving, MITSUBISHI MOTORS is endeavoring to develop
and encourage the use of gasoline and diesel vehicles that have emissions containing fewer hazardous substances.

Improving Gasoline Engine Vehicles
In the 1960s, emissions of carbon monoxide, hydrocarbons and nitrogen oxides (NOx) were restrictedby regulations, and those restrictions have gradually
been tightened since.
We have taken various measures since such regulations were first introduced. We currently comply
with these regulations by applying electronicallycontrolled fuel injectors and advanced catalyst technologies to the combustion control system.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

ESG Data

GovernanceTargetl 6.3

Targetsl 12.4l 12.5

Improving Diesel Engine Vehicles

Common Rail Fuel Injection System

For diesel engine vehicles, emissions of carbon mon-

Particulate matter and NOx can be generated due tooxide, hydrocarbons, NOx, and particulate matter haveincomplete combustion. In our vehicles, this is sup-been regulated in some countries, such as Japan, Unit-

pressed using a high-pressure fuel pump, common

ed States and European countries, since the 1970s.

rail accumulator that stores highly pressurized fuel,Since such regulations were first introduced, weand electronically controlled fuel injectors.

have taken measures including improving the combustion technology. To comply with these regulations,
we have developed and produced clean diesel engines
by systemizing technology such as VG turbochargers, controlling combustion with a common rail fuelinjection system, introducing after-treatment using
NOx trap catalysts, diesel particulate filters and a urea
selective catalytic reduction (SCR) system.
Diesel Particulate Filter (DPF)

Clean Diesel Engine Systems

A DPF, a filter that removes particulate matter by col-VG* Turbocharger

lecting and burning it, substantially reduces emissions

By controlling the turbine capacity by opening andof particulate matter.

closing the variable nozzle installed on the turbine
side, the VG turbocharger helps to improve fuel econ-

Please see page 52 for a Diagram of the 4N14 Engine System, which includes a DPF.

omy and suppress emissions of particulate matter
through optimum supercharging across the engine’s
operating range.
* Variable geometry

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialTargetl 3.9

Urea Selective Catalyst Reduction[The 4N14 Engine System](SCR) System

Intercooler

Nitrous oxides (NOx) from diesel

Turbocharger

IntakeUrea SCR catalyst
Injection of AdBlue®

engines’ emissions are purified

NOx
reduction(Ad-BlueR*1), breaking themdown into non-polluting nitrogen

NH3 reduces NOx
into H2O and N2.

and water.
*1 A registered trademark of Germany’s
Verband der Automobilindustrie (VDA)

Urea SCR system
Fuel pumpTargetl 6.3

Targetsl 12.4l 12.5

Reduction of Hazardous Substances
In accordance with the reduction targets of the Japan
Automobile Manufacturers Association, Inc. (JAMA) andthe EU’s end-of-life vehicles directive (a recycling law),

Exhaustgas

Engineusing an aqueous urea solution

ESG Data

GovernanceOxidation
Common rail catalyst DPF catalyst Aqueous urea tank

MITSUBISHI MOTORS is working to reduce the use offour substances (lead, mercury, cadmium, and hexavalent chromium). We have established internal technicalstandards to voluntarily reduce hazardous substances.
We are also taking measures to comply with regulations on the use of hazardous substances in eachcountry in compliance with the REACH regulation*3
concerning substances and the Convention on POPs*4.
At present, in addition to four substances and

TOPICSThe 2.5L Gasoline Engine on the “Outlander” forNorth America
The All-New“Outlander,”which launchedin North America in April 2021,
is equippedwith an inline
direct injection
four-cylinder DOHC 2.5L engine. The engine is designed
for low fuel consumption, smooth driving and enjoyably agile acceleration.
This newly developed engine, which was developed
through the alliance with Nissan, achieves emission gas
level LEV III-SULEV30*2. By using the items describedright column, the engine performs on both the output
and fuel economy.
*2: SULEV stands for Super Ultra Low-Emission Vehicles in theclassification for emission in California, U.S.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

1. Mirror bore coating	A mirror bore coating is used on the surface of thecylinder wall. The mirror-like finish helps to reduce
friction loss.
2. Variable tumble control valve
	A variable tumble control valve is used to optimize
the flow of air drawn into the combustion chamber.
In-cylinder flow is increased as a result, promoting
rapid combustion, thereby reducing emissions andimproving fuel economy, while enhancing acceleration response.
3. Electric variable valve timing (VVT) mechanism	An electric intake VVT is used to optimally control
intake valve timing and provide superior responsiveness. On the exhaust side, a VVT with an intermediate
lock is used, with individual valve timing optimized toachieve low emissions and improved fuel economy.
4. Variable capacity oil pump	A variable capacity oil pump optimizes the control of oilpressure according to driving conditions, thereby reducing friction loss and helping to improve fuel economy.

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52▶ Nextother heavy metals, the use of VOCs (volatile organic
compounds), bromine-based flame retardants andvarious other substances is regulated. 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.
*3 R
 EACH stands for “Registration, Evaluation, Authorisation andRestriction of Chemicals.” Enacted on June 1, 2007, the REACH
regulation is a general system to register, evaluate, authorize
and restrict the use of substances*4 Persistent Organic Pollutants
Data (p. 121): Emissions of Sulfur Oxide, Nitrogen Oxide, VOC (Volatile Organic Compounds) and Ozone-Depleting Substances

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialTargetl 3.9Management of Material Data by IMDS

Reduction of In-Cabin VOCs

Data on the hazardous substances contained in vehicle parts delivered by suppliers are collected by theInternational Material Data System (IMDS), an international system for collecting such data. Together withoverseas plants such as Mitsubishi Motors (Thailand)Co., Ltd. (MMTh), we utilize the collected data undera globally centralized internal system for reducing
hazardous substances.
In cooperation with suppliers, we are complying
with the REACH regulation, a general system for theregistration, evaluation, authorization, and restrictionof substances used in the EU.

Mitsubishi Motors
Hazardous
Substance
controlInternal
systemData input
requestData
download

Suppliers
Data input

IMDS

Targetl 6.3

Targetsl 12.4l 12.5

Preventing Air Pollution

space, MITSUBISHI MOTORS works to reduce volatile

Reduction of VOC Emissions from Production
Processesorganic compounds (VOCs) inside the cabin.

We are applying the waterborne 3WET paint method*

To provide customers with a healthy and safe cabin

VOCs are organic compounds that are easily vol-to its painting process to reduce VOC emissions. In

atilized at room temperature such as formaldehyde

Japan, we use this method at the Mizushima Plant

and toluene. These compounds are thought to cause

and the Okazaki Plant. Overseas, the system is used

sick building syndrome, and may irritate the eyes,on the No. 3 paint line at Mitsubishi Motors (Thailand)nose, and throat. In an automobile cabin, they areCo., Ltd. (MMTh).

mainly generated by adhesives and paint used in interior parts.

We are also upgrading our robotic and other painting systems, reducing the amount of paint used byPlease see the JAMA website for details regarding

Flow of Data Collection through IMDSESG Data

Governanceadjusting production lots and increasing the amount

the Voluntary Guidelines.

of used thinner we recover. Through these moves, we

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

are reducing VOC emissions from vehicle production.

Progress* With this method, water-soluble paints are used for the middle andtop coats. Solvent-based paint is used only for the clear overcoat.
Data (p. 121): VOCs (volatile organic compounds)

We are working to reduce in-cabin VOCs by developing materials with low VOC emissions and technologies to reduce VOCs generated inside the cabin.
Example of Measures to Reduce VOCs

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

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargetl 3.9Management of Air Pollutants
MITSUBISHI MOTORS follows laws and regulations tomanage the concentrations and amounts of such air
pollutants as nitrogen oxides (NOx), sulfur oxides (SOx)and soot emitted in production processes.
We are also working to reduce NOx and SOx
emissions. To lower NOx emissions, we are installing
low-NOx boilers and low-NOx burners at the time ofequipment upgrades. To reduce SOx emissions, we
use low-sulfur kerosene or natural gas to fuel boilers
and other equipment.

Management of Chemical Substances
Appropriate Management of Chemical Substances
We have introduced a chemical substance management system for using chemical substances. Before
deploying substances, we examine their physical andchemical properties and the details of usage plans, aswell as legal requirements, conduct risk assessments,
judge whether they can be used and educate workers.
We also use this system to conduct centralized management of the most recent Safety Data Sheet (SDS)
information. In addition, we use data from this system
to ascertain the quantity of PRTR*1 substances used
and report on their usage and emissions, as well asother aspects of legal compliance.
We will continue to manage chemical substances
appropriately to ensure both occupational health andsafety and pollution prevention.

ESG Data

GovernanceTargetl 6.3

Targetsl 12.4l 12.5

Appropriate Management of Hazardous Waste
We manage hazardous waste to avoid importing orexporting hazardous waste that is restricted by theBasel Convention on the Control of Transboundary
Movements of Hazardous and Their Disposal*2.
We also transport and treat waste produced in Japan appropriately, based on various legal requirements.
*2 T his convention stipulates international frameworks and procedures related to restrictions on the movement of certain types
of waste across national boundaries.

Appropriate Management of Waste Containing
PCBs
Harmful polychlorinated biphenyls (PCBs) are contained as insulation oil in transformers and condensers that were manufactured a long time ago.
We process waste containing PCBs appropriately, in
accordance with the Act on Special Measures concerning Promotion of Proper Treatment of PCB Waste.

*1 This convention stipulates international frameworks and procedures related to restrictions on the movement of certain types
of waste across national boundaries.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernanceConservation of Water Resources

ESG Data

Targetl 6.4

Medium- to Long-Term Visions for Material Issues and FY2021 Results
Risks
Opportunities Water shortages and water pollution could raise the uncertainty We could lessen the impact of water stress by
and cost of securing water resources.
reducing our dependence on water resources.
Long Flooding and other damage arising from climate change could halt  We could reduce costs by reducing water use andTermoperations and reduce earnings.
increasing the water reuse rate.
 We could face higher costs in response to increasingly stringent
regulations on water withdrawal and discharge.

Direction of Responses Based on the impact climate change, resource
extraction and pollution have on water resources(concentrated rainfall, droughts, water pollution
and water shortages), we will address these issues,helping to reduce water risk and preserve water
resources.

External Environment
Stakeholders’ Needs and Expectations
Medium-Term Targets
 Climate change resulting in extreme weather events, resulting in Mounting demands for environmental consideration  Promote climate change countermeasures andenvironmental changes and increasingly severe water shortages
initiatives targeting resource recycling and pollution
G rowing ESG investment (investors promoting
Mediumprevention
changes
incorporate
activities)G
rowingpopulations
and
urban
developmentinemerging
marketsTerm
exacerbating water pollution Manage the amount of water used based on water
risks at each production facility, and monitor the Plastics causing marine pollution
quality of discharged water
Items
Manage water risks at each production
facility

FY2021 Targets and Results
Completed facility for processing sewage and domestic waste water at the Mizushima Plant
Commenced operation of a wastewater recycling plant at Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)

SelfEvaluation: As planned : Delayed

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargetl 6.4

Basic Approach
Due to the increasing population and changes in thenatural environment caused by climate change, thedemand for water in specific areas is expected to
grow tighter, and social concern for the preservationof water resources are increasing.
MITSUBISHI MOTORS requires a large amount ofindustrial water, city water, and groundwater, etc., forthe automobile production process and discharge ofwater into sewage lines and rivers, etc. In regions wherewater risk is high, it is essential to consider the impactthat water withdrawal and discharge from our businessactivities have on the surrounding environment.
At business sites, we comply with various legal requirements, such as on the quality of discharged wa-

Water Withdrawal Source and Drainage of Each Plant
Plant
Okazaki Plant(Okazaki, Aichi Pref.)Water Withdrawal
Drainage
SourceYahagi River
Kanda River
Tributary →Kanori River
Lake Biwa
Sewage line

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

Reduction of Water Withdrawal Volume
We are striving to reduce water withdrawal volumes
by reusing washing water used in production processes for pre-washing and by circulating coolingwater and temperature control water.
At the Okazaki Plant and at MMKI, we have set up
rainwater storage tanks in order to reuse rainwater.
At the Okazaki Plant, we have also set up equipment to filter groundwater so that it can be used tosupply drinking water during disasters to employees
and people nearby the plant.
Data (p. 122): Withdrawn water volume

ter. In addition, we work to reduce water withdrawal
amounts and introduce water recycling technologies
based on the status of water resource management
in individual countries and regions.

Rainwater storage tanks(Okazaki Plant)

Also, as water is required for the operations of ourbusiness partners. We are aware of the importance

Groundwater membrane
filtration equipment(Okazaki Plant)of water risk management throughout the entire
value chain.

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetl 6.4

Reuse of Discharged Water
The MITSUBISHI MOTORS Group has introduced
wastewater recycling technology based on the local
water resource management conditions at each of its
business sites.
We set up a wastewater recycling plant at Mitsubishi Motors Krama Yudha Indonesia (MMKI) when
the plant was established. In FY2021, the wastewater
recycling rate was 58%.
In January 2022, a wastewater recycling plant commenced operation at Mitsubishi Motors (Thailand) Co.,
Ltd. (MMTh), coinciding with the start of operations at
a new paint factory. Based on our experience at MMKI,
we aim to achieve an even higher recycling rate.
Data (p. 122): Wastewater volume

we confirm that no toxic substances are being discharged to the outside area. In order to quickly detect
abnormalities in discharge water quality due to suchfactors as rainfall, we set up a surface oil detector*1 infront of outlets leading from the plant to public waterand continuously monitor discharge water conditions.
We carry out continuous monitoring so that water
discharged from the plant does not affect the environment outside the site. In the event of an accident,
we respond quickly to prevent pollution from spreading, report to the local authorities and disclose information to the community.
At the Mizushima Plant, we are stepwise upgrading
equipment for processing discharged water that hasdeteriorated over time. In FY2021, we completed andcommenced operations at an upgraded facility for processing domestic waste water emitted from offices.
*1 Detects the presence of oil
by capturing changes in reflectance as the reflectance of oil
is greater than that of water.

Wastewater recycling plant (MMTh)TOPICS

Upgrading Sewage and Domestic Waste Water
Treatment Facilities (Mizushima Plant)
At the Mizushima Plant, we are gradually upgrading
waste water treatment facilities that have deteriorated
over time. As a first step, in FY2021 we completed asewage and domestic waste water treatment facility,
which commenced operations in July 2022.
This facility collectively treats sewage and domestic waste water from septic tanks, cafeterias and handwashing stations at the Mizushima Plant. This upgrade
involved the introduction of a membrane treatment
system*2 to reduce the maximum value of pollutants toless than 1/10th and stabilize the treated water quality.
With a view to completion at the end of FY2022, weare proceeding with related construction work, such as
upgrading the primary treatment facility for industrial
wastewater and sludge dewatering equipment, andinstalling a centralized monitoring and control system.
*2 A
 device that removes pollutants by filtering wastewater
through microscopic pores

Observation well (Okazaki Plant)

Prevention of Water Pollution
To prevent water pollution in areas surrounding
plants, we measure and manage the quality of discharged water based on legal requirements. We also
conduct surveys and confirmations regarding thequality of groundwater and soil pollution. In this way,
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

General effluent treatment
facilities (Okazaki Plant)

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Surface oil detector(Okazaki Plant)57▶ NextSewage and domestic waste water processing
facility (Mizushima Plant)

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialPreservation of Biodiversity

Governance

ESG Data

Targetl 15.5

Medium- to Long-Term Visions for Material Issues and FY2021 Results
Risks The loss of ecosystems could lead to environmental changes thatraise the uncertainty and cost of procuring resources.
Long  Land use for business operations could cause ecosystem losses,
Term
reducing our corporate image.

Opportunities
Direction of Responses Prevent resource procurement uncertainties and Based on the impact climate change, resource exrising procurement costs
traction and pollution have on the ecosystem (species
extinction and change, reductions and disappearance Prevent a decline in the corporate image by alleviof habitat and migratory regions), we will address
ating and recovering from the impact on ecosysthese issues to help reduce ecosystem losses.
tems due to land use for business operations
 Enact measures that are in harmony with local
biodiversity.

External Environment
Stakeholders’ Needs and Expectations
Medium-Term Targets
 Enhanced international conservation in accordance with an assess-  Mounting demands for environmental consideration  Promote climate change countermeasures andment report published in May 2019 by IPBES*1
initiatives targeting resource recycling and the preMedium Growing ESG investment (investors promoting
vention of pollution
Term  Consideration on adopting a “post-2020 biodiversity framework” atchanges in corporate activities)
the 15th Conference of the Parties to the UN Convention on Biologi Promote community-based initiatives to address
cal Diversity scheduled for 2022
environmental issues
Items
Promote preservation activities thatleverage the results of ecosystemsurveys at locations in Japan

FY2021 Targets and Results
Nurture and protect indigenous species at business sites in Japan:
At the Kyoto Plant, continued to manage a biotope*2 and cultivated rare aquatic plants
At Kyoto Plant-Shiga, engaged in wetland conservation and cultivation of rare white egret flower
Conduct tree-planting and cultivation activities in Japan and overseas:
Planted and cultivated trees at Pajero Forest (Yamanashi Prefecture)
Conducted an afforestation project in Thailand

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

: As planned : Delayed*1 IPBES: the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services*2 A biotope is a space where organisms can live in natural surroundings.

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetl 15.5

Basic Approach
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 theconstruction of plants), the release of chemical substances from plants, and the greenhouse gas emitted
from the use of the company’s products and businessactivities. Meanwhile, climate change is transforming
regional environments, which has a major direct impact on ecosystems. We believe it is a priority to enact
climate change countermeasures, protecting biodiversity so that we can continue to enjoy its blessings.
The company formulated the “MITSUBISHI MOTORSGroup Guidelines for the Preservation of Biodiversity”
in August 2010 and promotes conservation activities.
None of our business sites in Japan are locatedin or adjacent to protected areas according to the
Nature Conservation Act and prefectural codes. However, we conducted surveys on ecosystems in orderto understand the impact our business activities haveon biodiversity.
We are collaborating with OISCA to preserve forests in Hayakawa-cho, Yamanashi Prefecture, whileinteracting with the local community through volunteer employee activities. These activities aim to protect metropolitan water sources and spread awareness of the environment among our employees.
We are also promoting preservation activities at

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 affectthe diversity of living organisms. To this end, the entire
Group will take on initiatives for preventing global warming and environmental contamination, and promote therecycling and efficient use of resources, while engaging
in activities that pay consideration to biodiversity.
1. Consideration to biodiversity in business activities
	We will track and reduce the impact of business activities on biodiversity by conserving energy, reducing
the generation of waste, and curtailing the release ofchemicals. At the same time, we will also pay consideration to neighboring communities when making useof land for factory construction and other purposes.
2. Consideration to biodiversity in products	We will promote fuel efficiency, exhaust gas
countermeasures and recycling-friendly design ofour products, while striving to select and use materials that pay consideration to the environment.
3. Education, understanding and self-awareness	We will continue to educate the entire Group frommanagement to employees on the front lines toshare a common understanding and develop a
self-awareness of the relationship between businessactivity and biodiversity.
4. Cooperation and collaboration with society	These activities will be promoted in cooperation
with all stakeholders including the supply chain,stockholders, local governments, local communities,
non-profit organizations (NPOs) and non-governmental organizations (NGOs).
5. Information disclosure	We will strive to disclose and disseminate the content and results of these activities to customers andlocal communities.

Promoting Preservation Activities
by Utilizing Ecosystem Surveys
at Domestic Business Sites
Ecosystem Surveys at Business Sites in Japan
Production of vehicles requires largescale plants. We
believe that assessing the impact that the use ofland in company business has on local biosystems isimportant to our biodiversity protection initiatives.
Based on this concept, we conducted ecosystemsurveys at our domestic business sites with largescaleland, such as our factories with support from consultancies related to biodiversity. Ascertaining biosystems
not only in domestic business sites but also in thesurrounding environment by means of field surveys
and documentary research leads to maintenancemeasures that are in harmony with local biodiversity.
Locations Where Ecosystem Surveys Were ConductedFiscal Year
2013
2015
2017
2018
2019
2021

Location
Kyoto Plant-Shiga
Okazaki Plant
Mizushima Plant/Kyoto Plant-Shiga*
Tokachi Research & Development Center
Kyoto Plant-Kyoto
Kyoto Plant-Kyoto** A monitoring survey was conducted to confirm the preservation
effects of the measures.

affiliated companies overseas.
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargetl 15.5

Kyoto Plant-Kyoto
Cultivating Rare Plants in Cooperation with the
Local Community
Based on an ecosystem survey conducted, we learned
that the Kyoto Plant serves as a refuge where certain
plants and insects can survive locally, and we foundthat this area was an important environment in terms
of preserving regional diversity. To create a habitatfor dragonflies and other insects, we built a biotope in
the “Plaza of Relaxation,” a green space on the campus, and rare aquatic plants such as water lilies andoval-leafed pondweed are being cultivated in a pond
within the plaza. The pond has little or water flow, so
requires regular human intervention to maintain water quality. In March 2022, employees participated in a
kai-bori (pond draining and cleaning) event to protect
the pond ecosystem.
During the pond draining and cleaning, we conducted a biological monitoring survey, which identified two new species: the Cloeon dipterum (a relativeof the mayfly) and the Anax nigrofasciatus (a type ofdragonfly). We believe these species may have begun
to use the ponds as a result of aquatic plantings inthe biotope.

Cloeon dipterum larva

Anax nigrofasciatus larva

The seedlings of the rare aquatic plants were separated out by “Sustainable Kyoto,” an environmental
education center within the Kyoto City Southern Clean
Center. Seeds of oval-leafed pondweed that grew wellin the pond were collected, and some of them werereturned to “Sustainable Kyoto” in November 2021.
“Sustainable Kyoto” will provide these seeds to companies and schools in the city of Kyoto that cooperate
in raising and propagating rare aquatic plants.

Oval-leafed pondweed (left) and harvested seeds (right)

Kyoto Plant-Kyoto-Shiga
Preservation of Wetlands Where White Egret
Flowers Bloom

Relaxation Plaza

Employees engaged in ponddraining and cleaning

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

We are working to protect the rare white egret flower by preserving wetlands located within the plant.
Employees regularly remove invasive herbaceous
plants such as broomsedge bluestem and maintainthe wetland environment, which gives the white egret
flower room to bloom every summer.
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60▶ NextEmployees clearing away
invasive herbaceous plants

White egret flower blooming

Overseas Preservation Activities
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh) and a
non-profit organization, the Mitsubishi Motors Thailand Foundation (MMTF), are working with Thailand’s
Royal Forest Department and the Thailand Greenhouse Gas Management Organization to revitalize
an area of forest under the “60 Rai Reforestation”
Project to commemorate MMTh’s 60th anniversary.
In FY2021, we planted 12,000 trees to revitalize an
area of forest covering 60 rai (9.6 hectares) in eastern
Chonburi and Sa Kaeo provinces. In FY2022, we willplant trees on 40 rai (6.4 hectares) in Nakhon Ratchasima Province. Employees from MMTh and people from the local community will continue working
together to cultivate an awareness of regional environmental preservation.

Planting trees in Thailand(Chonburi Province)

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

SocialSustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

SocialDelivering Products which Help Prevent Traffic Accidents������������������������������������������������������������62

Stepping up Human Resource Development����������������������������������������������������������������������������������������������82

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������62

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������82

Management Structure, Development of Safety Technology������������������������������������������������������������63

Management Organization����������������������������������������������������������������������������������������������������������������������������������������83

Traffic Safety Education and Promotion����������������������������������������������������������������������������������������������������������65

Training and Education�������������������������������������������������������������������������������������������������������������������������������������������������84
Career formation and evaluation, Fair Compensation System����������������������������������������������������������85

Improvement of Product, Sales, and Service Quality��������������������������������������������������������������������������66
Promoting Occupational Health and Safety������������������������������������������������������������������������������������������������86

Basic Approach and Quality Policy������������������������������������������������������������������������������������������������������������������������67
Improving Product Quality,

Basic Approach, Management Organization, Initiatives to Ensure Workplace Safety�������87

Vehicle Quality Evaluations and Guarantees Based on a Customer Perspective,

Responses to COVID-19������������������������������������������������������������������������������������������������������������������������������������������������88

Improving Perceived Quality, Improving Sales Quality������������������������������������������������������������������������68

Labor-Management Relations���������������������������������������������������������������������������������������������������������������������������������89

Improving Service Quality, Use of Customer Voice������������������������������������������������������������������������������������69

Respect for Human Rights������������������������������������������������������������������������������������������������������������������������������������������90

Management Structure������������������������������������������������������������������������������������������������������������������������������������������������71

Basic Approach, Human Rights Policy����������������������������������������������������������������������������������������������������������������90

Contribution to Local Economy through Business Activities��������������������������������������������������������73

Management System, Human Rights Due Diligence��������������������������������������������������������������������������������91
Complying with the Human Rights Policy��������������������������������������������������������������������������������������������������������92

Basic Approach, Management Structure, Employment,

Access to Assistance�����������������������������������������������������������������������������������������������������������������������������������������������������93

Human Resource Development, Investment���������������������������������������������������������������������������������������������74
Technology Transfer, Export, Environmental and Social Contribution�����������������������������������������75

Achieving a Sustainable Supply Chain���������������������������������������������������������������������������������������������������������������94
Promotion of Work Style Reforms in Response to the New Normal

Basic Approach������������������������������������������������������������������������������������������������������������������������������������������������������������������94(Diversity, Work-Life Balance)�����������������������������������������������������������������������������������������������������������������������������76

Management System, Supplier CSR Guidelines��������������������������������������������������������������������������������������������95

Basic Approach, Initiatives toward a Flexible Working Style,

Efforts to Become Carbon Neutral throughout the Supply Chain,
Green Procurement Guidelines����������������������������������������������������������������������������������������������������������������������������96

Conducting Engagement Surveys���������������������������������������������������������������������������������������������������������������������77

Working with Suppliers to Improve Quality, Promotion of Localization,

Promoting Diversity,

Initiatives for Business Continuity Plans in the Supply Chain,

Promoting Women’s Participation and Advancement in the Workplace��������������������������������78

Participating in Outside Initiatives��������������������������������������������������������������������������������������������������������������������97

Promoting a Work-Life Balance�����������������������������������������������������������������������������������������������������������������������������79
Increasing Employment of Senior Workers,
Promoting Employment of People with Disabilities, Global Action��������������������������������������������80

Promoting Social Contribution Activities�������������������������������������������������������������������������������������������������������98

Promote LGBTQ Awareness, Participating in Initiatives Outside the Company����������������������81

Basic Approach and Policies��������������������������������������������������������������������������������������������������������������������������������������98
Society�������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������99
Traffic safety, Environment�����������������������������������������������������������������������������������������������������������������������������������100
People, MITSUBISHI MOTORS STEP Funds and Matching Gift Program�������������������������������������101
Support for Disaster-Stricken Areas, Supporting Measures to Address COVID-19������������102

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Delivering Products which Help Prevent Traffic Accidents

SocialGovernance

ESG Data

Targetl 3.6

Medium- to Long-Term Visions for Material Issues and FY2021 Results
Risks
Long  An increase in serious accidents as society ages
Term  A rise in accidents due to a surge in automobile ownership in emerging markets

Opportunities Maintain the brand and expand sales by introducing
advanced technologies

Direction of Responses MITSUBISHI MOTORS’ uniqueness: Environment x Safety,
Security and Comfort

External Environment
Stakeholders’ Needs and Expectations
Medium-Term Targets
 Laws and regulations related to traffic accidents, height-  Customers: Growing expectations for active safety Provide customers with safe, secure and comfortable means
Mediumened government safety targets
technologies
of mobility with the environment at the coreTerm
 Increasingly stringent standards for information disclo-  Local communities: Providing a safe means of mobilsure testing and assessment, such as NCAP
ity for all people
Items
Delivering products which help prevent
traffic accidents

FY2021 Targets and Results
Increased introduction of advanced safety technologies

SelfEvaluation: As planned : Delayed

Basic Approach
MITSUBISHI MOTORS is aware of its responsibility
towards traffic safety as an automaker, and we haveset “Delivering products which help prevent traffic
accidents” as a key part of our sustainability activities.
Approximately 1.35 million people are lost in traffic
accidents worldwide every year* As vehicle ownershipincreases in emerging countries in particular, traffic
accident fatalities are also on the rise. Reducing the

Sustainable Development Goals (SDGs) at the 74th UN
General Assembly held in 2020. This target calls forhalving the number of global deaths and injuries fromroad traffic accidents between 2021 and 2030.
We are upholding the safety philosophy towards a
car society with zero traffic accidents. To this end, weare taking action from two perspectives: developing
and disseminating safety technologies and promoting
traffic safety education.
*2018 World Health Organization (WHO) survey

number of traffic accidents is an urgent matter globally. A new target was adopted for Target 3.6 of the

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetl 3.6

Management Structure

Development of Safety Technology

With regard to product development, the productBy reflecting a variety of safety technologies in oursafety committee has established guidelines and a

products, we aim to ensure our customers can drive instrategy for safe development based on the MITSUB-

safety, security and comfort.

