MITSUBISHI MOTORS
Sustainability Report 2019
01
Mitsubishi Motors Sustainability Report 2019
Corporate Overview
..................................................................
02
CSR Management
.....................................................................
04
Commitment of Top Management
...............................................
09
Commitment on Material CSR Issues
............................................
11
Overview and Measures Regarding Improper Conduct in Fuel
Consumption and Emissions Testing
..........................................
23
Performance Report
Environment
...........................................................................
25
Policies
.............................................................................
26
Environmental Management
.................................................
29
Responding to Climate Change and Energy Issues
.....................
34
Resource Recycling Initiatives
................................................
43
Deploying Supply Chain Sustainability Initiatives (Environment)
....
46
Conservation of Water Resources
..........................................
47
Prevention of Pollution
.........................................................
49
Preservation of Biodiversity
..................................................
53
Environmental Data
.............................................................
56
GRI Standards Reference Chart
.................................................
112
SDGs Reference Chart
.............................................................
123
Third-Party Opinions
...............................................................
125
Editorial Policy
.......................................................................
126
Social
.....................................................................................
65
Safety and Quality
...............................................................
66
Contribution to Local Economy through Business Activities
........
75
Employees
.........................................................................
78
Human Rights
....................................................................
91
Deploying Supply Chain Sustainability Initiatives (Social)
.............
93
Social Contribution Activities
.................................................
97
Governance
...........................................................................
100
Basic Policy and Framework for Corporate Governance
............
101
Internal Control
................................................................
104
Risk Management
.............................................................
105
Compliance
......................................................................
106
List of Executives
..............................................................
110
Executive Remuneration
....................................................
111
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
CONTENTS
02
Mitsubishi Motors Sustainability Report 2019
Corporate Overview
Corporate Overview
(As of March 31, 2019)
Company Name
Established
Head Office
Business
Description
Brand Name
Capital Stock
Number of
Shares Issued
and Outstanding
(Common Stocks)
Number of
Employees
MITSUBISHI MOTORS CORPORATION
April 22, 1970
1-21 Shibaura 3-chome Minato-ku
Tokyo 108-8410
Mitsubishi Motors Group carries out
development, production and sales of
vehicles and vehicle parts and engages in
the financial businesses.
MITSUBISHI MOTORS
284,382 million JPY
1,490,282,496
(including treasury stock)
Consolidated: 31,314
Non-consolidated: 14,171
FY2015 FY2016 FY2017 FY2018
Net Sales 2,267,849 1,906,632 2,192,389 2,514,594
Operating Income 138,377 5,118 98,201 111,815
Ordinary Income 141,027 8,944 110,127 119,850
Net income
attributable to
owners of the
parent
72,575 198,524 107,619 132,871
FY2015 FY2016 FY2017 FY2018
Japan 653 531 590 661
North
America
38
Europe 3 1 10
Asia 490 533 661 752
Others 24 15 19 18
Total 1,208 1,079 1,271 1,441
FY2015 FY2016 FY2017 FY2018
Japan 102 80 97 104
North
America
135 138 155 173
Europe 206 179 193 236
Asia 322 315 432 481
Oceania 82 83 95 102
Others 201 131 129 148
Total 1,048 926 1,101 1,244
Global Sales and Production Volumes
Consolidated Net Sales, Operating Income, Ordinary Income
and Net Income Attributable to Owners of the Parent
(Thousands of units) (Thousands of units)
(Unit: million yen)
Japan
46
FY2018
Production Results
1.441 thousands
units
Overseas
54
Asia 52
Europe 1
Others 1
FY2018
Sales Results
1.244 thousands
units
Japan
8
Overseas
92
North
America
14
Europe
19
Asia
39
Oceania 8
Others
12
Production volume by region Sales volume by region
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
03
Mitsubishi Motors Sustainability Report 2019
Corporate Overview
PCMA Rus
Mitsubishi Motor R&D Europe GmbH (MRDE)
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh) MMTh Engine Co., Ltd. (MEC)
Mitsubishi Motors Philippines Corporation (MMPC)
Mitsubishi Motors Vietnam Co., Ltd. (MMV)
Mitsubishi Motors R&D of
America, Inc. (MRDA)
Asian Transmission Corporation (ATC)
PT Mitsubishi Motors Krama Yudha Indonesia (MMKI)
GAC Mitsubishi Motors Co., Ltd. (GMMC)
Mitsubishi Motors (China) Co., Ltd. (MMCh)
Japan
Okazaki Plant
Research & Development Center
EV Research & Development Center
Design Center
Head Office
Tokyo Design
Tokachi Research &
Development Center
Pajero Manufacturing Co., Ltd.
Kyoto Plant - Shiga
Kyoto Plant - Kyoto
Kyoto Research &
Development Center
Mizushima Plant
Major Production
Bases
Vehicles
Japan, China, Thailand, Indonesia, the Philippines, Vietnam
and Russia
Engines, transmissions, parts, etc. Japan, China, Thailand, Indonesia, and the Philippines
Development / Design Bases Japan, United States, Germany, China, and Thailand
Head Office
Major Vehicle Production Bases
Production Bases for Engines, Transmissions,
Parts, etc.
Development / Design Bases
Sales in more than 160 countries and regions
102 sales companies and
594 dealers in Japan
Principal Facilities
Worldwide
Japan
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
04
Mitsubishi Motors Sustainability Report 2019
CSR Management
CSR Management
Policies
The Three Principles represent the spirit of Mitsubishi
since its founding and embody the fundamental
philosophy shared by all Mitsubishi Group companies.
In April 2018, Mitsubishi Motors established a new
corporate Vision and Mission. This mission enabled
its group employees to look towards the future,
develop a common understanding, and work as one
team. The automobile industry is in a period of major
change, and Mitsubishi Motors business environment
The automobile industries have been creating numerous
technologies and innovations including the powertrain
diversification, intelligence and IoT (Internet of Things) into
vehicles. The role of the automobile has been and will be
transformed from a car as a type of hardware currently to
mobility as a transportation system entirely. Under such a
major transition, we are committed to research and develop
the potentialities of mobility broadly and to provide all people
with possible opportunities to go wherever they want, to see
whatever they want, and meet whomever they want, at any
time. Our Vision embraces our desire to encourage individuals
to take on new challenges, promote economic activities, and
contribute to the revitalization of society by improving the
efficiency and optimizing movement of the people.
is also undergoing substantial changes. Under these
circumstances, the Vision (the society we want to
create) and Mission (how to realize the Vision) specify
how we become more proactive to exert a positive
influence on society.
The Three Principles of
the Mitsubishi Group
Vision & Mission
Shoki Hoko
= Corporate Responsibility to Society
Strive to enrich society through our business, both
materially and spiritually, while contributing towards
the preservation of the global environment.
Shoji Komei
= Integrity and Fairness
Maintain principles of transparency and openness,
conducting business with integrity and fairness.
Ritsugyo Boeki
= Global Understanding through Business
Expand business, based on an all-encompassing global
perspective.
VISION
Create a vibrant society by realizing the potential of
mobility
MISSION
1.
Provide new experiences for our customers with
creative products and service excellence.
2.
Make positive contributions to the sustainable
development of our society.
3.
Act sincerely as a trusted company.
4.
Enhance stakeholder value by leveraging the alliances.
VISION
MISSION
MMC WAY
Global Code of Conduct
MMC WAY
The society we want to create
How to realize the vision
Standards that all officers and
employees must comply with
“Mindset” and “Actions” every one of us
must put into practice
Mitsubishi Motors strives to carry out its Mission and
realize its Vision by encouraging each employee to
practice the MMC Way and the Global Code of Conduct.
We contribute to the sustainable development of society
while deepening mutual understanding with diverse
stakeholders through dialogue, and engaging in business
activities centered on automobiles, which are the
products we see and use every day.
Approach to CSR
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
05
Mitsubishi Motors Sustainability Report 2019
CSR Management
CSR Management
Management
No. of CSR Management Committee
meetings in fiscal 2018:
4
Board of Directors
Executive Committee
Related divisions
Group companies
CSR Management Committee
Chair: CEO
Members: Division general managers of
relevant divisions
Reporting
Deliberation and Reporting
Administrative office:
Sustainability Promotion
Department
Customer Contact Center, sales
companies, after-sales services, website,
social networks, customer satisfaction
surveys, events, TV/newspaper/magazine
advertising, email magazine
Inquiry contacts, solidarity with local
communities, regional events, plant tours,
social contributions (support for the next
generation, traffic safety, environment
preservation, participation in local
communities, disaster assistance), website
Contact for inquiries, Business
Partner Helpline, Suppliers
Meeting, events, specialized
websites, participation in
industry organizations
Labor-management discussions,
consultation offices (Employee
Consultation Office, MMC Hotline,
Mitsubishi Motors Global Internal
Reporting Office), internal websites,
surveys on employee attitudes
IR inquiry contacts, interviews, financial
results briefings, mid-term business
plan briefings, Shareholders Meeting,
individual initiative briefings, events, IR
websites, Annual Report, the Investors
Note shareholder business report, IR
email magazines
Mitsubishi
Motors
Group
Consumers
and
customers
Local
communities
Employees
Shareholders
and investors
Business
partners
Framework for Promoting CSR
Participation in External Organizations
External Initiatives Supported or Referred to
Dialogue with Stakeholders
At Mitsubishi Motors, the CSR Management Committee,
chaired by the CEO, implements a PDCA (plan–do–
check–act) cycle that involves identifying material CSR
issues (materiality), setting activity targets and checking
progress toward attainment of those targets. Structures
are in place for promoting CSR throughout the Mitsubishi
Motors Group and reporting on important matters to the
Board of Directors.
In April 2019, we established Sustainability Promotion
Department under the executive officer in charge of
Corporate Strategy. While strengthening communication
with stakeholders, we will contribute to realize a
sustainable society and improved corporate value.
Japan Business Federation (Keidanren)
Japan Automobile Manufacturers Association, Inc.
Society of Automotive Engineers of Japan, Inc.
Global Compact Network Japan (GCNJ)
United Nations Sustainable Development Goals (SDGs)
United Nations Global Compact (UNGC)
Core Labor Standards of the International Labour
Organization (ILO)
Organisation for Economic Cooperation and Development
(OECD) Guidelines for Multinational Enterprises
ISO 26000 Guidance to Social Responsibility
Keidanren Charter of Corporate Behavior
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
06
Mitsubishi Motors Sustainability Report 2019
CSR Management
CSR Management
Identification of Material CSR Issues (Materiality)
We identified candidate issues by making reference to
the SDGs, GRI Standards, outside assessments of our CSR
activities, and other information. We also established
assessment criteria for use in prioritizing issues, taking into
account the extent of the impact of the companys activities
(boundary) and compatibility with business risks.
Organization of issues and formulation
of assessment criteria
STEP
1
Relevant individuals involved in practical-level operations
within the company met multiple times to exchange
opinions and confirm the ranking of priorities of measures
from the perspective of impact on the company s business.
Internal investigation
STEP
2
We conducted interviews of five outside experts on social
issues and had them review the issues that the Company
should address from the perspective of social impact.
Interviews with outside experts
STEP
3
The CSR Management Committee, chaired by the CEO,
examined a matrix of material CSR issues (materiality)
reflecting internal and external opinion and obtained final
approval from the Executive Committee. At the same time,
KPI were set and a person responsible for each material
issue was appointed.
Determination of material CSR issues (materiality)
and key performance indicators (KPI)
STEP
4
Material CSR Issues (Materiality) for Mitsubishi Motors
Stakeholder s Concern
Extremely high
Extremely high
Very high
Very high
High
High
Impact on Mitsubishi Motors
*
E
: Environment;
S
: Social;
G
: Governance
E
S
Deploying supply chain
sustainability initiatives
E
Responding to climate change and energy
issues
S
Delivering products which help prevent
traffic accidents
E
Conservation of water
resources
S
Improvement of product, sales, and
service quality
S
Contribution to local economy through
business activities
S
Work style reform
G
Corporate governance, compliance
E
Prevention of pollution
E
Resource recycling initiative
E
Preservation of biodiversity
S
Diversity
S
Occupational health and safety
S
Human resource development
S
Social contribution activities
Identification Process Identified Material CSR Issues (Materiality)
Mitsubishi Motors followed four steps to identify
material CSR issues (materiality).
The following 15 issues were identified as the issues the company should prioritize in environment (E), social (S) and
governance (G) areas (
E
: 5 issues;
S
: 8 issues;
E
&
S
: 1 issue;
G
: 1 issue).
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
07
Mitsubishi Motors Sustainability Report 2019
CSR Management
CSR Management
Identification of Material CSR Issues (Materiality)
Details of Main Measures for Material CSR Issues (Materiality)
*1 Achieved
Not Achieved
Not applicable
Category Material CSR Issues Details of Initiatives FY2018 Targets (Ideal image) Indicator FY2018 Results
Self-
Evaluation
*
1
Related SDGs
E
: Environment
Responding to
climate change and
energy issues
Formulate an environmental vision (for
post-2020)
Gather information and sort through issues
Gathered information and sorted through
issues
Reduce CO
2
emissions while driving
CO
2
emissions per new vehicle while driving:
8% reduction compared to FY2010
CO
2
reduction (%) -13
Reduce amount of CO
2
emitted by
production activities
CO
2
emissions at production facilities per
production vehicle: 35% reduction compared
to FY2005
CO
2
reduction (%) -46
Reduce amount of CO
2
emitted by non-
production activities
Unit CO
2
emissions in non-production
facilities: 1% reduction compared to FY2017
CO
2
reduction (%) -8.4
Reduce amount of CO
2
emitted by
logistics activities
CO
2
emissions per unit of transportation in
Japan: 8% reduction compared to FY2010
CO
2
reduction (%) -8.8
Promote the acquisition of Eco-Action
21 certification to our dealers
New certifications: 8 dealers or more Number of certified dealers New certifications: 13 dealers
Conservation of
water resources
Investigate water risks in production
activities and formulate reduction plans
based on the results
Implementation of water risk survey at
production facility
Implementation of water risk survey
Resource recycling
initiative
Encourage recycling of drive batteries of
electric-powered vehicles
Set up a common electric vehicle drive
battery collection system
Revise guidelines for assessing ease of
dismantling
Selecting materials with outstanding
recyclability
Constructed joint collection scheme for
drive batteries for electric vehicle and
started of use
Issued the revised edition of dismantling
evaluation guidelines
Promoted the selection of materials with
outstanding recyclability
Reduce volume of disposal in production
activities
Externally-disposed waste of production
activities per production vehicle: 52%
reduction compared to FY2005
Reduction of external waste
disposal
-52
Prevention of
pollution
Properly manage hazardous substances
in products
Properly manage hazardous substances in
products
Continued of correct management including
legal movements
Reduce emissions of VOCs in production
activities
35g/m
2
or less of VOC*
2
emissions per
painting area in production activities
*2: VOC stands for Volatile organic
compounds
VOC emissions 38g/m
2
Preservation of
biodiversity
Survey wildlife at domestic business
sites and expand the scope of
biodiversity preservation activities
Implemented ecosystem survey at Tokachi
Research & Development Center
Plant and grow trees at Pajero Forest
Plant trees in the Philippines
Implemented ecosystem survey as planned
Employee volunteers planted trees twice a
year
Planted trees over 32 ha
E
: Environment
S
: Social
Deploying supply
chain sustainability
initiatives
Reinforcement of CSR in Supply Chain
We promote healthy supply chain
management by ensuring full consideration
is given to the environment, labor and
human rights in the supply chain
Promoting the purpose of
Supplier CSR Guidelines
Recommendation of third party
supplier CSR evaluations
Updating Supplier CSR Guidelines and
providing supplier briefing sessions
Explaining the aims of third party
evaluations to suppliers
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
08
Mitsubishi Motors Sustainability Report 2019
CSR Management
CSR Management
Identification of Material CSR Issues (Materiality)
Category Material CSR Issues Details of Initiatives FY2018 Targets (Ideal image) Indicator FY2018 Results
Self-
Evaluation
*
1
Related SDGs
S
: Social
Delivering products
which help prevent
traffic accidents
Efforts to eliminate fatal road accidents
Establishment of approach (framework) to
safety technology
Completion period for
establishment of approach
(framework) to safety technology
Approach (framework) to safety technology
established January 2019
Improvement of
product, sales, and
service quality
Improving Product Quality
Top level Quality from Customer viewpoint
Ratio of defects identified within 3
months in service of new vehicle sale
Reduction in ratio of defects identified within
3 months in service of new vehicle sale
Improving Sales Quality SSI (Sales Satisfaction Index)
SSI (Sales Satisfaction
Index
) Achievement of Top 3
positioning in two of the key management countries
Improving Service Quality CSI (Customer Satisfaction Index)
CSI (Customer Satisfaction Index) Achievement of Top
3 positioning in four of the key management countries
Contribution to local
economy through
business activities
Contribute to local economies through
employment, human resource
development, investment, transfer of
technology, and exports
Undertake and continue business activities
in the ASEAN region to contribute to
regional economic development, for
example through employment, human
resource development and technology
transfer
No. of locally hired employees at consolidated
subsidiaries in Thailand, Indonesia, and the
Philippines: More than 11,000
Implemented various training programs for
improving operational levels and technology
Formulated a plan to boost production
capacity at our Indonesia plant
Carried out joint research with
governments, universities and others in
Indonesia, the Philippines and Vietnam
Made efforts to improve quality, operational
efficiency and productivity at factories
Supported regional economic growth
through exports
Work style reform Promotion of work style reforms
Correction of long working hours and
promotion of taking paid leave
Total working hours within 2,152 hours/year
Diversity promotion
Promotion of womens participation and
advancement in the workplace
Have 100 women in management by the end
of FY2020
Number of female managers 68
Promotion of employment of people
with disabilities
Promote stable, continual employment of
people with disabilities
Percentage of employees with
disabilities
2.19%
Promotion of LGBT awareness
Create workplace environments where LGBT
people find it easy to work
External indicator PRIDE Index: Receive Gold status (top rating)
Human resource
development
Expansion of human resource
development program
Promote development of human resources
who practice the MMC WAY
Education program
Strengthened outside training open to all
employees
Occupational health
and safety
Creation of safe workplaces Realize safe and secure workplaces
Overall accident rate
*No. of accidents with or without
loss of workdays per 1 million
working hours
0.41
Social contribution
activities
Undertake activities in cooperation with
local communities, NGOs, and other
organizations
Social contribution expenditure: 1.0% of
ordinary income*
3
*3. MMC non-consolidated ordinary income
Social contribution expenditure as
a ratio of ordinary income
1.05%
G
: Governance
Corporate
governance,
compliance
Reinforce internal controls within the
Mitsubishi Motors Group
Start establishing and operating internal
control committees at subsidiaries and
associates in Japan and overseas in FY2018
No. of companies
Started operating internal control structures
at all 19 companies
Establish global whistleblowing contacts
(early detection/emergence of risks)
Start operating contacts at 20 companies
(MMC and subsidiaries and associates in
Japan and overseas) in FY2018
No. of companies
Started operating contacts at all 20
companies
Respond to the EU General Data
Protection Regulation (GDPR)
Protect the privacy of people (customers,
employees, business partners) in Europe
No. of cases of non-compliant
transfer or processing of data
0
*1 Achieved
Not Achieved
Not applicable
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
09
Mitsubishi Motors Sustainability Report 2019
Full Devotion to Tackling Material CSR
Issues Together with Stakeholders
The foundations for CSR activities pursued by Mitsubishi Motors are expressed in the Three
Principles, representing the fundamental philosophy of the Mitsubishi Group; our Vision of the
society we want to create; and our Mission, being the path to realizing the Vision.