ISHI MOTORS’ safety philosophy. The committee also
formulated an automobile safety framework as our

Active Safety Technology to Avoid Crashes

approach to safety technology. We are conducting

We are working to develop and install various active

initiatives based on three points: 1. technology to help

safety technologies to help to eliminate traffic

prevent traffic accidents (active safety), 2. Technology

accidents preemptively.

to mitigate damage from traffic accidents (passive
safety) and 3. Avoidance of dangers, both in hardware

Active Safety Technologies

and software, assumed as industrial products (funda-

Using millimeter-wave radar and cameras, these

mental product safety).

technologies help to detect the risk of accidents andWe are also working to enhance the management

Examples of Preventive Safety Features
Function
Forward Collision
Mitigation Brake
SystemForward Collision
Prediction Warning

Lane Departure
Warning System andLane Departure
Prevention Function

help prevent, avoid or mitigate damage.

structure by educating R&D personnel, promoting
awareness of the safety philosophy and automobile
safety framework.
Adaptive Cruise
Control System

Automobile Safety Frameworkomobile SafetyAut
fic Safety
TrafA
Pre ccive

Accide
Mit ntig

Realizing
zero
accidents

ar

ar

ft

w

rd

e

So

me

n t a l P ro d u c t

fe

t

y

F

da

Automatic High Beam

e

Ha

w

un

Ultrasonic
Misacceleration
Mitigation Systemgema
Da ionat

nt
de tionn

Sa

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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63▶ NextDescription
Detects vehicles and pedestrians ahead. If there is a risk ofcollision, the system alerts thedriver or applies the brakes tohelp avoid a collision or mitigate
collision damage.
Monitors two vehicles in front of
the traveler. It detects a change
in the situation ahead which isdifficult to see from the driver,and alerts the driver with analarm and a display.
The warning system monitors
the lane markers ahead of thevehicle and provides alarms
and displays to alert the driver
if the vehicle appears likely todrive out of the lane. In addition,
the Lane Departure Prevention
Function takes control of thebrakes for a short period oftime, helping to keep the vehicle
in its lane.
This system automaticallyfollows the vehicle ahead byaccelerating, decelerating or
stopping. By helping to maintaina set distance between vehicles,
the system reduces the burden
on the driver.
When the driver drives forward
or in reverse, the system helps
to prevent acceleration causedby misoperation of the gear
shift or accelerator pedal.
Automatically switches between
low beams and high beams by
detecting whether there is anapproaching vehicle or vehicle
ahead, the ambient lighting conditions, and other factors, helping safer nighttime driving.
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetl 3.6

Body Structures that Protect People

we have adopted energy-absorbing structures in the

In the event of a collision, it is crucial to have a ve-hood, cowl top, windshield wipers and other parts to

Avoidance of Dangers Assumed as Industrial
Products

hicle body structure that mitigates the impact on

mitigate injury to pedestrians’ heads. Energy- absorb-

On the hardware (physical) side, we use flame-re-passengers and provides adequate space. MITSUBISHI

ing structures that help to protect pedestrians’ legs

tardant materials, employ isolation structures on

MOTORS has adopted the Reinforced Impact Safety

are used in bumper faces and headlights, for example.

high-voltage components and use other technologies
to enhance safety and security.

Evolution (RISE) body, and enhance collision safety
performance in all directions: front, rear, and sides.

On the software side, we use firewalls on vehicle

For example, the All-New “Outlander gasoline

networks and employ encrypted communications tomodel,” which launched in North America in April 2021

reduce the risk of cyber threats via electrical equip-

and the All-New “Outlander PHEV Model,” which alsoment mounted in vehicles.

launched in Japan in December 2021, use a front-torear straight frame structure that can efficiently absorb collision energy. The vehicle interior (cabin) uses
high-strength steel plates, as in the past. In addition,
hot-stamped ultrahigh-tensile-strength steel is used
to achieve enhanced passenger safety while reducing weight.
We are also pursuing safety with regard to pedestrians, as well as drivers and passengers. For example,

RISE Body used in the All-New “Outlander PHEV Model”

Results of Major Third-Party Safety Evaluations( ): Number of vehicles receiving top rank / number of vehicles evaluatedRegionJapan
Australia

Third-Party Evaluation
JNCAP*1
5☆
ANCAP*1
5☆

United States

IIHS*2Rating2022 Top Safety Pick+

Model
Outlander PHEV model
Eclipse Cross PHEV model
Outlander gasoline model
Outlander PHEV model
Outlander gasoline model

(1/3)
(3/4)

(1/6)

Period: May 2021 to June 2022
*1 Abbreviation of New Car Assessment Program. An automobile safety testing and assessment program implemented by a third-party
organization in each country or region.
*2 Abbreviation of Insurance Institute for Highway Safety.

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetl 3.6

Scope of Support Cars Expanded

In addition, our forward collision mitigation braking

Safety support cars are vehicles equipped with ad-

system and pedal misapplication prevention device

vanced technologies that support safe driving. It is

have been certified as achieving a certain degree ofa new automotive safety concept, as an effort toperformance under the Ministry of Land, Infrastruc-

help prevent traffic accidents among senior drivers,

ture, Transport and Tourism’s “Advanced Safety Tech-

being promoted in Japan through collaboration be-

nology Performance Evaluation Certification System.”

tween the government and private sectors. Vehicles
are classified into the following categories: “Safety
Support Cars” or and “Safety Support Cars S” (Basic,
Basic +, and Wide) depending on the features in eachvehicle. MITSUBISHI MOTORS is expanding its lineup ofsafety support cars.
Safety Support Car Models (as of June 2022)

Safety Support Car S Wide Models
Outlander PHEV model
RVR
Eclipse Cross gasoline model
Eclipse Cross PHEV model
DELICA D:5
DELICA D:5 URBAN GEAReK X EVeK X
eK WAGONeK X SPACEeK SPACE
DELICA D:2
DELICA D:2 CUSTOMMIRAGETOWN BOXMINICAB VAN
MINICAB TRUCK

Certified Models (As of June 2022)(Forward Vehicles) Forward Collision Mitigation Braking System(Pedestrians) Forward Collision Mitigation Braking System
Outlander PHEV model
Eclipse Cross PHEV model
Eclipse Cross gasoline model
DELICA D:5
eK X EVeK X
eK WAGONeK X SPACEeK SPACE
DELICA D:2
TOWN BOXMINICAB VAN
MINICAB TRUCK
Pedal Misapplication Prevention Device
Outlander PHEV model
RVR
Eclipse Cross gasoline model
Eclipse Cross PHEV model
DELICA D:5
MIRAGEeK X EVeK X
eK WAGONeK X SPACEeK SPACE
DELICA D:2
TOWN BOXMINICAB VAN
MINICAB TRUCK

Traffic Safety Education and Promotion
The Company seeks to reduce the number of traffic
accidents by conducting traffic safety education andpromoting awareness. In these ways, we are working
to raise safety awareness throughout society.

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

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

Vehicles That Pedal Misapplication Prevention
Device can be retrofitted
eK WAGON (2013–2019)
eK CUSTOM (2013–2019)
eK SPACE (2014–2020)
eK SPACE CUSTOM (2014–2020)
MIRAGE (from June 2012) DELICA D:5 (from January 2007)

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceImprovement of Product, Sales, and Service Quality
Medium- to Long-Term Visions for Material Issues and FY2021 Results
Risks
Long
 Quality problems that originate in product or service
Termquality

Opportunities Enhance loyalty and win new customers by providing
high-quality products and services

External Environment
Stakeholders’ Needs and Expectations Increasingly diverse customer needs as vehicles become  Customer perspective: Sense of satisfaction in relation
more advanced (electrification, intelligence)
to quality through various contact points with products
Mediumand MITSUBISHI MOTORS
Term  Increase in vehicle off-board functions (connected, linkwith smartphones) Business perspective: Maintain and enhance management to ensure against losing trust on the quality front
Items
Improving product quality
Improving sales quality
Improving service quality Quality Policy*1

Direction of Responses

Medium-Term Targets
 Through quality MTP, earn top level customers evaluations in our core market of “ASEAN5” (Thailand, Indonesia, the Philippines, Vietnam and Malaysia)

FY2021 Targets and Results
Ratio of defects identified within 3 months in service of new vehicle sale: Achieved reduction target
Achieved Sales Satisfaction Index (SSI) target (top three ranking in industry surveys) in three of five ASEAN5 countries*2
Achieved Customer Satisfaction Index (CSI) target (top three ranking in industry surveys) in two of five ASEAN5 countries*2*1 Please see page 67.
*2 Three countries of Indonesia, Philippians and Malaysia set internal target instead of industry survey because these countries were not conducted industry survey.

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SelfEvaluation

: As planned : Delayed

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Basic Approach and Quality Policy
Based on Quality Policy revised in April 2019, MITSUBISHI MOTORS are undertaking measures to improve
quality in four categories: product quality, perceived
quality, sales quality and service quality in order toenhance quality in all stages from when a customer first considers purchasing a product through thevehicle ownership period,
Product quality includes the initial quality that customers experience immediately after purchasing a newcar, and durability quality that customers experiencethroughout the entire period of use and so we sincerely listen to the opinions of customers and correct any

FeatureEnvironment

Socialissues so that we can promptly make improvements.

ESG Data

Governance

Quality Policy

In addition, we are working to improve perceived
quality in terms of aspects such as the usability, com-

Quality is the fundamental requirement to support ourbusiness.

fort, and appearance that customers perceive when
they observe, feel, and use our products.

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

With regard to sales quality and service quality
demonstrated at sales companies, we listen closely to

2. Focus on Quality of Management to continuously
improve overall company performance.

customers and make fitting proposals and responses
to customer requests to achieve high levels of cus-

3. Comply with laws and global regulations to gain truston MMC quality.

tomer satisfaction.
We strive to achieve the highest levels of quality
from the customer's viewpoint so that we can achievecustomer satisfaction during every point of contact
with customers.

The Four Quality Pillars Support Brand Image

Perceived
Quality

Sales
Quality

Purchase

MMC Quality House

Perceived
Quality

RejectBrand Value
Retention

Attractive Quality

Ownership Cycle
Customer Feedback

Product Quality(Initial/Durability)

Perceived
Quality

Sales Quality

Service Quality

Outflow
Durability
Quality

Quality Mindset(HR Talent/Scheme)

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

InitialQuality

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Quality

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Improving Product Quality
Dealing appropriately 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 been sold, MITSUBISHI MOTORS is taking measures to reduce initialquality issues with a focus on defect incidents that
occurred within three months to twelve months aftersale. We have accelerated the speed of resolution
through collaboration between the quality and development and production divisions, helping to reduce
customer complaints.
Furthermore, to improve the initial quality of its
new vehicles, we hold cross-functional “oobeya (largeroom) activities,” where employees from various
divisions (including development, production, service,quality control and procurement) meet in one roomfrom the point at which shipment starts to consider
countermeasures to address any problems that may
occur. This approach allows initial quality to be improved more quickly.
Also, addressing issues that are not defects butthat can cause customer dissatisfaction helps toimprove processes during the development stage so
new vehicles can be improved.

FeatureEnvironment

Vehicle Quality Evaluations and Guarantees Based on a Customer Perspective

SocialESG Data

Governance

perceptions in order to achieve high levels of customer satisfaction not only at the time of purchase, but
throughout the car life after purchase.

We are implementing a quality evaluation standard
based on a customer perspective customer’s point ofview called AVES* to ensure full quality assessments

By looking at

By touching

By using the product

Good stance Integration Consistency

Good material
Good texture

Secure operation
Intuitive layout

evaluation on prototype vehicles under development,
vehicles undergoing quality verification and production vehicles sold to customers.
Assessments AVES evaluations includes static
evaluations (interior and exterior appearances) anddynamic evaluations (when driving drivability). Dynamic evaluations check such aspects as noise, vibration,
steering stability and various in-vehicle equipped functions. AVES assessors evaluators (specially qualified
Company personnel) perform assessments evaluationsin the customer’s perspective and checking achievement of various criteria against quality standards.
AVES plays an important role in deciding whether
to produce or start production of new models, as wellas in maintaining quality guarantees on production
vehicles. Accordingly, these assessments are evaluations are performed rigorously according to a rigorous
customer perspective the customer’s point of view.
*A VES is a quality evaluation system used across the Renault-Nissan- Mitsubishi alliance, in which specially trained
experts assess evaluates vehicles using more than 300 quality
assessment evaluation criteria established from the customer’s perspective.

Improving Sales Quality
We aim for top level customer’s satisfaction and act
in concert with sales companies to improve the quality of sales and become a brand that customers support and identify with.

Cooperation with Domestic Sales Companies
One of the measures that domestic sales companies
are taking is the provision of proposals and a newsales pitch experience tailored to customer needs bypromoting sales pitch styles using IT. For example,
sales companies introduced tablet PCs to provide
visual and easy to understand product explanations

Improving Perceived Quality

and have customers that come to the sales outlets

We are taking measures from the development stage

ing the quality of service in order to make timely

to improve quality with an emphasis on customer
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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68▶ Nextuse the tablets to respond to questionnaires regardimprovement. Further improvements in customer
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

satisfaction are being made through the timely sharing with nationwide sales companies of best practices
that have resulted in higher customer satisfaction.

Cooperation with Overseas Sales Companies
Cooperation with sales companies in each country
and region is essential for achieving high customer
satisfaction overseas. MITSUBISHI MOTORS provides
product information to sales companies on a daily basis. In addition, we hold periodic online meetings withsales companies in individual countries, and strives togather comments and opinions from local customers,such as market information and product requests
gathered through interviews. In these ways, we strive
to gather input from local customers.
Sales companies in each country and region are
working to digitalize the sales process. They aredevising ways to further satisfy customers in eachcountry and region, by conducting online negotiations
and sales, and by introducing smartphone apps. In
response to COVID-19, we are conducting online training for sales staff. In addition, we support sales companies’ efforts to improve customer satisfaction by

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

At the service site of the sales company that is thetouch point with the customer, it is important todeliver “Good quality service” from the customer’s
perspective, from purchasing of the car.
We, hand in hand with partners in Japan and global dealers, are improving our capabilities of customer
services, such as communication and technical skills, todeliver more satisfaction than customers expectation.

The Group’s mission is to provide customers with richTransferring Skills, in Japan

We have established its unique certification programfor dealer staff. And it is offering an appropriate training for each staff member according to their skills.
It is, after all, enhancing their capabilities of actual
customer services. As COVID-19 has made it difficult
to conduct group training, we are working to enhancee-learning and online training courses using the Internet to ensure that training is not interrupted.
We have 7 Technical Centers across Japan andorganizes technical meet-ups, seminars and technicalexpert visits, supporting dealers from various perspectives including highly technical advice. It ends up
swift response to customers.

experience and satisfaction in their lives with cars byoffering attractive products and excellent after-sales
service. For that reason, we gather and analyze valuable customer comments and opinions received bydomestic and overseas sales companies and by ourCustomer Contact Center. Our quality control, development, production, sales, and service divisions work
together to actively improve quality.

Improving Quality through Customer Voice
Sales companies hold specific interviews with customers 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.
CustomerContact CenterTransferring Skills, Global

To ensure the same and high-quality customer services around the world, We have been introducing its
global-common-standard training and certification
program for automobile technicians aiming to advanced customer services.
As in Japan, online training in other countries is alsoavailable via internet. It delivers ceaseless opportunity
for dealer staff to sophisticate their competence inspite of the COVID-19 pandemic. Supporting from ourtechnical experts are, of course, available at global
dealerships regarding such as highly technical advice.
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69▶ NextContact

Service/
Quality Divisions

Liaiseservice information and labeling displays.

Use of Customer Voice

Liaisecountry and region, we strive to provide product andImproving Service Quality

Sales
companies

In compliance with the laws and regulations of each

ESG Data

Governance

Customers

Appropriate Product and Service Information
Disclosure

SocialLiaisement activities in each country and region.

Environment

Contact

sharing good practices of their sales quality improve-

FeatureDevelopment
division/
Production
division

Service/
Quality Divisions
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Major Activities of the Customer Contact CenterFeatureEnvironment

MITSUBISHI MOTORS’ Customer Contact Center ac-

Customer Support for Recalls and Other Market
Responses

cepts inquiries every day including weekends andWe have systems in place to provide information toholidays. The various comments and information from

customers in a timely manner in the case of market

customers are managed in a database. Of the points

responses such as recalls as a result of defects thatraised, matters regarding defects are addressed in

involve safety. We send direct mail to users of theorder to resolve customer problems in collaboration

affected vehicles and provide information on obtain-

with sales companies and are used for further quality

ing free inspections and repairs to be performed at aenhancements. In addition, feedbacks as well as opin-

sales company at an early time. We also post infor-

ions about product functionality, or opinions aboutmation on our website so that customers can checkspecifications, are shared with relevant divisions andwhether their vehicles are subject to a recall and theused to improve product capabilities even further.

status of repair implementation.

Noteworthy comments and opinions including thosethat are particularly important are periodically reported to management.

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

Rather than outsourcing the operations of ourCustomer Contact Center, we have our employees

Domestic Cases and Number of Vehicles Involved incommunicate directly with customers. This approach

Recalls, Improvement Measures, and Service Campaigns

allows us to maintain a high level of customer service
quality and to accurately translate customer feedback into product and service improvements throughsmooth cooperation with each internal department.

FY2017FY2018FY2019FY2020
FY2021

No. of cases
27 cases
13 cases
15 cases
19 cases
13 casesNo. of units
Approx. 629,000 units
Approx. 298,000 units
Approx. 590,000 units
Approx. 655,000 units
Approx. 492,000 units

SocialContacts Received at the Customer Contact Center in
FY2021
Number of contacts: approx. 32,000b) Opinions andcomments 10%a) Inquiries 90%a) Breakdown of inquiries
Requests formaterials
3%

Other 6%
Vehicle body related(specifications,equipment, etc.)
46%

Electrified
VehiclesService-related
18%
Service-related(recalls, inspections,repairs, etc.)
27%b) Breakdown of opinions and comments

Other
14%
Servicerelated
37%

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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70▶ NextESG Data

Governance

Vehiclebody
related
49%

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

and we set specific objectives for which we investigate and implement policies toward realization while regularlyon the status of improvements.
Also, regarding information from customers about vehicle defects provided by sales companies, we haveestablished systems for immediate policy consultation, establishment and enactment by regularly gathering andsharing information.

wide management quality are essential to achieving
excellence in product, sales, and service quality exceeding customer expectations. Accordingly, all departments across the Company are earning ISO 9001
certification, not only those involved directly in product quality or sales and service quality.
Ongoing improvements in management quality

Meeting
Chair
Frequency
Quality Strategy Quarterly Division generalmanager of TCS*1
Committee(QSC)
Division
Organization

Members

Directors in charge of development and production,
division general managers
related to sales, service andproduct quality
Quarterly Top management of Division and plant general
QMS*2
managers, responsible person of direct departments

Monthly

ESG Data

We believe that ongoing improvements in company-

MITSUBISHI MOTORS analyzes quality information in order to realize “Top level quality from customer viewpoint”

Quality
Management
Meeting (QMM)

Governance

QMS*3 ISO 9001 Initiatives

Management Structure

Quality ofManagement
Committee(QMC)

SocialDivision generalmanager of
TCS DivisionObjective
Deliberation and decision of strategic
topics in quality relating to sales, service
and products

Sharing of best practices related to enhancing companywide management quality, responding to external examinations,
reporting on items requiring correction
and lateral deployment
Confirmation of progress toward prodDivision general managers
and supervisors in specialist uct quality targets, consideration anddeliberation concerning effectiveness of
positions (section head or
improvement measures, provision of a fohigher) of divisions related
rum for resolution in the event of defects
to product quality

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711) Prepare and implement annual plans with quantitative targets
2) Confirm progress at first-half and full-year management reviews3) S hare opportunities for improvement throughinternal audits4) Use certification bodies to conduct examinations(surveillance, recertification)
Overseas production bases are obtaining ISO 9001
certification in the same way. We will continue thisinitiative to ensure that the products we produce andsell around the world exceed customers’ expectations
for product quality, as well as sales and service quality.

*1 Total customer satisfaction*2 The Executive Officer, President & CEO or an executive designated by the Executive Officer, President & CEO

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

means the following.

*3 Quality Management System▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

Governance

Developing a Quality-Oriented Mindset

Assessing the Needs of Customers

Improvement of Customer Focus

Since FY2014, MITSUBISHI MOTORS has been holding

We are promoting an awareness activity called “Cus-

For desired employees,, we are supporting the acqui-

Quality Forums in all domestic business locations intomer Voice Seminar,” whose objective is to give indi-sition of Consumer Affairs Advisor qualification, whichconnection to activities that lead to increased qual-

vidual employees the opportunity to learn customers’

is a business qualification from the Prime Minister

ity in products, people and the Company as eachneeds by listening to actual comments and opinions

and Minister of Economy, Trade and Industry, with theemployee individually reassesses and improves theof customers.

objective of considering needs from the perspective

quality of their work.

We incorporate this approach into the new em-of consumers and improving the quality of products

We also introduced Quality Forums in FY2018 atployee training curriculum for new graduates andtwo overseas business locations: Mitsubishi Motors

mid-career hires. We also provide numerous oppor-

As of April 1, 2022, 62 qualification holders have

(Thailand) Co., Ltd. (MMTh) and Mitsubishi Motors Kra-tunities to take on customer perspectives, including

enrolled, making MITSUBISHI MOTORS 12th in the list

ma Yudha Indonesia (MMKI). We plan to expand thisthrough training for promoted personnel and volun-of companies with the largest number of qualification

activity going forward.

tary training courses.

holders.*3 Around 70% of these people are from man-and services.

Given the constraints we faced during COVID-19,

At the same time, we conduct and regularly up-

ufacturing and quality-related departments, demon-

in FY2021 we also launched a dedicated website anddate the video site for our Customer Voice Seminarstrating a wide-ranging interest in and awareness ofcontinued the activities online.

on the employee intranet. With this system, people

automaking from a customer perspective.

working from home or taking breaks from other tasks*3 According to research by Japan Industrial Association

Number of Participants in Quality Forums
Domestic forums
FY2017FY2018FY2019FY2020
FY2021

2,810
4,550
6,200
6,200*2
6,000*2

Overseas forums(Thailand, Indonesia)
—
1,880
800*1
2,310*2
2,850*2

can view the content at any time.
Consumer Affairs Advisor qualification holders
Others(procurement/
production)
Corporate
Affairs
12%*1 Due to COVID-19, held only in Indonesia*2 Due to COVID-19, held online

Sales
12%
Quality
17%

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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72▶ NextProduct
Strategy/
Development
53%

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Contribution to Local Economy throughBusiness Activities

Targetl 4.4SocialTargets
l 9.2
l 9.4

ESG Data

GovernanceTargetl 10.2

Targetl 11.5

Targetl 13.1

Targetl 17.7

Medium- to Long-Term Vision for Material Issues and FY2021 Results
Risks
Opportunities Companies from around the world are investing in the Strengthen management base by developing human
ASEAN region, leading to concerns about labor shortages
resources.
Long
and rising personnel costs.
Term Ongoing capital expenditure could improve the working
environment and raise productivity and efficiency.
 Economic development could lead to increasing income
disparities within the region.
External Environment In the ASEAN region
Medium- Promoting initiatives toward a carbon-neutral society
Term-M ultiple free trade agreement networks are being
expanded, facilitating exports and imports.

Direction of Responses We will develop our business in pace with the region. We
aim to grow along with the region through development
and by resolving issues.

Stakeholders’ Needs and Expectations
Medium-Term Targets
 Regional development through employment, human Conducting business with an emphasis on contributing
resource development, investment, technology transfer,to all stakeholders and society
export, the environment and social contribution
 Concentration of management resources with a business focus on the ASEAN region

Items

FY2021 Targets and Results

Continuous creation of local employment:
Created local employment for 12,000 people in Thailand, Indonesia, the Philippines and Vietnam (including non-full-time employees)
Support for the development of personnel responsible for the development of the local economy:
Human resource development  <Representative examples of training> Sales and service training for dealer staff, business-level-enhancement seminars for local employees,“manufacturing training” to enhance technical skills
Continuous implementation of capital investment that supports the growth of the local economy:
Investment<Principal investment plans> Established a new paint plant in Thailand, considered a new plant in Vietnam
By continuing with local production, support advances in the local manufacturing industry:<Major projects>
Technology transfer Established at a new paint plant in Thailand; in Thailand, Indonesia, the Philippines and Vietnam, provided scholarships to vocational training
schools and technical universities, provided training vehicles, and conducted online courses
Supporting growth of the local economy through the acquisition of foreign currency by means of export:
Export<Number of vehicles exported> Exported 319,000 vehicles from Thailand and 42,000 from Indonesia
Leverage our technologies and services to help resolve local social issues:• Started joint study of Kei-car segment commercial BEV in Thailand and Indonesia with logistics companies and state-owned postal service• Began environmental contribution project to install rooftop solar power systems at hospitals in Thailand
Environment and• Installed DENDO DRIVE HOUSE, a vehicle-to-home (V2H) system that stores electricity generated by solar panels in electrified vehicles, at thesocial contribution
headquarters of a sales distributor in Indonesia• In Indonesia, donated three “Outlander PHEV” vehicles to support COVID-19 vaccine transportation
Employment

SelfEvaluation

—





—

—

: As planned : Delayed —̶: Results confirmed only

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Targetl 4.4SocialTargets
l 9.2
l 9.4

ESG Data

GovernanceTargetl 10.2

Targetl 11.5

Targetl 13.1

Targetl 17.7

Basic Approach

Management Structure

Human Resource Development

MITSUBISHI MOTORS has been developing business in

Local subsidiaries take charge of planning and imple-

In the ASEAN region, which is working to become

the ASEAN region since prior to the rise of motoriza-

menting activities in line with initiatives that target

more industrially advanced, we help by providing

tion, and we have grown up alongside these countries

material issues in the ASEAN region. Our sales division,

experience in automobile manufacturing, sales andwhile developing close ties with the region based on

which maintains administrative and supervisory func-

service. In addition to cultivating specialized exper-

the idea that “regional development” is “MITSUBISHI

tions, is responsible for promoting these initiatives.

tise and skills, we cultivate people who are involved

MOTORS development.”

In the four countries where our production bases arein manufacturing and foster local economic growth.

In this region, where we have undertaken businesslocated (Thailand, Indonesia, the Philippines and Viet-In FY2021, we maintained strict COVID-19 precau-

activities for many years, we are working proactivelynam), every six months we check with local subsidiar-tions, conducting some training online and providing

to address local social issues. We aim to grow togeth-

ies on the rate of progress and results of initiatives,

OJT in other areas, depending on the individual com-er, invigorate the region, cultivate the market, under-

reporting to the management team via the Sustain-

panies’ circumstances.

stand consumers’ needs and reinforce our own brand.

ability Committee.

• In Thailand, we conducted online sales and service

In these ways, we believe we can simultaneously

training for around 40,000 employees and dealer staff.

achieve regional development and our own develop-• In Indonesia, we conducted online training for local

Employment

ment. Our current medium-term business plan, “Small
but Beautiful,” calls for the concentration of manage-

employees according to their business level.
• In the Philippines, approximately 150 employees re-ment resources on the ASEAN region—a core area ofMarkets in the ASEAN region have been affected

ceived manufacturing training in the aim of enhanc-business—and providing the products of choice forby the COVID-19 pandemic. To help reinvigorate theing the production division’s capabilities, boostingcustomers that they need in order to achieve further

economy and facilitate growth, we believe it is ourtheir level of specialization.

growth. One of our material issues is “contribution to

mission to continue to create employment in the

In FY2022, we plan to continue providing training

the local economy through business activities.” In ac-

region. We employ approximately 12,000 people incourses and OJT according to conditions in each country.

cordance with this aim, by developing our business inthe four countries where we have production bases:

the ASEAN region, we will contribute to the local econ-

Thailand, Indonesia, the Philippines and Vietnam. In

omy through employment, human resource develop-

FY2022, we will use local human resources in line withment, investment, technology transfer and exports.*

our business plans.

1

Investment

In addition, by responding to social needs specific

We continue to make capital investments in plants,

to the ASEAN region, we will engage in initiatives thatwhich support local economic growth. In Thailand,

leverage our technologies and services in the areas ofwhere our largest overseas production base is locat-

the environment and social contribution, as well.*ed, we opened a new paint plant in FY2021. We are*1 Please see page 15 for details on identifying material issues*2 See pages 74–75 for specific examples.

installing a rooftop solar power system as our efforts2

to reconfigure our manufacturing structure to reduce
environmental impact.

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Targetl 4.4

Technology Transfer
By continuing with local production, one of the roles
played by our production sites in the ASEAN region istechnology transfer, through which we support theadvancement of the local manufacturing sector. MITSUBISHI MOTORS is also working to make its plants
more competitive by transforming the value chain,such as by raising quality and lowering costs.
In FY2021, we consolidated two superannuatedpaint plants in Thailand into one new paint plant,
completed paint renovation.
In addition to the conventional practice of automating application of the middle and top coats, thenew plant is the first in the ASEAN region to introduce
automated technology for applying sealants to theentire vehicle and for painting interior panels, significantly improving production efficiency and competitiveness compared to the previous plant.
On the environmental front, the use of a reverse osmosis treatment system allows up to 75%
of wastewater to be recycled. Also, the use of water-based paints and cartridge-type coating machines reduces emissions of volatile organic compounds (VOCs) by 50%. The effect of consolidating
the plants was to reduce CO2 emissions by 30% andlowering environmental impact, as well. (All data arein comparison with FY2017 levels.)
We are also promoting the adoption of renewable energy. The installation of a rooftop solar powersystem on our new paint shop will help to reduce CO2
emissions by 1,700t or more a year.
We have offered scholarships to technical universities and vocational training schools in Thailand,
Indonesia and the Philippines. We also provided trainMITSUBISHI MOTORS CORPORATION Sustainability Report 2022

ing vehicles, conducted online training and provided
instructors for online seminars, supporting vocational
training with an eye to technology transfer.
In FY2022, we will continue to support vocational
training and efforts to make our factories more competitive. Through these efforts, we aim to enhance
the local manufacturing industry.