In fulfilling our Vision of creating a vibrant society by realizing the potential of mobility, it is
essential that we work together with customers, business partners, dealers, shareholders,
local communities and all other stakeholders. While continually learning from and imparting
knowledge to stakeholders, we are fully devoted to tackling the companys material CSR issues
(materiality).
As illustrated by initiatives such as the Sustainable Development Goals (SDGs) adopted by
the United Nations, the Paris Agreement, an international accord on climate change, and
recommendations by the Task Force on Climate-related Financial Disclosures (TCFD), the
international community is stepping up introduction of targets and rules for dealing with
social issues.
Alongside the formulation of international targets, countries and regions worldwide are
continually tightening fuel efficiency restrictions and standards, a trend that is impacting
policy even in emerging economies in ASEAN and elsewhere.
Mitsubishi Motors, too, is putting in place structures for keeping a close eye on, and
responding quickly to, such social developments. Besides adapting research and development
activities to comply with laws and regulations, employees keep international targets and
frameworks at front of mind as they carry out their duties.
We are also directing energy into development of technologies and services that meet
diversifying customer needs in view of recent major expansion of the potential of mobility.
While drawing on Mitsubishi Motors heritage and unique strengths, we will respond with speed
to changes in the external environment.
Drawing on Unique Strengths in Quickly and Flexibly Adapting to
Changes in the External Environment
Commitment of Top
Management
Commitment of
Top Management
CSR Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
10
Mitsubishi Motors Sustainability Report 2019
Member of the Board
Representative Executive Officer, CEO
Mitsubishi Motors Corporation
Takao Kato
Changes in social trends are a theme that extends beyond products. We are required to show
consideration toward employees and all other people involved in business operations, for
example in regard to respect for human rights and diversity.
In May 2019, Mitsubishi Motors signed up to the United Nations Global Compact in a clear
show of intent to respect human rights and pursue business responsibly. At the same time,
we formulated human rights policies and issued a declaration that all officers and employees
would respect the basic human rights of stakeholders related to business activities. In
supporting the ten principles of the UN Global Compact, we seek global communication and
implementation of the human rights policies.
As a company operating across the globe, Mitsubishi Motors recognizes the importance of
respecting diversity. So far, we have made progress creating the right environment based
on our Diversity Promotion Policy and an action plan to promote womens participation and
advancement in the workplace. Behind our positioning of diversity as one of the material CSR
issues is a goal to pursue it with even greater commitment. We will work to realize workplace
environments where all employees, regardless of their nationality, age, sex or other factors,
can maximize their individual abilities and fully exert themselves.
The concept of Mitsubishi Motors next mid-term business plan, launching in fiscal 2020, is
Small but Beautiful. This refers to the sale of competitive products that reflect our special
strengths, focusing on the regions where we are stronga message of intent to keep growing
at a steady pace.
The same can be said for CSR activities. Mitsubishi Motors has for many years directed efforts
into spreading electric vehicles (EVs) and plug-in hybrid electric vehicles (PHEVs), which
can demonstrate their worth in times of disaster or other emergencies, contributing to a
sustainable society.
In the ASEAN region, where we have carried out business activities over many
years, we are actively seeking resolutions for the regions social issues. Our aim is to
achieve sustainable growth together with local communities while drawing on the
characteristics unique to Mitsubishi Motors.
Looking ahead to the fulfillment of our corporate Vision of creating a vibrant society
by realizing the potential of mobility, we will clarify the issues we need to address,
and measures we need to take, within environmental, social and governance areas,
particularly in the context of material CSR issues (materiality). In this way, we will
contribute to the sustainable development of society.
As a final word, in June of this year, we made the transition to become a company
with three committees. Through this action, clear separation of the supervisory and
executive functions of management has been achieved. As such, while continuing
to further strengthen supervision and crisis management for the establishment of
sturdy and transparent management, we will realize the execution of swift operations
in quick response to changes in the business environment.
A Pledge to Respect All Involved in Our Business and to Comply with
International Norms
Focusing on Regions and Products Where Strengths Lie to Contribute to
Society through Activities Demonstrating Mitsubishi Motors Character
Commitment of Top
Management
Commitment of
Top Management
CSR Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
11
Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
Drawing on Mitsubishi Motors strengths and
characteristics to tackle environmental issues with a vision
Responding to Climate Change and Energy Issues
Material CSR Issues
Technical Advisor to the Chairman
Mitsuhiko Yamashita
Mitsubishi Motors Vision is to Create a vibrant society by realizing the potential of mobility, and
one element of the Mission for realizing the Vision is, Make positive contributions to the sustainable
development of our society.
Automobiles bring enormous convenience to peoples lives. However, their impact on the environment is
large. As a company that produces and sells automobiles, Mitsubishi Motors acknowledges it has a duty to
respond to climate change and energy issues associated with global warming. Based on this understanding,
we will contribute to the creation of a sustainable society not only through activities aimed at reducing
environmental impact, but also by bringing effective products and technologies into the mainstream.
The Environmental Working Group set up in FY2018
gathered and sorted through 78 parameters of basic
data relating, for example, to socio-economic conditions
and associated trends in the automobile industry, the
companys standing, and environmental assessments.
From that data, the working group identified issues
the whole world currently faced and issues specific to
Mitsubishi Motors. It is now exploring ways to resolve
those issues.
Our approach is to deliver a community-oriented
contribution while taking full advantage of the companys
strengths.
We have been developing and producing electric vehicles
(EVs) and plug-in hybrid electric vehicles (PHEVs) for many
years now and believe that assisting the spread of these
electric vehicles would contribute significantly to the
reduction of greenhouse gases.
Our electric vehicles would also be useful in developing a
resilient society that can quickly recover from disasters.
Natural disasters are on the rise in this time of climate
change, creating new challenges in ensuring readiness. If
the power supply to homes and offices was to be cut off,
our electric vehicles could be harnessed as emergency
power supplies. In fact, many Mitsubishi SUVs and electric
Focusing on the features of Mitsubishi
Motors and local communities
Commitment on
Material CSR Issues
CSR Management
Commitment of
Top Management
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
12
Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
Related SDGs
Specific Measures to Address
Material CSR Issues
Policies
.................................................
P.26
Environmental Management
................
P.29
Responding to Climate Change and
Energy Issues
Initiatives with regard to Products
....
P.34
Efforts in Production
........................
P.39
Efforts in Distribution
.......................
P.40
Efforts in Offices and Dealers
...........
P.41
Resource Recycling Initiatives
Initiatives with regard to Products
....
P.43
vehicles already have played a role in relief efforts in
disaster-affected areas.
We will also contribute to countries and regions where
we do business by working with them to find solutions to
environmental issues. In emerging nations, in particular,
rapid economic growth has led to higher volumes of road
traffic, exacerbating environmental problems like air
pollution. We will be closely involved in efforts to resolve
issues faced by emerging nations, not only through
the spread of electric vehicles, but also by supporting
establishment of associated infrastructure and advancing
activities such as provision of environmental education.
Mitsubishi Motors is currently in the process of
formulating its next environmental vision, looking
beyond 2020.
As we set out to realize the vision, it will be essential
that all employees seek to heighten their environmental
literacy. The Environmental Working Group is looking to
raise the level of environment-related knowledge and
awareness, sharing data it gathers with many employees.
Besides CO
2
emissions, a broad range of factors demand
our attention, including renewable energy and waste.
Each and every employee must take ownership of
environmental issues, imagining how the world would
fare if matters were to deteriorate further. Environmental
activities of the entire Mitsubishi Motors Group need to
evolve, and it starts with employees, having them adopt
the mindset of asking what they can do to help, and what
contribution, however small, their jobs can make in finding
solutions to environmental issues.
Ensuring employees take ownership of
environmental issues
Commitment on
Material CSR Issues
CSR Management
Commitment of
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Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
Approximately 1.35 million people are lost in traffic accidents worldwide every year*. As vehicle ownership
increases in emerging countries in particular, traffic accident fatalities are also on the rise. Reducing
the number of traffic accidents is a pressing issue across the globe and the United Nations Sustainable
Development Goals (SDGs) also called for halving the number of global deaths and injuries from road traffic
accidents by 2020 (Target 3.6).
Mitsubishi Motors will contribute to the realization of a safe and secure society where there are no
traffic accidents and is working to ensure comprehensive product safety and to develop technologies for
maintaining safety while driving.
*
Global status report on road safety 2018
, WHO
Our goal is to develop and spread safety technologies
aiming to eliminate fatal road accidents
Delivering Products which Help Prevent Traffic Accidents
Material CSR Issues
Corporate Vice President
Division General Manager
Development Management Div.
Jun Miura
Among various traffic accidents, the first thing that should
be reduced is a serious accident that causes death or
serious injury. Behind a serious accident, there are many
minor accidents and near incidents that do not cause
accidents. For this reason, we believe that we can reduce
the number of minor accidents and prevent serious
accidents by picking out the hundreds of small signs before
a serious accident occurs.
We are working on the development of safety technology to
avoid the occurrence of this unsafe behavior and unsafe
condition from a technological perspective. In addition to
basic technologies and technologies specialized for specific
functions, we aim to realize a society where people and cars
can move safely through new technologies brought about
by the evolution of AI and connected technology.
Preventing serious accidents by cutting out
unsafe incident
In fiscal 2018, the Product Safety Committee took the
lead in reorganizing the concept and definition of product
safety. here,
Being proactively involved in the development
and spread of safety technologies
Commitment on
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CSR Management
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Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
Related SDGs
Specific Measures to Address
Material CSR Issues
Basic Approach to Safety
.....................
P.66
Management Structure
........................
P.66
Development of Safety Technology
......
P.66
Traffic Safety Education
and Promotion
.....................................
P.69
"1. Technology to prevent traffic accidents (Active safety)",
2. Technology to reduce damage from traffic accidents
(Passive safety),
"3. Avoidance of dangers assumed as industrial products
(Risk prevention)",
The product safety framework is formulated based on
these three points.
In addition to promoting the R&D safety philosophy and
safety framework to R&D members, the R&D as a division
work together to develop safety technologies.
We are also collecting and analyzing driving environment
data such as speed, road conditions, and driver attributes
at the time of the accident from actual accident data.
From these data, we can see the harsh reality that no
matter how careful we are, it is inevitable that people
will make mistakes. However, people can also think of
technology to prevent this. With the desire to be deeply
involved here, we continue to develop and promote
technologies that support safe driving.
There are limits to what can be done with the efforts of
individual automobile manufacturers to reduce traffic
accidents, and collaboration with various stakeholders
such as governments and companies that are responsible
for transportation infrastructure is indispensable. Raising
the safety awareness of drivers and pedestrians is also
an important factor, and is responsible for raising the
awareness of all stakeholders.
There are many challenges for the future, but since the
roles and goals that we should play are clear, we would
like to steadily carry out each and every effort to achieve a
safe and secure society without traffic accidents.
Towards a safe and secure society
Commitment on
Material CSR Issues
CSR Management
Commitment of
Top Management
Environment Social Governance
GRI Standards
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Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
Enhancing quality at every touchpoints with customers
Improvement of Product, Sales, and Service Quality
Material CSR Issues
Executive Officer
Division General Manager, TCS Div.
Koji Yamada
Mitsubishi Motors adopts a total customer satisfaction (TCS) approach, defining quality as that required to deliver
satisfaction to the customer at every touchpoints with customer. This includes not only products, but also sales
activities and customer service.
Under the TCS approach, we recognize four core areas where we are to pursue quality improvements: product
quality, perceived quality, sales quality and service quality. We want customers to be satisfied with Mitsubishi
Motors at every touchpoint with the customer during the process from the moment they start thinking about
buying a vehicle to when they visit a dealer, encounter our vehicles in person and become recipients of our customer
service. This is reflected in our human resources development, systems and frameworks, and vehicle development.
In fiscal 2018, we worked on revising our quality policy
and discussed at length the question, What exactly is
quality policy? Our quality policy had to be the basis
for all quality-related activities, and after identifying
necessary elementsthe indication of a goal to reach and
a statement of prioritieswe started exploring the detail
and the wording.
The result was we made it known that we position
quality as an important foundation for business and
declared we would pursue product quality, and sales
and service quality, to a level above and beyond what
customers expected.
In putting this into practice, another key aspect is the
emphasis we place on company-wide improvement
of management quality. To improve quality, we need
to enhance the quality of business activities, even in
departments not directly related to the four quality pillars
product, perceived, sales and service. This is because we
believe individual employee efforts to review and raise
the quality of their own job performance will lead to
qualitative improvements of products, people and, in turn,
the company.
The driver behind this company-wide improvement of
management quality is a quality-oriented mindset and the
Quality Forums we hold each year play a role in elevating
Quality is an important business foundation
Commitment on
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CSR Management
Commitment of
Top Management
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Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
Mitsubishi Motors Approach to Quality – MMC Quality House
Specific Measures to Address
Material CSR Issues
Policy
....................................................
P.70
Improving Product Quality
....................
P.71
Improving Perceived Quality
.................
P.72
Improving Sales Quality
........................
P.72
Improving Service Quality
.....................
P.73
Management Structure
........................
P.74
that mindset. They are a valuable opportunity to learn
from quality improvement measures undertaken by other
departments and to coordinate action on issues. Success
stories also help to lift motivation.
In fiscal 2018, Quality Forums were held overseas for
the first time, providing a real sense that the initiative is
contributing to heightened quality awareness across the
entire Mitsubishi Motors Group.
As a long-term vision, Mitsubishi Motors wants to gain
customer recognition for delivering top levels of quality,
and we have identified improvement of product, sales
and service quality as a material CSR issue (materiality).
As objective measures of our achievement in this area,
we employ customer satisfaction rankings compiled
by outside parties, as well as scores assessed through
our own independent surveys. Objective data on points
made by customers is gathered and analyzed before
incorporation into action plans that are implemented to
bring about improvements.
In the area of product quality, we made steady progress
on reducing malfunctions and defects during fiscal 2018,
but still have much work to do in reducing instances
of dissatisfaction. As for sales and service quality, we
met some targets, but many issues were thrown into
sharp relief. In fiscal 2019 and beyond, we plan to work
on finding solutions to issues that have come to light,
though they are more complex than they used to be.
Assuming a customer s perspective of issues and
tackling them with firm resolve, we will make a
concerted, company-wide effort to realize the top levels
of quality.
Aiming for top levels of quality
Commitment on
Material CSR Issues
CSR Management
Commitment of
Top Management
Environment Social Governance
GRI Standards
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Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
Contributing to community development and the resolution of
community issues, our aim is to grow together with society
Contribution to Local Economy through Business Activities
Material CSR Issues
Executive Officer
Senior Vice President (ASEAN)
Yoichiro Yatabe
Mitsubishi Motors operates in more than 160 countries and regions around the world. Each country and
region has different rates of growth and faces different social issues. We therefore believe that aiming to
grow together with the communities in which we operate by tackling development and the resolution of
issues in step with those communities will lead to a sustainable society, and in turn, sustainable growth
for our company.
In expanding our business globally, we value the
gratitude we feel toward communities for giving us the
opportunity to do business there.
In the ASEAN region, amid rapid social change on the
back of remarkable economic growth, serious social
issues are emerging, such as economic disparity, health
problems, and educational issues. We will face these
issues together with the communities.
Taking into account the needs of stakeholders, including
governments, business partners, residents and
employees, we are working on five specific initiatives:
employment, human resource development, investment,
technology transfer, and export business.
Of primary importance among these five initiatives
is employment. Creating stable job opportunities is
effective for resolving a wide range of issues, not just
economic issues, but also those related to education and
health. Based on the stable supply of jobs, we are also
putting effort into the development of global-minded
human resources, including personnel exchanges such as
the dispatch from affiliated companies to our company.
We also consider investment, technology transfer and
export business as initiatives integral to our business
activities. More than just producing and selling cars to
Contributing to the economy through
five initiatives
Commitment on
Material CSR Issues
CSR Management
Commitment of
Top Management
Environment Social Governance
GRI Standards
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18
Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
Employment
Human
resource
development
Investment
Technology
Transfer
Export
Related SDGs
Five Themes that Contribute to Local Economies
Specific Measures to Address
Material CSR Issues
Policies
.................................................
P.75
Management Structure
........................
P.75
Initiatives
.............................................
P.76
meet vigorous domestic demand, further investment
and technology transfer are essential for exporting cars
to countries inside and outside ASEAN.
Furthermore, based on a shared social contribution
policy, each of our companies in ASEAN are engaged
in such social contribution activities as support for
vocational training schools, tree planting activities
and recovery support for areas struck by disaster. In
order to provide an environment and opportunities
where everyone can attempt anything any time, we will
continue to engage actively in finding solutions for social
issues, by listening to community voices and making the
most of our company s know-how and strengths.
Through more than 50 years of business activities in
the ASEAN region, our business has expanded alongside
growth of the economy and society. By supporting the
resolution of social issues, we will continue to live in
harmony with communities while aiming for sustainable
growth.
Commitment on
Material CSR Issues
CSR Management
Commitment of
Top Management
Environment Social Governance
GRI Standards
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SDGs Reference Chart
Third-Party
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Performance Report
19
Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
I think employees work for the sake of their own
development and for the happiness of their families and
others around them. Work style reform means asking
each employee what kind of lifestyle they want to live,
and getting them to change their own way of living
(innovation). At the heart of work style reform is how you
use time for yourself and how you effectively use time for
the people who are important to you, such as for raising
children and caring for family members. To support this
individual reform to the fullest, we are putting effort into
enabling employees to choose the way they work.
In fiscal 2018, we set targets and indicators for various
initiatives aimed at redressing long working hours,
encouraging employees to take paid leave aimed at
promoting flexible work styles such as redressing long
working hours, encouraging employees to take paid leave,
and making good use of telecommuting. In fiscal 2019, in
addition to further promoting these initiatives to reduce
total working hours, the Work Style Reform Committee
comprised of the division general managers and similarly
ranked managers of each department, and led by the
CEOwill share the best practices independently devised
by each department, leading to the expansion and
entrenchment of measures at the company-wide level.
Selection of work styles to suit each
individuals lifestyle
We will put effort into work style reform, supporting
employees in changing their own way of living
Work Style Reform
Material CSR Issues
Corporate Vice President
Division General Manager,
Human Resources Div.
Tetsuya Hashimoto
Amid a rapidly changing environment surrounding the automobile industry, in order for Mitsubishi Motors
to achieve sustainable growth and improved corporate value, we need to aspire to be a company that
demonstrates a presence, launching products focused on our strengths in regions where we have an
advantage. The driving force for achieving this is people.
Relative to other companies in the industry, Mitsubishi Motors has fewer employees. While this means
that each of our workers has a broader scope of responsibility, we are proceeding with work style reform
so that they can feel a sense of job satisfaction and can fully express their abilities.
Commitment on
Material CSR Issues
CSR Management
Commitment of
Top Management
Environment Social Governance
GRI Standards
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SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
20
Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
Related SDGs
Specific Measures to Address
Material CSR Issues
Work Style Reform
...............................
P.78
Diversity
...............................................
P.79
Human Resource Development
............
P.83
Along with the Three Principles and the corporate Vision
and Mission, MMC WAY is an integral policy when it comes
to human resources development. MMC WAY clarifies
the mindset and actions required of our employees.
Specifically, there are six standards: cross-functional,
transparent, look outward, commit, challenge, and
perform. By introducing the degree to which employees
embody these standards into the personnel evaluation
system, for instance, we are focused on nurturing
personnel who can embody MMC WAY, and by extension,
contribute to the development of Mitsubishi Motors.
In recent years, there has been a variety of nationalities
among new employees, and a diverse mixture of
personnel working at Mitsubishi Motors. Amid a rapidly
changing social and market environment, in order to
respond flexibly to these changes, a work environment
is necessary where employees with different values and
ideas can respect each other and work hard together.