ExportExports generate foreign currency, which supports
the continuous growth of the local economy. Mitsubishi Motors (Thailand) Co., Ltd. (MMTh) is our largest
overseas production base. Leveraging this strategic
location, we export key models (including pickup
trucks and SUVs) to ASEAN countries and globally. As
in FY2020, the market remained difficult in FY2021 due
to COVID-19. However, we exported around 320,000
vehicles from Thailand and approximately 40,000
units of “XPANDER,” a compact MPV, from Indonesia.
In FY2022, we will continue to enhance a mutuallycomprehensive structure for production within the
ASEAN region, as well as maintaining exports to other
ASEAN countries and the rest of the world.

Targets
l 9.2
l 9.4

ESG Data

GovernanceTargetl 10.2

Targetl 11.5

Targetl 13.1

Targetl 17.7

Environmental and Social Contribution
In the ASEAN region, meeting to environmental regulation is becoming a more important issue thanever. In response to calls for the realization of a carbon-neutral society, we are leveraging our strengths
in electrification technologies and expertise to help
resolve local social issues.
In FY2021, we commenced joint studies with national postal services and a logistics company inThailand and Indonesia using our Kei-car segmentcommercial BEV, the “MINICAB-MiEV.” In addition, inThailand we collaborated with the government on
a project called Solar for Lives. In the aim of lowering CO2 emissions, we started to install rooftop solar
power systems at hospitals. In Indonesia, we donatedthree “Outlander PHEVs,” participating in a government-led effort to support the transport of COVID-19
vaccines. In
FY2022, we willcontinue topromote electrified vehicles
in the ASEAN
region andengage in activ- Charging of “MINICAB-MiEVs,” which arebeing used in a joint study
ities that help
reduce environmental impact.

Hospital with a rooftop solar power systeminstalled as part of the “Solar for Lives”
environmental project

New “XPANDER”

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Promotion of Work Style Reforms in Response to the New Normal(Diversity, Work-Life Balance)

SocialESG Data

GovernanceTargets
l 5.4
l 5.5

Targetl 8.5

Medium- to Long-Term Vision for Material Issues and FY2021 Results
Risks
Opportunities
Direction of Responses Human resources could become concentrated at com The potential to secure excellent human resources, product  Create an environment where diverse human repanies that are progressive on diversity and work styledevelopment from a diverse perspective
sources can leverage their capabilities
reforms.
Long Higher productivity Reform work style to heighten productivity
Term  Remote working could result in lower productivity (moredifficult to manage operations and personnel, breakdowns
in communication, problems with managing the working
environment).
External Environment
Stakeholders’ Needs and Expectations
Medium-Term Targets Calls to create diverse workplaces that encourage promo-  The provision of equal opportunity Creating workplaces where women and people with
Mediumtion among women, foreign nationals and mid-career hires
disabilities can leverage their capabilities
Term Disasters and infectious disease prompting a sharp rise in  Provision of working environments that suit individual life-  Establishing flexible working styles that enhanceremote working
styles and life events
productivity
Items

FY2021 Targets and Results

Promotion of work style reforms

Ongoing implementation of work style reform measures

Promotion of women’s participation andadvancement in the workplace
Promotion of employment of people
with disabilities

Measures based on our action plan to promote women’s
advancement
Ongoing promotion of employment of people withdisabilities

Creating a remote work environment that further enhances productivity
Paid leave taken (administrative and engineering staff*1, manufacturing
workers*2, medical workers*3): 17.8 days/year
Conduct questionnaire survey on personal awareness/workplace climate
Initiatives to promote the use of childcare leave
Percentage of employees with disabilities 2.44% (As of March 2022)

SelfEvaluation: As planned : Delayed*1 Administrative and engineering staff: Employees who work in corporate planning, adjustment, research, auditing, and other professional and engineering categories*2 M anufacturing workers: Employees engaged directly in manufacturing work or parts supply, equipment maintenance, testing or other supplementary work; also, employees who engage in supervision or instruction, technical instruction, or on-site support*3 Medical workers: Employees who engage in medical and health-related work, such as doctors, pharmacologists and nurses

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargets
l 5.4
l 5.5

Basic Approach
Mitsubishi Motors views people as the key to creating
sustainable growth and improving corporate value inthe ever-changing automobile industry. We therefore
believe in the importance of realizing an environment
where each and every person can perform meaningful
work and demonstrate his or her abilities, and where
people can work enthusiastically and in good health,both physically and mentally.
The COVID-19 pandemic has prompted us to challenge the conventional approach toward “going tothe office” to work, instead encouraging more flexible
work styles that are less location- and time dependent. To leverage diverse human resources to create
value, we are creating a working environment that

Initiatives toward a Flexible Working Style

Conducting Engagement Surveys

To promote and implement flexible working styles

We have been conducting engagement surveys

that enable diverse employees to fulfill their poten-(employee surveys) since FY2013. We conduct thesetial, in FY2020 we established the Flexible Working

surveys to help us visualize the state of the Company,

Styles Consideration Committee, which is chaired by

the organization as a whole and its employees. We

the Executive Officer, President & CEO. This committee

also use the results to address issues and invigorate

has been discussing matters to be addressed over

our people and organization.

the medium to long term. Based on the direction ofWith these surveys, we collect employee feedback

its initiatives, in FY2021 relevant departments withinon a wide range of topics, including management

the Company took over the promotion items fromphilosophy, diversity, work efficiency, supervisor man-the committee and are continuing the initiatives. Key

agement, customer orientation and finding the right

initiatives are outlined below.

person for the right job, helping us to identify areas

Area of work
(remote work)

helps individuals maximize their capabilities. In thisway, we aim to achieve increases both in work productivity and quality of life, helping to realize a better
work–life balance.
IT domain
Provide IT support
tools
Increase in IT literacy

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Targetl 8.5

To provide a more comfortable working environment than
before, we eliminated the maximum number of hours and days
for remote work. In addition, weallow work to be conducted at
any location, even outside thehome, that meets requirements.
Improve IT infrastructure and significantly increase the maximum
number of VPN connections
Introduce communication tools
to enhance communication
between at-home working andremote locations
Share knowledge and usage examples at the departmental levelto promote the use of communication tools

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77▶ Nextof focus. In addition to the president and other members of the management team, as well as heads ofdepartments and headquarters organizations, survey
results are shared via the intranet with employees,
to promote improvement initiatives at the company
and organizational level. Data from the FY2021 survey
were used to make decisions on HR system revisions
and spring councils. Through such actions, we areworking to continuously enhance engagement between employees and the Company.

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialESG Data

GovernanceTargets
l 5.4
l 5.5

manner that will contribute to the mutual growth ofPromoting Diversity
MITSUBISHI MOTORS aims to grow sustainably while
responding to the significant changes in the businessand market environment resulting from diversifying
customer needs and technological innovation. To thisend, we need employees with different values andideas working together to create automobiles with new
appeal and value. With respect for employee diversity

are making efforts to create environment where each
person can energetically work without difficulty.
To promote and achieve diversity, we are pursuing

Empowerment & Diversity Management.

the Company and each individual employee. Initially,

From 2017, we have also been sending manager

Di@MoND activities prioritized women’s participation

candidates to seminars hosted by the Aichi Genderand advancement in the workplace. Now, we are also

Equality Foundation.

working to provide working environments that are

As of April 2022, 8.3% (three) of the Company’s

comfortable for all.

executives were women, and we had 96 female man-

Data (p. 124): Number of employees, number of employees byregion, number of locally hired managerial employees at overseas subsidiaries, status of female management promotions,employee makeup, number of new graduates hired

agers, of whom 13 were division general managers.
Based on the Act on Promotion of Women’s Participation and Advancement in the Workplace, in April
2021 we formulated an action plan to promote wom-including race, nationality, ethnicity, gender, sexual
orientation, gender identity, age, ability or religion, weTargetl 8.5

Promoting Women’s Participation andAdvancement in the Workplace
We promote women’s participation and advancement

Di@MoND activities by the Diversity Promotion Officein the workplace as a priority issue. Since 2014, webased on the Diversity Promotion Policy we estab-

have been selecting female managers and manager

lished in July 2014. By embracing diversity, our aim

candidates to join the Working Women’s Empower-

is to leverage employees’ diverse characteristics in ament Forum, led by the Japan Institute for Women’s

en’s advancement, setting 15% as our target ratio forfemale manager candidates, which we are working toachieve by March 2024.
Action Plan to Promote Women’s Advancement PDF [5MB](Japanese only)Data (p. 124): Status of female management promotions

TOPICSMITSUBISHI MOTORS Selected as Constituent of
MSCI Japan Empowering Women Index

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 this way, we will create vehicles offering new levels of attractiveness and value. We are promoting Di@MoND (Diversity @MITSUBISHI MOTORS New Drive)
activities to create an environment where employees can maximize their individual abilities and play an active role.

Diversity @ Mitsubishi Motors New Drive

We aim to respond to change and heighten organizational capabilities by incorporating diverse viewpoints and approaches through the different abilities andcharacteristics of each employee. In this way, we will create vehicles offering
new levels of attractiveness and value. We are promoting Di@MoND (Diversity@MITSUBISHI MOTORS New Drive) activities to create an environment where
employees can maximize their individual abilities and play an active role.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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78▶ NextWe have been selected as a constituent member of the
MSCI Japan Empowering Women Index (WIN) for thefifth year in a row, beginning in 2018. WIN is an index
developed by MSCI Japan Inc. for supporting investmentin the environment, society, and governance (ESG).
MSCI selects companies that lead their industries
in promoting the hiring, continued employment, andadvancement of women and diversity. MSCI makes
its determinations based on data relating to the employment of women disclosed pursuant to the ACT on
Promotion of Women’s Participation and Advancementin the Workplace and information disclosed by companies for example.

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargets
l 5.4
l 5.5

Helping Employees to Balance Work and Childcare

Promoting a Work-Life Balance
MITSUBISHI MOTORS is enhancing our work-life balance assistance programs to accommodate the diverse work
styles of our employees. In FY2017, we introduced the telecommuting and accompanying leave systems to accommodate diverse work styles and life events. In FY2018, we established the Work-life Balance Support Concierge within the Company, from which employees can seek advice on the programs suitable for their individual
childcare and nursing care needs. Following feedback from employees who had sought advice, we relaxed thecriteria for child nursing leave, short-term nursing care leave and the telecommuting system. In August 2021, werevised the telecommuting system in an effort to create an environment that fosters more productive and highly
flexible working styles.
DATA (P125): Number of persons taking childcare leave and retention of returnees, people utilizing major programs to promote work-lifebalance

List of work-life balance assistance programs
Programs
Childcare Pregnancy leave

Nursingcare

Miscellaneous

Overview
Can be taken for the designated period of time applied for in advance, between becoming pregnant and the day prior to maternity leave (may be taken multiple times)
Maternity leave
Six weeks prior to birth and eight weeks after birthChildcare leave
Can be taken up to the end of April of the following fiscal year after the child’s third birthday
Child nursing leave Can be taken until the end of the fiscal year of the child’s 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
Four-, five-, six-, or seven-hour work shifts can be chosen until the end of the fiscal year of thehours for childcare child’s 12th birthday (combined use with the flextime system is also available)
Nursing care leave
Aggregate total of three years can be taken per person receiving nursing care
Short-term nursing If one person receiving nursing care: up to 5 days; if two or more people receiving nursing care:
care leave
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,
hours for nursing care four-, five-, six-, or seven-hours per day, and are also eligible for flextime work.
Life plan leave
Employees can take up to 10 days leave per year for various predefined purposes such as receiving treatment for non-work-related injury/illness, caring for family, childcare, infertility treatment, participating in volunteer activities, and language studies
Accumulation of
Employees can accumulate unused annual paid leave up to four days per year to a maximum of 40
unused paid leavedays which can be used for predefined purposes. (E.g., receiving treatment for non-work-related
injury/illness, caring for family, childcare, participating in volunteer activities, and infertility treatment)
Flextime system
System that lets employees set their own working hours with no core time under predefinedconditions on prescribed work days
Telecommuting
System that allows employees to work from a location other than their own or family home, assystem (Revised inlong as certain conditions are met, and to pay an allowance
August 2021)
Reemployment
Eligible for employees who resigned due to pregnancy, the birth of a child, childcare, nursing
systemcare, marriage, moving due to spouse work transfer, or other reasons 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

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Targetl 8.5

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79▶ NextWe actively support employees who seek to balance
work and childcare.
This support also extends to facilities, with 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.
During the COVID-19 pandemic, elementary andother schools were temporarily closed, and government authorities asked people to refrain from attending after-school children’s clubs and the like, so some
employees were compelled to take time off to care for
their children. We addressed this issue with a systemof special paid leave. This leave was provided in addition to annual paid leave and offered to help employees balance work and home life during the emergency.

Dia•Kids Tamachi, a day-care center for employees(within the head office building)

Dia•Kids Okazaki (within the Okazaki site)
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargets
l 5.4
l 5.5

Helping Employees to Balance Work andNursing Care
As society ages, we believe it is important to help
employees balance work and nursing care.
MITSUBISHI MOTORS has set up contact points
where employees can consult with nursing care specialists as required via email or on the phone. Furthermore, we organize regular nursing care seminars
delivered by outside instructors to provide basic
information about how they can balance their workand nursing care. In FY2021, we held the seminars
simultaneously in four regions (head office, Okazaki,
Kyoto and Mizushima) online. They were attended byabout 230 employees, primarily managers.

Increasing Employment of Senior Workers
With the goal of handing down skills and technologies
and securing a talented workforce that makes themost of its knowledge and experience, we operate a
program to reemploy senior workers after their retirement. As of March 2022, there were 718 reemployedworkers, engaged in handing down techniques andtraining the next generation.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Promoting Employment of People with Disabilities
Aiming to achieve a workplace where everyone canwork, we actively hire people with disabilities in a wide
range of occupations. As of April 2022, the percentage of employees with disabilities at the Company
was 2.41%, which exceeds the statutory level. We willcontinue to promote additional employment while
improving the work environment.
On a consolidated basis, the Company employs*
185 people with disabilities, including physical, mental
and intellectual abilities. At our head office, we haveinstalled wheelchair- and ostomate-compatible toilet
facilities, creating a working environment amenable
to employees with disabilities.
We also promote the employment of people withdisabilities through MMC WING, a special-purpose
subsidiary established in April 2007. This company
employs 65 workers* with intellectual disabilities at
the Okazaki and Mizushima plants.
MMC Wing, now in its 15th year since establishment, has received many inquiries about employment
from “Hello Work” Public Employment Security Offices,the prefectural employment and support center fordisabled persons, and special needs schools, and has
established a high profile in the region. To help support the employment of people with disabilities, we
proactively accept requests from employment support facilities and special needs schools to try on-sitetraining, teaching people with disabilities opportunities about group activities and work processes.
As the presence of supportive instructors is essential for promoting and providing stable employment
for people with disabilities, in FY2021 we offered aninternship program for university students preparing
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80▶ NextTargetl 8.5

for employment to help them understand the workof instructors as an opportunity to come into contact
with a diverse range of people and occupations.
* As of April 2022
Data (p. 125): Number of hired people with disabilities

Global Action
As part of the support offered to our workforce ofnon- Japanese employees, which is increasing year by
year, we have established prayer rooms at our head
office and Okazaki sites that are available to peopleof all religions and denominations. These rooms areopen to customers, suppliers and other stakeholders
who visit our sites. A facility for cleansing parts ofthe body before worship has also been set up in theprayer room at the Okazaki site.
Data (p. 124): Number of employees by region, number of locally
hired managerial employees at overseas subsidiaries

Signs on the ceiling
indicting the directionof worship

Hand- and foot-washingfacilities

Prayer room in our head
office building

Prayer room in the Okazaki area
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargets
l 5.4
l 5.5

TOPICS

Promote LGBTQ AwarenessOur human rights policy defines “respect for humanrights of our stakeholders” and states that we will not
tolerate unfair discrimination or harassment based onsuch factors as gender, sexual orientation or gender
identity, and will respect diversity. Furthermore, theMITSUBISHI MOTORS Global Code of Conduct, which all
employees and executives are bound to comply with,clearly states: “Respect Human Rights and Diversity,
Provide Equal Opportunity.”Awarded PRIDE Index Gold Rating
Developed by “work with Pride,” a voluntary organization in Japan, PRIDE Index is an indicator for rating
workplace initiatives for sexual minorities, including
LGBTQ. For four consecutive
years, since 2018, we have been
awarded the “gold” rating. We
will continue to create workplaceenvironments that are friendly
for all employees.

Targetl 8.5

Participating in Initiatives Outside
the Company
The Company is a member of the “policy advocacyteam” of the Japan Automobile Manufacturers Association, Inc. This team, which is made up of people incharge of human resources at individual companies,
participates in efforts to propose legal amendments
and policies on new working styles. In FY2021, theteam compiled recommendations and requests regarding the five days of mandatory paid leave stipulated in the Labor Standards Act.

Based on these ideas and policies, we are striving
to improve the workplace environment and internal
systems in order to create a comfortable working environment where LGBTQ people can play an active rolein the Company. In our employee system, the definition of marriage includes same-sex relationships, andemployees in such relationships can take marriage
and childcare leave and use Company housing. Since
FY2018, we have held seminars to help provide basic
knowledge to aid in accurately understanding LGBTQ
issues and increasing supporters known as “Allies.”
Approximately 364 people attended the seminar in
FY2021. In FY2021, for the third year we provided
an e-learning course, “Understanding the Basics of
LGBTQ,” which was taken by around 7,000 employees.
Upon request, employees who have taken the course
can receive “ally stickers” to make the promotion
more visible.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Stepping up Human Resource Development

Targetl 4.4

Medium- to Long-Term Visions for Material Issues and FY2021 Results
Risks
Opportunities Remote working could lead to a decrease in operational or  Higher productivity, a more resilient organization
HR management, causing productivity to fall and weakenLong
ing the organization.
Term A delayed response to social or environmental changes
E nhanced competitiveness due to an increase in highly
could reduce competitiveness.
specialized personnel

Direction of Responses Enact measures to enhance managers’ ability
to manage

External Environment Remote working leading to a lack of communication andMediumgrowing sense of isolation
Term A rapidly changing environment surrounding the auto
industry (CASE, MaaS)

Medium-Term Targets Increase managers’ management and HR development skills Improve training methods to match the environment
and the times

Stakeholders’ Needs and Expectations Secure personnel who have strong management capabilities Provide training that matches the environment and the
times

Items

 Augment the skills needed to respond flexibly tochanges in the environment

FY2021 Targets and Results

Conduct online training through interactive communication using conference tools to make the training more effective
In the second half, conducted face-to-face training (with thorough infection control measures in place)Conduct training on a trial basis with a view to a companywide rollout
Enhancing managers’ ability to manage
Planned and conducted selective training for managers
Introduced a cross-mentoring system for new employees in addition to the existing mentoring system, with the aims of revitalizing commuAugment communication skills
nication in the remote work environment and helping employees gain traction early on in the workplace and making them more competitive.
Finding the best mix of online
and face-to-face training

SelfEvaluation

: As planned : Delayed

Basic Approach
MITSUBISHI MOTORS’ educational system is supported by three pillars: the Three Principles, a statementof the Mitsubishi Group’s management principles;
our Corporate Vision and Mission; and the MMC WAY,
guidelines for daily behavior. We have clarified theabilities and skills necessary to put these principles
or behavior into practice. We also specified the ideal model for each job 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.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Education Pillars of MITSUBISHI MOTORS

Three Principles

Corporate Vision and Mission
MMC WAY(1) Ideal to be pursued
Required human resource model

MMC Companywide Education(3) Human resource(2) Training
development (HRD) systems(off-the-job-training)
Introduction of selective
Introduction ofreinforcement training
PDCA cycle for HRD(4) Practical training(on-the-job training)
Performance evaluation/
feedback interview

Ability requirements

Awareness-raising for
MMC WAY (some training)

Revitalization of
HRD communication

Check of preferred career/
stocktaking of skills

Criteria for ability development

Enhancement of objective
ability assessment

Promotion of awareness/development based on
results of assessment

Provision of development
experience/opportunities
based on results of assessment(dimensions)

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82(Quality Gates assessment)▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetl 4.4

MMC WAY

MMC WAY

MITSUBISHI MOTORS has summarized the attitudes
and actions that employees need to practice to fulfill
our mission. We have encapsulated this information
into concrete and easy-to-understand keywords andshared them with employees as the “MMC WAY.”
In FY2022, the Executive Officer, President & CEO
and other members of the management team discussed the ideal standards of MITSUBISHI MOTORS inlight of changes in the automotive industry and the1.	Think of Our Customers, Strengthen TrustManagement Organization
In FY2021, we established the HR System Review
Committee to identify issues with the current HR

2. Enrich Societysystem and ensure fair and stable operation of the

3.	Welcome All Facts, Share Difficult News First

system, with compensation commensurate with job

4.	Conduct and Challenge Yourself Professionallymade up of the Executive Officer, President & CEO and5.	Respect All, Work as a Broader Team

environment surrounding our company. After listen-

responsibilities and performance. The committee isother members of the management team. Reflecting
the committee’s review results, we are introducing a
new HR system in FY2022. In FY2022, we also estab-ing to employees’ opinions, we revised the MMC WAY,

lished the HR Development Council as a successor tocomprising five key items.

this committee, with the same members, to discuss

The first two items in the new MMC WAY em-

and consider measures for cultivating young employ-phasize key values. They call on us to “think of ourees and executives. At present, we are working to op-

customers first” as the foundation for earning “so-timize our personnel plan, striving to reinforce exper-

ciety’s trust” and to “contribute to society” throughtise in each department while determining the best

our corporate activities. These items incorporate thebalance with fixed costs. In addition, we are moving

message that every employee must remember ourforward with recruitment to expand our development

raison d’être: satisfying customers and contributingof electrified vehicle power train control systems andto society through corporate activities.

technical expertise in other fields, as well as to pro-With the other three items, we have expressedmote digital transformation (DX).

important elements in the previous MMC WAY more

Meanwhile, we are looking into the continuous up-

specifically and clearly.

skilling of IT/digital personnel and the implementation

All executives and employees will share in the newof digital literacy and reskilling for employees outside

MMC WAY, which incorporates what is important in

the IT department. We also dispatch employees for

our lives as a company and as human beings, and welanguage and other training to the ASEAN region,

will work together as one to take on the challenge of

which is a key geographic region for us, and welcome

reaching our goals.

trainees from affiliated companies in the ASEAN region.
Preparations are underway to begin training-oriented
personnel exchanges among affiliated companies.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialGovernance

ESG Data

Targetl 4.4

Training and Education
MITSUBISHI MOTORS’ Education Program
Based on the education pillars, sections in charge ofeducation with the Human Resources Division have
put in place a training program for the systematic
Job Classification(required humanresource model)

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

Training for
newly promoted Main Staff

Staff(a professional in
the operational
work)

Clerical Staff(efficiently carries
out operations)

Entry-level
employeetraining

Entry-level
employeetraining

Good communicator
developmenttraining
Third year
training*1
Second year
training
Third year
training*1

Engineer training

Training for
AssistantManagercandidates

Main Staff(a key player in theexecution of work)

Training forM2 candidates(assessment)

Mindset/SkillsGlobal mindset
training*2

Global mindset
training*2

Second year
training*1 Mid-career employees undergo fundamental business skills follow-up training corresponding to third year training.
*2 To be conducted within third year training and entry-level employee training program, respectively.
*3 GCDP: Global Career Development Program
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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84▶ NextEnglishMeasures for improving TOEIC score (TOEIC score range from 300 to 695)

Selective reinforcement training (e-Learning)

Training for mid-career employees

Training for
newly promoted M2

Training for mentors of new graduates(management
professional)

Training forM1 candidates(assessment)

Institutional
training

Training for expats to be dispatched toforeign affiliates

Selective
reinforcement raining(e-Learning)
Leadershiptraining fororganizationaltransformation

Sectionmanagers (M2)

Training forcandidates
for promotion

Selective training (GCDP*3 program, etc.)

Training for
newly Promoted M1

Reinforcement
training

GlobalTraining
across all job
ranks

Follow-up training on commitment and target & MMC WAY(innovation leader)Training for each job rankTraining
for newly
promoted
employees

Feedback interview training

Generalmanagers (M1)development of human resources, from entry-level
employees to general managers.
We plan and implement a variety of employee
training programs, including not only training curriculum based on employee job classification, but also
selective training for managers, training for all employ-

ees utilizing e-learning, and selective training in which
employees voluntarily choose a program to attend.

Consideration for Training Methods in
Response to a Changing Environment
To respond to the changing environment and boost
its organizational capabilities, MITSUBISHI MOTORS
has put in place a training system that cultivates
personnel in a systematic manner, from entry-level
employees to general managers.
By introducing a telecommuting system in
FY2021, we paved the way for expanding our training
methods in preparation for a post-pandemic world.
We expanded the online training that we put in placein the previous fiscal year, moving from a listening-based approach to one that uses conferencing
tools to foster group work and real-time question-and-answer sessions. As such training is not
location-specific, people from different worksites
can participate at the same time, which encourages
interaction among locations. While ensuring pandemic-protection measures are in place, we are also
gradually reintroducing group training, depending on
the training’s objective. For example, we are conducting some parts of new-employee training face
to face. We will continue to strengthen our educational system with the aim of developing humanresources capable of responding flexibly and autonomously to changes in the environment.
The ability of each individual is the key to corporate growth in a situation where the future is difficult to predict. Recognizing this, we will continue tostudy and implement mechanisms that help employees cope with changes in the environment and support their personal growth.
Data (p. P125): FY2020 training results
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetl 4.4

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

Supporting Lifelong Education
In accordance with the Revised Act for the Stabilizationof Employment of Older Persons, which went into effectin April 2021, we are promoting the reemployment of
retirees aged 60 and over to steadily pass on the skills,
knowledge and experience of our skilled workers.
We are also working to support the lifelong career development of our employees. For instance, we
regularly hold Good Life Seminars, a joint undertaking
with the labor union geared toward employees aged
50 and over, where we give post-retirement life planning advice.

Career formation and evaluation

organization. In doing so, we aim to: (1) Share organizational objectives and foster a sense of responsibility
for achieving these objectives, (2) Enhance incentives

Personnel System
Regarding career formation, we have put in place asystem which enables employees to proactively set
their own goals based on their achievements, capabilities, and life plans, while elevating their capacity toachieve these goals.
As a specific career development method, employees participate in interviews with their superiors
every year. The interviews are held based on their
Career Development Plans in which employees de-for achieving objectives, (3) Enforce mindset and behavior expected from employees, and (4) Make appointments and promotions according to merit.
For non-management personnel, our aims are(1) Sharing organizational objectives and instilling a
sense of responsibility for achieving them, (2) Raisingtransparency and employee approval of evaluations
and employee treatment, and (3) Promoting the establishment of shared values.

scribe a future career course they hope to take andtheir medium- to long-term career design by reflecting on their past career. The aim of this interview isto have employees build an objective picture of theirchallenges and then proceed along a career path they
have formed for themselves with conviction and ahigh degree of motivation.
We have introduced multifaceted competency(behavioral) evaluation systems for general managers
and section managers, as well as for general employees, based on a performance achievement evaluation
using a target management system, the MMC WAY (ouraction guidelines), human resource development andorganizational management, and expertise, respectively.
We have positioned these systems as management-enhancing tools aimed at general managers andsection managers with the objective of revitalizing theFair Compensation System
We introduced a remuneration system that allows forappropriate compensation based on the roles, degreeof contribution, and weight of the roles and responsibilities of each employee. We provide the system toenhance each employee’s career and motivation. In
conjunction with raises given annually based on individual performance, raises are also given according toadvances in career.
We comply with local laws and regulations regarding wage levels and set wage levels according tojob classifications, taking into consideration industry
levels. There are no discrepancies in wages based on
race, nationality, sex, or other such reasons.
Data (p. 125): Wage levels

FY2021 Seminars for Future Good Life

Number of seminars
4 in total across the company
The number of participants 55

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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85▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

Promoting Occupational Health and Safety

ESG Data

Targetl 8.8

Medium- to Long-Term Visions for Material Issues and FY2021 Results
Risks
Opportunities
Direction of Responses Workplace accidents, increases in the number  Ensure business stability by creating safe and secure Create an environment where employees can work safely and beof people with lifestyle diseases or mental
workplaces and promoting physical and mental healthphysically and mentally healthy
health disorders, or damage to the physicalProtectemployeehealthandworkthroughmeasurestoLongand mental health of employees could adhalt infectious disease
Termversely affect our corporate image and obstruct our business continuity.
 Infectious diseases could affect our employees and business activities.
External Environment A growing number of people with mental
Mediumhealth disorders and lifestyle diseases
Term Threats from infectious diseases on a global
scale

Stakeholders’ Needs and Expectations
 Help employees respond to environmental, age andlifestyle changes
 Ensure thorough measures to halt infections
 Calls for business continuity

Items

Medium-Term Targets Prevent mental health disorders stemming from environmental
changes, and maintain employees’ physical and mental health Promote health and safety management systems and ensure compliance with safety-related laws and regulations
SelfEvaluation

FY2021 Targets and Results

Creation of safe workplaces

Ongoing measures for the creation of safe workplaces: Overall accident rate*1 0.20 (result)Promote physical and mental healthOngoing promotion of employees’ physical and mental health: New mental patient incidence rate*2 0.62% (result): As planned : Failed to meet target*1 Number of accidents with or without loss of workdays per 1 million working hours*2 (Total number of new mental health patients ÷ total number of workers)×12

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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86▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetl 8.8

Basic Approach

Management Organization

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

The Central Production Committee comprises the leadties. Accordingly, we have established a Health and Safety Management Policy and are undertaking related mea-

officer, heads of production sites, and labor union rep-sures on an ongoing basis, including through offices for on-site cooperation.

resentatives. The committee meets annually to assess
the status of measures taken over the year to address

Basic Policy

such issues as occupational safety, traffic safety, nat-

1.	 We will undertake companywide activities with emphasis on each process of the PDCA cycle to eliminate workplacerisks and hazards with safety taking priority over all else. Within each activity, confirmation, follow-up, and improvement will be carried out successively and continuously.

and sets quantitative targets for health and safety in

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

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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87▶ Nextural disaster preparedness and health management
the coming year, determines priority measures andtakes action to achieve the targets.
Each time a workplace accident occurs, the situation is reported to the Executive Officer, President &CEO and other members of senior management, andthe Company responds according to their instructions.

Initiatives to Ensure Workplace Safety
We work to create safe and secure workplaces where
all employees can dedicate themselves to their workwith a feeling of reassurance. In particular, we strive
to prevent accidents in production sites, which account for most workplace accidents. In order to prevent these, we identify unsafe conditions in all work
situations and make improvements. Additionally, we
create safe workplaces by carrying out mutual safety checks at production sites by senior officials andworkplace 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 emBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetl 8.8

ployees can experience firsthand such hazardous
situations as pinching, being caught up in equipment,
becoming wounded and falling. In FY2021, 2,842 people took part in this training.
In addition, some of our business sites are operating “remote safety training schools,” which enhance
the ability to predict danger through visual experiences.
In FY2021, our accident rate was 0.20, which issubstantially lower than the average for the Japanese
automobile industry, at 0.47, and meets our target,of 0.26. However, as previously, unsafe conditions are
the cause of most accidents, in FY2022 we will again
work to enhance the ability to predict danger andtake synchronized, companywide, in-depth efforts toeradicate unsafe conditions by identifying potential
accidents at each business site and ensuring thatfacilities are intrinsically safe.
As for assessing our compliance with safety-related laws and regulations, we use checklists to conduct
self-checks of each workplace and to conduct reciprocal checks on other workplaces to ensure thoroughcompliance. In FY2020, we began conducting checks
at technical centers and parts centers, as well. In
FY2021, we expanded the scope of verification to include domestic associates to ensure compliance withlaws and regulations. At our overseas plants, compliance assessments were performed at Mitsubishi
Motors (Thailand) Co., Ltd. (MMTh), Mitsubishi Motors
Philippines Corp. (MMPC) and P.T. Mitsubishi Motors
Krama Yudha Indonesia (MMKI).

SUBISHI MOTORS prioritizes two key measures: guidance on preventing lifestyle-related diseases andmeasures for maintaining good mental health.
Given that mental health issues account for morethan half of absences due to illness, we have positioned mental health measures as a company-widepriority issue and have introduced an outside Employee Assistance Program* (EAP), a type of mental
health program. We also offer consultation on individual issues, provide mental health education and offer
support programs to improve the workplace. However, in FY2021 the number of new sick days taken due
to mental illness rose 12% year on year, and work-related concerns continued to account for around 80%
of all cases. Accordingly, in FY2022 we will continue
to prioritize prevention with the aim of providing carefor individuals, encouraging care of subordinates bysuperiors, and improving workplace environments.
Meanwhile, we arrange face-to-face sessions withindustrial physicians or counselors for employees
determined to be experiencing high levels of stressbased on the results of annual stress checks. We also
conduct training to enhance workplace communications, and conduct a program delivered by outside
counselors to improve workplace environments. In
our efforts to create an environment that facilitates
consultation, we facilitate individual consultations
with outside counselors. We have also established a
helpdesk where employees can consult with attorneys and other specialists.

Data (p. 125): Accident rate

* This employee support program seeks to improve individual andworkplace health by implementing organizational mental healthmeasures, offering health consultations on individual physical ormental health issues, and addressing compliance and other issues.

Mental and Physical Health Initiatives

Responses to COVID-19
We have been affected by the COVID-19 pandemic in avariety of ways. Recognizing that business continuity
and the health of our employees are topmost priorities, we have taken swift measures while remaining
abreast of government trends and other developments in Japan and overseas.

Specific Initiatives• Daily disinfection of common areas• Installation of shielding
curtains on production lines• Temperature checks of
employees and visitors• Erection of shields in thecafeteria, spacing out
seating, encouraging
silence while eating, andother measures

Shields in the cafeteria(Mizushima Plant)

Seats in the dining area are numbered,making it easier to maintain a seating record (Okazaki Plant).

For the purpose of maintaining and improving themental and physical health of our employees, MITMITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Targetl 8.8

Preventing and Containing Infection
To protect the health of our employees, we have

Implementation of Telecommuting to Prevent
the Spread of Infection

notified all employees about efforts to prevent andWe recommended teleworking for employees con-contain infection.

cerned about the high risk of infection from usingl A call for attention to efforts to prevent and con-public transport, as well as employees with existing

tain infection and instructions for how to respond

illnesses that placed them at increased risk from theif feeling ill or if infected or in close contact withdisease. We also monitor conditions at headquarters

those who are(Tokyo) and in other prefectures, maintaining the ratiol Consistent rules to apply when working at all sites,of people telecommuting in each area at a certain level.

such as social distancing at business sites and of-Labor-Management Relations
The Company 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 right to organize, the right to collective bargaining, and the right to collective action).

fices, temperature checks and cafeteria measures

As of April 2022, our labor union had 12,859 mem-l Details about the Ministry of Health, Labour andbers, which accounts for all employees except officers

Welfare’s enhanced quarantine measures in relationand managers.

to employee business travel to and from overseas
locations, danger levels for infection around the

Status of Labor-Management Communications

world and other precautions

The labor-management council is regularly held
along with collective bargaining as an opportunity for

Workplace Vaccinations to Prevent the Spreadof COVID-19

labor management discussions. These discussions
aim to share information about issues such as work-

In an effort to reduce the burden on local communi-

ing conditions and the working environment, andties and accelerate the COVID-19 vaccine rollout, thelabor and management then work together to solve

Japanese government asked some companies to con-these issues.

duct workplace vaccinations. In June 2021, MITSUBISHIIn FY2021, 40 discussions were held between the

MOTORS received such a request, and by November

Company headquarters and union headquarters, andwe had completed vaccinations of all who requested

many discussions were also held between offices andthem. The rollout of a third round of workplace vacci-

union branches in each business site.

nations began in March 2022.

For important topics such as major changes inworking conditions, we organize a labor-management
expert committee and make decisions after carefulconsideration and discussions and management.
We are also working to build good relationships
with labor unions at overseas affiliates in accordancewith the labor laws and regulations of each country.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Respect for Human Rights
Basic Approach
Based on the idea that respect for human rights isthe foundation of our business activities, MITSUBISHI
MOTORS supports the United Nations Global Compact(UNGC), in which the United Nations advocates the
10 principles in the four categories of human rights,
labor, environment, and anticorruption. As a participating company, we support and respect international
standards and norms such as “the International Bill of
Human Rights,” “the ILO’s Declaration on Fundamen-

education for officers and employees. This policy has
been translated into English and made available on[Compliance items]

our website to all employees of Group companies in

1.	 Prohibition of Discrimination

Japan and overseas.

2.	Elimination of Unjustifiable Labor Practices

In the MITSUBISHI MOTORS Global Code of Conduct,“Respect Human Rights and Diversity, Provide Equal

4.	Ensuring Access to “Decent Work”

and harassment are not permitted in any form or to

5.	Community Involvement

any extent, and that the diversity of suppliers, customers, executives, employees and local communities shall[Initiatives]

be respected in addition to respecting human rights.

1.	 Human Rights Due Diligencel Mitsubishi Motors will identify, prevent, or mitigate negative impacts on human rights which

Guiding Principles on Business and Human Rights” andHuman Rights Policy“the Organization for Economic Cooperation and Develes.” Based on the 10 principles of the UNGC, as a good
corporate citizen we will continue our activities toward
the realization of the sustainable growth of society.
As a global company, we believe that respectfor human rights and anti-corruption initiatives arevery important.
Based on this belief, we established our Human
Rights Policy after consultation with experts andapproval by the Executive Committee, with the aimof conducting our business activities in a mannerthat respects the human rights of our stakeholders.
This policy outlines fundamental matters such assupport and respect for international standards andnorms regarding human rights, and matters for compliance. The policy also stipulates specific measures
to prevent and reduce negative impacts on humanrights, to provide remedial measures, and to provide
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Dialogue

Opportunity,” specifies that discrimination, retaliation

tal Principles and Rights at Work,” “the United Nations

opment (OECD) Guidelines for Multinational Enterpris-

3.	Freedom of Association, Labor and Management

Our Human Rights Policy stipulates the following items.

may be caused by our business activities throughthe application and support of human rights due
diligence processes.
2.	Remediationl Recognition of initiatives on respect for humanl Where Mitsubishi Motors identifies that it has

rights as essential factors in the fulfillment of ourcaused or contributed to a negative impact onsocial responsibility

human rights, we will provide for or cooperate inl Compliance with the Human Rights Policy by allof the executives and employees, and respect for
fundamental human rights throughout our businessactivities

remediation processes.
3.	Ensuring Transparency and Accountabilityl Mitsubishi Motors will provide appropriate education or training to al executives and employees.

l Support and respect for international standards
and normsl We will ensure that our Group companies comply with this policy, and we will request that ourl Compliance with the national laws and regulations
in each market where we operatel Where conflict exists between internationallyrecognized human rights and national laws, seeking of ways to honor the principles of international
human rights

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90▶ Nextbusiness partners respect human rights.
l We will disclose our initiatives on respect for human rights.
The full text of the Human Rights Policy, including annotations,can be found here:
WEB https://www.mitsubishi-motors.com/en/sustainability/
society/human_rights/pdf/human_rights_policy.pdf

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Management System
MITSUBISHI MOTORS’ efforts addressing respect forhuman rights are mainly focused on the sustainability, human resources and procurement departments.
The executive in charge of sustainability, acting as the
person in charge of promoting initiatives on respectfor human rights, reports the status of human rights
risk assessment and related measures to the Sustainability Committee, which is held three times a year.
Members of the Sustainability Committee share thedetails of these reports with their departments, promoting companywide efforts to respect human rights.
We regard human rights violations as a risk to our
corporate survival. Accordingly, we are strengthening
our efforts to address risks related to business andhuman rights in our risk management initiatives, which
are integral part of our internal control systems*1.
As for the internal system for promoting an awareness of human rights, the Corporate Officer in chargeof human resources leads the promotion of awarenesstraining. As one aspect of our human rights awarenesseducation, human rights themes are incorporated intoshared materials used in various training programs,
and in each business site human resources department works to raise human rights awareness.
We also participate in events held by the Industrial
Federation for Human Rights, Tokyo, and the MItsubishi Group Human Rights Enlightenment Committee(organized by Mitsubishi Group companies), of which
we are a member, and attend conferences and research meetings held by other external organizations.
(In FY2021, we spent a total of 64 days participating in
training sessions.) We also use the latest information
obtained through our participation in these events in
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

FeatureEnvironment

Socialour human rights awareness activities and utilize theknowledge we gain from these activities in our inhouse training programs.
*1: For details on our internal control systems, please go to P110.

Human Rights Due DiligenceThrough a human rights due diligence framework, wework to identify negative impacts our business activities have on human rights and strive to prevent or
mitigate such impacts.
We recognize that the human rights of our employees, including working conditions, health andsafety, are a high-impact risk that we bring throughour business activities.

Governance

ESG Data

Based on this understanding, as part of our humanrights due diligence we conducted a human rights
assessment*2 at our headquarters and three plants inJapan in the second half of FY2021. We conducted theassessment using an external evaluation organization
to ensure objectivity and consistency with international norms.
As a result of this assessment, we identified several
areas for improvement, including work rules and employee dormitory management. However, none of these items
had a material impact on our business or employees.
Based on the findings of the FY2021 human rights
assessment and the points raised by the evaluation
body, we will promptly implement measures and continue to work toward reducing human rights risks.
*2 E xamples of assessment items: employment contracts, working hours, wages, child labor, forced labor, fundamental rights
at work, discrimination, health and safety, remedial measure

The Human Rights Due Diligence Process

Sustainability Committee
Motinoring human rights due diligence process and progress

STEP 1

STEP 2

Determine
scope

Identify
risks

STEP 3

STEP 4

STEP 5

Conduct
assessment

Enact mitigationand preventive
measures

Continuemonitoring<FY2021 Results>
l STEP 1 Determined human rights issues to be addressed by the Company based on international norms and guidelines
l STEP 2 Identified working conditions and health and safety of employees as risks with a major human rights impactl STEP 3 Assessment conducted by external organization at headquarters and three plants in Japan (Okazaki Plant, Kyoto
Plant, Mizushima Plant)l STEP 4 Based on the assessment results, enact measures to mitigate and prevent human rights risks
l STEP 5 Monitor mitigation and preventive measures for effectiveness (from FY2022)
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Complying with the Human Rights Policy
Coinciding with Human Rights Day on December 10, toraise awareness, each year MITSUBISHI MOTORS’ Executive Officer, President & CEO disseminates a message to all officers and employees regarding respectfor human rights and emphasizing the importance ofsincere words and actions, and awareness raising.
Our policies and activities for promoting and realizing respect for human rights are described below.

Prohibiting Discrimination
The Company requires executives and employees torespect diversity and to create equal opportunities
with no allowance for unfair discrimination or 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 to work together with respect for diverse values.

FeatureEnvironment

Eliminating Unjustifiable Labor Practices

SocialGovernance

ESG Data

The Company does not tolerate slavery labor, in-Ensuring Access to Decent (Rewarding andHumane) Workcluding human trafficking, child labor, forced labor

To ensure decent work, in addition to complying withor other unjustifiable labor practices, and strives toindividual countries’ laws and regulations, we conducteliminate such practices.

activities focused on respect for human rights, based

To ensure against such practices, we verify po-

on international norms (such as the International Bill

tential employees’ ages to ensure statutory require-of Human Rights and the ILO’s Declaration on Fun-ments are met when entering into labor agreements.

damental Principles and Rights at Work). Specifically,

We do not charge applicants or employers any fees

we ascertain the living wage and ensure that we pay

related to recruitment. Pay slips clearly state any legalsalaries that satisfy this requirement. In addition, in

deductions; we do not make unfair deductions, but

our production processes we take gender and age

regularly pay employees their full dues. We do notinto consideration when devising work content.

retain employees’ passports or other identifications orData (p. 125): Wage levels

prevent them from movement. Employees are free tochoose whether to enter or leave the dormitories.

Freedom of Association and Labor–Management Dialogue
The Company respects its employees’ right to associate, and we engage in sincere dialogue with em-

Community Involvement
In our efforts to maintain harmony with the local
community, we contribute to society by utilizing eachand every employee’s skills and know-how as well as
our technologies and products.

collective agreements with labor unions, we recognize

Consideration for Human Rights in Work andInvestment

employees’ freedom to engage in legitimate union ac-

As we believe that positive relationships based ontivity, including collective bargaining. We clearly state

mutual understanding between employees and ev-

that employees who engage in such activities will noteryone in the community are essential to the sustain-

be subject to disadvantageous working conditions orability of our business, when establishing businessother sanctions.

sites or related facilities, we give consideration to theployees to resolve various types of issues. Regarding

cultural values of the country and region including
customs and religions.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

In-House Education and Training

FeatureEnvironment

Socialrights training for 490 employees, including en-

Training Programs
in FY2021
Entry-level employee training
Mid-career employee training(newly promoted)
Newly promoted manager
training
Seminars to raise understanding of LGBTQ issues
LGBTQ e-learning course

try-level employees, mid-career employees and newly*1 Attendance ratio not disclosed for voluntary attendance

In order to encourage all employees to cultivate theirrespect for human rights, the Company is offeringcourses that deepen understanding toward humanrights within its training programs tailored to each job
rank, beginning with entry-level employee training. In
FY2021, we conducted a total of 470 hours of humanpromoted managers (department general managers

Number of AttendanceParticipants
Rate
100%
105
100%
178
209

100%

364

—*1

7,003

—*1

and section managers). Details of the training are

Supply Chain Considerations

described below.

MITSUBISHI MOTORS conducts appropriate transactions, which includes not causing human rights vio-

Raising awareness of social and internal
human rights issues required for workplace
management, sharing information to promote respect for human rights, etc.
Recent topics regarding human rights.
Prevention harassment.
The roles of managers, etc.
Recent topics regarding human rights.
The relation between our business and humanrights, etc.
Entry-level The significance of corporate initiatives
employees regarding human rights.
Fundamental knowledge regarding humanrights, etc.
Newly
promoted
generalmanagers
Newly
promoted
managers
Mid-career
employees

To promote awareness of sexual minorities among
our employees, we have been conducting seminars at
each business site since FY2018. In addition, we also
conduct an internal e-learning course covering basic
knowledge of LGBTQ issues.

lations against its business partners. We determine
transaction prices and delivery dates following thorough consultation with individual suppliers.
In addition, we promote two-way communication
with our business partners through management
based on the Supplier CSR Guidelines.
The guidelines include provisions on respect forhuman rights, including the elimination of discrimination and the prohibition of child labor and forcedlabor, and we request that suppliers take humanrights into consideration. To enhance the guidelines’
effectiveness, we obtain Supplier Commitment agreements from our business partners.

Governance

ESG Data

Access to AssistanceIn 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) and the MITSUBISHI MOTORSGlobal Hotline, which offers assistance in multiple
languages*2 for whistle blowing and consultation for
employees. The MITSUBISHI MOTORS Global Hotline
has established contact points in 10 countries to handle reports from employees of the Company and its
major affiliates in a total of 13 languages*3.
We have also established the Customer Contact
Center*4 for customers and the Business Partner
Helpline*5 for suppliers. These hotlines receive reports
and requests for consultations regarding humanrights issues.
Confidentiality and user anonymity is guaranteed
at all of these consultation offices. We ensure thatpeople who seek consultation are not treated unfairly.
*2 F or information on the establishment of Internal and External
Consultation Offices (Helplines) and the MITSUBISHI MOTORSGlobal Hotline, please go to P114.
*3 The MITSUBISHI MOTORS Global Hotline is available in Japanese,
English, Chinese (simplified and traditional), Korean, Tagalog, Indonesian, Thai, Vietnamese, German, Dutch, French and Spanish.
*4 For further information regarding the Customer Contact Center,please go to P95.
*5 For further information regarding the Business Partner Helpline, please go to P70.

Requests to Sales Companies
At sales companies, we carry out initiatives to provide
a work environment with consideration for the healthand safety of employees and we prohibit acts that
infringe on human rights.

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceAchieving a Sustainable Supply Chain

Targetl 3.9

Targets
l 8.7
l 8.8

Targetsl 12.4l 12.5

Medium- to Long-Term Visions for Material Issues and FY2021 Results
Risks We could lose social credibility if we were to infringe on huLong
man rights in our procurement of raw materials and parts.
Term We could be complicit in infringement on human rights orenvironmental destruction

Opportunities Maintain social credibility through responsible behavior
in the supply chain

External Environment
Medium Growing awareness of human rights in international society
TermStakeholders’ Needs and Expectations
Medium-Term Targets
 Expectations of business continuity and enhanced trust  Collaboration and communication with business
partners

Items
Reinforcement of CSR in the supply chain

Direction of Responses CSR procurement (consideration on the ethics
front)

SelfEvaluation

FY2021 Targets and Results
Support for supplier CSR evaluations by third-party organization:
Explained the purpose of CSR evaluations to business partners, and conducted such evaluations at 70% of business partners(based on purchase amounts): As planned : Delayed

Basic Approach
In April 2018, MITSUBISHI MOTORS, Renault and Nissanestablished the APO (Alliance Purchasing Organization), a joint purchasing organization that integrates
the three companies’ purchasing functions. This organization carries out its activities with the three sharedpillars of trust, respect, and transparency as its basic principles. The alliance members are exchanging
information on CSR activities in the supply chain, as
well, and moving forward with these activities.
The Company and its overseas production bases
conduct business directly with around 800 compa-

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

nies, including suppliers of raw materials and parts

lines and work together with all our business partners

and business partners providing services, advertis-

on CSR initiatives.

ing and logistics. We recognize that the Company’s

In response to one aspect of our CSR activities

business activities have a significant impact on thesethat become of particular importance in recent years,

companies, as well as on an even greater number ofthe environment, we have formulated Green Pro-

Tier 2 and other suppliers.

curement Guidelines and are promoting initiatives

Based on this understanding, all processes, fromthroughout the supply chain. As compliance with boththe procurement of raw materials to the manufac-

guidelines is a priority in our procurement activities,

ture of parts and products to the end delivery, require

our executives take advantage of opportunities such

responsible behavior that takes such factors as theas supplier briefings to request that the entire supply

environment and human rights into account.

chain thoroughly comply with the guidelines.

To achieve sustainable growth throughout the
supply chain, we have formulated Supplier CSR Guide-

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94▶ NextFor details on respect for human rights, please see P90.

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargetl 3.9Management System
Formulating Guidelines and Confirming
Them through Agreements and Declarationsof Conformity
To ensure compliance with its Supplier CSR Guidelines
and Green Procurement Guidelines, MITSUBISHI MOTORS has business partners submit Supplier Commitment to the Supplier CSR Guidelines and Declarationsof Conformity to Regulations on Substances of Concern to the Green Procurement Guidelines.
We ensure the effectiveness of our business partnerships by having new business partners submit
these documents before commencing transactions,and by continuously confirming the status of theagreement afterwards.

Communicating with Suppliers
Providing suppliers with appropriate information andtwo-way communication is essential for supply chain
management. At the end of every fiscal year, we holda Suppliers Meeting to make our policy for the next
fiscal year well-known. Last fiscal year, this meeting
was held on March 29, 2022 and attended by approximately 300 companies. We also participate in the
MITSUBISHI MOTORS Cooperation Council, a voluntaryorganization of around 200 supplier companies that

(These small-scale meetings were held a total of ninetimes, involving approximately 20 companies eachtime.) The meetings help foster closer communication
at the management level.

ESG Data

GovernanceTargets
l 8.7
l 8.8

Targetsl 12.4l 12.5

Supplier CSR Guidelines
Expansion of Guidelines
Through the Supplier CSR Guidelines, we promote col-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.

laborative activities with our suppliers from the same
point of view. The scope of these activities covers all
domestic suppliers and includes labor practices, environment management, and compliance.
Having reestablished these guidelines in February
2019, we have clarified CSR evaluations of business
partners and the actions to be taken in the event of
noncompliance. We have expanded these efforts toinclude our major overseas bases—Mitsubishi Motors
Thailand (MMTh), Mitsubishi Motors Krama Yudha
Indonesia (MMKI) and Mitsubishi Motors Philippines

Ensuring Knowledge of the Guidelines within
the Company
As part of managing the Supplier CSR Guidelines
and the Green Procurement Guidelines, we work
to ensure that the guidelines are known within the
Company. As part of the education we provide, we
conduct training for all new employees involved in
procurement (both entry-level employees and new
midcareer employees), as well as training when employees are transferred from other divisions to the
procurement division.

Corporation (MMPC)—and received Supplier Commitment agreements from suppliers at our major overseas production bases.
PDF Supplier CSR Guidelines

Policies on Conflict Minerals
The “conflict minerals” (tin, tantalum, tungsten andgold) and cobalt produced in the Democratic Republicof the Congo and neighboring countries have becomea source of funding for armed groups, resulting inserious violations of human rights.
To ensure that we are not complicit in humanfacilitates small-scale meetings between the man-rights abuses through the procurement of these con-agement teams of suppliers and our own Company.

flict minerals, we promote responsible procurement
by clearly specifying in our Supplier CSR Guidelines theprohibition of child labor, forced labor, and the nonuse of conflict minerals as raw materials.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargetl 3.9

Improving CSR Activities in the Supply Chain
through Third-Party Evaluations
MITSUBISHI MOTORS conducts third-party evaluations
in cooperation with Renault and Nissan, our alliancepartners, with the aim of improving suppliers’ CSR
activities. In FY2021, many of our suppliers underwent
third-party evaluations. Approximately 70% of suppli-

Efforts to Become Carbon Neutral
throughout the Supply Chain
The Company aims to achieve carbon neutral by
2050. To do so, it is essential that our suppliers reduce CO2 emissions.

In FY2021, we communicated with key suppliers
ersサステナビリティ課題の範囲:
have now been evaluated (based on「リファレンスモデル」
purchasing
about our directions for lowering CO2 emissions.
amounts) since the start of these activities. We will
By participatingin the CDP* supply chain program,
企業のサステナビリティ
評価の対象を定義することが重要です。
評価
furtherincrease the・マネジメン
numberトシステムを評価する場合、
of suppliers
undergoing
サステナビリティ課題の範囲:「リファレンスモデル」
は、4つのテーマに分かれるさまざまなサステナビリティ課題を対象としています。
サステナビリティ課題は、
in FY2022 we intend国to increase our understanding
1
2 thatevaluationsinコンパクFY2022.
We willalso ask suppliers、国際労働機関(ILO)協定、
グローバル・レポーティング・イニシアティブ
連グローバル・トの10原則3
4
5of the status of business
partners’ initiatives, risks、ISO 26000規格、セリーズ(CERES)ロードマップ
国連ビジネスと人権に関する指導原則(ラギ(GRI)規格
企業のサステナビリティ
・マネジメン
評価の対象を定義することが重要です。
評価
have
already
been
auditedtoトシステムを評価する場合、improve/re-apply 、
for6といった国際的なサステナビリティ規格に基づいています。andー・フレームワーク)は、
4つのテーマに分かれるさまざまなサステナビリティ課題を対象としています。
サステナビリティ課題は、
国
opportunities, and to enhance communication1
2、国際労働機関(ILO)協定、
グローバル・レポーティング・イニシアティブ
連グローバル・コンパク
トの10原則auditsin orderto improve
theirevaluation scores.
through briefings for suppliers. Our goal is for these(GRI)規格3、ISO 26000規格4、セリーズ(CERES)ロードマップ5、国連ビジネスと人権に関する指導原則(ラギ6
環境テーマでは、製品のライフサイクル全てへの影響(生産工程、製品の利用、
および使用済み製品による影響)
といった国際的なサステナビリティ規格に基づいています。
ー・フレームワーク)
activities to provide a springboard for promoting CO2を審査する事にご留意ください。
一次サプライヤーだけでなく、二次・三次サプライヤーにおける課題も考慮するために、サプライチェーンにおけるサステナビリティ課題も「リファレンスモデル」に組み込まれています。
reduction
activitiesそれ
among our suppliers.
ぞれの評価における課題は、企業の状況（業種・規模・ロケーションなど）と「21のサステナビリティ課題」の関連
環境テーマでは、製品のライフサイクル全てへの影響(生産工程、製品の利用、
および使用済み製品による影響)
性に基づいて決定されます。 一次サプライヤーだけでなく、二次・三次サプライヤーにおける課題も考慮すを審査する事にご留意ください。
* An international environmental
るために、
サプライチェーンにおけるサステナビリティ課題も「リファレンスモデル」に組み込まれています。
それThird-party
evaluation items
NGO that collects requests from
ぞれの評価における課題は、企業の状況（業種・規模・ロケーションなど）と「21のサステナビリティ課題」の関連性に基づいて決定されます。
institutional investors and others
21のサステナビリティ基準
interested in environmental issues, and encourages major com持続可能な資材
panies and organizations around
環境
労働と人権
倫理
調達
21のサステナビリティ基準
the world to disclose and evaluate
environmental information

事業活動

環境
• エネルギー消費と温室効
果ガス

• 水
事業活動
• 生物多様性• エネルギー消費と温室効• 地域公害と汚染事故
果ガス
原材料・化学物質・廃棄物•• 水
製品• 生物多様性•• 製品の利用
地域公害と汚染事故•• 使用済み製品
原材料・化学物質・廃棄物•製品
顧客の健康と安全•• 製品の利用
環境に優しいサービスと持続可能な消費の促進• 使用済み製品• 顧客の健康と安全• 環境に優しいサービスと持続可能な消費の促進

人的資源• 腐敗行為• 労働条件• 責任ある情報管理

労働と人権• 従業員の安全衛生

•人的資源
社会対話
•• キャリアマネジメン
従業員の安全衛生トと教育• 労働条件
人権
社会対話・強制労働・人身• 児童労働売買• キャリアマネジメン
トと教育倫理• 反競争的慣行• 腐敗行為• 反競争的慣行• 責任ある情報管理• サプライヤーの環境慣行
持続可能な資材• サプライヤーの社会慣行
調達• サプライヤーの環境慣行• サプライヤーの社会慣行• ダイバーシティ・差別・ハラ人権
スメント• 児童労働・強制労働・人身• 外部の利害関係者の人権
売買• ダイバーシティ・差別・ハラスメント• 外部の利害関係者の人権

1. 国連グローバル・コンパクトは、
持続可能性に関する普遍的原則を実施し、国連の目標達成を支援するために措置を講じる事を目的とした、企業トップのコミットメントに基づく自発的な取り組みです。
国連グローバル・コンパクトの10原則は、
世界人権宣言、労働における基本的原則おSource:EcoVadis
よび権利に関するILO宣言、
環境と開発に関するリオ宣言、および汚職防止に関する国連条約に基づいて定められたものです（国連グローバ
ル・コンパクト公式ウェブサイト
（英語版)より）。
1. 国連グローバル・コンパクトは、
持続可能性に関する普遍的原則を実施し、国連の目標達成を支援するために措置を講じる事を目的とした、
企
MITSUBISHI
MOTORS 国際労働機関
CORPORATION
Sustainability
Report2022
2. 1919年の創設以来、（ ILO)は、
すべての男女が、
自由・平等
・安全・人間としての尊厳が確保された条件のもとで、生産的で働Back ◀
業トップのコミットメン
トに基づく自発的な取り組みです。
国連グローバル・
コンパク
トの10原則は、
世界人権宣言、労働における基本的原則おきがいのある人間らしい仕事（ディーセント・ワーク）の機会を促進するという使命のもと、
国際労働基準の維持と策定を行っています（ ILO
よび権利に関するILO宣言、
環境と開発に関するリオ宣言、および汚職防止に関する国連条約に基づいて定められたものです（国連グローバ96▶ NextESG Data

GovernanceTargets
l 8.7
l 8.8

Targetsl 12.4l 12.5

Green Procurement Guidelines
Expansion of Guidelines
In its Green Procurement Guidelines, we ask business
partners to acquire and renew external certificationsof environment management systems, as well as tomanage hazardous substances, promote the 3Rs (reduce, reuse and recycle), submit LCA data to allow us
to understand the lifecycle environmental impact, reduce environmental impact in business activities, andreduce their environmental impact related to logistics.
In addition to Japan, we have introduced theGreen Procurement Guidelines at overseas production
bases, adjusting the guidelines to account for actual
conditions in each country and operational details at
each location. These companies are also applying theguidelines to their business partners.
PDF Green Procurement Guidelines

Collection of Materials and Hazardous
Substance Data through IMDS
To encourage the management and reduction of hazardous substances, we promote management underthe International Material Data System (IMDS). For thisreason, we ask business partners to disclose data on
environmentally hazardous substances for materials
and parts by inputting them into IMDS in accordancewith the Green Procurement Guidelines. We also ask
them to establish a management system for environmentally hazardous substances.
Through these processes, we confirm compliancewith regulations regarding hazardous substancesused in parts and materials for new vehicles and vehicles in ongoing production.
Back to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargetl 3.9

Working with Suppliers to Improve Quality

Promotion of Localization

MITSUBISHI MOTORS regularly conducts quality audits

To optimize costs at overseas production bases, ourand quality self-check guidance with its suppliers

basic policy is to source from local suppliers where

as collaborative efforts to improve quality along thepossible, as long as such procurement is effective andentire supply chain.

the necessary technologies are in place.