To this end, we have also set targets and indicators
for the promotion of diversity measures. In terms of
the participation and advancement of women in the
workplace, we have set a goal of 100 women working at
the management level by the end of fiscal 2020 (68 as of
April 2019).
In 2018, we also created the Work-Life Balance Support
Concierge , strengthening individualized support so
that employees are able to balance work with raising
children and caring for family members. We will continue
to provide support, making good use of the program to
produce synergies between work and life and realize the
mutual development of employees and company.
We are also establishing a work environment and
expanding opportunities for senior employees to stay
positively involved even after they turn 60.
Maintaining our efforts for work style reform, we will
contribute to realization of a vibrant, sustainable society
through business activities that demonstrate the
character of Mitsubishi Motors.
Focusing on developing human resources
that embody MMC WAY
Retaining and nurturing diverse human
resources
Commitment on
Material CSR Issues
CSR Management
Commitment of
Top Management
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
21
Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
We will prepare for global risks through a combination of
awareness and systems
Corporate Governance, Compliance
Material CSR Issues
Vice President
(Global Risk Control /
External and Government Relations)
Ikuro Hirozane
Reflecting on its past, Mitsubishi Motors has, for many years, strived to raise awareness of and enforce
a commitment to compliance among employees, and to strengthen its internal control system as an
organization.
By expressing a clear Code of Conduct and ensuring responsible action is taken, we will create an
organization with a fully functioning internal control system, and to establish a robust foundation that
supports sustainable growth.
In terms of our internal control system, we have
established four committees Compliance, Information
to report and
pass resolutions on specific measures. The activities of
these four committees are also checked and evaluated
by the Internal Control Committee, which is chaired by
the CEO.
In fiscal 2018, internal control committees were also
established and began operating at 19 of our major
affiliates in Japan and overseas. In fiscal 2019, as we
proceed to expand our systems, operations are scheduled
at 23 companies.
In fiscal 2018, we issued the Global Code of Conduct
to serve as a standard of conduct for all executives and
employees. Since we operate in numerous countries
and regions, complying with the laws and rules of each
country and region goes without saying, but this in itself
is not enough. The Global Code of Conduct stipulates that,
in addition to laws, regulations and international rules,
we will also act appropriately taking into consideration
internal rules and general social norms. However, the
definition and interpretation of social norms may vary
from region to region, and in this case, we strive to
understand each other through active communication. In
Expanding the development of systems
and standards
Commitment on
Material CSR Issues
CSR Management
Commitment of
Top Management
Environment Social Governance
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22
Commitment on
Material CSR Issues
Mitsubishi Motors Sustainability Report 2019
Related SDGs
Specific Measures to Address
Material CSR Issues
Basic Policy and Framework for
Corporate Governance
........................
P.101
Compliance
Basic Approach and Policies
............
P.106
Management Structure
...................
P.107
doing so, we are continuing activities to make the Global
Code of Conduct more effective.
Following the Ordinary General Meeting of Shareholders in
June 2019, Mitsubishi Motors transitioned to a company
with three committees. By separating supervision and
execution, we are strengthening our management
supervisory functions and accelerating business execution
in an effort to ensure the soundness, transparency and
efficiency of management and to enhance governance.
We are also putting effort into improving global
governance in preparation of risks that could still surface
even with a Code of Conduct and with continuous
awareness-raising activities.
In fiscal 2018, we established a global whistleblowing
contact point. It is geared toward receiving reports of any
acts that violate the Global Code of Conduct, which forms
the basis of our corporate activities and which is to be
observed by all group executives and employees. Cases
that come through here are reported to me in my capacity
Internal control for an organization is like the nervous
system for humans. By detecting that something is not
right and taking quick action, we are able to prevent a
crisis from occurring. Recognizing the importance of
raising awareness among executives and employees as
well as the importance of associated support structures,
we have been working on activities for maintaining a high
degree of sensitivity to detecting such unusual changes.
In particular, Mitsubishi Motors has lessons to be learned
in its past. We try to provide executives and employees
with opportunities for regular dialogue and educational
programs where they can apply to the future what they
learn from the past.
As part of our awareness-raising activities, we will also
actively work on fostering a sense capable of responding
to increasingly diversified social environments and values
in the future.
Responding swiftly to emerging risks
We will maintain awareness-raising activities
as the Global Risk Control Officer for prompt investigation
and action.
Commitment on
Material CSR Issues
CSR Management
Commitment of
Top Management
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
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Editorial Policy
Performance Report
23
Mitsubishi Motors Sustainability Report 2019
Overview and Measures Regarding Improper Conduct in Fuel Consumption and Emissions Testing
Category Measure
Organization- Related
Measures
Reinforce functions for auditing the Product Development Division
Establish a legal and regulatory management function within the
Development Engineering Office
Establish an organization to create structures for preventing reoccurrence
Reassess the status of Mitsubishi Automotive Engineering (MAE, a subsidiary)
Create a corporate safety and environmental philosophy
Revise the organizational structure of the Development Engineering Office
Transfer responsibility for achieving development targets from testing
departments to design departments
System-Related Measures
Revise running resistance measurement operations
Clarify who is responsible for achieving fuel consumption targets
Establish a test vehicle quantity verification body
Introduce an automated system for processing running resistance
measurement data
Create rules on publication of test reports
Perform comprehensive inspection of regulatory compliance status
Use IT to manage running resistance measurement data
Revise development processes (the Mitsubishi Motors Development System)
Improve the accuracy of product plan and estimates of required man-hours
Formulate rules on revising manuals
Preventative Measures
Mitsubishi Motors has endeavored to comply fully with requirements and to change
attitudes based on self-examination of past quality issues. However, the serious improper
conduct regarding fuel consumption and emissions testing of products manufactured by the
company for sale in Japan uncovered in April 2016 caused considerable inconvenience to and
concern on the part of our stakeholders. For this, we sincerely apologize.
We are continuously confirming the implementation status and effects of measures to
prevent reoccurrence of improper conduct concerning fuel consumption and emissions
and are working to ensure the reliability of those measures. We also report quarterly to the
Ministry of Land, Infrastructure, Transport and Tourism.
Overview (Background and Causes)
Preventative Measures
In 2016, we discovered improprieties in the fuel consumption testing data that we
submitted to Japans Ministry of Land, Infrastructure, Transport and Tourism as part of the
certification process for the eK Wagon and eK Space mini-cars developed and manufactured
by Mitsubishi Motors from June 2013 for sale in the Japanese market (as well as the Dayz
and Dayz Roox manufactured by Mitsubishi Motors and supplied to Nissan Motor Company).
We found that testing had been improperly conducted to present better fuel consumption
rates than the actual rates and that the test methods used differed from those stipulated by
Japanese law.
In response, we conducted an investigation of other vehicles manufactured by Mitsubishi
Motors for sale in Japan (nine currently sold models as well as 20 models manufactured
and sold during the past 10 years for which documentation has been retained). As a result,
we found that fuel consumption testing for vehicles for sale in Japan had been performed
improperly for many years.
We determined that this improper conduct was the result of multiple factors including
inadequate information-sharing between management and development divisions as well as
insufficient awareness of compliance, an organizational culture that made it difficult for staff
to point out issues, and personnel remaining in the same departments for long periods.
We did not find that these activities were occurring with vehicles for overseas markets.
We deeply regret that this improper conduct occurred in the wake of prior quality issues.
In addition to conducting an internal investigation, on April 25, 2016, we established
a special investigation committee made up solely of independent outside experts. We
received the Committee s Investigation Report on Improper Fuel Consumption Testing on
August 1, 2016.
We formulated 23 preventive measures on June 17, 2016 and supplemented them with
eight additional measures on September 30 for a total of 31 preventive measures (refer to
the following table).
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
24
Mitsubishi Motors Sustainability Report 2019
Overview and Measures Regarding Improper Conduct in Fuel Consumption and Emissions Testing
Culture and Personnel-
Related Measures
Reassign management personnel involved in the improper conduct
Redevelop personnel ideals required in development divisions
Create systems for job rotation within and among divisions
Revise personnel evaluation standards
Establish a section to promote personnel development within
development divisions
Create a system for legal and regulatory education for engineers
Conduct training for all personnel in development divisions involved in
the improper conduct
Repeat basic training for development divisions
Conduct survey of employee attitudes
Measures regarding
Management- Level
Involvement
Consider transferring the Certification & Regulation Compliance
Department outside the Development Engineering Office
Formulate methods for headquarters management to monitor
development divisions
Create crisis management systems for handling critical issues
Enhance checks of certification application content
Categories of Effects from the Measures
Confirmed Items from the Effects of the Measures
FY2016 FY2017 FY2018 Total
I. Measures which can be expected to produce
immediate effects when implemented:
3 0 0 3
II. Measures whose effects are to be continuously
confirmed for one year after implementation:
0 14 6 20
III. Measures whose effectiveness is to be confirmed
after three years of continuous observation:
0 0 6 6
IV. Measures whose effectiveness is to be confirmed
through surveys of employee attitudes:
0 0 2 2
Total 3 14 14 31
Implementation of Preventative Measures
Internal Reform Activities with Participation from all
Members of Development Divisions
All 31 of the preventive measures were implemented by April 2017. The measures were divided
confirmed continuously. As of March 2019, the effects of all 31 items have been confirmed.
In addition to the reliable implementation of the 31 preventative measures, another
pillar of internal reforms is the promotion of Performance Revolution (PRev) activities. At
the core of this are department-level PRev activities, which began in FY 2017 with the
objective of structural reforms and awareness reforms in development divisions.
In the second year, FY 2018, members from 41 departments centering on development
divisions participated, which gave further stimulation to initiatives toward improving
results by mutually adopting positive examples of PRev activities shared at interim report
meetings and result presentations, for example.
We will promote reforms development divisions through the ongoing continuation of
these activities.
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
25
Mitsubishi Motors Sustainability Report 2019
Environment
Policies
Basic Approach to the Environment
..........................
26
Environmental Policy
..............................................
26
Environmental Vision 2020
......................................
27
Environment Initiative Program 2019
........................
28
Environmental Management
Framework for Environmental Management
...............
29
Environmental Management System
.........................
30
Environmental Education and Awareness
...................
30
External Environmental Communication
.....................
31
Life Cycle Assessment (LCA)
.....................................
32
Environmental Risk Management
..............................
33
Responding to Climate Change and Energy Issues
Initiatives with regard to Products
............................
34
Efforts in Production
..............................................
39
Efforts in Distribution
.............................................
40
Efforts in Offices and Dealers
...................................
41
Resource Recycling Initiatives
Initiatives with regard to Products
............................
43
Efforts in Production
..............................................
45
Deploying Supply Chain Sustainability Initiatives
(Environment)
............................................................
46
Conservation of Water Resources
..................................
47
Prevention of Pollution
Initiatives with regard to Products
............................
49
Efforts in Production
..............................................
52
Preservation of Biodiversity
..........................................
53
Biodiversity Data
....................................................
55
Environmental Data
Product and Business Activity Indicators
....................
56
Atmosphere/Wastewater Quality/
PRTR-designated Pollutants Data
.............................
59
Environment
Environment
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
26
Mitsubishi Motors Sustainability Report 2019
Environment
Policies
Basic Approach to the Environment
Environmental Policy
Basic Policy
Mitsubishi Motors recognizes that protection of the global environment is a priority for
humankind and as such makes the following pledges:
1. Taking a global perspective, we are committed to harnessing all our resources to achieve
continuous reductions in the environmental impact of all our corporate activities, spanning
development, procurement, production, sales, and after-sales servicing of vehicles.
2. As a good corporate citizen, we are committed to take actions that protect the environment at
the level of local communities and society as a whole.
Behavioral Standards
1. We will endeavor to protect the environment by forecasting and assessing the environmental
impact of our products at all stages in their life cycle.
<Priority Initiatives>
Prevention of global warming by reducing emissions of greenhouse gases
Prevention of pollution by restricting emissions of substances harmful to the environment
Reduction of waste and maximizing efficient use of resources by promoting conservation of
resources and recycling
2. We will endeavor to improve our environment management practices as part of ongoing
efforts to ameliorate the impact on the environment.
3. We will comply with environmental regulations and agreements, and will work to protect the
environment by establishing voluntary management targets.
4. We will encourage our affiliates and suppliers, both in Japan and overseas, to cooperate in
working to protect the environment.
5. We will actively disclose environment-related information and will seek the understanding of
local communities and of society at large.
*1 Abbreviation of Science Based Targets
*2 Abbreviation of Renewable Energy 100%. This is an initiative in which
the aim of participating companies is to procure 100% of energy used in
business from renewable energy sources.
With the adoption of the Sustainable Development Goals
(SDGs) and Paris Agreement in 2015, initiatives to create
a sustainable society have been promoted on the national
level. Many initiatives have been established, including
SBT*
1
, which supports the establishment of reductions
targets for CO
2
emissions, and RE100*
2
, which promotes
the introduction of renewable energies among companies.
Companies are expected to address various activities in
order to resolve environmental issues.
Mitsubishi Motors has identified key CSR issues
(materialities) for priority engagement with the aim of
compatibility between contributing to solving social issues
and the sustainable growth of the Company. This includes
six issues in connection to the environment: Responding
to climate change and energy issues, Resource recycling
initiatives, Deploying supply chain sustainability initiatives,
Conservation of water resources, Prevention of pollution,
and Preservation of biodiversity. We are promoting
initiatives in connection to these issues in every stage of
our business activities, from development, to procurement,
production, distribution, sales, product use and disposal.
Based on demands from society regarding environmental
initiatives, as well as changes in mobility society, such as
IoT, autonomous driving technologies, car sharing and
electric vehicle technologies, the Company is proceeding
with studies into a new environmental vision. We will
contribute to the realization of a sustainable society by
setting medium-term targets by means of backcasting
after refining a long-term ideal image and promoting
environmental initiatives.
Mitsubishi Motors formulated the Environmental Policy that clarifies its initiatives for
environmental preservation in corporate management.
Environment
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
27
Mitsubishi Motors Sustainability Report 2019
Environment
Policies
Environmental Vision 2020
Products &
Technologies
Promote development and application of
EV technologies
Reduce environmental impact during
vehicle life cycle
Business
Activities
Step up corporate activities to promote
widespread use of EVs
Raise level of environmental protection
activities by setting new standards for each
field of corporate activity
Collaboration
with Society
Create a pleasing and low-carbon society
by working together with customers and
society.
Step up contribution to protecting the
global environment by environmental
conservation activities with local
communities
In fiscal 2009, Mitsubishi Motors formulated an
Environmental Vision 2020 based on its Environmental
Policy. The Environmental Vision 2020 states our
medium-to long-term policy for environmental initiatives
across the entire group for a low-carbon society.
The Environmental Vision 2020 centers on the concept
of Leading the EV* era, toward a sustainable future.
We aim to create a sustainable future by pursuing
environmental initiatives in technological development
and business activities, spearheaded by EV technology.
We aim to work with customers and society to create a
clean and vibrant low-carbon society.
In addition, we are commencing work on our next
Environmental Vision with consideration for the
solution of environmental issues around the world and
transformations in mobility impacting the automotive
industry, such as autonomous driving, connected cars,
and so forth.
* Electric vehicles, plug-in hybrid vehicles, and other electric vehicles
To achieve the goals of the Environmental Vision 2020,
we will focus our efforts in a three-pronged approach
comprising products & technologies, business
activities, and collaboration with society.
Achieving the Environmental Vision 2020
Environment
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
28
Mitsubishi Motors Sustainability Report 2019
Environment
Policies
Environment Initiative Program 2019
List of Environment Initiative Program 2019 Initiatives
Enhancing environmental management
Field Initiative Implementation Items (Target year: FY2019) FY2018 Results
Evaluation
Environmental
management
Renewable energy Use renewable energy considering local characteristics
Implementation of renewable energy trend survey
Green power purchase amount: 4.025 million kWh
Water resources Manage water risks at each production facility Implementation of water risk survey at production facility
Environmental activities in purchasing
Deploy Green Procurement Guidelines to business partners of overseas plant
Creation of Green Procurement Guidelines to business partners of overseas plant
Assess environmental management conditions and CO
2
emissions of
business partners
Assess environmental management conditions and CO
2
emissions of
business partners by means of CDP supply chain program (climate change)
Environmental activities in sales
Promote the acquisition of Eco-Action 21 certification to our dealers New acquisition of certification at 13 dealers
Emphasize and publicize value of EV/PHEVs to expand them widely New expansion of Dendo Drive Stations at 36 dealers
Environmental data management
Renew environmental data management system Introduction of new environmental data system
Implementation of LCA*
1
for new vehicle models and improve reliability
of evaluation methods for GHG*
2
emissions LCA
Implementation of LCA for two new vehicle models
*1 LCA stands for Life Cycle Assessment, which is a technique for calculating the environmental impact of a product from manufacturing to disposal *2 Abbreviation of Greenhouse Gas
Initiatives to address environmental issues
Field Initiative Implementation Items (Target year: FY2019) FY2018 Results
Evaluation
Responding
to climate
change and
energy issues
Reduce CO
2
emissions while driving
CO
2
emissions per new vehicle while driving: 8% reduction compared to FY2010
-13%
Develop technologies for next-generation environmentally-friendly vehicles
Promote development of motor efficiency improvement methods Promoted the development as planned
Reduce amount of CO
2
emitted by production activities
CO
2
emissions at production facilities per production vehicle: 37%
reduction compared to FY2005
-46%
Reduce amount of CO
2
emitted by non-production activities
Unit CO
2
emissions in non-production facilities: 1% reduction compared to FY2018
-8.4%
Reduce amount of CO
2
emitted by logistics activities
CO
2
emissions per unit of transportation in Japan: 9% reduction
compared to FY2010
-8.8%
Resource
circulation
Develop new technologies for improving the recyclability and
appropriate processing of EV/PHEVs
Commercialize design for easy to disassembling Issued the revised edition of dismantling evaluation guidelines
Selecting materials with outstanding recyclability Promoted the selection of materials with outstanding recyclability
Establishing recycling management systems responding to an increase
of used items
Constructed joint collection scheme for drive batteries for electric
vehicle and started of use
Commercialize and expand usage of resource conserving materials
Application of technology for reduction in component waste production
and expanded use of recycled component materials
Selected recoverable parts and candidate parts for the use of recycled
materials
Reduce volume of disposal
Externally-disposed waste of production activities per production
vehicle: 52% reduction compared to FY2005
-52%
Prevention of
Pollution
Improve risk management system for hazardous substances in products
Thorough management of hazardous substances Continued of correct management including legal movements
Reduce use of hazardous substances
35g/m
2
or less of VOC*
3
emissions per painting area in production activities
38g/m
2
Environment
preservation
Promote preservation of biodiversity
Conduct biological surveys and implement conservation activities at
sites in Japan
Implemented ecosystem survey at Tokachi Research & Development
Center
Plant and Grow trees at Pajero Forest Conducted activities twice a year
Plant trees at overseas business sites Planted trees over 32 ha in the Philippines
*3 VOC stands for Volatile organic compounds
: As planned: Delayed
: As planned: Delayed
In March 2018, Mitsubishi Motors formulated Environment Initiative Program 2019, which shows the environmental initiatives. The program sets the plan for the period ending in fiscal 2019
when the mid-term business plan DRIVE FOR GROWTH is being implemented. The program seeks to improve and enhance the Groups systems and foundation so that they Group can take
on new environmental issues. The two central pillars of these initiatives are enhancing environmental management and implementing initiatives to address environmental issues, with the
aim of continuing and deepening the initiatives that are already being implemented.
Environment
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
29
Mitsubishi Motors Sustainability Report 2019
CSR Management Committee
(Chair: CEO)
Environmental Working Group
Consideration of long-term vision
Establishment of medium-term
action plan
Environment
Environmental Management
Board of Directors
Executive Committee
Reporting
Deliberation and Reporting
Deliberation and Reporting
Management target companies (23 companies)
Production affiliates
Non-production affiliates
Country Company Name
Japan
Pajero Manufacturing Co., Ltd.
Suiryo Plastics Co., Ltd.
Thailand
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)
Philippines
Mitsubishi Motors Philippines Corporation
(MMPC)
Asian Transmission Corporation (ATC)
Indonesia
PT Mitsubishi Motors Krama Yudha Indonesia
(MMKI)
China GAC Mitsubishi Motors Co., Ltd. (GMMC)
Country Company Name
Japan
Mitsubishi Automotive Engineering Co., Ltd.
Mitsubishi Automotive Logistics Technology
Co., Ltd.
Higashi Kanto MMC Parts Sales Co., Ltd.
Hokkaido Mitsubishi Motors Sales Co., Ltd.
Higashi Nihon Mitsubishi Motors Sales Co., Ltd.
Chubu Mitsubishi Motors Sales Co., Ltd.
Nishi Nihon Mitsubishi Motors Sales Co., Ltd.
US
Mitsubishi Motors North America, Inc. (MMNA)
Mitsubishi Motors R&D of America, Inc. (MRDA)
Puerto Rico
Mitsubishi Motor Sales of Caribbean, Inc.
(MMSC)
Netherlands Mitsubishi Motors Europe B.V. (MME)
Germany Mitsubishi Motor R&D Europe GmbH (MRDE)
UAE
Mitsubishi Motors Middle East And Africa FZE
(MMMEA)
Australia Mitsubishi Motors Australia Ltd. (MMAL)
New Zealand Mitsubishi Motors New Zealand Ltd. (MMNZ)
Framework for Environmental
Management
In order to promote environmental initiatives reliably
and efficiently, Mitsubishi Motors has constructed a
framework for environmental management. We are
promoting initiatives as Mitsubishi Motors Group, including
education and awareness activities for employees, and
the promotion of acquisition of licences for environment
management systems among affiliated companies.
Also, we are publicizing our initiatives by participating in
exhibitions and events, which are important opportunities
to take on the opinions of various stakeholders.
Since 1993, we have been holding an Environmental
Council, which is attended by the CEO and officers from
each division. Since fiscal 2017, the CSR Management
Committee has been held with the CEO as its chair, and
environmental initiatives have been positioned as key
CSR issues for the Company. The committee discusses
our environmental policies and targets, for example, and
confirms the progress and results from the Environment
Initiative Program. Items of particular importance are
reported to the Board of Directors.
The Environmental Working Group has been set up under
the CSR Management Committee, which is promoting the
long-term environmental vision, for example.
Environment
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
30
Mitsubishi Motors Sustainability Report 2019
Environment
Environmental Management
* Eco-Action 21 is a certification and registration system based on the
Environmental Management Systems guidelines formulated by the
Japanese Ministry of the Environment for medium-sized companies.
Development
Mitsubishi Automotive Engineering Co., Ltd.
Production
Pajero Manufacturing Co., Ltd.
Suiryo Plastics Co., Ltd.
Mitsubishi Motors Philippines Corporation (MMPC)
Asian Transmission Corporation (ATC)
Mitsubishi Motors (Thailand) Co., Ltd. (MMTh)
MMTh Engine Co., Ltd. (MEC)
PT Mitsubishi Motors Krama Yudha Indonesia (MMKI)
Distribution & Services
Mitsubishi Automotive Logistics Technology Co., Ltd
ISO14001
Environmental Management System
Environmental Education and Awareness
Following on from FY2017, in order to provide an
opportunity for employees to consider environmental
issues, environmental films were screened in the Head
Office and in the Okazaki area. Participating employees
gave such reactions as, It was a good opportunity
to consider environmental issues, and I will act with
consideration for the effect on the environment, even
in small things.
Environmental Film Screening
Film screening (Head Office)
We are engaged in the Light-Down Campaign
sponsored by the Japanese Ministry of the
Environment and implemented campaigns calling for
lighting fixtures and illuminations to be turned off.
We worked to decrease electricity consumption by
calling for lighting to be turned off at night in key our
business sites on the day of the summer solstice and
the day of the star festival.
Light-Down Campaign
(Global Warming Countermeasures)
Showroom at the Head Office before and
after turning off the lights
As of September 1, 2019
TOPICS
TOPICS
Since FY2010, Mitsubishi Motors has acquired ISO
14001 certification, and major affiliates in Japan and
overseas have also acquired ISO 14001. For the domestic
dealers, we promote Eco-Action 21* certification and 26
companies had acquired this certification as of FY2018.
Mitsubishi Motors implements various environmental
education programs concerning its policy, initiatives and
issues regarding environmental preservation in order
to encourage employees to take the lead in promoting
environmental initiatives. Environmental education and
awareness activities are conducted among employees to
promote an understanding of the relationship between
environmental problems and our business activities and of the
social responsibility that the company is expected to fulfill.
In training for engineers implemented in the Okazaki area, the
Trends Regarding Environmental Initiatives and Our Status
course has been held as a program in which the importance
of environmental initiatives is shared with participants.
Environment
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
31
Mitsubishi Motors Sustainability Report 2019
Environment
Environmental Management
External Environmental Communication
In December 2018, we attended an exhibition at
the EcoPro 2018 – Environment and Society of the
SDGs Era, and to the Future –, which is Japans
largest environment/energy general exhibition, and
is organized by Japan Environmental Management
Association for Industry and Nikkei Inc. In addition to
the Outlander PHEV display, we introduced visitors
to our initiatives toward realizing the SDGs, and we
listened to the views of approximately 1,700 people by
means of a questionnaire.
Exhibition at EcoPro 2018 – Environment and
Society of the SDGs Era, and to the Future
Mitsubishi Motors Booth
Environmental Website
WEB
https://www.mitsubishi-motors.com/en/csr/environment/
We attended an exhibition at EVS31, which is
sponsored by the Japan Automobile Research
Institute held at the Kobe Convention Center from
September to October 2018. We introduced the key
technologies equipped in the Outlander PHEV and
as part of the electric infrastructure.
Exhibition at the 31st International Electric
Vehicles Symposium & Exhibition EVS31
Mitsubishi Motors Booth
TOPICS
TOPICS
In order for Mitsubishi Motors to continue to be a
corporation trusted by all of its stakeholders, we release
our environmental initiatives on our website.
Also, we introduce our activities using panels and other
means in an easy to understand way at exhibitions and
events. We listen to feedback from those who visit our
booth and reflect what we hear in our future policies and
initiatives.
The company releases information on the concepts
and details of our initiatives on the company website
and in the Sustainability report in order to make our
environmental initiatives more widely known.
The company proactively participates in exhibitions
and events. There, we spread awareness about our
environmental initiatives, which are built around electric
vehicle technologies, and listen to opinions from various
people for use in our initiatives.
Release of Environmental Information on
Website and in the Sustainability Report
Publicizing Initiatives at Exhibitions
and Events
Environment
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
32
Mitsubishi Motors Sustainability Report 2019
Environment
Environmental Management
LCA Result of
Eclipse Cross
0% 20% 40% 60% 80% 100%
Materials manufacturing Vehicle manufacturing
Transportation Use (Distance of 110,000 km)
Vehicle disposal
Life Cycle Assessment (LCA)
Typical Subjects of
the LCA (Example)
Major Purposes
Components
and
technologies
Body parts employing
plastics
Verifying the effect of
weight reduction
Vehicle
Outlander PHEV
Assessing the effect
of improvement from
the gasoline engine
model
Eclipse Cross, TRITON
Comparing the effect
of improvement from
the previous model
and others
Breakdown of
Eclipse Cross
Life cycle CO
2
Emissions
TOPICS
The LCA is an approach to quantify the environmental
impact of a part or vehicle through all stages of its life cycle.
For automobiles, the LCA is used to examine the processes
of mining natural resources for parts and materials,
manufacturing materials and parts, assembling vehicles,
producing fuel, driving vehicles, disposing the vehicle, and
so on in order to quantify the carbon dioxide gas emitted
from the respective processes as well as the physical
quantities of other environmental items, which are then
summed up and assessed.
With this method, Mitsubishi Motors gains a full picture of
the CO
2
emissions of parts and vehicles throughout their
life cycle. Thus, we use the LCA method with the aim of
developing products with a lower environmental burden
throughout the entire lifecycle.
Resources mining to blank materials manufacturing
Parts manufacture and vehicles assembling
Transportation
Fuel production
Driving
Maintenance
Vehicle disposal
We use the LCA to develop environment-friendly parts,
electric vehicles, and new model vehicles, and compares
the life cycle CO
2
emissions with conventional parts
and vehicles. The results are then used to consider the
directionality of product development and determine
whether product development aims have been achieved.
Utilization of LCA
We assessed the life cycle CO
2
emissions of the
Eclipse
Cross
that was launched in FY 2018.
It was approximately 25% in the production stage and
70% in the usage stage, including fuel fabrication.
We will continue to work to reduce the environmental
burden by assessing the life cycle CO
2
emissions of new
models.
Environment
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
33
Mitsubishi Motors Sustainability Report 2019
Environment
Environmental Management
Environmental Risk Management
Having learned from past cases of failing to comply
with environmental regulations such as those aimed at
preventing pollution, Mitsubishi Motors makes every
effort to comply with relevant regulations.
We sincerely respond to complaints from neighboring
residents after investigating the situation.
In the event that environmental laws and regulations
are violated or an environmental accident occurs, or
if we receive a complaint, the corresponding division
must submit a Legal Non-Conformity Report to the
Compliance 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 to
prevent recurrence, initiatives are in place to improve
work processes, enhance the supervision system, and
increase employee awareness.
There were no cases of fines or administrative orders, for
example, due to environmental incidents or violations of
environmental laws and regulations.
At the Kyoto Plant, part of the measured value of
the fluorine in the air pollutants emitted from the
melting furnace temporarily exceeded the values
regulated in Kyoto prefectural regulations. After this
discovery, we suspended the facility promptly and took
countermeasures. As a result of a re-measurement
according to guidelines based on instructions from the
local government, it was confirmed that the measured
value was within regulated limits.
Also, in another division, we discovered a defect regarding
the regular checks and the management methods of
facilities covered by fluorocarbon emissions limitation
laws. After that, we corrected the issue immidiately.
With regards to complaints, there were three cases of bad
odors and noise due to on-site construction work. After
we had taken countermeasures immediately in all cases,
we confirmed that the situation had improved.
Fiscal 2018 Results
Environment
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
34
Mitsubishi Motors Sustainability Report 2019
Environment
Responding to Climate Change and Energy Issues
Initiatives with regard to Products
Electric Vehicles
Alliance Internal
Energy diversification
(Liberation from petroleum,
saving energy)
Recycling
technology
Biofuels
compatibility
Catalyst technology
Exhaust purification
Reducing the use
of hazardous
substances
Preventing
environmental
pollution
Preventing
global
warming
Clean diesel engine
Assist battery
Variable valve
type engines
Electric
vehicle
technologies
Electric
vehicle
technologies
In recent years, extreme weather, such as heatwaves,
droughts and floods due to heavy rain, has caused
disasters one after another around the world. These
extreme events have been caused by climate change, and
global warming is the major factor in this.
Automobiles generate CO
2
throughout the life cycle, which
is a cause of global warming.
Mitsubishi Motors has identified Responding to Climate
Change and Energy Issues as a material issue for priority
engagement. In order to reduce the amount of energy
consumptions and CO
2
emissions in all business activities,
including development, production, distribution and
offices, we are promoting various initiatives, such as
electric vehicle technologies, the development of fuel
economy improving technologies, the introduction of low-
energy equipment in production processes, and the use of
renewable energy in offices and dealers.
Mitsubishi Motors positions the electric vehicle
technology incorporated in the i-MiEV and other
electric vehicles as a core technology for environmental
friendliness, including responding to climate change and
energy issues, and we promote the development of this
technology further. We are developing technologies to
realize anticipated improvements in batteries and motor
efficiency in the future.
Electric Vehicles are powered by electric motors, and so
they emit no exhaust gases such as CO
2
while driving.
Mitsubishi Motors released i-MiEV as the world's first
mass-produced Electric Vehicle, in 2009. We are still
improving it today. i-MiEV performs much better
than conventional gasoline engine vehicles, including
environmental performance, acceleration starting
with maximum torque, reduced noise by the electric
motor, and stability with the battery unit beneath the
floor. These technologies are the foundation of next-
generation electric vehicles, such as plug-in hybrid
electric vehicles.
Development of Electric Vehicle
Technologies
Environment
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
35
Mitsubishi Motors Sustainability Report 2019
Environment
Responding to Climate Change and Energy Issues
Initiatives with regard to Products
Plug-in Hybrid Vehicles
Global sales of
Outlander PHEV
have reached a total
of 200,000 units. Since being released in Japan
in 2013, the
Outlander PHEV
has been launched
in more than 50 countries around the world, and
it has become the best-selling plug-in hybrid
vehicle worldwide. In Europe, in the plug-in hybrid
category, it has been the top selling* vehicle for four
consecutive years since 2015.
By updating around 90% of the major components
of the PHEV system in the current model (Japan
and Europe specifications), which was released
in 2018, including improvements to battery
capacity, battery output, and rear motor output,
the EV driving range has increased to 65 km (JC08
mode)/57.6 km (WLTC mode).
*According to research by JATO Dynamics Limited
TOPICS TOPICS
Since 2019, Mitsubishi Motors has been providing
Japan Post Co., Ltd. (referred to hereafter as Japan
Post) with a total of 1,200 of the minicar-class
commercial electric vehicles
Minicab MiEV Vans
as
delivery vehicles.
Minicab MiEV Van
is equipped with drive battery and
motor used in
i-MiEV
. In addition to the superior
environmental performance inherent to an electric
vehicle, it excels in power, silence, comfort and
more. It is highly effective as a delivery vehicle due
to the driving range and payload capacity. By using
zero emissions vehicles that emit no exhaust gas,
including CO
2
, it is contributing the promotion of
environmental management by Japan Post, which
aims to reduce the emission of greenhouse gases.
Provision of Mitsubishi Electric Vehicles as
Delivery Vehicles for Japan Post
Outlander PHEV
Hits 200,000 Global Sales
Plug-in hybrid electric vehicles are powered by electricity
stored in drive batteries and by the motor, using the
engine to generate electric power when the battery level
is low. Concern over the driving range is no longer an
issue as it offers the advantages of EVs: powerful driving,
superb quietness, and high stability.
Mitsubishi Motors released the
Outlander PHEV
in 2013.
At low to medium speeds, the Plug-in Hybrid EV System
uses electric power from the drive battery, but when the
battery level is low, it generates electric power during
operation using the engine while also supplying power
to the motor and battery. Furthermore, during high-
speed driving, the vehicle is driven by the engine and
simultaneously assisted by the battery-powered motor.
In this way, the drive mode is automatically selected
according to the situation. CO
2
emissions are lower
than conventional gasoline engine vehicles, delivering
outstanding environmental performance.
Environment
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
36
Mitsubishi Motors Sustainability Report 2019
The DDH system delivers significant cost benefits. The
customer can reduce fuel costs by using solar panels to
generate power during the day for charging EV/PHEV
and domestic storage batteries, while at night, they can
reduce power costs by using a bi-directional charger to
supply power from their EV/PHEV to the home.
DDH can contribute to the creation of a low-carbon
society by using the electricity generated by solar
panels to power domestic appliances or to provide the
power to operate the EV/PHEV.
DDH provides an emergency power source that can
supply power from the EV/PHEV or storage battery to
run appliances in the home.
Environment
Responding to Climate Change and Energy Issues
Initiatives with regard to Products
Electric Vehicle Power Supply Function
To start new DENDO DRIVE HOUSE service from 2019
DENDO DRIVE HOUSE
* V2H: Abbreviation of Vehicle to Home.
WEB
https://www.mitsubishi-motors.com/en/innovation/
motorshow/2019/gms2019/dendo/
TOPICS
We are developing a power supply function that can draw
electricity from the large-capacity batteries of electric
vehicles and plug-in hybrid vehicles. The power supply
function will be useful for climate change and energy
issues, as well as during disasters.
By adopting Vehicle to Home (V2H*) technologies, which
connect vehicles to the electrical supply of homes,
vehicles can be used for energy management or serve
as an alternate power supply during power outages.
Furthermore, during disasters, vehicles can be used as
emergency power sources. For the
Outlander PHEV
, a
general household can be powered for a maximum of 10
days using electricity generated by the engine.
At the 89th Geneva International Motor Show, Mitsubishi
Motors gave demonstrations of the DENDO DRIVE HOUSE
(DDH), a new service that creates new value for electric
vehicles. DDH, which combines an electric vehicle,
V2H equipment, solar panels and a home-use storage
battery in one package, is a service offered to customers
that bundles together the sale, installation and after-
maintenance of the system components. It is being
released from 2019, starting with Japan and Europe.
DDH brings merits to customers that include savings on
electricity costs and as the provision of an emergency
power source.
Environment
CSR Management
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Mitsubishi Motors Sustainability Report 2019
Environment
Responding to Climate Change and Energy Issues
Initiatives with regard to Products
External Cooperation for the Spread of Electric
Vehicle Technologies
Engine Improvement
In March 2018, a total of 49
Outlander PHEV
and
i-MiEV
vehicles were
delivered based on the Overseas Development Assistance (ODA) between
the Japanese and Costa Rican Governments for the provision of a range
of next generation vehicles in connection to initiatives by the Costa Rican
Government toward the promotion of greater environmental sustainability
and the achievement of its own goals to lower carbon emissions.
Delivery of Electric Vehicle to Costa Rican
Government
Variable Valve Timing Mechanism "MIVEC" *
2
Idle-Stop "AS&G" *
3
TOPICS
Mitsubishi Motors engaged in the FY2018 V2G Aggregator Project,
for which a public offering was made and selected by the Ministry
of Economy, Trade and Industry using the employee car park at the
Okazaki Plant as a demonstration site.
There is a need for greater stability in the supply of electricity, including
measures to increase the use of renewable energy. We believe the
realization of V2G will increase the value of electric vehicles and will
lead to measures in response to climate change and energy issues.
Implementation of Demonstration
Experiment for V2G*
1
Using Electric Vehicles
*1 Abbreviation of Vehicle to Grid. Using IT, this structure enables the
use of power from a large-capacity electric vehicle storage battery
for bi-directional power supply and adjustment with power systems.
TOPICS
*2
Abbreviation for Mitsubishi Innovative Valve timing Electronic Control System
*3 Abbreviation for Auto Stop & Go
Mitsubishi Motors is promoting initiatives for the spread
of electric vehicles with governments in different
countries and with a variety of industries.
We are promoting the development of fuel economy
improving technologies for engines, including how to
minimize waste when burning fuel and how to reduce the
resistance of air intake and the friction of sliding parts.
The new MIVEC is a variable valve timing mechanism
for minimizing fuel consumption. The intake valve lift is
continuously varied according to the operating condition
to reduce intake resistance. This minimizes air intake
energy loss, resulting in improved fuel efficiency.
AS&G is an idling stop function that automatically stops
and starts the engine when the vehicle stops or moves
off. This has a major effect on improving the fuel economy
because no fuel is consumed when at a stop. When fitted
with a coasting stop function, AS&G stops the engine
while decelerating.