In FY2021, we conducted process audits for 41

For parts which are already locally procured, we also

suppliers at 47 plants, and indicated items were gen-promote the local procurement of the components

erally improved within three months. We conducted

used within these parts, etc., to optimize costs further.

process audits remotely when COVID-19 made it dif-

We conduct advance audits of the systems andficult to suppliers’ worksites in person. Quality self-

structures of new business partners, evaluating items

checks were performed by 329 business partners. In

such as their development capabilities, production

these ways, we seek to enhance communication withcapabilities, and quality management capabilities

business partners and increase quality.

and issuing improvement instructions if necessary.

We periodically issue Supplier Score Cards, which

We also provide support to local business partners

numerically represent suppliers’ quality results. Thisby serving as a go-between with Japanese businessapproach has clarified issues for each company, mak-partners, joint ventures with local business partners,

ing it easier to implement improvement measurestechnical partnerships, and the like. We work to con-quickly and accurately. In cases of particularly seri-

tribute to local regions by creating local jobs andous defects, we analyze the causes and examine theimproving local technical capabilities.

appropriateness of countermeasures in collaboration
with business partners to prevent recurrence.
We cooperate on defect prevention activities tokeep defective parts from being delivered and ensure
we are able to provide new models with confidence.

Country-Specific Parts Procurement Ratios
by Production Base (FY2021)
Indonesia 9%

Philippines 1%

Thailand35%

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Back ◀

Japan
55%

97

▶ NextESG Data

GovernanceTargets
l 8.7
l 8.8

Targetsl 12.4l 12.5Initiatives for Business Continuity Plans
in the Supply Chain
A large-scale natural disaster, major outbreak ofinfectious disease, or shortage of specific parts ormaterials (such as semiconductors), could interrupt
the flow of parts from our suppliers. We might thenrun the risk of business being suspended.
To avoid or mitigate such risks, as part of ourbusiness continuity plans (BCPs) in the supply chain
we are taking measures to identify risks and impacts
early on and to find alternative production options foreach business partner and component.
Specifically, by having business partners registerwith our Supply Chain Risk Management System, we
can monitor the status of damage and risk—not only at
suppliers’ plants, but also at Tier 2 and other suppliers.
In addition, we have registered suppliers with the
Supplier Simultaneous Survey System so that in theevent of an earthquake of intensity 5 or higher on theJapanese seismic intensity scale or other contingencies, we can assess the damage and risk, as well as
the impact on our production.

Participating in Outside Initiatives
Curbing and combating climate change require efforts
that go beyond the scope of individual companies.
Entire industries and their supply chains must work
together to reduce CO2 emissions.
As a member of the Japan Automobile Manufacturers Association, we participate via subcommittees
in discussions on industrywide policies and measuresin the area of procurement.
Back to Contents▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialPromoting Social Contribution Activities

ESG Data

GovernanceTargetl 10.2

Targetl 11.5

Targetl 13.1

Targetl 15.4

Medium- to Long-Term Visions for Material Issues and FY2021 Results
Risks An increase in large-scale disasters due toclimate changeLong
Term  Disparities in economic development andinequality

Opportunities
Direction of Responses Provide reassurance and support safety through further ex Create structures to provide electrified vehicles swiftly in times
pansion of disaster cooperation agreements and by quicklyof disasterputting support systems in place in times of disaster Contribute to communities’ social development through ongo-  Leverage individual employees’ skills and know-how as well as
ing activities that meet regional needs
our products for continuous development of the community

External Environment Around the world, subsequent disasters
Mediumstemming from extreme weather, such as
Termheat waves, droughts and flooding due toheavy rains

Stakeholders’ Needs and Expectations
 Expectations of disaster support in emergencies and reconstruction support

Items

Medium-Term Targets Promote the conclusion of disaster cooperation agreements In STEP fields, leverage individual employees’ skills and knowhow as well as our products to continue engagement in social
contribution activities

FY2021 Targets and Results

Increase the number of disaster cooperation
Promote ongoing activities that address agreements concluded
social issues and regional needs
Promote activities in the “STEP” fieldTarget: 150
Actual: 190
Target: Continue conducting activities in response to the “new normal”
Actual: Considered moving activities online and conducted activities

SelfEvaluation

: As planned : Delayed

Basic Approach and Policies
In accordance with the Social Contribution Activities
Policy formulated on the basis of MITSUBISHI MOTORS’ vision and mission, we are promoting activities
such as concluding disaster cooperation agreementsthat leverage the features of our plug-in hybrid electric vehicles (PHEVs).
In FY2022, we worked to conclude disaster cooperation agreements with all prefectural governments
to increase awareness of the effectiveness of PHEVs
in times of disaster. In addition, we are strengthening cooperation among Group companies to conduct
activities more in line with local needs.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Social Contribution Activities Policy
To address diversifying social issues, MITSUBISHI MOTORS carries out its STEP social contribution activities, focused on four main themes, standing for the
first letters of Society, Traffic safety, Environment
and People. Based on this policy, we will continue tocontribute to society by utilizing each and every employee's skills and know-how as well as our technologies and products, aiming to create a better society
where people can hope for a better future.

Back ◀

98▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargetl 10.2

Logo Mark for Social Contribution Activities

Society

The figure shows how our circle of activity in STEP
areas expands outward from the center.

DENDO Community Support Program

Breakdown of Social Contribution Expendituresin FY2021*1
(¥ million)
Society
Traffic safety
Environment
People9523695Support for disaster-stricken areas,
support measures to address COVID-19

260

Total expenditure605*1 Social contribution expenditures including donations as well as
in-kind benefits and free use of company facilities converted
into monetary equivalents.

Number of Participants in Social Contribution Activities and Activity Time in FY2021*2
Number of employees participating
Time employees spent on activities

Cumulative total of
50,57632,228 hours*2 Activities during working hours

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

By entering into disaster cooperation agreementswith municipalities and loaning them roving COVID-19
vaccine vehicles, MITSUBISHI MOTORS is helping municipalities with its PHEVs, which can generate powerand be tapped as sources of electricity.
By combining the power of PHEVs to provide
transportation and the power of electricity, we aremaking people’s lives safer and more secure.
For details, please see the feature on P21 and our website.
WEB https://www.mitsubishi-motors.co.jp/carlife/phev/dcsp/(This site is only available in Japanese.)

Disaster cooperation agreement

MMC and MLIT Sign Agreement to Collaborate
on Verification Test

Throughout Japan, drainage facilities are growing
dilapidated and are expected to require upgrades. An
increase in flood damage in recent years has prompted calls to upgrade and augment drainage facilities,
but reducing the costs of doing so has been an issue.
To address this situation, the Ministry of Land, Infrastructure, Transport and Tourism is leading an effort
to use mass-produced engines to power the pumps
used at these drainage facilities. In this manner, theproject seeks to keep costs down and upgrade drainable facilities efficiently. In a verification test for thisproject and aimed at considering technological developments, MITSUBISHI MOTORS is participating by
providing the diesel engines mass-produced for its“DELICA D:5” to power the pumps.
Back ◀
99 ▶ Next

ESG Data

GovernanceTargetl 11.5

Targetl 13.1

Targetl 15.4

In a verification test performed in February 2022
by the Public Works Research Institute in the city ofTsukuba, Ibaraki Prefecture, diesel engines were used
to drive drainage pumps, which successfully drained
the water from a reservoir in the test facility.

“DELICA D:5” engines driving
drainage pumps

Water being drained during theverification test

Participating in Joint Research on a System to
Get Manhole Pumps Started in the Event of aDisaster-Related Power Failure

In recent years, the number of manhole pump outages due to power outages has increased due tofrequent windstorms and floods, and this has becomea social problem. To address this issue, in September
2021 we joined a joint research project on a system
to get manhole pumps started in the event of a disaster-related power failure. The aim is to use electricvehicles (EVs) and plug-in hybrid electric vehicles topower the manhole pumps needed to move water inthe event of a disaster-related power outage.
In this study, we are conducting verification tests inthe cities of Kawasaki and Hamamatsu in collaboration
with pump manufacturers and parties for developmentof a system that combines electrified vehicles, solar
power generation andportable storage batteries to contribute to a
decarbonized society. Bybuilding this system, we
aim to be environmentally friendly and conPower being supplied on a trial basis
tribute to the safety and by a plug-in hybrid electric vehicle
security of people’s lives.

Back to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargetl 10.2

Traffic safety
Operating the “Kuruma no Gakko” of Traffic
Safety Classroom

MITSUBISHI MOTORS is implementing “Kuruma no
Gakko,” a program in which participants think about
traffic safety, learn and have fun together.
In FY2021, with aiming for reduction of the number of traffic accidents caused by mis-operation whiledriving, we conducted a “diagnosis of driving capability”
to measure the level of attention required for driving
and helped people experience the collision prevention
assist function of a safety support car by having themride inside it. While exercising due caution to prevent COVID-19 infections, we held a Kuruma no Gakko
course in Yakage-cho,Okayama Prefecture,
which was attended by
12 people. Approximately
40 people attended ourcourse at the Mizushima
Riding together in a safety
Plant in April 2022.
support car

In FY2021, cumulative total of 398 employees took
part in 19 such activities across our business sites.

Traffic Safety Awareness for Children

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

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Targetl 11.5

Targetl 13.1

Targetl 15.4

In addition, we were designated a “Green Partner
2022” under a program sponsored by the Forestry
Agency called “Forest x Decarbonization Challenge
2022.” We were recognized as a company that contributes to decarbonization through forest maintenance.

Trimming undergrowth inplanted areas“Green Partner 2022,” indicating
contribution to decarbonization
through forest maintenanceStart of the 60 Rai Reforestation Project in Thailand to Commemorate MMTh’s 60th Anniversary“Do You Know the Answer? Traffic Safety Quiz”
WEB https://www.mitsubishi-motors.com/jp/sustainability/
contribution/people/kids/anzen/(This site is only available in Japanese.)

Traffic safety around business sites

Employees serve as
traffic safety sentries
on the roads around ourbusiness sites, helping toensure safe commutes
to and from school and
Employees serving as safety
work. We also conduct
sentries
patrols in collaboration
with local traffic safety associations and police. In
addition to heightening awareness of traffic safety,
patrol local areas, check locations that are susceptible
to accidents, and inspect traffic safety facilities andinstall footprint stickers to call attention to pedestrian stops.

ESG Data

Governance

Environment
Forest Preservation Activities

MITSUBISHI MOTORS is collaborating with OISCA topreserve forests in Hayakawa-cho, Yamanashi Prefecture, while interacting with the local community
through volunteer activities. These activities aim
to protect metropolitan water sources and spreadawareness of the environment among our employees.
In FY2021, we halted employee volunteer activities
to prevent the spread of COVID-19, but we did mow
areas where this work was needed to nurture saplings.
Back ◀

100▶ NextIn September 2021, Mitsubishi Motors (Thailand) Co.,
Ltd. (MMTh) and a non-profit organization, the Mitsubishi Motors Thailand Foundation (MMTF) worked
with Thailand’s Royal Forest Department and theThailand Greenhouse Gas Management Organization
to revitalize an area of forest covering 60 rai (9.6
hectares) in Chonburi and Sa Kaeo provinces. This
was the start of the 60 Rai Reforestation Project tocommemorate MMTh’s 60th anniversary by planting
a total of 12,000 trees. In recognition of these efforts,
MMTh received the “Forest Revitalization & Forestry
Resource Development Award” from Thailand’s Royal
Forest Department.

Afforestation activities performed on two occasions“TRITON” vehicles transporting
seedlings to the planting site
Back to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargetl 10.2PeopleSupporting the Education of Elementary,
Junior and Senior High School Students

We support the education of the children who willtake responsibility for the next generation throughfactory tours (where elementary school students
can experience manufacturing sites) and a hands-on
lesson program, in which employees visit elementary schools to conduct lessons. We also host career
counseling studies to encourage junior and seniorhigh school students to think about the future andbroaden their horizons.
In FY2021, we conducted these activities remotely
due to COVID-19. The activities were attended by approximately 28,200 elementary, junior and senior highschool students.

Factory tour for elementary
school students

Junior high school student taking
part remotely in a company visit

Participating in a Joint Industry–Academia Projectwith a Vocational School and an Art University

To help nurture students with an interest in car design, in April 2021 we took part in a joint industry–academia with the design
departments of HAL
College of Technology& Design and Tama Art
University. Our designers
provided online guidance,
and the students envisioned the future 10 years Online lectures on concept planning and sketch development

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

from now, planning and proposing new lifestyle mobility utilizing electrification and 4WD technologies forour positive and adventurous users. The project concluded with student presentations in September 2021
that were used to determine grand prix winners.

Educational Support in Asia

In Thailand, Indonesia, the Philippines, Vietnam, andMalaysia, we take part in various efforts to help children who have difficulty accessing education for economic reasons. We provide scholarships to junior highschool, high school and university students; donate
learning tools to orphanages; donate teaching vehicles that can help cultivate high-quality human resources for the automotive industry; and host interns.
We are also actively providing support online in theface of COVID-19.
Donating a “TRITON” Pickup Truck to a Community
Learning Center in Malaysia
In October 2021, Mitsubishi Motors Malaysia (MMM)
donated a “TRITON” pickup truck to the Dignity Farm
School, a community learning center for economicallydisadvantaged people in the state of Pahang.
Dignity Farm School offers a youth education
program where students can learn natural farming
methods and agricultural skills. The donated “TRITON”
will be used for agricultural activities and for commuting to school for the indigenous minority people(Orang Asli) in the Malay Peninsula.

The donated “TRITON”

Making the donation
Back ◀

101▶ NextESG Data

GovernanceTargetl 11.5

Targetl 13.1

Targetl 15.4

Vocational Training in the Philippines
In May and June 2021, Mitsubishi Motors Philippines
Corp. (MMPC) conducted vocational training for a totalof 22 universities and technical colleges, including
Bataan Peninsula State University and Laguna State
Polytechnic College. In the same year, MMPC signed amemorandum of understanding with universities andvocational schools in the Philippines to support theeducation of young people who will be responsible forthe future. MMPC provided online vocational
training to ensure thatstudents did not miss any
opportunities to acquire
knowledge and skills amid
Online vocational training
the COVID-19 pandemic.

MITSUBISHI MOTORS STEP Funds andMatching Gift Program
The MITSUBISHI MOTORS STEP Funds,
introduced in April 2009, is a structure
through which employees of Mitsubishi Motors Group companies cancontinuously participate in social contribution activities by voluntarily donating fixed sums
to the funds. These funds are then used for to support
activities in developing countries and areas struckby the Great East Japan Earthquake, in line with the
purposes of MITSUBISHI MOTORS social contribution
activities. In addition, to demonstrate it values employees’ motivation to contribute to society and to support
more people, the Company matches donations madethrough the MITSUBISHI MOTORS STEP Funds.
The recipients of donations and matching gifts
are selected based on their alignment with the foBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargetl 10.2cus areas of our Social Contribution Activities Policy,
business continuity, regular activity reports and trackrecord. Recipients of our support hold debriefing
sessions for employees, and engage in dialogue withthem, linking our activities to theirs.
Through this support, we aim to continue withactivities that meet local needs and contribute to thedevelopment of the local community.

choice (usually choice from their childhood memories)
through our internal donation funds.
In FY2021, we presented blocks to 60 kindergartens and nursery schools. The blocks have been donated to 465 kindergartens since 2010.

Support Recipient

In the event of natural disasters and other emergencies, we provide various forms of support, such asmonetary donations, free loan of vehicles, and employee volunteer work.
Mitsubishi Motors Krama Yudha Sales Indonesia(MMKSI) donated three “TRITON” pickup trucks andone “PAJERO SPORT,” as well as money, to humanitarian aid organizations Aksi Cepat Tanggap (ACT) andUnited Volunteer Otomotif (UVO) to support the victims of the Mount Semeru eruption that occurred in
December 2021 on the East Java, Indonesia.

 World Vision Japan The MICHINOKU Future Fund OISCA Kindergartens, Nursery schools, elementary schools,
etc., near our workplaces

Engaging in the “Forest Wooden Building Block
Project” for Children
The concept of this project is to present nurseries
and kindergartens near Company business sites withcozy wooden building blocks for enhancing the children’s creativity through block play, which are madeof Japanese cypress comes from forestry thinning
operations mainly in Hayakawa-cho, located in theprefecture of Yamanashi, where we carry out our forest conservation activities.
In addition, we havebeen engaging in “Employee Presenter Program” through which our
employees hand out a setof forest wooden building
blocks to nurseries andBuilding blocks made fromkindergartens of theirthinned cypress
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Support for Disaster-Stricken Areas

ESG Data

GovernanceTargetl 11.5

Targetl 13.1

Targetl 15.4

Supporting Measures to Address COVID-19
We are loaning out “Outlander PHEV” vehicles freeof charge to municipalities to help in providing
COVID-19 vaccines.
Our plug-in hybrid electric vehicles (PHEVs) facilitate the administration of vaccines in several ways.
In addition to transporting medical personnel, they
are used to keep vaccines cool during transport andas a backup power source at vaccination sites, taking
advantage of the PHEVs’ ability to supply power.
Overseas affiliates provided vehicles, medical
equipment and monetary donations to government-related organizations and medical institutions.
In addition, we donatedfood to needy families
in lockdown areas, anddonated computers andperipherals to an orphanage for use as online
learning tools during theProviding a venue for vaccinapandemic.
tions (the gymnasium at our
Okazaki Plant)

A “TRITON” in use in the disaster area

Providing “TRITON” models
specially fitted with medical
equipment (Thailand)

Food donations in lockdown
areas (Vietnam)

Support for COVID-19 Relief Measures
WEB https://www.mitsubishi-motors.com/en/sustainability/
contribution/society/relief/covid-19/
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialTargetl 10.2Main Support in FY2021 (Measures to Address Disasters and COVID-19)

SupportDonated 1 million euros
Donated 1 million pesos
Donated packages containing vitamins, masks and disinfectant
COVID-19
Donated two medical devices to monitor patients’ heartbeats, blood presDecember 2021
sure and other information
Provided three TRITON and one PAJERO SPORT vehicles, made monetary
Eruption of Mount Meru, Indonesia
donation• Donated 30 sets of online learning tools, including computers, printers,
November 2021 COVID-19
projectors and one-year Internet data plans• Donated masks
Donated food product sets
March 2022
Humanitarian crisis in Ukraine
February 2022 Typhoon No. 22 in the Philippines

October 2021

COVID-19

August 2021

COVID-19

July 2021

COVID-19

June 2021

COVID-19

May 2021

COVID-19

April 2021

COVID-19

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

ESG Data

GovernanceTargetl 11.5

Targetl 13.1

Targetl 15.4

Support Recipient
United Nations High Commissioner for Refugees (UNHCR)
Philippine Red Cross
Hospitals in Jakarta, Indonesia
Duy Anh City Health Center, Binh Duong Province, Vietnam
Aksi Cepat Tanggap, United Volunteer Otomotif, a humanitarian aid organization in Indonesia
Ten orphanages in Jakarta and surrounding areas ofIndonesia

Economically disadvantaged children in Malaysia
Five vaccination site in Jakarta and surrounding areas ofDonated 1,000 packages of daily necessities, such as medical masks and foodIndonesia
People in Vietnam living in lockdown areas, medical staff
Donated medical equipment and foodand security forces• Loaned one TRITON and two Outlander vehicles
Mercy Malaysia, an NPO• Donated 20,000 Malaysian ringgit
Donated the equivalent of 43,000 Malaysian ringgit in tents, tables, chairs
COVID-19 assessment centers, Malaysia
and portable air conditioning units
Provided three specially equipped TRITON vehicles to transport patients
Covid-19 Relief Effort by Rueng Lao Chao Nee, Thailand
Provided a total of 24 vehicles, including TRITON, EXPRESS and Outlander
Disaster Relief Australia
modelsDonated 10,000 antigen test kits
Ministry of Transportation, Indonesia
Donated 500 sets of oxygen concentrators
Ministry of Industry, Indonesia• Donated 500 sets of personal protective equipment (PPE)COVID-19 emergency hospitals in Indonesia• Donated 300 sets of toys
Loaned Outlander PHEV vaccine support vehicles
Sakahogi-cho, Gifu Prefecture• Donated one TRITON• Donated 200 million Vietnamese dong to purchase COVID-19 vaccines and Binh Duong Fatherland Front Committee
defray other expenses• Donated 30 sets of online learning tools, including computers, printers,
Ten orphanages in Jakarta and surrounding areas ofprojectors and one-year Internet data plans
Indonesia• Donated masks
Otofuke-cho, Hokkaido; Okazaki City, Aichi Prefecture;
Gamagori City, Aichi Prefecture; Konan City, Shiga PreLoaned Outlander PHEV vaccine support vehicles
fecture; Kurashiki City, Okayama Prefecture; Soja City,
Okayama Prefecture• Donated drinking water and N95 masks
Medical institutions in Thailand• Donated 10 tons of cardboard for production of paper medical beds
Loaned Outlander PHEV vaccine support vehicles
Minato-ku, Tokyo
Indonesian Ministry of Health, Ministry of State EnterDonated three Outlander PHEVs
prises (BUNM), Indonesian Red Cross Society
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

GovernanceFeatureEnvironment

SocialGovernance

ESG Data

Governance

Strengthening Governance and Ensuring Compliance��������������������������������������������������������������������105
Corporate Governance�������������������������������������������������������������������������������������������������������������������������������������������������105
Basic Approach and Policies, System of Corporate Governance���������������������������������������������������105
Status of Audit Committee Audits and Internal Audits,
Items Relating to Takeover Defense������������������������������������������������������������������������������������������������������������109

Internal Control������������������������������������������������������������������������������������������������������������������������������������������������������������������110
Basic Approach, Policies and Organization��������������������������������������������������������������������������������������������������110

Risk Management������������������������������������������������������������������������������������������������������������������������������������������������������������111
Basic Approach and Policies, Development of Risk Management Framework,
Responses to COVID-19�����������������������������������������������������������������������������������������������������������������������������������������111

Compliance����������������������������������������������������������������������������������������������������������������������������������������������������������������������������112
Basic Approach and Policies�����������������������������������������������������������������������������������������������������������������������������������112
Management Structure���������������������������������������������������������������������������������������������������������������������������������������������113
Establishment of Internal and External Consultation Offices,
Education and Training������������������������������������������������������������������������������������������������������������������������������������������114
Anti-Corruption, Political Involvement (Political Contributions)����������������������������������������������������115
Information Security, Protection of Personal Information,
Security Export Control, Approach to Taxation�������������������������������������������������������������������������������������116

List of Executives�������������������������������������������������������������������������������������������������������������������������������������������������������������117
Executive Remuneration�������������������������������������������������������������������������������������������������������������������������������������������118

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialStrengthening Governance and Ensuring Compliance

ESG Data

GovernanceTargetl 8.7

Targetl 16.5

Medium- to Long-Term Vision for Material Issues
Risks
Opportunities
Direction of Responses Corporate malfeasance becoming an increasing social prob-  Ensure soundness and transparency by es Further reinforce governance by working to ensure compliancelemtablishing a robust governance system, andwith laws and regulations and to promote proper, effectiveLongearn society’s trust
business execution Increasing number of cyberattacks and other issues relatedTermto information leaks, as well as their increasing severity
 Ensure safety and sustainability of corporate  Assess risks appropriately and prevent them from occurring.
business through enhanced risk management
Minimize the impacts should they occur Business interruptions due to natural disasters or outbreaksof infectious diseases
External Environment
Stakeholders’ Needs and Expectations
 Revisions to the Companies Act (2019) to reinforce gover Expectations of business continuity and ennance, such as making it mandatory for listed companies
hanced trust
to have outside directors, and revisions to the Act on theProtection of Personal Information and the Whistleblower
Protection Act (2022)
MediumTerm  Business interruptions due to natural disasters or outbreaksof infectious diseases
 Frequent information leaks and business interruptions due
to cyberattacks and other issues War, terrorism, political instability, deterioration of public
safety and other factors in our key markets

Medium-Term Targets
 Maintain a robust governance structure by achieving effective
and efficient operation of the internal control system Enact thorough compliance to prevent serious incidents Mount an emergency response when risks emerge, strengtheninternal information sharing

Corporate Governance
Basic Approach and Policies
Based on its Vision and Mission, MITSUBISHI MOTORS
considers compliance to be of topmost importanceand is making the ongoing reinforcement and improvement of governance a management priority,
in order to meet the expectations of shareholders,customers and all other stakeholders, and to achievesustainable growth and increase in corporate value
over the medium to long term.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

In addition, the Company has put together its basic framework for and views on corporate governancein the form of “Corporate Government Guidelines” andpublishes these guidelines on the Company’s website.
PDF Corporate Governance Guidelines

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105▶ NextSystem of Corporate Governance
As of June 21, 2019, the Company has transitioned to
a company with three committees, as part of its efforts to enhance its corporate governance and clearly
separate supervisory and execution function, and inorder to achieve swift execution of business in quick
response to environmental changes and to ensure thesoundness and transparency of management throughfurther strengthening of supervision and implementation of more thorough risk management.
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargetl 8.7

Board of Directors and Directors

Policy for the Nomination of Candidates for Directors
and Composition of Members of the Board
The Board makes decisions on important management issues and oversees the execution of business
by Executive Officers.
MITSUBISHI MOTORS has established the following
basic policy regarding the policy for nominating candidates for Directors and the composition and size ofthe overall Board of Directors.
<Basic Policy>
In order for the Board to objectively and multi-dimensionally deliberate on management policies andexecution of specific matters, and to appropriately
supervise the execution status of operation by Executive Officers, it shall be important that the appropriate number of Directors, internal or outside, withdiversity in terms of knowledge, experience, expertiseand background, engage in vigorous discussions froma variety of perspectives. To this end, candidates for
Directors shall be nominated.
In accordance with this policy, the independence
and diversity of the Board shall be ensured.
In order to strengthen the supervisory function of
the Board, the majority of Board members shall be
Outside Directors. Furthermore, in order to fulfill theirduties from an independent and objective standpoint,
at least one-third of the Directors shall be Independent Directors, and consideration shall be given to
their total term of office. In addition, the majority of
the Nomination, Compensation, and Audit Committees, respectively, shall be Outside Directors, and inprinciple, the chairperson of each committee shall be
an Outside Director.
Outside Directors shall be nominated based on
their diverse knowledge, experience, and expertise,
which cannot be obtained from Internal Directors
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

alone, for example, specialists in law, accounting,finance, etc., persons with management experienceat global companies above a certain size, and persons
with a wealth of knowledge of world affairs or socialand economic trends, etc. Importance shall be placedon their eagerness to devote the necessary time andefforts to understand the business of the Company
as a group, and discuss the direction the Company asa group should take, and to express their opinions to
the management without hesitation. In addition, thediversity of backgrounds such as gender, age, andinternationality shall be also taken into account, as itshall be recognized that multiple perspectives contribute to business promotion and appropriate supervision and auditing.
As for Internal Directors, Executive Officer, President & CEO, and a person who can appropriately serve
as a member of the Audit Committee based on his or
her execution experience of operation at the Company shall be nominated.
Also, it shall be ensured that the Board is composedof the number of people who can openly and constructively discuss and exchange opinions.
As of June 23, 2022, the Board comprised 13 Members (2 female Members). 11 of the 13 Directors are
Outside Directors with extensive experience and highlevels of insight, and 5 of the Outside Directors are
Independent Outside Directors.
We publish individual Directors’ knowledge, experience and expertise (skill matrix) on our website.
WEB https://www.mitsubishi-motors.com/en/sustainability/
governance/policy_skill.html

Independence Standards and Qualification for Outside Directors
The Company has 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.
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106▶ NextTargetl 16.5<Independence standards and Qualification for Outside Directors>
The Outside Directors of the Company shall not be
any of the following and shall be in a neutral position
independent from the Company’s management.
1. An executive of a major shareholder*1 of the Company
2. A
 n executive of a major business partner*2 of theCompany, or of a company for which the Company
is a major business partner, or the parent company
or subsidiary of such a company
3. An executive of a major lender*3 to the Company or
the parent company or subsidiary of such a company
4. A person affiliated with an auditing firm that conducts statutory audits of the Company
5. A
 consultant, an accounting professional such as acertified public accountant, or a legal professionalsuch as an attorney-at-law who receives a large
amount*4 of monetary consideration or other property other than compensation of corporate officers
from the Company (in the event such property
is received by a corporation, association or othergroup, then any person belonging to such group)
6. A
 n executive of a company with which the Company shares a corporate officer
7. A
 n 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. O ther persons for whom the possibility of a relationship with the Company appears strong undersubstantive and comprehensive consideration of
the situation*1 a major shareholder: a shareholder who owns a 10% or greater
share of voting rights*2 a major business partner: a major client of the Company withannual transactions valued at 2% or more of the Company’s
consolidated net sales in the most recent fiscal year, or a major

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Commitment of
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Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargetl 8.7

supplier to the Company with annual transactions valued at 2%
or more of the supplier’s consolidated net sales in the mostrecent fiscal year
*3 a major lender: a financial institution that provides the Company
with loans amounting to 2% or more of the Company’s consolidated net sales at the end of the most recent fiscal year
*4 large amount: an amount of consideration received from theCompany that is 10 million yen or more

Analysis and evaluation of the effectiveness of theBoard of Directors
To improve the effectiveness of corporate governance,
the Company annually evaluates the effectiveness of its
Board through a questionnaire survey of all Directors.
In FY2021, the Company evaluated the effectiveness of the Board based mainly on the 4 elements“composition of the Board and each committee,”“matters for deliberation by the Board and eachcommittee,” “oversight functions of the Board andeach committee,” and “status of deliberations by the
Board and each committee” from the perspective ofenhancing the Board’s oversight function.
As a result of the evaluation, the Company has
judged that there are no serious concerns or otherissues regarding the effectiveness of the Board. The
main issues revealed in the evaluation were as follows.
- Shifting the focus of deliberations and discussionsof the Board to broader matters.
- Deepening understanding of the environment surrounding of management and the status of theexecution side, which is a prerequisite for the decisions and supervision by the Board, and enhancing
opportunities to obtain information on the background of examination and decision making by the
executive side.
MITSUBISHI MOTORS will work to continue tostrengthen corporate governance by further improving the effectiveness of the Board, including initiatives
for major issues recognized through analysis andevaluation of the Board.
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Targetl 16.5

Committees

other matters, the committee reviewed the remuneration system for Directors and Executive Officers anddeliberated on the inclusion of new targets related
to ESG, which are increasingly being recognized as
an important management issue. As a result, fromFY2022 we have introduced ESG-related topics (CO2emissions for business activities and employee engagement) as performance indicators for remuneration linked to medium-to-long term.