Development of Improving Fuel
Economy Technologies
New MIVEC engine
Exhaust side
Variable lift
sensor
Continuously variable valve
lift system
Variable lift electric
actuator
Variable cam
phase system
Intake side
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Environment
Responding to Climate Change and Energy Issues
Initiatives with regard to Products
CVT
Continuously Variable Transmission
Deceleration Energy Recovery
(Power Generation Control)
Eco-Drive Support
Eco-drive support equipment display
TOPICS
Delica D:2
The new
Delica D:5
that was released in February
diesel turbo engine. Fuel consumption has been
improved by reforming approximately 50% of the
major components of the engine, including a major
reduction in friction and the installation of a next
generation fuel injector.
eK Wagon
and
eK X
The new
eK Wagon
and
mini-cars, which were
released in March 2019, use a new low-friction and
high compression ratio engine, and a new CVT that
uses a high-efficiency oil pump and low-friction belt
to improve fuel consumption.
uses a HYBRID system that improves fuel
efficiency through coordination between the engine
and the motor. Furthermore, the vehicle applies an
Auto Stop & Go system (with coast-stop mode) that
stops the engine at speeds of 13 km/h or less.
Expansion of Fuel Economy Improving
Technologies
Vehicle Body Improvement
Measures are required for components other than the
engine in order to improve fuel economy. In addition
to reducing the weight and improving aerodynamics,
we are developing various technologies related to the
vehicle body.
This technology controls power generation under various
driving conditions such as idling, accelerating, and cruising
by conducting intensive charging of the battery using
electric power generated while decelerating. We are
improving fuel consumption by reducing the load on the
engine during charging and power generation.
We are spreading equipment to support eco-driving,
such as by equipping our vehicles with eco-drive support
displays including an eco-lamp and fuel economy meter in
the combination meter and central information display.
A continuously variable transmission (CVT) varies
transmission ratio by seamlessly changing the effective
diameter of the pulleys.
Based on throttle position information, driving power
is controlled in accordance to the driving condition to
achieve the most efficient balance between the engine
and CVT.
Drive
pulley
Steel belt
Driven
pulley
In a low state In an overdrive state
Display in meters
(Displays can be switched)
Eco-lamp
Idle-stop duration
display
Average fuel
consumption
Eco-drive
assist
Instantaneous fuel
consumption
ECO Score
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Environment
Responding to Climate Change and Energy Issues
Initiatives with regard to Products Efforts in Production
We developed the Eclipse Cross to combine an
aerodynamic performance that improves fuel
consumption with a stylish exterior, the incredible field
of vision and inhabitability of an SUV at a higher level.
The flow of air around the vehicle body was analyzed
by means of computer simulations and wind tunnel
tests using a model with the same details as the
actual car, and each part was optimized.
High-frequency induction furnaces were introduced
when updating the melting furnace equipment at the
foundry process of the Mizushima Plant.
High-frequency induction furnaces melt materials
directly by converting electricity into magnetism,
which lowers the heat loss in comparison to
conventional melting furnaces, leading to a reduction
in electric power consumption and in CO
2
emissions.
Eclipse Cross
Aerodynamics Introduction of High-frequency
Induction Furnaces
Compact through-flow boilers
Flow around bumper
Flow around vehicle body
High-frequency induction furnace (Mizushima Plant)
Turbo compressors
TOPICS TOPICS
Equipment Improvement for
Production
The paint lines at Okazaki Plant and Mizushima Plant use
the waterborne 3WET paint method, which reduces CO
2
emissions by passing the painting workpieces through
driving ovens only once instead of twice, as usual.
The Okazaki Plant changed from large water pipe boilers
to compact through-flow boilers. This has made it
possible to restrict the number of boiler units based on
operating conditions in each of the plant s processes, so
that steam can be supplied efficiently.
At the assembly plant, the air compressors used to
supply air to parts transfer equipment and tightening
tools have been updated from screw compressors to
turbo compressors, and the air discharge efficiency has
been improved.
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Mitsubishi Motors Sustainability Report 2019
Environment
Responding to Climate Change and Energy Issues
Efforts in Distribution
We set reduction targets for unit CO
2
emissions (kg-
CO
2
/1000t km) during the transport of procured parts
and products to promote initiatives for achieving these
targets.
We strive to shorten transport distances through the use
of less distant procurement sources, and to decrease
the number of transport trips by improving the packing
appearance, increasing the load factor, and consolidating
transport routes.
Other activities include modal shifts such as improving
rail utilization rates and requesting the introduction of
ecologically-friendly vehicles and promotion of eco-driving
by our business partners transport subcontractors.
Target Distribution Routes for CO
2
Emissions Results
Supply Route
Supplier
Mitsubishi Motors Plant
Distribution Base (inc. ports/stations)
Mitsubishi
Motors Plant
Port Portdealers
Waste Disposal
Contractors
dealers
Parts and Accessories Sales Companies
Finished Vehicle Distribution, etc.
Vehicles
Parts and
Accessories
Waste
Knock-
down parts
Engines and
Transmissions
Truck
Truck
Truck
Truck
Truck
Train
Train
Boat
Trailer
Trailer
Trailer
Transportation of vehicles (Thailand) Sea transport
Collecting CO
2
Emissions Data in
Distribution among Overseas Affiliates
Mitsubishi Motors understands the importance of
Collecting and disclosing CO
2
emissions volumes
throughout the supply chain, including overseas, and we
are promoting initiatives in this regard.
In fiscal 2018, the Mitsubishi Motors (Thailand) Co., Ltd.
(MMTh) overseas plant in Thailand started to collect and
calculate CO
2
emissions in distribution including local land
transport in Thailand during sea/air transport.
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Mitsubishi Motors Sustainability Report 2019
Environment
Responding to Climate Change and Energy Issues
Efforts in Offices and Dealers
*1 This system is used to trade environmental added value of renewable
energy generated from natural energy sources using renewable energy
certificates issued by a certificate issuer and confirmed by a third party
organization.
Considerations for insolation and heat load
The efficient use of daylight is being improved by
means of a horizontal band of high-efficiency windows
on the north and south side. Energy for lighting has
been reduced by integrating natural light into the
dining areas by installing skylights in the second floor
cafeteria.
*2 System developed by Aichi Prefecture in which owners of buildings
voluntarily submit the building environmental plans so that the
environmental performance of the buildings will be evaluated
based on the submitted information.
Achievement of CASBEE Aichi S Rank
By practicing environmental considerations that
cover various items, including indoor and outdoor
environments, service functions, resource and material
usage, we have achieved the high-grade of S Rank in
CASBEE Aichi.*
2
Electrical
equipment
Lighting sensor controls, use of natural light
using skylights and high-side windows, and
installation of solar power generation panels,
etc.
Air
conditioners
Natural ventilation system using atrium
designs, ambient air cooling, installation of cool
tubes and natural ventilation windows, use of
cassette air conditioning with human motion
sensors, ventilation air flow control depending
on indoor CO
2
concentration, etc.
Other
Use of water-saving equipment, planting on
low-rise rooftops
Introduction of various energy-saving mechanism
Okazaki Area "Research and Development Building" Initiatives
Research and Development Building
North and south: Horizontal
band windows
2nd Floor: Skylights
TOPICS
The electric power used at the Research and
Development Building" (Okazaki, Aichi) that started
operating in October 2018 and the new Head Office
(Minato, Tokyo) that moved in January 2019 is
supplied by renewable energy by making use of
Tradable Green Certificates System.
Making Use of Tradable Green
Certificates System
TOPICS
Office Initiatives
Mitsubishi Motors is promoting the introduction of
renewable energy and various kinds of energy-saving
equipment. Through initiatives such as the installation
of solar panels and the application of renewable energy
certificate system*
1
, we are using renewable energy
for some of the power consumed in offices. Also, CO
2
emissions are being reduced by using energy-saving
electrical equipment and air conditioners.
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Environment
Responding to Climate Change and Energy Issues
Efforts in Offices and Dealers
Re-establishing Omiya showroom (Saitama Prefecture)
as a Saitama City-designated Hyper Energy Station
In April 2018, Dendo Drive Station Omiya showroom
was re-established as a Saitama City-designated Hyper
Energy Station. This is one of the key projects Next
generation car and smart energy specific district for
which Saitama City received local designation from the
Japanese government. By newly installing lithium-ion
storage batteries, electricity can be supplied to electric
vehicles even during power outages, which is expected
to demonstrate its strength by transporting people and
materials during disasters, etc.
Installation of large-capacity storage battery at
Futamatase Showroom (Fukuoka Prefecture)
At the Dendo Drive Station Futamatase Showroom, high-
capacity solar panels and storage battery unit have been
installed, which started operation in December 2018. The
aim is to create a showroom that is capable of supplying
power to electric vehicles during disasters and that uses
renewable energy to be self-sufficient.
The capacity of the solar panels is approximately 30 kW,
equivalent to the showrooms average electricity
consumption, while the capacity of the storage batteries
is 100 kWh, equivalent to about 10 days of the electricity
consumption of a general household. A wide range of
data is being collected in order to investigate ideal
capacity.
Also, in the future, it is expected that batteries recovered
from electric vehicles will be usable, so the storage
battery units have a structure that enables the inclusion
of
i-MiEV
battery cells.
Dendo Drive Station Initiatives
Solar panels
Dendo Drive Station Omiya Showroom
Storage battery unit
TOPICS
Dealer Initiatives
We promote the acquisition of Eco-Action 21 to our
dealers in Japan. Dealers that have acquired certification
carry out activities such as reducing the amount of energy
and water usage, reducing the amount of waste they
produce, and promoting the widespread use of EV/PHEVs.
Also, we are promoting the development of the Dendo
Drive Station next-generation dealers to introduce the
value brought by EV/PHEV toward the spread of electric
vehicle. By fiscal 2018, we opened 64 Dendo Drive
Stations nationwide.
Environment
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Mitsubishi Motors Sustainability Report 2019
Environment
Resource Recycling Initiatives
Initiatives with regard to Products
The consumption of resources is increasing due to the
rise in populations and economic growth in emerging
countries. Countries and industry groups are formulating
various initiatives in order to promote automobile
recycling and correct processing.
Based on the above, Mitsubishi Motors considers
effective resource use as our task and promotes
initiatives for recycling and resource conservation.
Mitsubishi Motors set targets to improve the ease of
recycling, reduce the use of lead, and introduce recycled
parts for new vehicles when the Mitsubishi Motors
Recycling Initiative was established in 1998, which we
are engaged in continuously.
At production plants, with the aim of realizing a
recycling-oriented society that gives consideration to
the environment and resources, we are promoting the
effective use of resources. We are achieving a landfill
waste disposal rate of zero* at every plant by converting
industrial waste materials generated from production
processes into reusable resources and reducing the
volume of waste discharged.
* Land reclamation rate below 0.1 %
Use of Recycled Parts in
Delica D:5
Exterior
Interior
Main parts (indicated in green) that use thermoplastic resin
TOPICS
Recycling-Based Design and
Development
Under vehicle recycling legislation in Japan and Europe,
automobile manufacturers are obligated to consider
recycling when developing products.
Mitsubishi Motors conducts design and development that
actively incorporates not just recycling, but all aspects
of the 3Rs including reduction and reuse. Since 1999,
we have implemented the 3Rs in the stage starting
with conceptual design in accordance with our unique
Recycling Plan Guidelines.
With regard to wires and harnesses, and motors, we
have improved detachability and ease of recycling in
accordance with the Harness Design Guidelines.
At dealers, bumpers replaced during repairs are reused for
spare tire covers and battery trays.
We proactively adopted 3R designs in accordance with
the Recycling Plan Guidelines for all vehicles developed
in fiscal 2018. We will continue to manufacture vehicles
with due consideration for the 3Rs from the initial stages
of development to promote resource conservation and
simplify recycling.
Delica D:5
, which was launched in fiscal 2018, uses
easily recyclable thermoplastic resin for exterior and
interior parts.
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Mitsubishi Motors Sustainability Report 2019
Environment
Resource Recycling Initiatives
Initiatives with regard to Products
*1 Automobile Shredder Residue Recycling Promotion Team established by
Nissan Motor Co., Ltd., Mazda Motor Corporation, Mitsubishi Motors and
others.
*2 "Directive of the European Parliament and of the Council on End-of- Life
Vehicles"
*3 Abbreviation of End-of-Life Vehicles.
End-of-Life Vehicle Recycling
Mitsubishi Motors encourages recycling of end-of-life
vehicles to reduce the environmental impact of waste
from these vehicles. In Japan, the EU, and other regions,
we promote recycling in accordance with the automobile
recycling laws of each country. We will comply step-by-
step with automobile recycling laws that are now being
introduced in emerging countries in Asia.
In the EU, in accordance with the End-of-Life Vehicles
Directive*
2
established in 2000, automobile manufacturers
or importers must accept and recycle end-of-life vehicles.
Also, in 2003, the ELV Directive*
3
was enacted, specifying
ease of recycling as a certification requirement.
The company built a system of acceptance and recycling
in line with the actual situation of EU member countries
centering on our European subsidiary Mitsubishi Motors
Europe B.V. (MME).
In the EU, automobile manufacturers must provide
dismantling information for new model vehicles to
treatment operators. The company provides such
information on a timely basis by using the International
Dismantling Information System (IDIS) jointly developed by
automobile manufacturers.
In Japan, Europe, and North America, the company
established and operates a drive battery collection system
for the purpose of recycling technology development and
proper treatment of end-of-life drive batteries in electric
vehicles and plug-in hybrid vehicles.
In the EU, satisfying the minimum 95% recyclability rate
is a requirement for type approval of vehicle models,
and the company established a system that satisfies the
requirements of this directive. Our vehicles sold in the EU
meet the requirements of the directive under this system.
We will continue to acquire recyclability approval for all
new models sold in the EU.
After the End-of-Life Vehicle Recycling Law was
enacted in 2005, the company has been accepting
used automobile shredder residue (ASR), airbags, and
fluorocarbons for recycling.
Regarding ASR recycling, we participate in ART*
1
in order
to jointly process ASR. As a result of the creation of
new processing facilities and other measures, the ASR
recycling rate in fiscal 2018 was 97.8%, substantially
above the statutory standard of 70% in effect since 2015.
We will continue to develop new recycling facilities to
ensure the stable processing of ASR.
The company outsources the treatment of airbags and
fluorocarbons to the Japan Auto Recycling Partnership
(JARP).
In addition, for the effective use of recycling fees
deposited from customers, we proactively works on
increasing the recycling rate by conducting efficient
recycling and proper processing of these three items.
Response to Automobile Recycling Laws in Japan
Recycling Promotion in the EU
Collection of Drive Batteries in Electric Vehicles/
Construction and Operation of the Recycling System
Response to the EU's Directive on the Recycling of
End-of-Life Vehicles
Provision of Dismantling Information
Response to the EU's Directives on Approval for
Vehicle Models for Recyclability
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Environment
Resource Recycling Initiatives
Efforts in Production
*1 Refers to exporting in the form of parts for assembling vehicles at the
local plants using those parts.
*2 Container to pack parts for repeated use.
Converting Waste into Reusable Resources
and Suppressing Waste Generation
Conserving Resources at Knock-
Down (KD)*
1
Plants
We convert spent oil into usable oil, waste sand from
foundries into base course material, and sludge into raw
material for cement.
We are also working to reduce the metal scraps generated
from production processes and the amount of waste
casting sand.
To reduce the amount of cartons and pallets used for
transporting product to knock-down plants, we are
increasing the use of returnable racks*
2
, thereby reducing
our consumption of steel.
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Environment
Deploying Supply Chain Sustainability Initiatives (Environment)
Automobiles are composed of a wide variety of materials
and parts which are developed and produced by our
business partners. For that reason, Mitsubishi Motors
believes that it is important to reduce the impact on the
environment not only from our own business activities
but also in all other processes from the production of
materials and parts to delivery.
Based on the basic concept of purchasing materials
and parts with low impact to the
environment from suppliers who
continuously work to reduce their
environmental impact, Mitsubishi
Motors has rolled out Green
Procurement Guidelines to our
parts suppliers, plant material
suppliers, and other suppliers,
striving to reduce the environmental
impact of our entire supply chain.
We requests business partners to acquire and renew
of external certifications of environment management
systems, as well as to manage hazardous substances,
promote the 3Rs, submit LCA data to allow us to
understand the lifecycle environmental impact, reduce
environmental impact in business activities, and reduce
their environmental impact related to logistics.
The Green Procurement Guidelines have been deployed
for business partners of Mitsubishi Motors (Thailand) Co.,
Ltd. (MMTh).
Through IMDS (International Material Data System),
we ask business partners to disclose hazardous
substance data, etc. regarding materials and parts
based on the Green Procurement Guidelines. We also
have our business partners construct their own internal
management systems for hazardous substances.
Through these processes, we confirm compliance with
use regulations regarding hazardous substances used in
new vehicles and vehicles in ongoing production, and we
confirm that their usage decreases.
Our business partners cooperate with us in various
initiatives, including meeting the requirements of our
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 engage in
communications to reduce the environmental impact of
our entire supply chain.
In fiscal 2018, at the Supplier CSR Guidelines Revision
Meeting, we shared the initiatives to reduce the
environmental burden throughout the entire supply chain
by explaining CSR initiatives, including the environment,
and the CDP Supply Chain Program.
We participate in the CDP Supply Chain
Program. In this program, CDP, an
environmental NGO, uses a unique system to
gather environmental data and strategies/
management approaches from corporate
business partners.
In fiscal 2018, we participated in the climate change
program, sending out surveys to approximately 100 major
business partners. The climate change risks, strategies,
management systems, greenhouse gas emissions and
more were gathered from each company.
Since fiscal 2019, we have also been participating in the
water program. We are endeavoring to manage risk in
the entire supply chain by continuously monitoring the
situation of our business partners.
Supplier CSR Guidelines Revision Meeting
Green Procurement
Guidelines
Expansion of Green Procurement
Guidelines
Collection of Materials and Hazardous
Substance Data through IMDS
Communicating with Suppliers
Participation in the CDP Supply
Chain Program
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Mitsubishi Motors Sustainability Report 2019
We are striving to reduce water
withdrawal volumes by reusing
washing water used in production
processes for pre-washing and
by circulating cooling water and
temperature control water. At the
Okazaki Plant, rainwater storage
tanks have been set up in order
to reuse rainwater.
PT Mitsubishi Motors Krama Yudha Indonesia (MMKI) is
making efforts to recycle wastewater and reuse rainwater
in order to reduce water withdrawal. In fiscal 2018,
roughly 50% of the water processed in its wastewater
treatment plant is reused within MMKI.
Environment
Conservation of Water Resources
* Using the "Aqueduct" water risk map developed by Water Resources
Institute. Evaluation of the impact on business by the risk of stricter water
discharge regulations and physical risks such as flooding and drought.
Plant
Water Withdrawal
Source
Drainage
Okazaki Plant
(Okazaki, Aichi Pref.)
Yahagi River
Kanda River
Tributary
Kanori River
Kyoto Plant –Kyoto
(Kyoto, Kyoto Pref.)
Lake Biwa Sewage line
Kyoto Plant –Shiga
(Konan, Shiga Pref.)
Lake Biwa Sewage line
Mizushima Plant
(Kurashiki, Okayama
Pref.)
Takahashi River
Hakken River
Mizushima Port
Pajero Manufacturing
Co., Ltd. (Sakahogi-cho,
Gifu Pref.)
Kiso River Kiso River
Mitsubishi Motors
(Thailand) Co., Ltd.
(MMTh)
Nong Pla Lai
Reservoir, etc.
Sewage line
PT Mitsubishi Motors
Krama Yudha Indonesia
(MMKI)
Lake Jatiluhur Sewage line
Rainwater storage tanks
(Okazaki Plant)
Industrial water and wastewater
treatment plant
Water Withdrawal Source and Drainage of Each Plant
Due to the increasing population and changes in the
natural environment caused by climate change, the
demand for water is expected to increase, and social
concern for the preservation of water resources are
increasing.
Mitsubishi Motors requires a large amount of industrial
water, city water, and groundwater, etc., for the
automobile production process and discharge of water
into sewage lines and rivers, etc. For that reason, we
conduct water risk assessments* in the regions where our
main production plants are located, and identify which
plants are located in high water stress areas.
In such regions, it is essential to consider the impact on
the surrounding environment by water withdrawal and
water discharge from business activities. Also, as water
is required for the operations of our business partners.
Mitsubishi Motors is aware of the importance of water
risk management throughout the entire value chain. As
an initiative to preserve water resources in each country
and region, we strive to reduce the amount of water
withdrawal and to monitor the quality of discharged
water, for example.
Reduction of Water Withdrawal Volume
Reuse of Discharged Water
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Mitsubishi Motors Sustainability Report 2019
Environment
Conservation of Water Resources
Observation well (Okazaki Plant)
Groundwater membrane filtration
equipment (Okazaki Plant)
Surface oil detector (Okazaki Plant)
General effluent treatment facilities
(Okazaki Plant)
* Detects the presence of oil by capturing changes in reflectance as the
reflectance of oil is greater than that of water.
In order to take precautions against any effects on the
areas surrounding plants, we regularly conduct surveys
and confirmations regarding the quality of groundwater
and soil pollution. In this way, we confirm that no toxic
substances are being discharged to the outside area. If
contamination is found, we take immediate measures to
prevent its dispersion, report to authorities, and disclose
the information to the communities.
In order to detect abnormalities in discharge water quality,
surface oil detectors* have been set up in front of outlets
leading from the plant to public water. We carry out
continuous monitoring so that water discharged from the
plant does not affect the environment outside the site.
At the Okazaki Plant, equipment has been set up to filter
groundwater so that it can be used to supply drinking
water during disasters not only to employees but also to
people nearby the plant.
Prevention of Water Pollution
Installation of Surface Oil Detector
Installation of Groundwater
Membrane Filtration Equipment
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Mitsubishi Motors Sustainability Report 2019
Environment
Prevention of Pollution
Initiatives with regard to Products
In April 2018, we provided Da Nang City in Vietnam
with two
Outlander PHEV
and two
i-MiEV
and two
quick chargers. These electric vehicles are being used
for transportation to sightseeing areas in the city
and in the nearby World Heritage site of Hoi An, for
example.
Vietnam is working to realize green cities with
clean air, and in 2008, an Environmental City Plan
was announced with the aim of the environmental
urbanization of Da Nang by 2020. We will conduct
a joint study regarding CO
2
reduction effects from
electric vehicles and the effective use of electric
vehicles in sightseeing areas.
Provision of
Outlander PHEV
and
i-MiEV
to
Da Nang City in Vietnam
TOPICS
It is possible that the air pollutants and chemical
substances emitted due to business activities will have an
impact on human health and biodiversity.
In order to contribute to the realization of a sustainable
society, Mitsubishi Motors considers the prevention of
pollution to be one of the material issues for the Company.
In the stage of product development, along with promoting
the development of fuel economy improving technologies
and electric vehicle technologies, we strive to manage
to hazardous substances. In production processes, we
are endeavoring to reduce air pollutants emitted from
out plants by voluntarily enacting activity standards that
are stricter than legal requirements. In order to reduce
the impact on the environment from air pollutants and
chemical substances, we engage in the prevention of
pollution throughout all of our business activities.
Gasoline and diesel engines inevitably generate harmful
components that are the cause of air pollution when fuel
is consumed.
Mitsubishi Motors will reduce the emission of harmful
substances by developing electric vehicle technologies
and popularizing electric vehicles.
Development of Electric Vehicle
Technologies
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Mitsubishi Motors Sustainability Report 2019
Environment
Prevention of Pollution
Initiatives with regard to Products
Improving Gasoline Engine Vehicles
Improving Diesel Engine Vehicles
The
Delica D:5
that was released in February 2019 is
equipped with a massively-renewed 2.2l common rail
The urea SCR*
1
system that purifies emissions from
the turbo diesel engine has been used by Mitsubishi
Motors for the first time. By means of the aqueous
urea solution AdBlue®*
2
, nitrogen oxide is stably
purified.
New
Delica D:5
Purifying Exhaust Gas
*1 Abbreviation of Selective Catalytic Reduction.
*2 AdBlue® is a registered trademark of Verband der
Automobilindustrie (VDA).
TOPICS
Purifying Exhaust Gas while Driving
Vehicles powered by gasoline and diesel engines inevitably
emit combustion gases from the engine while driving.
These exhaust gases contain pollutants. Mitsubishi Motors
constantly develops and promotes gasoline and diesel
engine vehicles that emit lower concentrations of these
noxious exhaust gases.
Since the 1960s, emissions of carbon monoxide,
hydrocarbons, and nitrogen oxides (NOx) have been
steadily restricted by regulations.
Mitsubishi Motors has taken various measures since such
regulations were first introduced. We currently comply
with these regulations by applying electronically controlled
fuel injectors and advanced catalyst technologies to the
combustion control system.
For diesel engine vehicles, carbon monoxide,
hydrocarbons, NOx, and particulate matter have been
regulated in some countries, such as Japan, United States
and European countries, since the 1970s.
Since such regulations were first introduced, we have
taken measures including improving the combustion
technology. To comply with these regulations, we
have developed and produced clean diesel engines
by systemizing technology such as VG turbochargers,
controlling combustion with a common rail fuel injection
system, introducing after-treatment using NOx trap
catalysts, and diesel particulate filters.
The VG turbocharger helps to
improve fuel economy and suppress
emissions of particulate matter
through optimum supercharging
across the engines operating range.
Particulate matter and NOx can
be generated due to incomplete
combustion. In Mitsubishi Motors
vehicles, this is suppressed using a
high-pressure fuel pump, common
rail accumulator that stores highly
pressurized fuel, and electronically
controlled fuel injectors.
This substantially reduces
particulate matter.
VG Turbocharger
Common Rail Fuel Injection
System
Diesel Particulate Filter (DPF)
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Mitsubishi Motors Sustainability Report 2019
Environment
Prevention of Pollution
Initiatives with regard to Products
* REACH stands for "Registration, Evaluation, Authorisation and Restriction
of Chemicals." Enacted on June 1, 2007, the REACH regulation is a general
system to register, evaluate, authorize and restrict the use of substances
Flow of Data Collection through IMDS
Example of Measures to Reduce VOCs
Hazardous
substance
control
Internal
system
Suppliers
IMDS
Mitsubishi Motors
Data input
request
Data input
Data
download
WEB
http://www.jama-english.jp/release/release/2005/050214.html
Central panel
Reduced organic solvents in the surface
painting
Carpet Reduced aldehydes in pile adhesives
Seat Reduced organic solvents in fabric adhesives
Ceiling
Adsorbs and decomposes formaldehyde
using the clean air filter deodorizing function
Air-
conditioner
Reduces VOCs with clean air filter with
deodorizing function
Reduction of Hazardous Substances
Reduction of In-Cabin VOCs
In accordance with the reduction targets of the Japan
Automobile Manufacturers Association, Inc. and EU
end-of-life vehicles directive, Mitsubishi Motors is
working to reduce the use of four substances (lead,
mercury, cadmium, and hexavalent chromium). We have
established internal technical standards to voluntarily
reduce hazardous substances. We are also taking
measures to comply with regulations on the use of
hazardous substances in each country in compliance with
the REACH regulation* concerning substances. At present,
in addition to four substances and other heavy metals,
the use of VOCs (volatile organic compounds), bromine-
based flame retardants and various 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.
To provide customers with a healthy and safe cabin
space, Mitsubishi Motors works to reduce volatile organic
compounds (VOCs) inside the cabin.
VOCs are compounds that easily volatilize at room
temperature such as formaldehyde and toluene. These
compounds are thought to cause sick building syndrome,
and may irritate the eyes, nose, and throat. In an
automobile cabin, they are mainly generated by adhesives
and paint used in interior parts.
The Japan Automobile Manufacturers Association, Inc.
(JAMA) established voluntary guidelines for reducing
vehicle cabin VOC concentration levels (the Voluntary
Guidelines) applicable to new model passenger cars
marketed starting from the 2007 fiscal year.
Please see the JAMA website for details regarding the
Voluntary Guidelines.
Material Data Control by the International Material
Data System (IMDS)
Data on the hazardous substances contained in
vehicle parts delivered by suppliers are collected by
the International Material Data System (IMDS), an
international system for collecting such data. Together
with overseas plants such as Mitsubishi Motors
(Thailand) Co., Ltd. (MMTh), we utilize the collected data
under a globally centralized internal system for reducing
hazardous substances.
In cooperation with suppliers, we are complying with the
REACH regulation, a general system for the registration,
evaluation, authorization, and restriction of substances
used in the EU.
Progress
In order to reduce the amount of in-cabin VOCs, we are
taking measures to reduce the sources of VOCs as well as
VOCs themselves. All new models since the Mitsubishi i
launched in January 2006 satisfy the voluntary guidelines
set by the Japan Automobile Manufacturers Association
(JAMA).
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Mitsubishi Motors Sustainability Report 2019
Environment
Prevention of Pollution
Efforts in Production
Deodorizing equipment for
electrodeposition drying furnaces to
reduce VOC emissions (Okazaki Plant)
*1 NOx: Nitrogen oxide, SOx: Sulfur oxide
*2 Abbreviation of "Pollutant Release and Transfer Register." Report on the
discharge removal quantities of substances
Preventing Air Pollution
Management of Chemical Substances
We endeavor to reduce the amount of VOCs emitted from
vehicle body production by reducing consumption of paint
and improving recovery rate of used paint thinner. We
achieve this by updating painting robots and adjusting the
painting production lot size.
We have long since examined the physical properties and
details of usage plans of new chemical substances by using
the substances toxicity prior examination system, to
determine whether or not those new chemical substances
may be introduced, in order to emphatically suppress the
toxicity from highly risky chemical substances.
Mitsubishi Motors manages hazardous waste so that we do
not import or export hazardous waste which is restricted
by the Basel Convention on the Control of Transboundary
Movements of Hazardous and Their Disposal.
In addition, in case of domestic transportation and disposal
of hazardous waste, we make efforts to appropriately
transport and dispose hazardous waste to prevent the
exposure of toxic materials.
Harmful polychlorinated biphenyls (PCBs) are contained
as insulation oil in transformers and condensers that
were manufactured a long time ago. Based on the Act
on Special Measures concerning Promotion of Proper
Treatment of PCB Waste, we promote the correct
processing of equipment that uses low-concentration PCB
and waste that contains PCB, and we plan for disposal by
the processing deadline.
To reduce NOx emissions, we introduced low NOx content
boilers as the heat sources used for paint processes and
are promoting use of low NOx content burners. To reduce
SOx emissions, we changed the fuel for the boilers to
kerosene or city gas, which has less sulfur content.
We abolished waste incinerators to reduce the generation
of soot and dioxins.
Reducing VOC Emissions Control of PRTR*
2
Substances
Appropriate Management of Hazardous Waste
Appropriate Management of Waste Containing
PCBs
Reducing NOx and SOx*
1
Emissions
Reducing Particulate Matter
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Mitsubishi Motors Sustainability Report 2019
Environment
Preservation of Biodiversity
Mitsubishi Motors Group Guidelines for the
Preservation of Biodiversity
Locations of past initiatives
1
Kyoto
Plant-Shiga
Kyoto
Plant-Shiga
2013
2019
2015
2017 2018
KyotoKyotoKyoto
Kyoto
Kyoto
Kyoto
Plant-Shiga
Kyoto
Plant-Shiga
Okazaki PlantOkazaki Plant
Kyoto
Plant-Shiga
Kyoto
Plant-Shiga
Okazaki PlantOkazaki Plant
Mizushima Plant
Mizushima Plant
Kyoto
Plant-Shiga
Kyoto
Plant-Shiga
Okazaki PlantOkazaki Plant
Mizushima Plant
Mizushima Plant
Tokachi Research &
Development Center
Tokachi Research &
Development Center
Kyoto
Plant-Shiga
Kyoto
Plant-Shiga
Okazaki PlantOkazaki Plant
Mizushima Plant
Mizushima Plant
Kyoto
Plant-Kyoto
Kyoto
Plant-Kyoto
Tokachi Research &
Development Center
Tokachi Research &
Development Center
All living things are intricately connected in various
relationships and live in balance. We benefit from this
biodiversity in our lives.
Mitsubishi Motors both directly and indirectly impacts on
biodiversity due to land use (including the construction of
plants), the release of chemical substances from plants,
and the greenhouse gas emitted from the use of the
companys products and business activities. We believe it
is a priority to protect biodiversity so that we can continue
to enjoy the blessings of biodiversity.
The company formulated the Mitsubishi Motors Group
Guidelines for the Preservation of Biodiversity in August
2010 and promotes conservation activities. None of
our business sites in Japan are located in or adjacent to
protected areas according to the Nature Conservation
Act and prefectural codes. However, we have been
progressively conducting surveys on ecosystems in order
to understand the impact our business activities have on
biodiversity.
The Mitsubishi Motors Group will continue to track and
reduce its impact on biodiversity, recognizing that the
activities of humankind can both benefit from and affect the
diversity of living organisms. To this end, the entire Group
will take on initiatives for preventing global warming and
environmental contamination, and promote the recycling and
efficient use of resources, while engaging in activities that
pay consideration to biodiversity.
1. Consideration to biodiversity in business activities
We will track and reduce the impact of business
activities on biodiversity by conserving energy, reducing
the generation of waste, and curtailing the release of
chemicals. At the same time, we will also pay consideration
to neighboring communities when making use of land for
factory construction and other purposes.
2. Consideration to biodiversity in products
We will promote fuel efficiency, exhaust gas
countermeasures and recycling-friendly design of our
products, while striving to select and use materials that
pay consideration to the environment.
3. Education, understanding and self-awareness
We will continue to educate the entire Group from
management to employees on the front lines to share a
common understanding and develop a self-awareness of
the relationship between business activity and biodiversity.
4. Cooperation and collaboration with society
These activities will be promoted in cooperation with all
stakeholders including the supply chain, stockholders, local
governments, local communities, non-profit organizations
(NPOs) and non-governmental organizations (NGOs).
5. Information disclosure
We will strive to disclose and disseminate the content
and results of these activities to customers and local
communities.
Ecosystem Surveys at Business Sites
in Japan
Production of vehicles requires largescale plants.
Mitsubishi Motors believes that assessing the impact
that the use of land in company business has on local
biosystems is important to our biodiversity protection
initiatives.
Based on this concept, we conduct ecosystem surveys
at our domestic business sites with large-scale land,
such as our factories with support from consultancies
related to biodiversity. Ascertaining biosystems not only
in domestic business sites but also in the surrounding
environment by means of field surveys and documentary
research leads to maintenance measures that are in
harmony with local biodiversity.
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Mitsubishi Motors Sustainability Report 2019
Environment
Preservation of Biodiversity
Survey of birds Owl found in survey
TOPICS
The Tokachi Research & Development Center (Otofuke-
cho, Kato-gun, Hokkaido) has one of the largest
Japanese test courses.
Since May 2018, with support from Regional
Environmental Planning, Inc., we have conducted an
ecosystem survey of plants, mammals, birds, insects,
and aquatic life.
As a result of the survey, it was confirmed that there are
841 species of habiting plants and animals, of which 35
are rare species.
The forests of the Tokachi R&D Center located on a hill in
Otofuke-cho, which has a vast amount of cultivated land,
comprise diverse environments, including a conifer forest
area, a deciduous broad-leaved forest, ponds, rivers and
meadows. It was found that a habitat is being provided
for living things that prefer each of these environments.
We will continue to engage in activities with an eye to
biodiversity, such as the maintenance and management
of greenery within our business sites. Through this, we
believe that we can strengthen connection with the
natural environment around Tokachi R&D Center.
From fiscal 2019, we will implement maintenance
activities based on the issues identified in this survey.
Ecosystem Survey by Tokachi Research &
Development Center
Overseas Preservation Activities
The overseas affiliate Mitsubishi Motors Philippines
Corporation (MMPC) and the Philippines Department of
Environment and Natural Resources (DENR), in accord
with the Sustainable Integrated Area Development (SIAD),
began a joint afforestation project in March 2018. This
project aims to realize sustainable development that
is essential for people in poverty, who are particularly
susceptible to climate change, and local communities that
have been left behind by society. The plan is to plant trees
in a total area of 100 hectares in approximately five years
in Luzon.
In fiscal 2018, coffee and cacao, etc. planting activities
were conducted in an area of 32 hectares in the Province
of Ilocos Norte.
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Mitsubishi Motors Sustainability Report 2019
Environment
Preservation of Biodiversity
Biodiversity Data
Condition of Protected or Restored Habitats (Achievements by FY2018)
Habitat Status of Rare Species (Red List of Japanese Ministry of the Environment) in and around the Plants (Status up to FY2018)
Business Site
Protection:
Initiatives of preserving native plants and creatures in and around the plants
Restoration:
Initiatives of restoring the ecosystem in and around the business sites to the
condition which native plants and creatures are able to live
Kyoto Plant-Shiga Environmental preservation of "Yatsuda" where White egret flower lives
Restoration of cogongrass gregariousness, which provides habitats for various
insects
Kyoto Plant-Kyoto
Planting Asarum caulescens, Blackberry lily and Eupatorium japonicum, which are
native plants of Kyoto city
Okazaki Plant and Research
& Development Center
Preparation of growth environments for birds through the installation of birdbaths
Construction of a culvert beneath the test course to provide a movement route for
mammals, etc.
Category
Number of
Species
Discovered Species
VU (Vulnerable) 3 Clouded salamander, Whirligig Beetle and Oryzias latipes
NT (Near Threatened)
7
White egret flower, Agrostis valvata, Eurasian Sparrowhawk, Japanese pond turtle, B lack-
spotted Pond Frog, Trigomphus citimus and Trigomphus interruptus
EN (Endangered) 1 Species of insects not to be disclosed
Kyoto Plant-Shiga (period of survey: 2013 - 2014)
Category
Number of
Species
Discovered Species
NT (Near Threatened)
2
Northern Goshawk, Eurasian
Sparrowhawk
DD (Data Deficient) 1 Polistes japonicus
Okazaki Plant and Research & Development Center
(period of survey: 2016)
Category
Number of
Species
Discovered Species
VU (Vulnerable) 7
White tailed eagle, Black woodpecker, Far eastern brook lamprey, Japanese crayfish,
Corydalis, Rhododendron dauricum, Ajuga ciliata var. villosior
NT (Near Threatened)
12
Japanese sable, Grey nightjar, Lathams snipe, Northern goshawk, Lasius teranishi, Brenthis
daphne (subspecies of Hokkaido/North Honshu), Glaucopsyche, Japanese big-ear radix,
Hyphydrus japonicus Sharp, Ilybius apicalis, Water scavenger beetles, Potamogeton pusillus
EN (Endangered) 2 Margaritiferidae, Carex uda
DD (Data Deficient) 4 Tamias sibiricus, Hazel grouse, Ezo salamander, Coenomyia basalis
Tokachi Research & Development Center (period of survey: 2018)
Category
Number of
Species
Discovered Species
VU (Vulnerable) 1 Falcon
NT (Near Threatened)
2
Osprey, Japanese buzzard
(Okayama Prefecture Red Data
Book)
Mizushima Plant (period of survey: 2017)
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Mitsubishi Motors Sustainability Report 2019
Environment
Environmental Data
Product and Business Activity Indicators
Product Fuel Economy and CO
2
Emissions (Corporate Average) *
1
Business Activity Indicators
Unit 2014 2015 2016 2017 2018
Japan (fuel economy)*
2
km/L 19.1 18.4 19.2 18.2 18.3
United States
(fuel economy)
Import passenger
automobile
mpg 35.2 39.8 41.3 44.6 45.9
Light truck mpg 33.2 34.4 34.6 34.9 35.8
Europe (CO
2
emissions) g-CO
2
/km 115 110 118 118 *
3
China
(fuel economy)
Import vehicle L/100km 8.8 8.4 10.0 12.0 12.0
Local production
vehicle
L/100km 7.7 7.4 7.6 7.5 7.1
*1 Reported values to authorities in respective countries and regions.