Nomination Committee
The Nomination Committee makes decisions on proposals for the appointment and dismissal of Membersof the Board to be proposed to the General Meetingof Shareholders, approves proposals for the appointment and dismissal of Executive Officers proposed by
the President to the Board of Directors, and discusses
succession planning for the Company’s President. The
committee is composed of 5 outside directors, and an
Independent Outside Director (Main Kohda) serves as
the chairperson.
In FY2021, the Nomination Committee met 10
times. In addition to selecting Board of Directors candidates and executive officers, the committee deliberated on such items as the Policy of the Nominationof Candidates for Directors, etc., the skill matrix, andsuccession planning for the President.

Audit Committee
The Audit Committee audits the execution of dutiesof the Members of the Board and Executive Officers,
supervises the status of implementation and operation of internal control systems, and prepares audit
reports; furthermore, it implements internal investigations into matters for which the Board of Directors
determined that it is unreasonable for the person who
executes the business to conduct an investigation.
The committee is composed of 4 Outside Directors
and 1 Internal Director, and an Independent Outside
Director (Yaeko Takeoka) serves as the chairperson.
In FY2021, the Audit Committee met 15 times.
Please see page 109 for the status of Audit Committee audits.

The Board of Directors has the following three statutory committees, which supervise Directors and Executive Officers together with the Board of Directors.
Each committee is composed of a majority of Outside
Directors, and the Chairpersons of each committee
are Outside Directors. Through this, a system is inplace in which corporate governance functions in afair and transparent manner.

Compensation Committee
The Compensation Committee deliberates and determines the policy regarding determination of remuneration of Directors and Executive Officers, as well as
the details of individual remuneration. The committee
is composed of 4 Outside Directors and 1 Internal Director. An Outside Director (Shunichi Miyanaga) serves
as the chairperson.
The Compensation Committee met 9 times in
FY2021. In addition to determining regular Remuneration for Directors and Executive Officers amounts andBack ◀

107▶ NextExecutive Officers

The Board of Directors decides on matters requiring
resolution by the Board of Directors pursuant to laws
and regulations and the Articles of Incorporation,
matters delegated by the resolution of the General
Meeting of Shareholders, and certain important matters related to the management of the Company's
business. The authority to make decisions on businessexecution for other matters is delegated to the Executive Officers.
Executive Officers are responsible for making decisions on business execution delegated by the Boardof Directors. The President is appointed as the head of
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargetl 8.7

the executive departments by resolution of the Boardof Directors.
As of June 23, 2022, the Company had 12 Executive
Officers (including the President).

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Election/
Dismissal

Nomination Committee

5 (including 5 Outside Directors)

Compensation Committee

Board of Directors

5 (including 4 Outside Directors)

13 (including 11 Outside Directors)

Audit Committee

5 (including 4 Outside Directors)
Supervision

Delegationof authority

Election/
Dismissal

Determination ofcompensation

Executive Officer, President
and Executive Officers
Executive Committee (EC)
Product Discussion
Meeting (PDM)

Supervise and ordertions after giving due consideration to their economic
rationale, checking with multiple related departments
and upon the approval of the responsible person towhom authority has been delegated. Particularly withregard to transactions that are in competition withor that represent conflicts of interest between the
Company and its directors or executive officers, the108▶ NextCoordination

Audit

ReportInternal Control Committee

Corporate Officers and Employees

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Audit

Coordination

Accounting Auditors

To avoid harming the common interests of the MITSUBISHI MOTORS and its shareholders, the Company
conducts transactions with interested parties such as
executives and major shareholders in the same manner as other transactions: we engage in such transac-

Proposals for election/
Dismissal of Directors

Election/Dismissal

Audit Division

Conflicts of Interest

General Meeting of Shareholders

Execution function

In the execution of business, in addition to the President, who is the head of the Executive Officers, Executive Vice Presidents who have authority and responsibilities as persons in charge with respect to the
execution of business within the scope of their duties
are also appointed. In order to speed up business execution and improve the transparency of the decision
making process, based on the Delegation of Authority(DOA) Rules, the Company defined the matters delegated and their scope and established decision making procedures for major matter.
Important matters on management are decided after deliberation at the Executive Committee(EC), which is composed of all Executive Officers andchaired by the President.
Important matters relating to product development projects are decided after deliberation at theProduct Decision Meeting (PDM).
Additionally, matters related to internal control
are decided after deliberation at the Internal Control Committee.
Each of these committees are chaired by the
President and the relevant Executive Officers serveas members.

Corporate Governance and Business Execution Structures (June 23, 2022)

Supervisory function

Outline of the Decision-Making Process for
Business Execution and Various Committees

Targetl 16.5

Coordination

Audit

rules of the Board of Directors stipulate prior approval
from the Board of Directors and reporting after any
such transaction.
In addition, the rules of the Board of Directors
stipulate that directors with special conflicts of interest may not participate in voting on such Board of
Directors resolutions.
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Commitment of
Top Management

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MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargetl 8.7

Status of Audit Committee Audits andInternal Audits
Status of Audit Committee audits
MITSUBISHI MOTORS’ Audit Committee gathers information and conducts organizational audits in relation
to the establishment and operation status for internal
control systems (including internal controls pertaining
to financial reporting), such as those for main affiliates in Japan and overseas, status of progress withand operation of compliance activities, verificationof the appropriateness of risk evaluations, and risk
management frameworks and the like, through Audit
Committee meetings that are held monthly in principle and other meetings with Internal Audit Divisions,interviews with Executive Officers, and the like, basedon audit policy and audit plans. In the fiscal year under review, some audits of overseas offices that areusually undertaken by the Audit Committee were suspended due to the spread of COVID-19, but we strived
to implement effective audits utilizing telephonelines, the Internet and other communication methods.
In the Audit Committee during the fiscal year under review, there were resolutions approved, matters
discussed, and reports made concerning the audit
policies and audit plans; audit methods; the assignment of audit duties; the status of the improvement
and maintenance of the internal control systems;
audit plans made, audit methods used, and the suitability of the results of audits performed by the Accounting Auditors; communications in relation to Key
Audit Matters (KAM); and the monthly reports on thestatus of duties executed by the Full-time Member ofthe Audit Committee.
In addition to the meetings above, based on its
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

audit policies and audit plans, the Audit Committee
held 6 meetings (approximately 120 minutes per
meeting) with the internal audit divisions during theyear, performed audits, and collected informationon the operating status of internal controls throughthe divisions. The Audit Committee also interviewed
Executive Officers and others 11 times the during year
(approximately 90 minutes per interview) to confirm
how the MMC group’s major subsidiaries and affiliates
in Japan and overseas as well as divisions address issues on the development and operation of the internal control system, compliance, risk management, etc.
In addition to the meetings above, full-time Members of the Audit Committee attended important
meetings including meetings of Executive Committee;
inspected important approval/decision documents;
interviewed Executive Officers and Corporate Officers; visited and audited, or conducted hearings with
MMC’s major business locations and its major subsidiaries and affiliates in Japan and overseas; provided
training for and had liaison meetings with auditors ofsubsidiaries and affiliates in Japan; and performed thetripartite audit system (i.e., internal audits, auditors’audits, and accounting audits). The status of duties
executed by full-time Members of the Audit Committee is reported in the meeting of the Audit Committee
which is to be held once a month in principle.
The status of activities carried out by the Audit
Committee is reported to the Board of Directors twicea year. The Audit Committee also exchanges opinionswith Executive Officer, President& CEO, to communicate its findings.

Status of internal audits
MMC has established the Internal Audit Dept. and
the Quality Audit Dept. as internal audit departments
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109▶ NextTargetl 16.5within the Internal Audit Div., an independent organization that reports directly to Executive Officer,
President & CEO. These departments conduct plannedinternal audits based on the annual audit plan.
The Internal Audit Dept. conducts internal audits
to determine whether operational management of
MMC and subsidiaries and affiliates in Japan andoverseas is being conducted with transparency using
appropriate processes. The Quality Audit Dept. audits
the appropriateness of product quality-related activities by MMC and subsidiaries and affiliates in Japanand overseas.
Audit results by the Internal Audit Div. are reported
directly to Executive Officer, President & CEO. To ensure the appropriateness of accounting audits, regular tripartite audit meetings are held with full-time
Audit Committee Members and Accounting Auditors.

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

Items Relating to Takeover Defense
Not applicable.
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceInternal Control
Basic Approach, Policies and Organization

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

lished the Internal Control Promotion Office under thesupervision of the Executive Officer for Internal Control/Corporate Affairs to identify and prevent potential
risks, respond to emergencies when risks materialize,
and make the Company’s major risks visible.
We have been working to establish a global internal control structure by gradually establishing andoperating internal control committees from FY2018
at main affiliates in Japan and overseas. In addition,
we have established a system in which a designateddepartment is responsible for the overall management of each affiliated company, and related internal
departments support the responsible department
according to their roles, providing various support,
checks and balances, and supervision to strengthen
the affiliate and promote its development. Furthermore, internal rules have been established to ensurethat important information at subsidiaries is reported
to the Company in a timely and appropriate manner,and subsidiaries operate in accordance with theserules. To ensure the appropriateness of financial
Internal Control Structure
Accounting
AuditorAccounting
audit

ReportCoordination
Audit* See here for “Basic Policy on the Establishment of Internal Control Systems” PDF

Board of Directors

Audit Committee

Nomination
Committee

Coordination

Compensation
Committee

ReportExecutive Officer, President & CEO
ReportReportInternal Control Committee

ReportInternal Audit Division

Audit

Targetl 16.5reporting, a specialized organization has been set up
under the J-SOX Promotion Committee describedabove. This organization follows up on and gathers
information about systems in place at the Company
and its affiliates, the scope of evaluation, the evaluation status of companies subject to evaluation, theimprovement status and other matters.
We have also positioned the Internal Audit Division
as independent of business execution. The Internal
Audit Division coordinates with other committees, including the Internal Control Committee, with the aimof achieving effective and efficient internal control
system operation.
Going forward, we will continue with initiatives tofurther reinforce governance by working to ensurecompliance with laws and regulations and to promote proper, effective business execution in line withchanges in the domestic and overseas environments.

Audit/report

Instruction/report(specific issues of
misconduct, etc.)

ReportCoordination

Whistleblowing
contact

Based on the “Basic Policy on the Establishment ofInternal Control Systems”* resolved at the Board of
Directors, MITSUBISHI MOTORS monitors the status ofoperations and strives to improve and reinforce internal control systems.
The Company recognizes the gravity of its improper conduct in fuel consumption testing, on top of
past quality problems. As one of its priority measures
aimed at regaining trust, in FY2017 the Company
appointed a Global Risk Control Officer to manage
compliance and operational hazard risks and report
regularly to the Board of Directors on governanceimprovement measures. (In FY2022, the name of thepost was changed to the Executive Officer for Internal
Control/Corporate Affairs.) Furthermore, in order toreinforce, and improve the efficiency of, its handlingof internal controls based on laws and regulations,
it revised its internal control system. In the revised
system, the J-SOX Promotion Committee, under the
direct control of the Executive Officer, Executive Vice
President (CFO), handles internal control related tofinancial reporting in accordance with the Financial
Instruments and Exchange Act. The Internal Control
Committee, chaired by the Executive Officer, President & CEO and vice-chaired by the Executive Officer
in charge of Global Risk Control, promotes internal
control related to the Companies Act. This Internal
Control Committee confirms and evaluates the contents reported and /or resolved at subcommittees ineach internal control field, such as compliance, information security, business continuity management,
and J-SOX, in accordance with the “Basic Policy on the
Establishment of Internal Control Systems.”
From FY2022, we expanded the scope of risks covered to address the new risks that have emerged in recent years and are intricately intertwined with multiple
risk factors (strategy, finance, operational and hazard
risks) for a single event. In addition, we have estab-Targetl 8.7

Executive Officer,
Executive Vice President (CFO)

ReportCoordination

Compliance
Committee

Information
Security
Committee

BCM
Committee

J-SOX
Promotion
Committee

Controls

ReportDepartments/Affiliates
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110▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Risk Management
Basic Approach and Policies
MITSUBISHI MOTORS has defined a policy for the
management of business risks in the form of the“Basic Policy on the Establishment of Internal Control
Systems,” and promotes risk management activities
throughout the entire MITSUBISHI MOTORS Group.
We consider it one of our most critical management
issues to appropriately assess risks to the MITSUBISHI MOTORS Group’s business, prevent risks fromoccurring, and engage in appropriate management tominimize the impact of risks if they do occur.

Development of Risk Management Framework
We have put in place and works to improve its risk
management system for the entire Group throughthree types of risk management activities: priority risk
management, divisional risk management and affiliated company risk management.
For priority risk management, we select risks thatthe entire MITSUBISHI MOTORS Group faces directly,that have a high potential impact and a high degreeof urgency. For each risk, we assign “risk owners,” whoare of Corporate Officer and Vice President level, andwork as quickly as possible to reduce these risks.
In divisional risk management, we have appointed
risk management officers to each division or plant.
These officers work to reduce risks through repeatedapplication of the PDCA cycle involving identifying
and evaluating each risk, devising and implementing
countermeasures, and monitoring.
Affiliated company risk management involves
regular confirmation by MITSUBISHI MOTORS of the
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

SocialESG Data

GovernanceTargetl 8.7

status of initiatives addressing various risks faced bysubsidiaries and associates and activities such as business continuity planning improvements. Improvement
suggestions and guidance are provided as required.
As a new strengthening measure, the Internal
Control Promotion Office was established in FY2022.
As risks that are intricately intertwined with strategy, finance, operational and hazard risks (geopoliticalrisks, risks related to economic security, risks related
to business and human rights, etc.) have surfaced inrecent years, the Company has established a system
to manage risks with expanded scope.
These risk management initiatives are regularly reported to the Board as major internal control activities.
In addition, to prepare for unforeseen contingencies we have developed urgent information communication system that enable the rapid communicationof information to directors and other key personnel,
as well as a swift and accurate response. In particular,
to create a crisis management system to respondwhen serious incidents occur, we have formulated
an emergency response manual, which we revise as
appropriate. 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 ofdisaster such as earthquake or other natural disasteror an outbreak of infectious disease-to ensure thesafety of customers, as well as employees and theirfamilies, and assist local communities. We are preparing disaster countermeasures and business continuity
plans (BCPs) to this end.
We conduct drills in communicating among various manufacturing facilities and Group companies on
the basis of a presumed emergency.
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111▶ NextTargetl 16.5

As preparations against the possibility that employees will be unable to return to their homes fora three-day period (in accordance with the Metropolitan Tokyo Ordinance on Measures for Stranded
Individuals), we have ensured means through which
they can communicate with their families, cachedemergency supplies and are conducting initiatives bycommunicating with local municipal authorities.
We have formulated plans of operation that assume a large-scale earthquake or major outbreak ofinfectious disease. We work to improve these BCPs
through regular drills and communication amongindividual regions.
Further, in light of the spread of COVID-19, theCompany newly established a “BCM (Business Continuity Management) Committee” from FY2020 and will
endeavor to promote BCM activities on a regular basis.

Responses to COVID-19
To prevent the spread of COVID-19 and from the perspective of maintaining a business continuity structure, MITSUBISHI MOTORS has created and released
response guidelines to ensure health and safety of
employees. The Company is also undertaking measures such as the promotion of working from homeand off-peak working.
We will continue to monitor the infection status.
By responding appropriately, such as by establishing
response headquarters, we will work to enhance risk
management and reinforce business continuity.

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialComplianceTargetl 8.7

Basic Approach and Policies
Corporate activities are closely interlinked with various laws and public systems such as those related tothe environment, labor, and consumer protection.
Corporate activities must be carried out in compliance with these laws and systems. MITSUBISHI
MOTORS recognizes that the failure to appropriately
comply with these laws, regulations, and systems
would not only impede its business continuity, butwould also place significant burdens on society andthe environment.
In order to fulfill its social responsibilities as acompany by not only complying with laws, international rules, and internal regulations but also by
respecting changing social norms to the greatest
degree possible, we have issued a “Global Code of
Conduct” to serve as a standard of conduct for all
executives and employees. We are also redoubling ourefforts to enhance our compliance framework andemployee training, including those at our major associates in Japan and overseas.

Targetl 16.5

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

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

2. Promote Safety

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

3. Avoid Conflict of Interest

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

4. Prohibit Association with Anti-Social Forces

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

5. Preserve Company Assets

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

6. Be Impartial and Fair

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

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

ESG Data

Governance

Back ◀

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

7. Be Transparent and Accountable

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

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

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

9. Be Environmentally Responsible

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

10. Be Active and Report Violations

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

Back to Contents ▶▶

Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialESG Data

GovernanceTargetl 8.7

and effectiveness are confirmed, and horizontal deployment is implemented and reported to the Executive Officer for Internal Control/Corporate Affairs.
Major subsidiaries and associates in Japan andoverseas also appoint compliance officers. To help
prevent compliance infractions, in FY2018 we established and started operating MITSUBISHI MOTORSGlobal Hotline.
The Board of Directors is provided with regular
reports on these compliance structures, efforts related to education and the formulation or revision of theManagement Structure
At MITSUBISHI MOTORS, to prevent compliance infractions and information security incidents, under the
direction of the Executive Officer for Internal Control/
Corporate Affairs each division appoints a complianceofficer, and department heads serve as code leaders.
Compliance officers work closely with the codeleaders to prevent compliance violations within theirdepartments. When a compliance violation occurs,
corrective actions are taken, prevention of recurrence

Organizational Framework for Promoting Compliance
Board of Directors

Targetl 16.5Global Code of Conduct, as well as the status of any
compliance infractions and their countermeasures.
In the event of a major incident, an emergency response organization is set up in accordance with the
emergency response manual, and a system is in place
to ensure that an appropriate response is taken.
As for internal controls related to financial reporting, we verify compliance structures and proceduresfor financial summaries. If inadequate controls arefound at a company being evaluated, we request
reporting on the nature of the problem and improvements being made. In FY2021, we checked the statusof 20 Group companies (MITSUBISHI MOTORS, 7 domestic associates, and 12 overseas associates).
In FY2021, we experienced no serious complianceinfractions requiring disclosure.

Executive Officer, President & CEO
Executive Officer for Internal Control/Corporate Affairs
General Manager of Internal Control Promotion Office
RequestChief Officers, Division General Managers approval
ReportConsult/
Thoroughly implement focus
reporton compliance prioritization

DirectSupervise
Coordination

Compliance Officers
Consult/
reportComplianceDepartment

Thoroughly implement focus on complianceprioritization

General Managers = Code Leaders(including General Managers of the department incharge of the primary management of the affiliates)

Complianceproblem
consultation

Coordination

Thoroughly
implement
focus oncomplianceprioritization

MITSUBISHI MOTORS
employees

Employee
Consultation
OfficeReportAffiliates
Compliance Officers
Consult/
reportInformation
Security
Management
OfficeConsultation,
reporting

Coordination

Outsideattorney
consultation

Consultation,
reporting

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

MITSUBISHI MOTORS and Affiliates
employees (in Japan)

Back ◀

Business
Partner
Helpline

Reporting Consultation,
reportingThoroughly implement
focus on complianceprioritization

Affiliates employees

MITSUBISHI
MOTORS
GlobalHotline

MITSUBISHI
MOTORS and
Affiliates
employees(in Japan
and overseas)

113▶ NextBusiness
partners(in Japan)

Back to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargetl 8.7

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 employees of the Company or its subsidiaries andassociates in Japan to report or consult about suchconduct. Outside the Company, we have set up a consultation office staffed by outside attorneys, as well as
the MITSUBISHI MOTORS Global Hotline, accessible toemployees both in Japan and overseas. We have alsoestablished a Business Partner Helpline designated to
be used by our business partners in Japan. In FY2021,
these offices fielded 134 reports or consultations.
Offices endeavor to swiftly resolve issues raised

The MITSUBISHI MOTORS Global Hotline established

Employee Consultation Office or by enlisting theassistance of relevant compliance officers. Information received about compliance issues or issues withpotential business risks is immediately reported to
the Executive Officer for Internal Control/Corporate
Affairs and Audit Committee Members. After receiving
instructions on how to respond, offices endeavor toresolve the issues.
In handling such information and in investigating the relevant facts, we established our “Compliance-Oriented Whistleblowing Operation Procedure”
and made company personnel aware of the provisionin order to ensure that persons who seek consultation
are not treated unfairly.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Furthermore, similar training is also offered in somein FY2018 was set up within an outside firm providing

Japanese associates, fostering such sense for thesuch services. This makes it possible to file anonymous

group as a whole.

reports. Systems for identifying and managing risks

We also provide all our employees with e-learn-of the entire group have been put in place, too, withing opportunities, including courses on the basics

MITSUBISHI MOTORS headquarters even able to checkof compliance, as well as education on information

details of reports from subsidiaries and associates.

security and on working overtime and on holidays.
On and around Safety Pledge Days,* each individ-

Number of Reports/Consultations Fielded by Consul-

ual division voluntarily holds events to reaffirm thetation Offices by Category (FY2021)

day’s significance. Workplace discussions are also held

Item

NumberCorporate/business proposals
Workplace environment
Labor relations
Human relations/harassment
Compliance, violations of operational rules, fraud
Others

10
20
19
34
24
27

at the same time 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
Newsletter on our intranet every month.
As well as the activities outlined above, in FY2021
internal and outside directors taught courses on com-in reports and consultations after first seeking toconfirm the facts through an investigation by theTargetl 16.5

Education and Training

pliance for executives to raise their awareness of this
topic. For managers at the general manager level orhigher, an external lecturer provided compliance lec-

Every fiscal year we formulate compliance-relatedtures to help improve workplace operations. Outside

education and training programs, and offer them to

instructors also provided communication training toemployees stratified by each job rank. Each division

managers at the level of section manager and above

also draws up and conducts its own measures under

to enhance workplace communication and support

the direction of the compliance officer.

remote work.

Specifically, in order to improve the complianceawareness of all employees, when new graduates or
mid-career recruits join the company, they receive
training regarding the Company’s compliance history
and the lessons to be learned from it. This training* To prevent past incidents, such as the regrettable recall coverup,from being forgotten over time, in October 2004 we designatedJanuary 10 and October 19 as “Safety Pledge Days.” These days
were chosen because two fatal accidents involving large trucks
manufactured by Mitsubishi Fuso, a former MITSUBISHI MOTORS
division, occurred on these days.

is repeated when employees are given promotions,
helping reinforce employees’ sense of compliance.

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114▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargetl 8.7

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

Management Structure
The Company implements e-learning programs for all
employees to familiarize them with the Global Codeof Conduct and allows them to review the code at any
time by distributing pamphlets containing this codeand posting it to a smartphone app (for managers
and above). We also communicate the code acrossthe group, distributing the pamphlets to subsidiaries
and associates in Japan, and in electronic form to
subsidiaries and associates overseas.
We have formulated the “MITSUBISHI MOTORSGlobal Anti-Bribery Policy” as a global guideline for theprevention of bribery and corrupt practices. This policy
states clearly that we tolerate absolutely no bribery or
corrupt practices. In our efforts to reinforce measuresfor preventing bribery and corrupt practices throughout the Group, we require affiliated companies inJapan and overseas to comply with the same policies.
We also ask our suppliers, contractors, procurement
partners, dealers and outside agents to comply withapplicable laws and regulations related to bribery andwith individual companies’ anti-bribery policies.
In particular, the Company has formulated control
regulations and operational standards on the proviMITSUBISHI MOTORS CORPORATION Sustainability Report 2022

sion and receipt of gifts or business entertainment
for public servants, prohibiting the improper provision of such gifts or business entertainment to public
servants or their receipt from public servants. When
providing gifts or business entertainment to public
servants, a preemptive application must be made to
the general manager of the Legal Department, andmust be provided only if approval is received.
The Company has put in place management andoperational standards in addition to those for public servants. These standards expressly prohibit theprovision of gifts or business entertainment that isillegal or goes beyond generally accepted bounds andthe receipt of illicit payoffs. In addition to this, we
provide guidelines for the scope of exceptions to theabove and make filing of an application compulsory
to ensure transparency. In case these standards are
violated, a system is in place for internal reporting andthe formulation and implementation of measures toprevent recurrence.
Since many employees in sales sites directly handle money with customers, there is a heightened riskof improper conduct such as embezzlement. At ourdomestic sales subsidiaries we conduct regular education and training to instill thorough awareness of
our compliance policies and prevent improper activity.
Each company implements site audits regularly. As
part of our internal auditing of affiliated companies inJapan, our Internal Audit Division also conducts operational audits of domestic sales subsidiaries. Audit
results are reported to the Company’s President &CEO, and the results are also shared with our Domestic Sales Division. We follow up the progress of actionplans for improvement.
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115▶ NextTargetl 16.5

We work to thoroughly prevent corruption atoverseas associates by assigning oversight to their
executives and employees. Prior to their appointment,
we provide training on legal risks, including the prohibition and prevention of corruption.
When conducting audits of overseas subsidiaries,
our Internal Audit Division also verifies the progress ofefforts to prevent bribery and other corrupt practices.
In FY2021, no fine or any other punishment was
imposed on the Company by regulatory authorities
for corrupt practices.
No employees have been disciplined for corrupt
practices.

Political Involvement (Political Contributions)
We respect the requirements set forth in the Global
Code of Conduct to “comply with all laws and rules,”“be impartial and fair” and “be transparent and accountable,” and maintain appropriate relationshipwith politics.
Recognizing that reasonable expenditures are
required to appropriately maintain a democratic
government, the Company considers making politicalcontributions to be one aspect of its social responsibility. When making such contributions, we do so inaccordance with the Public Offices Election Act, thePolitical Funds Control Act, and other laws and regulations related to politics. We also ensure to follow ourown internal rules for approval. In FY2021, we donated¥13.9 million to the People’s Political Association.

Back to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

GovernanceTargetl 8.7

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 the course of its business activities in order to gain
the trust of all its stakeholders. The Company is promoting the following information security measures.
• Putting in place and reviewing internal regulations
related to information security• Managing information assets and strengthening
measures against computer viruses and cyberattacks• Providing education to employees via e-learning andother measures• Monitoring information security activities by the
Information Security Committee

The Company sincerely believes in the importance ofstrict security trade controls to prevent the proliferation of weapons of mass destruction and the excessive accumulation of conventional weapons in orderto maintain 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 Executive Officer, President &CEO, who serves as chief security trade control officer.