*2 Tabulation includes passenger vehicles but excluded electric vehicles and plug-in hybrid electric vehicles.
*3 We ll disclose the value after reporting it to the European authorities.
(FY)
Target site: 23 management target companies
CO
2
emission factors
Based on "Greenhouse Gas Emissions Conversion, Reporting, and Announcement System based on the Act on Promotion
of Global Warming Countermeasures"
Overseas emission factors taken from the IEA's "CO2 Emissions from Fuel Combustion (2018 edition)"
Unit 2014 2015 2016 2017 2018
Production x10
3
t-CO
2
523 449 394 477 513
Non-production x10
3
t-CO
2
75 69 67 63 70
Japan x10
3
t-CO
2
433 400 363 387 404
Asia x10
3
t-CO
2
98 89 91 147 173
Others x10
3
t-CO
2
67 29 7 6 6
Scope 1 (direct emissions) x10
3
t-CO
2
132 110 104 120 132
Scope 2 (indirect emissions) x10
3
t-CO
2
466 408 357 420 451
(Scope 1+2) Total x10
3
t-CO
2
598 518 461 540 583
Scope 3 (Supply Chain Greenhouse
Gas Emissions)
x10
3
t-CO
2
eq
34,595 35,711 32,592 38,721 42,580
(Scope 1+2+3) Total
x10
3
t-CO
2
eq
35,193 36,229 33,053 39,261 43,163
(FY)
CO
2
emissions
Unit 2014 2015 2016 2017 2018 Coverage
Category1
Purchased goods
and services
x10
3
t-CO
2
eq
5,907 6,026 5,389 5,855 6,900
non-consolidated
(only production)
Category2 Capital goods
x10
3
t-CO
2
eq
137 164 159 297 407
non-consolidated
Category3
Fuel energy not
included in Scope
1 or 2
x10
3
t-CO
2
eq
55 44 42 45 21 consolidated
Category4
Upstream
transportation
and distribution
x10
3
t-CO
2
eq
1,448 1,343 772 1,013 1,278 consolidated
Category5
Waste generated
in operations
x10
3
t-CO
2
eq
16 12 10 16 19
non-consolidated
(only production)
Category6 Business travel
x10
3
t-CO
2
eq
4 4 4 4 4 consolidated
Category7
Employee
commuting
x10
3
t-CO
2
eq
14 13 13 14 14 consolidated
Category8
Upstream leased
assets
x10
3
t-CO
2
eq
Category9
Downstream
transportation
and distribution
x10
3
t-CO
2
eq
Category10
Processing of
sold products
x10
3
t-CO
2
eq
Category11
Use of sold
products
x10
3
t-CO
2
eq
26,440 27,475 25,623 30,731 33,199
all destination
(Based on
units sold)
Category12
End-of-life
treatment of sold
products
x10
3
t-CO
2
eq
570 626 575 741 727
all destination
(Based on
units sold)
Category13
Downstream
leased assets
x10
3
t-CO
2
eq
Category14 Franchises
x10
3
t-CO
2
eq
4 4 5 5 12
Some domestic
dealers
Category15 Investment
x10
3
t-CO
2
eq
(FY)
Scope 3 Breakdown (FY2018 results)
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Mitsubishi Motors Sustainability Report 2019
Environment
Environmental Data
Target site: 23 management target companies
* 10
15
joules Unit calorific value: Quoted from the "Act on the Rational Use of Energy"
Unit 2014 2015 2016 2017 2018
Total amount PJ* 11.9 10.4 8.3 9.7 10.6
Production PJ 10.5 9.1 7.0 8.2 8.9
Non-production PJ 1.4 1.3 1.3 1.5 1.7
Japan PJ 7.4 6.9 6.5 6.9 7.2
Asia PJ 3.00 2.8 1.6 2.4 2.9
Others PJ 1.5 0.7 0.2 0.4 0.5
(FY)
Energy Input (Primary and Secondary Energy)
Target site: 23 management target companies
Calculation method: calculated the weight of sulfur contained in the used fuel and converted the weight into sulfur dioxide (SO
2
)
Unit 2014 2015 2016 2017 2018
Total emissions t 177 185 193 195 219
(FY)
Sulfur Oxide
Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant
Unit 2014 2015 2016 2017 2018
Iron and aluminum x10
3
t 172 158 137 143 154
Resin x10
3
t 2.3 2.9 3.0 3.0 2.5
(FY)
Raw Material Input
Target site: 23 management target companies
Calculation method: Fuel usage volume calculated using the Ministry of the Environment's "Environmental Activity Evaluation
Program" emission factor
Unit 2014 2015 2016 2017 2018
Total emissions t 107 93 89 92 87
(FY)
Nitrogen Oxide
Target site: Okazaki Plant, Mizushima Plant, Kyoto Plant, Pajero Manufacturing Co., Ltd, Suiryo Plastic Co., Ltd
Unit 2014 2015 2016 2017 2018
Total emissions t 2,013 2,151 2,166 1,882 2,354
(FY)
VOC (Volatile Organic Compounds)
Unit 2014 2015 2016 2017 2018
Total amount x10
3
t 161 162 150 162 187
Production x10
3
t 151 153 141 148 176
Non-production x10
3
t 10 9 9 14 11
Target site: 23 management target companies
(FY)
Generated Waste
Unit 2014 2015 2016 2017 2018
Total amount produced x10
3
t 125 111 93 99 104
Externally disposed waste x10
3
t 48 52 47 48 56
Internal recycle x10
3
t 77 59 46 51 48
(FY)
Generated Waste and Externally Disposed Waste (Mitsubishi Motors alone)
Unit 2014 2015 2016 2017 2018
Total amount x10
3
m
3
5,739 5,452 5,606 6,727 6,211
Production x10
3
m
3
5,398 5,184 5,295 6,343 5,901
Non-production x10
3
m
3
341 268 311 384 310
City water x10
3
m
3
895 652 428 1,150 878
Industrial water x10
3
m
3
3,324 3,232 3,505 3,602 3,412
Underground water x10
3
m
3
1,520 1,568 1,673 1,975 1,921
Target site: 23 management target companies
Retroactive revisions have been made to correct previous errors.
MMKI recycles and reuses some of its wastewater. In fiscal 2018, roughly 306,000m
3
of water was recycled. (Roughly 2%
of total Mitsubishi Motors Group water withdrawal.)
(FY)
Withdrawn Water Volume
Unit 2014 2015 2016 2017 2018
Total amount x10
3
m
3
3,497 4,170 3,977 4,577 4,504
Production x10
3
m
3
3,156 3,902 3,666 4,193 4,194
Non-production x10
3
m
3
341 268 311 384 310
Sewage x10
3
m
3
789 1,635 1,708 2,405 2,396
Public waters x10
3
m
3
2,708 2,535 2,269 2,172 2,108
Target site: 23 management target companies
Includes some estimated figures.
(FY)
Wastewater Volume
Emissions of Ozone-Depleting Substances
Estimated at less than 0.1t (CFC equivalent) for Mitsubishi Motors Corporation alone.
Product and Business Activity Indicators
Environment
CSR Management
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Commitment on
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Social Governance
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58
Mitsubishi Motors Sustainability Report 2019
Environment
Environmental Data
Category Main Initiatives Details Unit
2017 2018
Investment Cost Investment Cost
Business
Area Cost
Pollution Prevention Cost Preventing air pollution, water pollution and soil pollution Million yen 63 1,269 106 1,315
Global Environmental
Conservation Cost
Preventing global warming and the ozone depletion Million yen 388 14 171 13
Resource Circulation Cost Reduction, proper disposal and recycling of the waste Million yen 6 829 22 1,226
Upstream/Downstream Costs
Withdrawing used bumpers and corresponding automobile
recycling law
Million yen 35 1,789 0 1,770
Administration Activity Cost
Maintaining certification of ISO14001, educating employees and monitoring
Million yen 120 668 56 680
R&D Cost
Research and development about reductions in environmental impact of
products such as improving fuel economy and exhaust gas measures
Million yen 3,567 39,545 1,116 41,527
Social Activity Cost
Hands-on environmental lessons, supporting global environmental
activity, donation to environmental groups and disclosing
environmental information
Million yen 2 328 68 239
Environmental Remediation Cost Compensation for environmental damage by business activities Million yen 10 4 0 138
Total Million yen 4,191 44,446 1,539 46,907
Unit
Capital
investment
R&D cost
Capital
investment
R&D cost
<Reference> Group-wide capital investment, R&D cost
100 Million
yen
999 1,025 1,377 1,243
Environmental Conservation Costs
Category Details of Benefit Unit
2017 2018
Benefit Benefit
Revenue
Operating revenue from the sale of recycled waste products and used
products produced through key business
Million yen 2,232 2,512
Cost Reduction
Energy expense saving through energy conservation Million yen 675 889
Water expense saving through water conservation Million yen 1 3
Disposal cost saving through lower resource input or recycle Million yen 3 241
Packaging materials cost saving through recycling Million yen 454 439
Total Million yen 2,009 1,818
Economic Benefit Associated with Environmental Conservation Activities (Actual Benefits)
Environmental Accounting
Product and Business Activity Indicators
Environment
CSR Management
Commitment of
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Commitment on
Material CSR Issues
Social Governance
GRI Standards
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Mitsubishi Motors Sustainability Report 2019
Environment
Environmental Data
Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data (Results from FY2018)
Atmospheric pollutants
Okazaki Plant
Atmospheric
pollutants
Equipment Unit Regulation
Actual
(maximum)
NOx Boiler (Large-type, NO
2
) ppm 130 60
As above (Other) ppm 150 54
Drying furnace (for coating) ppm 250 35
Soot dust Boiler g/Nm
3
0.1 0.003
Drying furnace (for coating) g/Nm
3
0.1 0.002
SOx (sulfur in fuel regulations) wt% 0.5 0.0007
Formaldehyde Drying furnace mg/m
3
30 4.6
Mizushima Plant (Harmful gases (Okayama Prefecture regulations))
Substance Unit
Regulation
value
Emissions
(maximum)
Acrylonitrile ppm 40 0.1
Acetonitrile ppm 80 0.1
Formaldehyde ppm 10 0.7
Cyan and its compounds ppm 10
Carbon disulfide ppm 40
Phenol ppm 10
Styrene ppm 200 <0.1
Benzene ppm 50
Phosgene ppm 0.1
Vinyl chloride ppm 500
Mizushima Plant
Atmospheric
pollutants
Equipment Unit Regulation
Actual
(maximum)
NOx Boiler (Steam) ppm 150
(Heating) ppm 150 70
(Small-type) ppm 150 45
(Absorption-type air conditioner)
ppm 180 58
(Booth fan heating facility) ppm 100 15
Drying furnace ppm 230 60
Melting furnace ppm 200 27
Metal heating furnace ppm 180 40
Total amount Nm
3
/h 12.749 5.788
Soot dust Boiler g/Nm
3
0.1 0.042
(Booth fan heating facility only) g/Nm
3
0.03 0.0005
Drying furnace g/Nm
3
0.1 0.05
Melting furnace g/Nm
3
0.1 0.001
Metal heating furnace g/Nm
3
0.1 0.028
SOx (sulfur in fuel regulations) wt% 0.50 0.088
Kyoto Plant - Shiga
Atmospheric
pollutants
Equipment Unit Regulation
Actual
(maximum)
NOx Boiler ppm 150 62
Soot dust Boiler g/Nm
3
0.1 0.0046
Explanation of values
The regulation values indicate the strictest values in the text of laws, regulations and pollution prevention agreements.
For atmospheric emissions, the maximum values are indicated.
Regarding PRTR, Class I Designated Chemical Substances that are handled at a volume of a 1 t/year or more are listed.
Technical words in the chartsNOx: Nitrogen oxideSOx: Sulfur oxideBOD: Biochemical oxygen demand
COD: Chemical oxygen demandSS: Concentration of suspended solids in water
Kyoto Plant – Kyoto
Atmospheric
pollutants
Equipment Unit Regulation
Actual
(maximum)
NOx Boiler ppm 150 79
Drying furnace ppm 230 77
Melting furnace ppm 200 91
Metal heating furnace ppm 180 97
Soot dust Boiler ppm 0.1 0.0075
Drying furnace ppm 0.2 0.0035
Melting furnace ppm 0.1 0.31*
Metal heating furnace ppm 0.2 0.017
SOx (sulfur in fuel regulations) wt% 0.5 0.0282
Dioxin Melting furnace ng-TEQ/Nm
3
1 0.058
Drying furnace ng-TEQ/Nm
3
1 0.00068
* The actual values in December 2018 were higher than regulation values. In January 2019, as a result of measuring soot
dust from the process of liquefying work at the order of the government (total of 13 times), it was confirmed that the
values were within regulated limits (0.0035-0.022).
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Environment
Environmental Data
Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data (Results from FY2018)
Okazaki Plant Mizushima Plant
Water pollutants
Water pollutants Unit
Regulation Actual
Daily average shown
in parentheses
Maximum Minimum Average
pH
5.8
8.6
7.5 6.9 7.1
BOD /L 25 (20) 7.0 0.8 2.7
COD /L 25 (20) 11.0 2.1 5.5
SS /L 30 (20) 11.0 1.0 1.8
Oil /L 2 0.5 0.5 0.5
Copper /L 0.5 0.01 0.01 0.01
Zinc /L 1 0.14 0.01 0.05
Soluble iron /L 3 0.1 0.1 0.1
Soluble manganese /L 3 0.2 0.1 0.1
Chromium /L 0.1 0.02 0.02 0.02
E-coli
Unit/cm
3
300 170 30 49
Total nitrogen /L 15 11.0 1.4 7.9
Total phosphorus /L 2 0.33 0.05 0.19
Fluorine /L 1.0 0.96 0.10 0.64
COD total amount kg/day 61.6 24.0 5.8 11.5
Total amount of total nitrogen kg/day 71.5 38.8 8.4 17.8
Total amount of total phosphorus kg/day 8.6 2.55 0.17 0.58
Water pollutants Unit
Regulation Actual
Daily average shown
in parentheses
Maximum Minimum Average
pH (Rivers) 68 7.5 7.0 7.2
pH (Seas) 68 8.0 7.0 7.4
BOD (Rivers) /L 30 (20) 15.0 <1.0 4.8
COD (Rivers) /L 30 (20) 14.0 3.0 6.2
COD (Seas) /L 20 (15) 8.6 1.7 4.3
COD Total amount Rivers + Seas /day 294 46.8 18.8 33.5
SS (Rivers) /L 40 (20) 37.0 <1.0 1.6
SS (Seas) /L 40 (20) <2.5 <1.0 <1.0
Oil (Rivers) /L 2 (1) 0.6 <0.5 <0.5
Oil (Seas) /L 2 (1) 0.5 <0.5 <0.5
Zinc (Rivers) /L 2 0.99 <1.0 0.32
Zinc (Seas) /L 2 0.29 <0.1 0.01
Soluble iron (Rivers) /L 10 <0.1 <0.1 <0.1
Soluble iron (Seas) /L 10 <0.1 <0.1 <0.1
Soluble manganese (Rivers) /L 10 0.47 <0.1 <0.1
Soluble manganese (Seas) /L 10 <0.1 <0.1 <0.1
E-coli (Rivers)
unit/cm
3
3000 6 1 2.7
E-coli (Seas)
unit/cm
3
3000 0 0 0.0
Total amount of total nitrogen /day 123 55.1 27.2 41.7
Total amount of total nitrogen /day 47.8 28.5 5.1 10.2
Total nitrogen (Rivers) /L 120 (60) 13.0 2.8 8.4
Total nitrogen (Seas) /L 120 (60) 3.7 1.0 2.6
Total phosphorus (Rivers) /L 16 (8) 3.60 0.40 1.30
Total phosphorus (Seas) /L 16 (8) 0.30 <0.01 0.03
Boron (Rivers) /L 10 <0.1 <0.1 <0.1
Boron (Seas) /L 230 <0.1 <0.1 <0.1
Fluorine (Rivers) /L 8 1.9 0.5 1.4
Fluorine (Seas) /L 15 0.4 <0.1 <0.2
Ammonia, ammonium
compounds, nitrites, and
nitric compounds
(Rivers) /L 100 7.8 1.8 5.2
(Seas) /L 100 2.0 0.8 1.0
Other than the above, the following were all below lower limits (not detected): Cyan, hexavalent chromium, cadmium,
organic phosphorus, lead, phenol, trichloroethylene, 1,1,1-trichloroethane, alkyl mercury, PCB, selenium, carbon
tetrachloride, 1,2-dichloroethane, 1,1-dichloroethylene, dichloromethane, cis-1,2-dichloroethylene, tetrachloroethylene,
1,1,2-trichloroethane, benzene, 1,3-dichloropropene, simazine, and thiram, thiobencarb.
Other than the above, the following were all below lower limits (not detected): Copper, lead, cyan, total chromium, hexavalent
chromium, cadmium, organic phosphorus, total mercury, arsenic, phenol, trichloroethylene, trichloroethane, alkyl mercury,
PCB, selenium, carbon tetrachloride, 1,2-dichloroethane, 1,1-dichloroethylene, dichloromethane, cis-1,2-dichloroethylene,
tetrachloroethylene, 1,1,2-trichloroethane, benzene, 1,3-dichloropropene, simazine, thiram, and thiobencarb.
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Environment
Environmental Data
Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data (Results from FY2018)
Kyoto Plant - Kyoto Kyoto Plant - Shiga
Water pollutants
Water pollutants Unit Regulation
Actual
Maximum Minimum
Average
pH 59 7.4 5.7 6.5
BOD /L 600 250 2.8 103.9
SS /L 600 99.0 9.5 24.2
Oil /L 5 <1.0 <1.0 <1.0
Zinc /L 5 0.05 0.05 0.05
Soluble iron /L 10 0.36 0.11 0.24
Soluble manganese /L 10 0.71 0.44 0.60
Total nitrogen /L 240 44.6 8.6 26.9
Total phosphorus /L 32 0.49 0.10 0.20
Arsenic /L 0.1 <0.05 <0.05 <0.05
Dioxins pg-TEQ/L 10 0.0051 0.0051 0.0051
Substance Unit
Regulation
value
Emissions
Maximum Minimum
Average
pH 59 8.4 6.7 7.6
BOD /L 600 26.0 1.0 5.2
SS /L 600 10.0 5.0 5.3
Oil /L 5 3.3 1.0 1.1
Total nitrogen /L 60 7.2 0.6 3.7
Total phosphorus /L 10 0.7 0.1 0.3
All drainage from processes is discharged to sewers, and the items for analysis have been determined in an agreement
with the government of Kyoto City.
All drainage from processes is discharged to sewers, and the items for analysis have been determined in an agreement
with the government of Konan City.