Protection of Personal Information
Based on our Privacy Policy, we have built a management framework by establishing internal rules
and taking other measures. We also conduct ongoingeducation, such as through the use of e-learning for
employees. In addition, rules on personal information
protection are being strengthened around the world.
We coordinate with our bases in individual countries,
putting in place systems to respond appropriately
with their laws and regulations on the protection of
personal information.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Approach to Taxation
The Company recognizes that proper tax payment in all
operating countries is one of key elements of corporate social responsibility for multinational companies.
The Company has established the following Global Tax Policy to promote tax compliance in businessactivities. In line with this policy, we have created agovernance system and strive to maintain proper tax
payments in compliance with international rules andnational regulations.

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116▶ NextTargetl 16.5Global Tax Policy for MITSUBISHI MOTORS Group
1.	 Tax compliance
The MITSUBISHI MOTORS Group (hereinafter simply
referred to as “MITSUBISHI MOTORS”) pledges topursue proper tax payments all over the world basedon the “MITSUBISHI MOTORS Global Code of Conduct.”This means MITSUBISHI MOTORS maintains appropriate and timely tax payments by understanding theintent and purpose of the BEPS* Action Plan, which
was developed and publicized by the OECD and G20
countries, as well as by complying with tax regulations in all countries and regions in which it conducts
businesses, tax treaties, and other international tax
regulations related to its business. In addition, MITSUBISHI MOTORS pledges not to use any tax havens
or loopholes that are against the intentions andpurposes of laws.
2.	Corporate governance on tax matters(1) M ITSUBISHI MOTORS recognizes corporate governance on tax matters as an infrastructure topromote tax compliance and tax planning and,
under the initiative of top management, pursues
the optimization of governance systems to secure
the accuracy and transparency of accounting andtax-related information.
(2) The MITSUBISHI MOTORS Group makes disclosures to all relevant taxation authorities and discloses appropriately and in a timely manner the
BEPS transfer pricing documentation and otherinformation required for submission by multinational enterprises.

Back to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialList of Executives (as of June 23, 2022)

Targetl 8.7

Outside Outside director
Name

Position

Member of
the Board
Tomofumi
Chairman
Hirakuof the
Board
Takao
Kato

Member of
the Board

HitoshiInada

Member of
the Board

Attributes

OutsideIndep.

ShunichiMember of
Miyanaga the Board

Outside

Main
Kohda

Member of
the Board

OutsideIndep.

Yaeko
TakeokaMember of
the Board

OutsideIndep.

Kenichiro
Sasae

Member of
the Board

OutsideIndep.

Hideyuki Member of
Sakamoto the Board

Outside

Yoshihiko Member ofNakamura the Board

OutsideJoji
TagawaMember of
the Board

OutsideTakahiko
Ikushima

Member of
the Board

OutsideTakehiko
KakiuchiMember of
the Board

OutsideKanetsugu Member ofMike
the Board

OutsideIndep.

Attendance at Board of Directors andCommittee Meetings(April 2021 to March 2022)

Tenure as Director(As of June 23, 2022)

Board of Directors
12 of 12 times
Nomination Committee 9 of 9 times*1

1 yearBoard of Directors
15 of 15 times
Compensation
Nomination Committee 1 of 1 times*2
Committee
Compensation Committee9 of 9 times

3 years

Committees

Nomination
Committee

Audit Committee (Full timeMember)Compensation
Committee(Chairperson)
Nomination
Committee(Chairperson)
Compensation
Committee

ESG Data

Governance——*3
Board of Directors
15 of 15 times
Compensation Committee9 of 9 times

8 years

Board of Directors
15 of 15 times
Nomination Committee10 of 10 times
Compensation Committee9 of 9 times

4 years

Indep. Independent director

Targetl 16.5

Male

FemaleReasons for Appointment
He has served in a series of important roles as Director-General of the Kansai Bureau andDirector-General of the Manufacturing Industries Bureau for the Ministry of Economy, Tradeand Industry (METI) and was engaged in energy policy at the Agency for Natural Resources
and Energy, possessing broad experience and knowledge and a wide network across industrial fields, and we expect he will use these attributes to actively oversee management of theCompany and provide advice and opinions as Director and Chairman.
He has many years of experience and insight concerning management of MMC’s global
business, including experience of serving as President of PT Mitsubishi Motors Krama Yudha Indonesia, one of MMC’s largest overseas manufacturing bases. In addition, he has been
engaged in MMC’s management since June 2019 as CEO. We believe he will play an importantrole in the decisions in significant matters and business execution of the Company.
He has an extensive track record and insight in legal affairs, compliance and corporate governance earned over many years of developing global business at a general trading company
and MMC, that we expect him to utilize in the management of the Company.
He possesses considerable experience and knowledge obtained as top management in corporate management in a global manufacturing company, and we expect he will utilize those
attributes to actively oversee management of the Company and provide advice and opinions.
She possesses deep knowledge about international finance, keen acumen and objective
perspective as a writer, and considerable insight and experience gained as a Member of theCouncil of the Ministry of Finance and the Ministry of Land, Infrastructure, Transport andTourism, and we expect she will utilize those attributes to actively oversee management of
the Company and provide advice and opinions.

3 years
She possesses extensive experience as an Audit & Supervisory Board Member of the Compa(Reference: Previously
15 of 15 times
ny and has distinguished herself as a legal specialist over a long period, and we expect thatserved for four years as an
15 of 15 times Audit & Supervisory Board she will use her considerable experience and knowledge as a legal professional to actively
oversee management of the Company and provide advice and opinions.
member of the Company)
Nomination
He
served in a series of important roles at the Ministry of Foreign Affairs and possesses
Board of Directors
15 of 15 times
Committee
broad international understanding and experience as a diplomat, and we expect he will
3 years
Nomination Committee10 of 10 times
utilize those attributes to actively oversee management of the Company and provide advice
Compensation
Compensation Committee 6 of 6 times*4and opinions.
Committee
He has a wealth of knowledge and experience in the management of a global automotive
Board of Directors
15 of 15 times
Nomination
3 years
manufacturer, and we expect that he will utilize those attributes to actively oversee manageCommittee
Nomination Committee10 of 10 times
ment of the Company and provide advice and opinions.
He has worked for many years as a certified public accountant and possesses extensive
Board of Directors
15 of 15 times
Audit
2 years
knowledge as a specialist in accounting audits, and we expect that he will utilize those attriCommittee
Audit Committee
15 of 15 times
butes to actively oversee management of the Company and provide advice and opinions.
He has a wealth of knowledge and experience in the management of a global automotive
15 of 15 times
Compensation Board of Directors
2 years
manufacturer, and we expect that he will utilize those attributes to actively oversee manageCommittee
Compensation Committee9 of 9 times
ment of the Company and provide advice and opinions.
He has a wealth of knowledge and experience in the management of a global automotive
Board of Directors
15 of 15 times
Audit
2 years
manufacturer, and we expect that he will utilize those attributes to actively oversee manageCommittee
Audit Committee
12 of 12 times*4
ment of the Company and provide advice and opinions.
He possesses considerable experience, achievements and insight on global business management nurtured through his career as top management at a global general trading company,
Nomination——*3
and we expect he will utilize those attributes to actively oversee management of the CompaCommittee
ny and provide advice and opinions.
He has a wealth of experience and extensive knowledge as top management of a global
Audit—
international financial institution, and we expect he will utilize those attributes to actively—*3
Committee
conduct oversee management of the Company and provide advice and opinions.
Audit
Committee(Chairperson)

Board of Directors
Audit Committee

*1 Mr. Tomofumi Hiraku was appointed as director on June 23, 2021. Accordingly, he has attended a different number of Board of Directors and committee meetings than other directors.
*2 Mr. Takao Kato was resigned as Nomination Committee member on June 23, 2021.
*3 Messrs. Hitoshi Inada, Takehiko Kakiuchi and Kanetsugu Mike were appointed as director, Audit Committee member and Nomination Committee member, respectively, on June 23, 2022. Accordingly, no Board of Directors orcommittee meetings had yet been held for them to attend.
*4 Messrs. Kenichiro Sasae and Takahiko Ikushima were appointed as Compensation Committee and Audit Committee members, respectively, on June 23, 2021. Accordingly, they have attended a different number of committee
meetings than other directors.
For directors’ career summaries, visit:
WEB https://www.mitsubishi-motors.com/en/company/director/
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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Executive Remuneration
Basic Views and Policy
MITSUBISHI MOTORS’ Compensation Committee,
which is chaired by an outside director, has established the following policy regarding remuneration for
Directors and Executive Officers.
<Basic approach>
1. T he compensation system shall contribute to MMC
group’s sustainable growth and medium- to longterm improvement of corporate value.
2. The compensation system shall be linked withcorporate results in order to motivate Executive
Officers to accomplish management strategies andmanagement plans as well as to achieve targeted
corporate results in an appropriate manner.
3. T he compensation levels shall contribute to securing professionals who measure up to ideal standards for management personnel that MMC expects for those responsible for corporate operation
to have.
4. T he compensation system shall increase a sharedawareness of profits with shareholders and awareness of shareholder-focused management.
5. The decision-making process relating to compensation shall be highly transparent and objective.

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

SocialESG Data

GovernanceTargetl 8.7

Targetl 16.5

Based on these policies, the Compensation Committee determines the method calculating remuneration and individual remuneration amounts of thedirectors and executive officers. Remuneration for
FY2021 is contained in the FY2021 Annual Securities
Report (pages 65–67).
FY2021 Annual Securities Report
WEB https://www.mitsubishi-motors.com/content/dam/com/
ir_en/pdf/yuka/2022/yuka20220707e.pdf

Based on the recognition that addressing sustainability is a high priority management issue management issue for the Group, from FY2022 we haveadded the following ESG-related items as indicatorsfor determining medium-to-long-term performance-linked compensation.
• Environmental indicator:
We have introduced “CO2 emissions from businessactivities” as an indicator for measuring progress inaddressing climate change and other increasingly
environmental issues.
• Social indicator:
We have introduced “employee engagement” as anindicator of advancement of employee job satisfaction
and increased initiative through securing diversity andwork-life balance, and promoting HR development.

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

ESG Data

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

ESG Data
E

G

Environmental Data Related to Products and Business Activities����������������������������������������120

Governance-Related Data����������������������������������������������������������������������������������������������������������������������������������������126

Sales of Electrified Vehicles, Product Fuel Economy and CO2 Emissions����������������������������������120

Overview of Corporate Governance in FY2021, Total Compensation in FY2021,

Business Activity Indicators

Compliance-Related Data����������������������������������������������������������������������������������������������������������������������������������������126

CO2 emissions������������������������������������������������������������������������������������������������������������������������������������������������������������120

GRI Standards Reference Chart���������������������������������������������������������������������������������������������������������������������������127

Scope 3 Breakdown, Energy Input (Primary and Secondary Energy),
Sulfur Oxide, Nitrogen Oxide, VOC (Volatile Organic Compounds),
Emissions of Ozone-Depleting Substances��������������������������������������������������������������������������������������121
Generated Waste, Generated Waste and Externally Disposed Waste,
Raw Material Input, Withdrawn Water Volume, Wastewater Volume�����������������������������122
Environmental Accounting�������������������������������������������������������������������������������������������������������������������������������123

S
Human Resource-Related Data���������������������������������������������������������������������������������������������������������������������������124
Number of Employees, Number of Employees by Region
Number of Locally-Hired Managerial Employees at Overseas Subsidiaries,
Status of Female Management Promotions, Employee Makeup (non-consolidated),
Number of New Graduates Hired, Working Hours and Ratio of Paid Leave Taken��������124
Number of Persons Taking Childcare Leave and Retention Rate of Returnees,
Major Programs to Promote Work-Life Balance, Employment of People with Disabilities,
FY2021 training led by the Human Resources Division, Wage Levels,
Accident Rate (Accident Frequency), Employee Shareholding Association������������������������125

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialESG Data

Governance

Environmental Data Related to Products and Business Activities
Sales of Electrified Vehicles

Plug-in hybrid electricvehicles (PHEVs)
Japan
Overseas
Electric vehicles (EVs)
Japan
Overseas

2017
36,125

2018
54,572

201975,143

2020
64,5612021
65,496

3

4

7

8

7

Vehicles

28,29647,23847,75835,55343,021

Vehicles
Vehicles

5,105
23,191

6,780
40,4584,970
42,7885,629
29,924

11,66331,358

Vehicles
Vehicles
Vehicles

773
288
485

766
410
356

1,015
901
114

1,566
1,517
49

839
690
149

7,056

6,568

26,37027,442

21,636

7,056
0

6,568
0

26,370027,442
0

21,6360

Vehicles 1,101,194 1,243,914 1,126,843

801,442936,749

2020

2021

Hybrid electric vehicles
Vehicles(HEVs)
Japan
VehiclesOverseas
VehiclesGlobal sales (including
vehicles with internal
combustion engines)

Product Fuel Economy and CO2 Emissions (Corporate Average) *UnitedStates (fueleconomy)Europe (CO2emissions)
China (fueleconomy)Importpassenger
automobile
Light truck
Passenger
automobile
ImportvehicleLocal
production
vehicleBusiness Activity Indicators

(FY)

Unit
Total electrified vehicles Vehicles
Electrified vehicle sales
%
ratio

Unit

2017

2018

2019

mpg

44.6

45.9

45.4

45.5

45.3

mpg

34.9

35.8

35.9

36.8

35.8

g-CO2/km

118

121

115.6

—

—

L/100km

12.0

12.0

12.0

—

—

L/100km

7.5

7.1

7.2

7.5

7.89

CO2 emissions

(FY)

Production
Non-production

Unit
x103t-CO2
x103t-CO2

2017
492
63

2018
518
70

2019
464
62

2020
312
53

2021
358
53

Japan
Asia
Othersx103t-CO2
x103t-CO2
x103t-CO2

387
162
6

404
178
6

348
173
5

246
116
3

277
132
2

119
436
555
38,721
39,276119
469
588
42,58043,168110416
526
35,42935,95580285
365
20,286
20,651

92
319
411
28,14628,557

Scope 1 (direct emissions)x103t-CO2
Scope 2 (indirect emissions) x103t-CO2(Scope 1+2) Total
x103t-CO2
Scope 3x103t-CO2 eq(Scope 1+2+3) Total
x103t-CO2 eq

Target sites: E nvironmental management target companies for each fiscal year (including the Company)
Ratio of data coverage obtained from environmental management target companies: 100%
Please see page 27 for the 22 environmental management target companies in FY2021.
Of the environmental management system target companies in FY2021, more than 97%
of sites by CO2 emissions conversion base have acquired ISO 14001 or other environmental
management system certification.
CO2 emission factors•B ased on “Greenhouse Gas Emissions Conversion, Reporting, and Announcement System based on
the Act on Promotion of Global Warming Countermeasures”•O verseas electricity emission factors use values for individual electric power companies. Some bases
use emission factors obtained annually from the IEA’s “CO2 Emissions from Fuel Combustion” or its“Emission Factors.”
FY2014 results for Scope 1 + 2: 598,000t-CO2 eq* Values reported publicly in respective countries and regions. Values are by model year in the UnitedStates and by calendar year in Europe and China.

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Commitment of
Top Management

Scope 3 BreakdownCategory
1

Purchased goods
and services

2018

2019

2020

x103tCO2 eq

5,855

6,900

6,331

4,043

297

407

319

310

45

21

49

36

1,013

1,278

1,174

541

16

19

21

11

x103tCO2 eqx103t6 Business travel
CO2 eqx103t7 Employee commuting
CO2 eqx103t8 Upstream leased
CO2 eqDownstream transx103t9 portation and distriCO2 eq
butionProcessing of sold
x103t10
CO2 eqproducts
x103t11 Use of sold products
CO2 eqEnd-of-life treatment x103t12
of sold products
CO2 eqDownstream leased
x103t13
assetsCO2 eq
14 Franchises
15 Investment

Environment

2021

Coverageconsolidated
5,495(only production)
non-con150
solidatedconsoli44
dated
consoli1,049
dated
consolidated
15(only production)
consoli4
dated
consoli13
dated

4

4

4

4

14

14

14

13

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—

671

382

—

—

—

—

—

x103tCO2 eq

5

12

13

19

x103tCO2 eq

Some
14 dealers in
Japan

—

—

—

—

—

(FY)

2018
10.2

2019
9.5

2020
7.0

2021
8.2

Production
Non-production

PJ
PJ

8.7
1.2

9.0
1.2

8.3
1.2

5.9
1.1

7.0
1.2

Japan
Asia
Others

PJ
PJ
PJ

7.0
2.8
0.1

7.2
2.9
0.1

6.6
2.8
0.1

4.9
2.0
0.1

5.6
2.5
0.1

Sulfur Oxide
Total emissions

(FY)

Unit
t

2017
184

2018
218

2019
163

2020
125

2021
50

Target sites: Environmental management target companies for each fiscal year (including the Company)
Ratio of data coverage obtained from environmental management target companies: 100%
Please see page 27 for the 22 environmental management target companies in FY2021.
Calculation method: c alculated the weight of sulfur contained in the used fuel and converted theweight into sulfur dioxide (SO2)

Nitrogen Oxide
Total emissions

all destination
all desti382
nation727

ESG Data

GovernanceTarget sites: Environmental management target companies for each fiscal year (including the Company)
Ratio of data coverage obtained from environmental management target companies: 100%
Please see page 27 for the 22 environmental management target companies in FY2021.
* 1015 joules Unit calorific value: Quoted from the “Act on the Rational Use of Energy”

30,731 33,199 26,833 14,927 20,981
741

SocialEnergy Input (Primary and Secondary Energy)
Unit
2017
Total amount
PJ*
9.9

(FY)

2017

x103tCO2 eq
Fuel energy not inx103t3
cluded in Scope 1 or 2 CO2 eq
Upstream transporta- x103t4
tion and distribution
CO2 eqWaste generated inoperations

FeatureUnit

2 Capital goods

5

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

(FY)

Unit
t

2017
65

2018
65

2019
61

2020
44

2021
58

Target sites: Environmental management target companies for each fiscal year (including the Company)
Ratio of data coverage obtained from environmental management target companies: 100%
Please see page 27 for the 22 environmental management target companies in FY2021.
Calculation method: F uel usage volume calculated using the Ministry of the Environment's “Environmental Activity Evaluation Program” emission factor—

VOC (Volatile Organic Compounds)
Unit
Total emissions
t

—

(FY)

2017
1,882

2018
2,354

2019
2,243

2020
1,227

2021
1,511

FY2020 emissions have been corrected, due to a tabulation error.
Target site: Okazaki Plant, Mizushima Plant, Pajero Manufacturing Co., Ltd, Suiryo Plastic Co., Ltd.

Emissions of Ozone-Depleting Substances
Estimated at less than 0.1t (CFC equivalent) for MITSUBISHI MOTORS CORPORATION alone.
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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Generated Waste
Total emissions
Production
Non-production

FeatureEnvironment

Wastewater Volume

(FY)

Unit
x103t

2017
162

2018
187

2019
202

2020
109

2021
143

x10 t
x103t

148
14

176
11

194
8

103
6

137
6

3

Generated Waste and Externally Disposed Waste
Unit
2017
Total amount producedx103t
99
Externally disposed waste
Internal recycle

x103t
x103t

48
51

2019
89

2020
58

2021
85

56
48

53
36

40
18

54
31

2018
154
2.5

2019
141
2.1

2020
97
1.1

2021
117
2.4

(FY)

2017
4,577

2018
4,504

2019
4,104

2020
3,266

2021
3,316

Production
Non-production

x103m3x103m3

4,193
384

4,194
310

3,843
261

3,034
232

3,254
62

SewagePublic waters

x103m3x103m3

2,405
2,172

2,396
2,108

2,041
2,063

1,713
1,553

1,581
1,735

Target sites: Environmental management target companies for each fiscal year (including the Company)
Ratio of data coverage obtained from environmental management target companies: 100%
Please see page 27 for the 22 environmental management target companies in FY2021.
• Includes some estimated figures.

(FY)

2018
104

ESG Data

GovernanceUnitx103m3

Total amount

Target sites: Environmental management target companies for each fiscal year (including the Company)
Ratio of data coverage obtained from environmental management target companies: 100%
Please see page 27 for the 22 environmental management target companies in FY2021.

SocialTarget site: Okazaki Plant, Mizushima Plant, Kyoto Plant

Raw Material Input
Iron and aluminum
Resin

(FY)

Unit
x103t
x103t

2017
143
3.0

Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant

Withdrawn Water Volume

(FY)

Unit
x103m3

2017
6,727

2018
6,211

2019
5,915

2020
4,420

2021
4,640

Production
Non-production

x103m3x103m3

6,343
384

5,901
310

5,654
261

4,188
232

4,389
251

City waterIndustrial water
Underground waterx103m3x103m3x103m3

1,150
3,602
1,975

878
3,412
1,921

988
3,280
1,647

718
2,594
1,108

383
2,938
1,319

Total amount

Target sites: Environmental management target companies for each fiscal year (including the Company)
Ratio of data coverage obtained from environmental management target companies: 100%
Please see page 27 for the 22 environmental management target companies in FY2021.
• MMKI recycles and reuses some of its wastewater. In FY2021, roughly 152,000m3 of water was recycled. (Roughly 3% of total MITSUBISHI MOTORS Group water withdrawal.)

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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialESG Data

Governance

Environmental Accounting
Environmental Conservation Costs
Category

Business Area Cost

Upstream/Downstream
Costs
Administration Activity
Cost
R&D Cost
Social Activity Cost
Environmental Remediation Cost
Total

(FY)

Main Initiatives Details

Unit

Pollution Prevention
Preventing air pollution, water
Cost
pollution and soil pollution
Global Environmental
Preventing global warming
Conservation Costand the ozone depletion
Resource Circulation
Reduction, proper disposal
Costand recycling of the waste
Withdrawing used bumpers and corresponding automobile recycling law
Maintaining certification of ISO14001, educating employees and monitoring
Research and development about reductions in environmental impact of products such as improving fueleconomy and exhaust gas measures
Hands-on environmental lessons, supporting global
environmental activity, donation to environmentalgroups and disclosing environmental information
Compensation for environmental damage by businessactivities<Reference> Group-wide capital investment, R&D cost

2019
Investment

2020
Investment

Cost

2021
Investment

Cost

Cost

Million yen

41

1,251

203

629

591

651

Million yen

250

9

346

13

78

9

Million yen

0

1,418

0

933

0

465

Million yen

0

1,688

0

1,661

0

2

Million yen

130

420

18

588

0

114

Million yen

1,711

51,383456

32,73100Million yen

0

273

47

189

0

256

Million yen

0

12

0

5

0

2

Million yen

2,132

56,454

1,070

36,749669

1,499

R&D cost
Capital investment
1,014
627

R&D cost
907

Unit
Capital investment
100 Million yen
1,039

R&D cost
Capital investment
1,308
764

Target site: MITSUBISHI MOTORS CORPORATION, Pajero Manufacturing Co., Ltd.

Economic Benefit Associated with Environmental Conservation Activities (Actual Benefits)
Category
Details of Benefit
Unit
Operating revenue from the sale of recycled waste products
Revenue
Million yen
and used products produced through key business
Energy expense saving through energy conservation
Million yen
Water expense saving through water conservation
Million yen
Cost Reduction
Disposal cost saving through lower resource input or recycle Million yen
Packaging materials cost saving through recycling
Million yen
Total
Million yen

(FY)

2019

2020

2021

1,774

1,083

2,546

532
8
114
422
2,850

2,333
31
-551
369
3,265

-1,313
12
389
379
2,013

FY2020 figures (cost reduction: energy expense/packaging materials) have been corrected due to a tabulation error.
Target site: MITSUBISHI MOTORS CORPORATION, Pajero Manufacturing Co., Ltd.
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Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

SocialESG Data

Governance

Human Resource-Related Data
Number of Employees
Total
Number of
employeesMale(nonconsolidated) Female
Number of employees(consolidated)
Number of temporary
workers (consolidated)(Percentage of temporary
workers on a consolidated
basis)FY2017
13,693
12,336
1,357
30,507FY201814,171
12,695
1,476
31,314FY201914,407
12,848
1,559
32,171

FY202013,951
12,403
1,548
30,091

FY2021
13,82912,3091,520
28,796

7,122
(19%)

8,682
(22%)

7,558
(19%)

6,434
(18%)

7,948
(22%)

Employee Makeup (non-consolidated)

Australia and others
253 (1%)

Total
Japan
19,247(67%)

University graduate/Master’s
degree or above
Junior college/
vocational school
graduates
High school graduates/other

1,099
11.5%
9,549

Status of Female Management Promotions
Number of
femalemanagers*1
Number of
femaleexecutives*2

Persons
Ratio
Generalmanager or
above
Persons
Ratio

3
7.7%

FY2020
41.1
37.5
15.8
11.1
1,002

FY2021
41.9
38.5
15.9
11.7
644

248
249
(46%)

272
240
(45%)

381
303
(41%)

203
305
(30%)

191
418
(65%)

2
40

7
14

14
37

11
483

10
25

Male
FemaleMale
FemaleFY2017
220
31
133
27

FY2018
314
54
226
47

FY2019
368
92
229
76

FY2020
386
85
204
76

FY2021
101
22
42
16

Male
Female

1
0

5
0

1
0

0
0

5
5

Male
Female

86
4

83
7

138
16

182
9

54
1

Working Hours and Ratio of Paid Leave Taken(As of March 2022)

Jul. 2018
58
3.5%
11

FY2019
41.4
38.1
16.2
11.6
735

Number of New Graduates Hired

Number of Locally-Hired Managerial Employees at Overseas Subsidiaries
Number of mana- Persons
gerial employees Ratio
Number of employees

FY2018
41.6
38.5
16.7
12.4
533

Male
FemaleAverage years of Male
service
FemaleNumber of employees who
have left the company(total)Retirement
Voluntary retirement(Percentage of voluntary
retirement)
Involuntary retirement
Work transfer, other

Number of Employees by Region: 28,796 (consolidated)
Europe 300 (1%)
North America
483 (2%)
Asia
8,513
(29%)

FY2017
41.9
39.2
16.6
12.8
539

Average age

Jul. 2019
68
3.9%
13
5
12.5%

Jul. 2020
74
3.5%
14
5
12.5%

Jul. 2021
80
4.1%
13
3
8.8%

Total working
hours per person/per year
Overtime
worked perpersonRatio of annual
paid leave
taken*3

Jul. 2022
94
4.7%
13
3
8.3%

Back ◀

FY2018FY2019FY2020

FY2021

2,115.5

2,131.2

2,013.6

1,880.8

1,960.3

329.5

372.3

288.6

221.4

248.7

82.6%

86.6%

100.6%

99.2%

89.5%

*3 Days of annual paid leave taken during the year
(days carried forward from the previous year + days granted for the current year)
×100
Days of annual paid leave available for the year

*1 Including dispatched personnel on leave and secondees, excluding medical workers*2 Number of female executives includes outside directors
MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

FY2017124▶ NextBack to Contents ▶▶

Commitment of
Top Management

Sustainability
Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

FeatureEnvironment

Number of Persons Taking Childcare Leave and Retention Rate of Returnees
Total
Number of
persons taking
Malechildcare leave
FemaleRetention rate of returnees*1

FY2017
127
6
121
92.3%

FY2018
131
10
121
100%

FY2019
194
49
145
97.7%

FY2020
81
35
46
96%

FY2021 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 fornursing care
Life plan leave
Accumulation of unused paid leave
Flextime system (including
managerial employees)*2
Reemployment system
Miscellaneous Number of employees registeredas candidates for re-hiring under
the reemployment system (inFY2021, four employees wererehired under this program)
Accompanying leave(three returnees in FY2021)

Male

—
—
88
328
8
3
213

Female

10
84
68
164
201
2
44

Total

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

6

8

115
663

35
34

150
697

6,429

1,138

7,567

7

16

22

0

16

500
400

Number of disabled persons hired (as of April)
2.21
346.0

2.14
349.0

2.20
363.0

2.38
360.0

300
200
100
0

2018

2019

2020

2021

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

High school graduate Administrative and Engineering staff
High school graduate
Starting pay
Manufacturing Worker
Technical college graduate
Junior college graduate
University graduate
Master’s degree
Doctor of Philosophy
Average salary of all employees (annual)
Percentage of women’s(annual)salaries to men’s salaries
Ratio of PerformanceLinked Compensation¥166,900

108%¥172,900

111%¥186,600¥171,400¥210,400¥232,400¥266,400¥6,605,000

110%
101%
124%
137%
158%

77%

Maximum of 35% ofGeneral Manager
annual basic salary
General Manager
Maximum of 25% of(responsible for specific duties) annual basic salary
Maximum of 20% ofManagerannual basic salary*5 Minimum wages are calculated based on the minimum wage in Aichi Prefecture (¥955/hour) for
high school graduates and the minimum wage in Tokyo (¥1,041 /hour) for non-high school graduates as of April 2022, assuming eight-hour work days and 20.3 days per month.
Salary levels are based on job classification, so there is no disparity in salary based on race, nationality, gender or other factors among people performing the same job.

16

Accident Rate (Accident Frequency)*3 The number of persons hired andthe employment rate are calculated
in accordance with the “Act on EmEmployment rate (%)
ployment Promotion etc. of Persons
2.5
2.41
with Disabilities,” with the employment of one person with a severe
2.0
370.5
physical or intellectual disability
1.5
being counted as two persons.
1.0 *4 In principle, employment of a one
part-time worker is calculated as
0.5
0.5 persons. However, one part-timeworker with a severe physical or
0.0
intellectual disability is counted as
2022
one person.
Back ◀

Comparison
with local
minimum
wage*5Monthly
compensation*2 With regard to the flextime system, the number of employees eligible to use the system (as of April
1, 2021)

Employment of People with Disabilities*3, 4

10,65096,770 hours
7.0 hours /0.87 days
¥6,171

Wage Levels

10
84
156
492
209
5
257

2

ESG Data

Governance

FY2021 training led by the Human Resources Division

FY2021
156
88
68
95%

*1 Total number of employees still employed 12 months after returning to work from childcare leave
×100
Total number of employees whose childcare leave ended during the previous reporting period

Major Programs to Promote Work-Life BalanceSocialOverall accident rate*6
Accident rate with loss of workdays*7

FY20170.60
0.09

FY20180.41
0.10

FY20190.42
0.10

FY20200.30
0.00

FY2021
0.20
0.03*6 Number of accidents with or without loss of workdays per 1 million working hours*7 Number of accidents with loss of workdays per 1 million working hours

Employee Shareholding Association
Number of members of the employee shareholding association
Membership rate
Shares owned

125▶ NextAs of March 2022

969
6.5%
2,111,890

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialESG Data

Governance

Governance-Related Data
Overview of Corporate Governance in FY2021

Total Compensation in FY2021

Organizational form
Company with three committees
13
Board of Directors members
11
Outside directors
5
Of whom, independent directors
15
Number of Board of Directors meetings
100%
Ratio of attendance at Board of Directors
meetings
Of which, ratio of attendance by outside 100%
directors
Chairperson of the Board of Directors
Chairman of the Board
Statutory committees
Nomination Committee, Compensation
Committee, Auditor Committee
Nomination Committee
5 (including 5 outside directors)
Chairperson: Outside director(independent director)
Compensation Committee
5 (including 4 outside directors)
Chairperson: Outside director
Auditor Committee
5 (including 4 outside directors)
Chairperson: Outside director(independent director)

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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Information related to total compensation is disclosed in the Annual Securities Report.
WEB https://www.mitsubishi-motors.com/en/investors/library/yuka.html

Compliance-Related Data

Units
Number of reports toor consultations with
the internal Employee Instances
Consultation Office(helpline)
Number of reports toor consultations withthe outside attorney Instances
consultation office(helpline)
Number of reports toor consultations with
Instances
the MITSUBISHI MOTORSs Global Hotline
Number of reports toor consultations with
Instancesthe Business Partner
Helpline126▶ Next

FY2017FY2018FY2019FY2020

FY2021

170

194

166

112

109

4

13

4

2

5

—

14

25

14

19

0

0

3

4

1

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

GRI Standards Reference Chart
Item
Description
GRI 102: General Disclosures 2016
Organizational profile
102-1
a. Name of the organization
102-2
a. A description of the organization’s activitiesb. Primary brands, products, and services, including an explanation of any products or services that are banned incertain markets
102-3
a. Location of the organization’s headquarters
102-4
a. N
 umber of countries where the organization operates, and the names of countries where it has significant operations and/or that are relevant to the topics covered in the report
102-5

a. Nature of ownership and legal form

102-6

a. Markets served

102-7

a. Scale of the organization

102-8

a. Total number of employees by employment contract (permanent and temporary), by genderb. Total number of employees by employment contract (permanent and temporary), by regionc. Total number of employees by employment type (full-time and part-time), by genderd. Whether a significant portion of the organization’s activities are performed by workers who are not employees.
If applicable, a description of the nature and scale of work performed by workers who are not employees.
a. A description of the organization’s supply chain, including its main elements as they relate to the organization’s
activities, primary brands, products, and services

102-9
102-10102-11a. Significant changes to the organization’s size, structure, ownership, or supply chain
a. Whether and how the organization applies the Precautionary Principle or approach102-12a. A list of externally-developed economic, environmental and social charters, principles, or other initiatives towhich the organization subscribes, or which it endorses

102-13a. A list of the main memberships of industry or other associations, and national or international advocacy organizations

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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127▶ NextIndex for applicable pages

Corporate Overview
Corporate Overview
Securities Report (P4-5) Description of businessCorporate Overview
Corporate Overview
Securities Report (P4-5) Description of business, (6-9)
Status of subsidiaries and associates
Corporate Overview
Securities Report (P40-50) Information about shares, etc.
Corporate Overview
Securities Report (P4-5) Description of business, (6-9)
Status of subsidiaries and associates
Corporate Overview
ESG Data＞Human Resource-Related Data
Securities Report (P11) Employees, (P20-24) Management
analysis of financial position, operating results and cash flows
Corporate Overview
ESG Data＞Human Resource-Related Data
Securities Report (P11) Employees

Social＞Achieving a Sustainable Supply Chain
Securities Report (P4-5) Description of business
N/A
Environment＞Environmental Management
Governance＞Risk Management
Securities Report (P14-19) Business-related risks
Editorial Policy
Sustainability Management＞Sustainability Management＞
External Initiatives Supported or Referred to
Sustainability Management＞Sustainability Management＞
Participation in External Organizations
Social＞Respect for Human Rights＞Management System
Social＞Promotion of Work Style Reforms in Response to the
New Normal＞Participating in Initiatives Outside the Company
Social＞Achieving a Sustainable Supply Chain＞Participating in Initiatives Outside the Company
Back to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Item
Description
Strategy102-14a. A statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior
position) about the relevance of sustainability to the organization and its strategy for addressing sustainability
102-15a. A description of key impacts, risks, and opportunities

Ethics and integrity
102-16
a. A description of the organization’s values, principles, standards, and norms of behavior

SocialGovernance

ESG Data

Index for applicable pages
Commitment of Top Management
Commitment of Top Management
Sustainability Management＞MITSUBISHI MOTORS’ Materiality
Each Materiality＞Medium- to Long-Term Vision for MaterialIssues (P30, 46, 50, 55, 58, 62, 66, 73, 76, 82, 86, 94, 98, 105)
Environment＞Responding to Climate Change and Energy
Issues＞Responding to the TCFD Recommendations
Securities Report (P14-19) Business-related risks

Sustainability Management＞Corporate Philosophy and Policy
Governance＞Compliance＞Basic Approach and Policies
102-17a. A description of internal and external mechanisms for seeking advice about ethical and lawful behavior, and or- Governance＞Compliance＞Establishment of Internal andganizational integrity, and reporting concerns about unethical or unlawful behavior, and organizational integrity. External Consultation Offices
Environment＞Environmental Management＞Environmental
Risk Management
Social＞Respect for Human Rights＞Access to AssistanceSocial＞Achieving a Sustainable Supply Chain＞Management System
Governance102-18a. Governance structure of the organization, including committees of the highest governance body
Sustainability Management＞Sustainability Management＞
Framework for Promoting Sustainability
b. Committees responsible for decision-making on economic, environmental, and social topics
Governance＞Corporate Governance＞Corporate Governance and Business Execution Structures
Governance＞Internal Control
Corporate Governance Report (P37) Corporate Governanceand Business Execution Structures
102-19a. Process for delegating authority for economic, environmental, and social topics from the highest governance
Securities Report (P53-94) Information about corporatebody to senior executives and other employees
governance, etc.
102-20a. Whether the organization has appointed an executive-level position or positions with responsibility for econom- Sustainability Management＞Sustainability Management＞
ic, environmental, and social topics
Framework for Promoting Sustainability
b. Whether post holders report directly to the highest governance body
Securities Report (P53-94) Information about corporate
governance, etc.
102-21a. Processes for consultation between stakeholders and the highest governance body on economic, environmenSocial＞Promoting Occupational Health and Safety＞
tal, and social topics
Labor-Management Relations
b. If consultation is delegated, describe to whom it is delegated and how the resulting feedback is provided to the General Shareholders Meetings Website
highest governance body
Corporate Governance Report (P9) Principle 5-1. Policy for
Constructive Dialogue with Shareholders

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Item
102-22

Description
a. Composition of the highest governance body and its committees

102-23a. Whether the chair of the highest governance body is also an executive officer in the organizationb. If the chair is also an executive officer, describe his or her function within the organization’s management andthe reasons for this arrangementa. Nomination and selection processes for the highest governance body and its committees
b. Criteria used for nominating and selecting highest governance body members

102-24102-25a. 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:

102-26a. Highest governance body’s and senior executives’ roles in the development, approval, and updating of theorganizations’ purpose, value or mission statements, strategies, policies, and goals related to economic,
environmental, and social topics
a. Measures taken to develop and enhance the highest governance body’s collective knowledge of economic,
environmental, and social topics

102-27102-28102-29102-30102-31
102-32102-33102-34a. Processes for evaluating the highest governance body’s performance with respect to governance of economic,
environmental, and social topics
b. Whether such evaluation is independent or not, and its frequency
c. Whether such evaluation is a self-assessmentd. Actions taken in response to evaluation of the highest governance body’s performance with respect togovernance of economic, environmental, and social topics, including, as a minimum, changes in membershipand organizational practice.
a. Highest governance body’s role in identifying and managing economic, environmental, and social topics and theirimpacts, risks, and opportunities–including its role in the implementation of due diligence processesb. Whether stakeholder consultation is used to support the highest governance body’s identification andmanagement of economic, environmental, and social topics, and their impacts, risks, and opportunitiesa. Highest governance body’s role in reviewing the effectiveness of the organization’s risk management processes
for economic, environmental, and social topics
a. Frequency of the highest governance body’s review of economic, environmental, and social topics and theirimpacts, risks, and opportunities
a. The highest committee or position that formally reviews and approves the organization’s sustainability reportand ensures that all material topics are covereda. Process for communicating critical concerns to the highest governance bodya. Total number and nature of critical concerns that were communicated to the highest governance bodyb. Mechanism(s) used to address and resolve critical concerns

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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129▶ NextSocialGovernance

ESG Data

Index for applicable pages
Governance＞List of Executives
Corporate Governance Report (P12-29) Business
Management Organization and Other Corporate
Governance Systems regarding decision-making,Execution of Business, and Oversight in Management
Securities Report (P53-94) Information about corporate
governance, etc.
Securities Report (P53-94) Information about corporate
governance, etc.
Corporate Governance Report (P1-29), I. Basic Views on
Corporate Governance, Capital Structure, Corporate Profile
and Other Basic Information and II. Business Management
Organization and Other Corporate Governance Systems
regarding Decision-making, Execution of Business, andOversight in Management
Governance＞Corporate Governance＞Conflicts of Interest
Corporate Governance Report (P1-11) Basic Views on
Corporate Governance, Capital Structure, Corporate Profile
and Other Basic Information
Securities Report (P53-94) Information about corporate
governance, etc.
Corporate Governance Report (P1-11) Basic Views on
Corporate Governance, Capital Structure, Corporate Profile
and Other Basic Information
Governance＞Corporate Governance＞Corporate
Governance and Business Execution Structures
Corporate Governance Report (P1-11) Basic Views on
Corporate Governance, Capital Structure, Corporate Profile
and Other Basic Information
Securities Report (P14-19) Business-related risks, (P53-94)
Information about corporate governance, etc.
Governance＞Risk Management＞Development of Risk
Management Framework
Governance＞Risk Management＞Development of Risk
Management Framework
Sustainability Management＞Sustainability
Management＞Framework for Promoting Sustainability
Governance＞Compliance＞Management Structure
Governance＞Compliance＞Management Structure

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Commitment of
Top ManagementItem
102-35

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Description
a. Remuneration policies for the highest governance body and senior executives
b. How performance criteria in the remuneration policy relate to the highest governance body’s and senior executives’ objectives for economic, environmental, and social topics

Index for applicable pages
Commitment of Top Management
Governance＞Executive Remuneration
Corporate Governance Report (P22) Incentives
Securities Report (P53-94) Information about corporate
governance, etc.
102-36
a. Process for determining remuneration
Corporate Governance Report (P22) Incentives
b. Whether remuneration consultants are involved in determining remuneration and whether they are independent Securities Report (P53-94) Information about corporateof management
governance, etc.
c. Any other relationships which the remuneration consultants have with the organization
102-37a. How stakeholders’ views are sought and taken into account regarding remuneration
General Shareholders Meetings Website
b. If applicable, the results of votes on remuneration policies and proposals—
102-38a. R
 atio of the annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country102-39a. Ratio of percentage increase in annual total compensation for the organization’s highest-paid individual in each —country of significant operations to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual) in the same country
Stakeholder engagement102-40a. A list of stakeholder groups engaged by the organization
Sustainability Management＞Stakeholder Engagement102-41a. Percentage of total employees covered by collective bargaining agreements
Social＞Promoting Occupational Health and Safety＞
Labor-Management Relations
102-42a. The basis for identifying and selecting stakeholders with whom to engage—
102-43a. The organization’s approach to stakeholder engagement, including frequency of engagement by type and by
Sustainability Management＞Stakeholder Engagement
stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of
the report preparation process
102-44a. Key topics and concerns that have been raised through stakeholder engagement, including:—i. How the organization has responded to those key topics and concerns, including through its reporting
Reporting practice102-45a. A list of all entities included in the organization’s consolidated financial statements or equivalent documents
Securities Report (P6-10) Status of subsidiaries and assob. Whether any entity included in the organization’s consolidated financial statements or equivalent documents is ciates
not covered by the report102-46a. An explanation of the process for defining the report content and the topic Boundaries
Editorial Policyb. An explanation of how the organization has implemented the Reporting Principles for defining report content
102-47a. A list of the material topics identified in the process for defining report content
Sustainability Management＞MITSUBISHI MOTORS’ Materiality
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

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130▶ NextBack to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Item102-53102-54102-55

Description
Index for applicable pages
a. The contact point for questions regarding the report or its contents
Editorial Policya. The claim made by the organization, if it has prepared a report in accordance with the GRI Standards—a. The GRI content index, which specifies each of the GRI Standards used and lists all disclosures included in the report. GRI Standards Reference Chartb. For each disclosure, the content index shall include:102-56
a. A description of the organization’s policy and current practice with regard to seeking external assurance for the report —b. If the report has been externally assured:
GRI103 Management approach 2016
103-1
Following information related to each material topic
Sustainability Management＞MITSUBISHI MOTORS’ Materiality
a. An explanation of why the topic is materialb. The Boundary for the material topicc. Any specific limitation regarding the topic Boundary
103-2
Following information related to each material topic
Sustainability Management＞Sustainability Management＞
Framework for Promoting Sustainability
a. An explanation of how the organization manages the topic
Sustainability Management＞MITSUBISHI MOTORS’ Materiality
b. A statement of the purpose of the management approach＞Identifying and Reviewing Material Issuesc. A description of the following, if the management approach includes that component
Material Issues: P30, 46, 50, 55, 58, 62, 66, 73, 76, 82, 86, 94,
98, 105
103-3
Following information related to each material topic
Sustainability Management＞MITSUBISHI MOTORS’ Materiality＞Identifying and Reviewing Material Issues
a. An explanation of how the organization evaluates the management approach
Material Issues: P30, 46, 50, 55, 58, 62, 66, 73, 76, 82, 86, 94,
98, 105
Economical
GRI201: Economic performance 2016
201-1
a. Direct economic value generated and distributed
Securities Report (P98-99) Consolidated statement of income
b. Where significant, report EVG&D separately at country, regional, or market levels, and the criteria used for defin- Social＞Promoting Social Contribution Activities＞Basicing significanceApproach and Policies (Breakdown of Social Contribution
Expenditures)
201-2
a. Risks and opportunities posed by climate change that have the potential to generate substantive changes inEnvironment＞Responding to Climate Change and Energy
operations, revenue, or expenditure
IssuesSecurities Report (14-19) Business-related risks
Securities Report (P133-135) Retirement benefits
201-3
a. If the plan’s liabilities are met by the organization’s general resources, the estimated value of those liabilities
b. If a separate fund exists to pay the plan’s pension liabilities, its explainc. If a fund set up to pay the plan’s pension liabilities is not fully covered, explain the strategy, if any, adopted by
the employer to work towards full coverage, and the timescale, if any, by which the employer hopes to achieve
full coveraged. Percentage of salary contributed by employee or employer
e. Level of participation in retirement plans

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Item
201-4

Description
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
GRI 203: Indirect Economic Impacts 2016
203-1
Infrastructure investments and services supported
203-2

Examples of significant identified indirect economic impacts of the organization, including positive and negative
impacts
GRI 204: Procurement Practices 2016
204-1
Proportion of spending on local suppliers
GRI 205: Anti-corruption 2016
205-1
Operations assessed for risks related to corruption
205-2
Communication and training about anti-corruption policies and procedures
205-3
Confirmed incidents of corruption and actions taken
GRI 206: Anti-competitive Behavior 2016
206-1
Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
GRI 207: TAX 2019
207-1
Approach to tax
207-2
Tax governance, control, and risk management
207-3
Stakeholder engagement and management of concerns related to tax
207-4
Country-by-country reporting
Environment
GRI 301: Materials 2016
301-1
Materials used by weight or volume301-2
Percentage of recycled input materials used to manufacture the organization’s primary products and services
301-3
Reclaimed products and their packaging materials
GRI302: Energy 2016
302-1
Energy consumption within the organization
302-2

Energy consumption outside of the organization

302-3

Energy intensity

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132▶ NextSocial—Governance

ESG Data

Index for applicable pages

ESG Data＞Human Resource-Related Data
ESG Data＞Human Resource-Related Data
Social＞Contribution to Local Economy through Business
Activities
Social＞Contribution to Local Economy through Business
Activities
Social＞Achieving a Sustainable Supply Chain
Governance＞Compliance＞Anti-Corruption
Governance＞Compliance＞Anti-Corruption
Governance＞Compliance＞Anti-Corruption
Governance＞Compliance
Governance＞Compliance＞Approach to Taxation
Governance＞Compliance＞Approach to Taxation
Governance＞Compliance＞Approach to Taxation—

ESG Data＞Environmental Data Related to Products andBusiness Activities—
Environment＞Resource Recycling Initiatives
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities—

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Item
302-4

Reduction of energy consumption

302-5

Reductions in energy requirements of products and services

FeatureEnvironment

Description

Water discharge

303-5

Water consumption

GRI 304: Biodiversity 2016
304-1
Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value
outside protected areas
304-2
Significant impacts of activities, products, and services on biodiversity
304-3
Habitats protected or restored
304-4
IUCN Red List species and national conservation list species with habitats in areas affected by operations
GRI305: Emissions 2016
305-1
Direct GHG emissions (Scope 1)

305-2

Energy indirect GHG emissions (Scope 2)

305-3

Other indirect GHG emissions (Scope 3)

305-4

GHG emissions intensity

305-5

Reduction of GHG emissions

305-6

Emissions of ozone-depleting substances (ODS)

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Governance

ESG Data

Index for applicable pages
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities

GRI 303: Water and Effluents 2018
303-1
Interactions with water as a shared resource
303-2
Management of water discharge-related impacts
303-3
Water withdrawal
303-4

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133▶ NextEnvironment＞Conservation of Water Resources
Environment＞Conservation of Water Resources
ESG Data＞Environmental Data Related to Products andBusiness Activities
Environment＞Conservation of Water Resources
ESG Data＞Environmental Data Related to Products andBusiness Activities
WEB＞Atmosphere/Wastewater Quality/PRTR-designatedPollutants Data
Environment＞Conservation of Water Resources
ESG Data＞Environmental Data Related to Products andBusiness Activities
Environment＞Preservation of Biodiversity
Environment＞Preservation of Biodiversity
Environment＞Preservation of Biodiversity
WEB＞ESG Data＞Biodiversity Data
ESG Data＞Environmental Data Related to Products andBusiness Activities
Responding to Climate Change and Energy Issues＞Reducing CO2 Emissions across the Supply Chain
ESG Data＞Environmental Data Related to Products andBusiness Activities
Responding to Climate Change and Energy Issues＞Reducing CO2 Emissions across the Supply Chain
ESG Data＞Environmental Data Related to Products andBusiness Activities
Responding to Climate Change and Energy Issues＞Reducing CO2 Emissions across the Supply Chain
ESG Data＞Environmental Data Related to Products andBusiness Activities
ESG Data＞Environmental Data Related to Products andBusiness Activities
Identifying Material Issues
Environment＞Environmental Plan Package＞Environmental Targets 2030
ESG Data＞Environmental Data Related to Products andBusiness Activities
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Commitment of
Top Management

Item
305-7

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

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

Waste diverted from disposal

306-5

Waste directed to disposal

GRI 308: Supplier Environmental Assessment 2016308-1
New suppliers that were screened using environmental criteria
308-2
Negative environmental impacts in the supply chain and actions taken
SocialGRI 401: Employment 2016
401-1
Total number and rate of new employee hires during the reporting period, by age group, gender and region.
401-2
Benefits provided to full-time employees that are not provided to temporary or part-time employees
401-3
Total number of employees that took parental leave, by gender.
GRI 402: Labor/Management Relations 2016
402-1
Minimum notice periods regarding operational changes
GRI403: Occupational Health and Safety 2018403-1
Occupational health and safety management system403-2
Hazard identification, risk assessment, and incident investigation
403-3
Occupational health services
403-4
Worker participation, consultation, and communication on occupational health and safety
Worker training on occupational health and safety
Promotion of worker healthPrevention and mitigation of occupational health and safety impacts directly linked by business relationships

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

ESG Data

Environment＞Resource Recycling Initiatives
Environment＞Resource Recycling Initiatives
ESG Data＞Environmental Data Related to Products andBusiness Activities
Environment＞Resource Recycling Initiatives
WEB＞ESG Data＞Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data
WEB＞ESG Data＞Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data

GRI 307: Environmental Compliance 2016
307-1
Non-compliance with environmental laws and regulations

403-5
403-6
403-7

GovernanceIndex for applicable pages
Prevention of Pollution＞Preventing Air Pollution
ESG Data＞Environmental Data Related to Products andBusiness Activities
WEB＞ESG Data＞Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data

GRI 306: Waste 2020
306-1
Waste generation and significant waste-related impacts
306-2Management of significant waste-related impacts
306-3
Waste generated

306-4

SocialBack ◀

134▶ NextEnvironment＞Environmental Management＞Environmental Risk Management
Social＞Achieving a Sustainable Supply Chain
Social＞Achieving a Sustainable Supply Chain

ESG Data＞Human Resource-Related Data
ESG Data＞Human Resource-Related Data
Securities Report (P133-135) Retirement benefits
ESG Data＞Human Resource-Related Data
Social＞Promoting Occupational Health and Safety＞
Labor-Management Relations
Social＞Promoting Occupational Health and Safety
Social＞Promoting Occupational Health and Safety
Social＞Promoting Occupational Health and Safety
Social＞Promoting Occupational Health and Safety＞
Labor-Management Relations
Social＞Promoting Occupational Health and Safety
Social＞Promoting Occupational Health and Safety—

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

Feature

Item
403-8

Description
Workers covered by an occupational health and safety management system

403-9Work-related ill health

Environment

403-10Work-related ill health
GRI 404: Training and Education 2016
404-1
Average hours of training per year per employee
404-2
Programs for upgrading employee skills and transition assistance programs
404-3
Percentage of employees receiving regular performance and career development reviews
GRI 405: Diversity and Equal Opportunity 2016405-1
Diversity of governance bodies and employees
405-2
Ratio of basic salary and remuneration of women to men
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
GRI 408: Child Labor 2016
408-1
Operations and suppliers at significant risk for incidents of child labor

Index for applicable pages
Social＞Promoting Occupational Health and Safety＞
Labor-Management Relations
Social＞Promoting Occupational Health and Safety
ESG Data＞Human Resource-Related Data
Social＞Promoting Occupational Health and Safety
ESG Data＞Human Resource-Related Data
Social＞Stepping up Human Resource Development
Social＞Stepping up Human Resource Development
ESG Data＞Human Resource-Related Data
Social＞Stepping up Human Resource Development
ESG Data＞Human Resource-Related Data—
Social＞Promoting Occupational Health and Safety＞
Labor-Management Relations

—
—

412-2

Employee training on human rights policies or procedures

412-3

Significant investment agreements and contracts that include human rights clauses or that underwent humanrights screening135

ESG Data

Social＞Respect for Human Rights＞Complying with the
Human Rights Policy

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

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GovernanceSocial＞Respect for Human Rights＞Complying with the
Human Rights Policy

GRI 409: Forced or Compulsory Labor 2016409-1
Operations and suppliers at significant risk for incidents of forced or compulsory labor

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

Social▶ NextSocial＞Respect for Human Rights＞Basic Approach andHuman Rights Due Diligence
Social＞Respect for Human Rights＞Complying with the
Human Rights Policy
Social＞Respect for Human Rights＞Basic Approach andComplying with the Human Rights Policy

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Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

Item
Description
GRI413: Local Communities 2016413-1
Operations with local community engagement, impact assessments, and development programs
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
414-2
Negative social impacts in the supply chain and actions taken
GRI 415: Public Policy 2016
415-1
Political contributions
GRI416: Customer Health and Safety 2016
416-1
Assessment of the health and safety impacts of product and service categories
416-2
Incidents of non-compliance concerning the health and safety impacts of products and services
GRI 417: Marketing and Labeling 2016
417-1
Requirements for product and service information and labeling
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

MITSUBISHI MOTORS CORPORATION Sustainability Report 2022

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136▶ NextSocialGovernance

ESG Data

Index for applicable pages
Social＞Contribution to Local Economy through Business
Activities—
Social＞Achieving a Sustainable Supply Chain
Social＞Achieving a Sustainable Supply Chain
Governance＞Compliance＞Political Involvement(Political Contributions)
Securities Report (P4-5) Description of business
Recall Information
Social＞Improvement of Product, Sales, and Service Quality
Governance＞Compliance
Governance＞Compliance—
Governance＞Compliance

Back to Contents ▶▶

Commitment of
Top Management

Pursuing “MITSUBISHI
MOTORS’ Uniqueness”

Sustainability
Management

FeatureEnvironment

SocialGovernance

ESG Data

Third-Party Opinion

Mr. Keisuke
Takegahara
Executive Fellow
Research Institute of
Capital Formation
Development Bank ofJapan Inc.

The Sustainability Report 2022 provides comprehensive disclosure of MITSUBISHI MOTORS’ efforts torealize its vision, to “Create a vibrant society by realizing the potential of mobility.” The first half of thereport indicates the Company’s overall directions byintroducing the corporate philosophy, strategy andkey topics, while the latter half of the report presents
specific achievement of the previous year’s activities
in accordance with the medium- to long-term vision
for material issues. The structure of this report effetcively helps to convey the editorial intent to provide
readers with a systematic understanding of a wide
range of initiatives.
Last fiscal year’s report, particularly the first half,
described relatively major changes: (1) a focus on“MITSUBISHI MOTORS’ uniqueness,” (2) strengtheningof the long-term time horizon with the introductionof Environmental Vision 2050 and (3) the aspirationof dynamic materiality. The emphasis this fiscal year
appears to be on enhancing these new elements. Thisis clearly demonstrated by the Commitment of Top
Management. After describing efforts to achieve carMITSUBISHI MOTORS CORPORATION Sustainability Report 2022

bon neutrality throughout the supply chain, increasing
corporate value by cultivating human resources, reinforcing human rights initiatives and enhancing governance, the Commitment of Top Management section
concludes with the intent to further pursue “MITSUBISHI MOTORS’ uniqueness” and provide value, giving
an overview of the items are underway to strengthen
the Company’s new directions.
Looking at the details, the first thing that catches
my eye is the revision of the “Environmental Vision
2050.” Last year’s edition used somewhat indirect
expression of contributing to enhancing the resilience of society against the risk of transitioning to
net zero, but this time, the Company clearly states
its commitment to achieving carbon neutrality by
2050. Electrified vehicles are the Company’s weaponof choice for reaching these goals. Explanation of themultilayered strategy of collaborating with business
partners, utilizing IoT technology and promoting
renewable energy to enhance the value of electrified
vehicles concretely expresses the pursuit of “MITSUBISHI MOTORS’ uniqueness” and deepens readers’
understanding of the concept. I also felt that theCompany’s approach to strengthening regional resilience by building VPPs with used batteries (which will
become a major issue in the future) is based on coretechnologies and simultaneously pursues climatechange, the circular economy and regional resilience,
while embodying the Company’s unique characteristics. One of the highlights of this report is the updated response to the TCFD recommendations, which isa tool for communicating the Company’s initiatives tothe capital markets. The risks and opportunities wereanalyzed according to three scenarios, and this partwas rewarding to read, giving us a glimpse of the
discussions within the Company for the revision ofEnvironmental Vision 2050.
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137▶ NextThere have been several important developmentson the social side, as well. The first was revisions to
the Company’s behavoir guidelines, the “MMC WAY.”
It is an important message from management thatthe image of required human resources has been
redefined based on the recognition that the active
participation of diverse human resources is the key toimproving corporate value, as indicated in the “Commitment of Top Management.” At the same time,
I can see that risk management measures have beensteadily strengthened, such as the launch of humanrights due diligence and the addition of new indicators related to health management.
The addition of CO2 emissions and employee engagement as indicators for medium-to-long-term
performance-linked compensation for executives
from FY2022, and the linking of the progress of both
environmental and social initiatives to governance,
also clearly demonstrates the company’s position onsustainability as an important management issue.
I believe that this report has added depth to its
ability to systematically and comprehensively present its sustainability activities. Now that content
has covered the “MITSUBISHI MOTORS’ uniqueness”
and the specific initiatives that embody it, what is
expected next is to enhance the strategic part andstrengthen the story from the perspective of value
creation. In addition to the Top Message, MITSUBISHI MOTORS’ Materiality, and Medium-to-Long-term
Strategy, the main parts are now in place, including
a strengthened focus on human capital through therevision of the “MMC WAY.” I have high expectations
for the presentation of a value creation process thatcombines these elements. I look forward to further
enhancement, including the division of roles and collaboration with the Integrated Report, which continues to evolve in parallel.
Back to Contents ▶▶