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Environment
Environmental Data
Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data (Results from FY2018)
Okazaki Plant
NO. Substance name Unit
Amount
handled
Emissions volume Removal volume
Recycled
volume
Consumed
volume
Removal
treatment
volume
Atmosphere Public waters Sewage line Waste
1 Water-soluble zinc compounds kg/year 17,325 0 45 0 0* 0 12,949 0
53 Ethyl benzene kg/year 63,334 40,039 0 0 971 1,639 14,129 6,556
71 Ferric chloride kg/year 16,384 0 0 0 0 0 0 16,384
80 kg/year 134,998 46,477 0 0 1,106 1,125 59,916 26,374
239 Organic tin compounds (Dibutyltin oxide) kg/year 3,796 0 0 0 569 0 3,227 0
240 Styrene kg/year 0 0 0 0 0 0 0 0
296 1,2,4-Trimethylbenzene kg/year 64,675 10,511 0 0 1,128 161 31,644 21,231
297 1,3,5-Trimethylbenzene kg/year 9,444 2,872 0 0 324 76 20 6,152
300 Toluene kg/year 321,517 125,735 0 0 2,506 18,126 101,539 73,611
302 Naphthalene kg/year 1,189 698 0 0 40 0 0 451
309 Nickel compounds kg/year 2,383 0 184 0 1,337 0 862 0
392 n-Hexane kg/year 17,985 68 0 0 4 26 10,905 6,982
400 Benzene kg/year 8,903 30 0 0 0 0 6,767 2,106
411 Formaldehyde kg/year 840 126 0 0 1 0 0 713
412 Manganese and its compounds kg/year 5,619 0 334 0 1,943 0 3,342 0
Total kg/year 668,392 226,556 563 0 9,929 21,153 245,300 160,560
PRTR-designated pollutants
Amount handled=Emission+transport volume+recycled volume+consumed volume+removal processed volume
Consumed volume: Volume transformed to other substances by means of a reaction or contained within a product
Removal treatment volume: Volume transformed to other substances by means of incineration, decomposition or reaction
* The amount of sludge accounting for transported decomposed matter was 4,331 (kg/year). However, as this was not aqueous compounds, it has not been included
in the amount of transported decomposed matter (confirmed by Okazaki City)
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Environment
Environmental Data
Atmosphere/Wastewater Quality/PRTR Substance Data (Results from FY2018)
Mizushima Plant
NO. Substance name Unit
Amount
handled
Emissions Removal volume
Recycled
volume
Consumed
volume
Removal
treatment
volume
Atmosphere Public waters Sewage line Waste
1 Water-soluble zinc compounds kg/year 16,469.1 0 642.3 0 4,586.9 0 11,240.1 0
53 Ethyl benzene kg/year 16,892.5 1,975.8 0 0 144.4 4,680.9 9,986.4 105.3
80 kg/year 52,212.5 2,353.4 0 0 161.2 5,071.0 44,509.1 117.5
188 kg/year 1,709.7 0 0 0 1,709.7 0 0 0
239 Organic tin compounds kg/year 7,615.3 0 0 0 380.7 0 7,234.6 0
277 Triethylamine kg/year 1,281.6 1,281.6 0 0 0 0 0.0 0
296 1 2 4- Trimethylbenzene kg/year 42,930.0 12,099.7 0 0 709.0 0 28,479.2 1,642.3
297 1 3 5- Trimethylbenzene kg/year 4,194.8 3,507.7 0 0 206.9 0 0 479.8
300 Toluene kg/year 96,910.3 319.1 0 0 0 11,312.2 85,279.0 0
309 Nickel compounds kg/year 3,257.7 0 371.1 0 1,727.7 0 1,159.0 0
392 n-Hexane kg/year 38,220.5 179.3 0 0 0 0 38,041.2 0
400 Benzene kg/year 6,936.3 20.7 0 0 0 0 6,915.6 0
407 Polyoxyethylene alkyl ether kg/year 8,832.7 0 90.8 0 8,741.7 0 0 0
411 Formaldehyde kg/year 3,080.1 1,904.3 0 0 0 0 0 1,175.8
412 Manganese and its compounds kg/year 3,193.8 0 173.0 0 1,102.9 0 1,888.6 29.1
438 Methylnaphthalene kg/year 4,583.9 268.6 0 0 0 0 4,315.3 0
Total kg/year 308,320.8 23,910.2 1,277.2 0 19,471.1 21,064.1 239,048.1 3,549.8
PRTR-designated pollutants
Amount handled=Emission+transport volume+recycled volume+consumed volume+removal processed volume
Consumed volume: Volume transformed to other substances by means of a reaction or contained within a product
Removal treatment volume: Volume transformed to other substances by means of incineration, decomposition or reaction
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Environment
Environmental Data
Atmosphere/Wastewater Quality/PRTR-designated Pollutants Data (Results from FY2018)
Kyoto Plant - Kyoto
NO. Substance name Unit
Amount
handled
Emissions volume Removal volume
Recycled
volume
Consumed
volume
Removal
treatment
volume
Atmosphere Public waters Sewage line Waste
37 Bisphenol A kg/year 6,676.8 0 0 0 0 0 6,658.8 18.1
53 Ethyl benzene kg/year 10,430.8 5.4 0 0 0 0 10,425.3 0
80 kg/year 45,790.8 16.1 0 0 0 0 45,774.8 0
87 Chromium and chromium (III) compounds kg/year 16,908.8 0.3 0 0 0 0 16,908.6 0
258 Hexamethylenetetramine kg/year 70,248.2 0 0 0 0 0 47,887 22,361.2
296 1.2.4-Trimethylbenzene kg/year 20,613.9 6.9 0 0 0 0 20,607 0
297 1.3.5-Trimethylbenzene kg/year 5,563.1 1.7 0 0 0 0 5,561.4 0
300 Toluene kg/year 141,794.6 42.9 0 0 0 0 141,751.7 0
349 Phenol kg/year 6,962.7 0 0 0 0 0 5,770.7 1,192
392 n-Hexane kg/year 14,747.2 3.2 0 0 0 0 14,744 0
400 Benzene kg/year 4,308.7 0.5 0 0 0 0 4,308.2 0
411 Formaldehyde kg/year 1,528.7 0 0 0 0 0 1,523.1 5.6
412 Manganese and its compounds kg/year 17,257.4 0.2 0 0 0 0 17,257.2 0
448 Methylenebis diisocyanate kg/year 1,518 0 0 0 0 0 0 1,518
Total kg/year 364,349.5 77.1 0 0 0 0 339,177.6 25,094.8
243 Dioxins mg-TEQ/year 9.7 0.0000023
Kyoto Plant - Shiga
NO. Substance name Unit
Amount
handled
Emissions volume Removal volume
Recycled
volume
Consumed
volume
Removal
treatment
volume
Atmosphere Public waters Sewage line Waste
300 Toluene kg/year 1,949.0 0.6 0 0 0 0 1,948.4 0
Total kg/year 1,949.0 0.6 0 0 0 0 1,948.4 0
PRTR-designated pollutants
Amount handled=Emission+transport volume+recycled volume+consumed volume+removal processed volume
Consumed volume: Volume transformed to other substances by means of a reaction or contained within a product
Removal treatment volume: Volume transformed to other substances by means of incineration, decomposition or reaction
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Mitsubishi Motors Sustainability Report 2019
Social
Safety and Quality
Delivering Products which Help Prevent
Traffic Accidents
....................................................
66
Improvement of Product, Sales, and Service Quality
.....
70
Contribution to Local Economy through Business Activities
Policies
................................................................
75
Management Structure
...........................................
75
Initiatives
.............................................................
76
Employees
Work Style Reform
.................................................
78
Diversity
...............................................................
79
Human Resource Development
.................................
83
Occupational Health and Safety
................................
87
Labor-Management Relations
..................................
88
Human Resource-Related Data
.................................
89
Human Rights
Basic Approach and Policies
.....................................
91
Management Systems
............................................
91
Initiatives
.............................................................
92
Deploying Supply Chain Sustainability Initiatives (Social)
Basic Approach and Policies
.....................................
93
Management Organization
......................................
94
Initiatives
.............................................................
95
Social Contribution Activities
Policies
................................................................
97
Initiatives
.............................................................
97
Social
Social
CSR Management
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Mitsubishi Motors Sustainability Report 2019
Social
Safety and Quality
Delivering Products which Help Prevent Traffic Accidents
*1 2018 World Health Organization (WHO) survey
Targets and Results
Initiatives Ideal image Indicator FY2018 Results
Delivering products which help
prevent traffic accidents
Realization of a car society with
zero traffic accidents
Completion period for
establishment of approach
(framework) to safety technology
Approach (framework) to safety
technology established January
2019
Basic Approach to Safety Management Structure
Initiatives
Mitsubishi Motors is aware of its responsibility towards
traffic safety as an automaker, and we have set
Delivering products which help preventing traffic
accidents as a key part of our CSR activities.
Approximately 1.35 million people are lost in traffic
accidents worldwide every year*
1
As vehicle ownership
increases in emerging countries in particular, traffic
accident fatalities are also on the rise. Reducing traffic
accidents is an urgent global issue, and Target 3.6, the
United Nations Sustainable Development Goals, (SDGs)
calls for halving the number of global deaths and injuries
from road traffic accidents by 2020.
Mitsubishi Motors is upholding a safety philosophy
towards a car society with zero traffic accidents. To
this end, we are taking action from two perspectives:
developing safety technologies and promoting traffic
safety education.
The vision for the safety concept behind product development is the realization of a car society with zero traffic accidents,
and guidelines and a strategy for safe development have been established by the product safety committee. Here, we
are promoting the development and use of accident prevention technology by assessing both the tangible and intangible
aspects of the fundamental safety of products from the perspectives of both the prevention and damage limitation of
traffic accidents for vehicle traffic safety.
Specifically, we have clarified initiatives for technology that prevents accidents in advance (active safety technology),
technology that reduces damage ( passive safety), prevention of fires and injury, etc. (safety protection), and more.
We strive to incorporate various safety technologies
into our products, and to provide comfortable and safe
mobility. Our goal is to help customers enjoy the freedom
of movement, the convenience of transportation, and the
pleasure of driving.
The ultimate solution to eliminate traffic accidents caused
by automobiles is to prevent collisions, that is, to prevent
accidents in advance. Mitsubishi Motors puts its energies
into developing and equipping vehicles with various types
of preventive safety technologies and providing safety to
society in order to achieve this objective.
Development of Safety Technology Active Safety Technology to Avoid Crashes
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Social
Safety and Quality
Delivering Products which Help Prevent Traffic Accidents
Region Date Name Rating
Europe
November
2017
2017 Euro NCAP*
2
Five-
star
Australia/
New Zealand
December
2017
2017 ANCAP*
2
Five-
star
ASEAN
January
2018
2018 ASEAN NCAP*
2
Five-
star
Latin America June 2018
2018 Latin NCAP*
2
(Adult passenger
protection rating)
Five-
star
Japan
November
2018
2018 JNCAP*
2
Five-
star
*2 Abbreviation of New Car Assessment Program. An automobile safety
testing and assessment program implemented by a third party
organization in each country or region.
RISE Body used in the
Eclipse Cross
Main External Ratings of the
Eclipse Cross
Active safety functions
Function Description
Forward Collision
Mitigation Brake
System
Detects vehicles and pedestrians ahead.
If there is a risk of collision, the system alerts
the driver or automatically applies the brakes to
mitigate collision damage or avoid a collision.
Lane Departure
Warning
Continuously monitors the lane markers ahead of
the vehicle.If the vehicle appears to nearly drift
out of the lane, the system will alert the driver.
Adaptive Cruise
Control System
Automatically follows the vehicle ahead by
decelerating or stopping.
Maintains a constant, preset headway distance from
the vehicle ahead to reduce the risk of a collision.
Ultrasonic
Misacceleration
Mitigation
System
When the driver starts a car to drive forward
or in reverse, the system prevents rapid
acceleration caused by the drivers improper
operation of the gear shift or accelerator pedal.
Automatic High
Beam
Automatically switches between low beams
and high beams depending on whether there
is an approaching vehicle or vehicle ahead, the
ambient lighting conditions, and other factors.
Active Safety Technologies
We are increasing the models equipped with active
safety technology: Active Safety Technologies to
support safe and comfortable driving using equipment
such as millimeter wave radar and cameras.
Active Safety Technologies comprises one or more of the
following functions to support safe operation by drivers.
In the event of a collision, it is crucial to have a vehicle
body structure that mitigates the impact on passengers
and provides adequate space. Mitsubishi Motors has
adopted the Reinforced Impact Safety Evolution (RISE)
body, and enhance collision safety performance in all
directions: front, rear, and sides.
The
Eclipse Cross
, launched in 2018, adopts a front-to-
rear straight frame structure that can efficiently absorb
collision energy. The vehicle interior (cabin) has numerous
high tensile strength steel plates to restrict deformation
and protect passengers.
The
Eclipse Cross
has been awarded a five out of five star
rating for its safety performance in many countries and
regions around the world.
Body Structures that Protect People
Mitsubishi Motors is also pursuing safety with regard
to pedestrians as well as drivers and passengers. We
have adopted energy absorbing structures in the hood,
cowl top, windshield wipers, and other parts in order to
mitigate injury to pedestrians heads. Energy absorbing
structures that protect pedestrians legs are also used in
bumper faces and headlights, for example.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
68
Mitsubishi Motors Sustainability Report 2019
Social
Safety and Quality
Delivering Products which Help Prevent Traffic Accidents
Safety support cars are vehicles equipped with advanced technologies that support safe driving. As part of the effort to
prevent traffic accidents caused by all drivers including elderly people, and to mitigate damages and injuries caused by
the accidents, Japanese government recommends this new automobile safety concept. Vehicles are classified into the
following categories: Safety Support Cars or and Safety Support Cars S (Basic, Basic +, and Wide) depending on the
features in each vehicle. Mitsubishi Motors is expanding its lineup of safety support cars.
Among these models, the
eK Space
,
eK Space Custom
,
Delica D:2
and
Delica D:2 Custom
were awarded the highest rating,
ASV+++, by the National Agency for Automotive Safety and Victims Aid (NASVA) in its fiscal 2018 car assessment of active
safety performance.
In addition, in the Advanced Emergency Braking System Performance Evaluation System newly established by the Ministry
of Land, Infrastructure, Transport and Tourism in March 2018, the
eK Cross
and the
eK Space
received recognition for their
AEBS performance.
Scope of Support Cars Expanded
TOPICS
Safety Support Car Models (as of July 2019)
Category Safety Support Car Safety Support Car S Basic
Safety Support Car S Basic +
Safety Support Car S Wide
Model
RVR
Delica D:5
Delica D:5 Urban Gear
Mirage eK Space Outlander PHEV
Outlander
Eclipse Cross
eK Wagon
eK Cross
eK Space Custom
Delica D:2
Delica D:2 Custom
Town Box
Minicab
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Social
Safety and Quality
Delivering Products which Help Prevent Traffic Accidents
Click here for details:
WEB
https://www.mitsubishi-motors.com/jp/csr/contribution/next/kids/
anzen/
(This site is only available in Japanese.)
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.
Dissemination of Traffic Safety Information for Children
Website for Children Do You Know the Answer? Traffic
Safety Quiz
On the Why? Why? Car Development Research Group
website that was designed to provide information on
the automobile industry to elementary school age
children, there is a webpage about traffic safety using a
quiz format to introduce traffic rules and manners they
should follow when walking or riding a bicycle in their
day-to-day activities.
Click here for details:
WEB
https://www.mitsubishi-motors.co.jp/support/safety/popup/
index.html
(This site is only available in Japanese.)
Traffic Safety Education and Promotion
Mitsubishi Motors conducts traffic safety education
and promotes safe driving to raise safety awareness
throughout society with the objective of reducing traffic
accidents.
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Mitsubishi Motors Sustainability Report 2019
Social
Safety and Quality
Improvement of Product, Sales, and Service Quality
Customer Feedback
Reject
Ownership Cycle
Retention
Outflow
Perceived
Quality
Sales
Quality
Durability
Quality
Service
Quality
Initial
Quality
Purchase
Quality is the fundamental requirement to support
our business.
1. Commit to excellence in Product, Sales,
and Service Quality exceeding customer
expectations
2. Focus on Quality of Management to continuously
improve overall company performance.
3. Comply with laws and global regulations to gain
trust in Mitsubishi Motors Quality.
Quality Policy
Policy
Mitsubishi Motors revised the following quality policy on
April 1, 2019.
On the basis of this policy, in order to enhance quality in all
stages from when a customer first considers purchasing
a product through the vehicle ownership period, we are
taking measures to improve quality in four categories:
Product quality, perceived quality, sales quality, and
service quality.
Product quality includes the initial quality that customers
experience immediately after purchasing a new car, and
durability that customers experience throughout the
entire period of use and so we sincerely listen to the
opinions of customers and correct any issues so that we
can promptly make improvements.
In addition, we are working to improve perceived quality
in terms of aspects such as the usability, comfort, and
appearance that customers perceive when they observe,
feel, and use our products.
With regard to sales quality and service quality
demonstrated at sales companies that have direct contact
with customers, we listen closely to customers and make
timely proposals and responses to customer requests to
achieve high levels of customer satisfaction.
We strive to achieve the highest levels of quality from the
customer's viewpoint so that we can achieve customer
satisfaction during every point of contact with customers.
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Safety and Quality
Improvement of Product, Sales, and Service Quality
Targets and Results
Initiatives Ideal image Indicator FY2018 Results FY2019 targets
Improving
Product
Quality
Top level Quality from
Customer viewpoint
Ratio of defects
identified within 3
months in service of
new vehicle sale
Reduction in ratio of defects identified
within 3 months in service of new
vehicle sale
Further reduction in ratio of defects
identified within 3 months in service of
new vehicle sale
Improving
Sales Quality
SSI (Sales
Satisfaction Index)
SSI (Sales Satisfaction Index)
Achievement of Top 3 positioning in two
of the key management countries
SSI (Sales Satisfaction Index)
Achievement of Top 3 positioning in key
management countries
Improving
Service
Quality
CSI (Customer
Satisfaction Index)
CSI (Customer Satisfaction Index)
Achievement of Top 3 positioning in four
of the key management countries
CSI (Customer Satisfaction Index)
Achievement of Top 3 positioning in key
management countries
Customers
Service/Quality
Divisions
Customer Contact
Center
Service/Quality
Divisions
Development
division
Development
division
Production
division
Liaise
Liaise
Contact
Contact
Liaise
Sales
companies
We analyze quality information in order to realize Top level quality from customer viewpoint and we set specific objectives for
which we investigate and implement policies toward realization while regularly following-up on the status of improvements.
Initiatives
Dealing responsibly not only with defects related
to safety but also with regard to points raised and
complaints about products is essential to improving
customer satisfaction.
Regarding vehicles that have already been sold, we are
taking measures to reduce initial defects with a focus
on defect incidents that occurred within three months
to twelve months after sale. We have raised the speed
of solutions through collaboration among development
and production divisions, leading to a reduction
complaint by customers.
Furthermore, with the aim of improving the initial
quality of its new vehicles, Mitsubishi Motors holds
cross-functional oobeya (large room) activities where
One of the missions of the Group is to provide new
experiences for our customers with attractive products
and service excellence to achieve a high level of customer
satisfaction. For that reason, we gather and analyze
valuable customer comments and opinions received
by our sales companies in Japan and overseas and
by our Customer Contact Center. Our quality control,
development, production, sales, and service divisions
work together to actively improve quality.
employees from various divisions including development,
production, service, quality control, and procurement
meet in one room from the point at which shipment
starts to consider countermeasures to address any
problems that may occur. By so doing, the initial quality
can be improved more quickly.
Also, issues that are not defects but can cause customer
dissatisfaction lead to the improvement of processes
during the development stage so that new vehicles can
be improved.
Improving Product Quality
Use of Customer Voice
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 take
countermeasures at an early stage to improve quality.
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CSR Management
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Mitsubishi Motors Sustainability Report 2019
Social
Safety and Quality
Improvement of Product, Sales, and Service Quality
Number of contacts: approx. 44,000
a) Breakdown of inquiries
b) Breakdown of opinions and comments
a) Inquiries
91%
Service-related
(recalls, inspections,
repairs, etc.)
33%
Quality-
related
34%
Service-
related
31%
Fuel
consumption
testing-
related 1%
Product-
related 10%
Other
24%
Vehicle body-
related
(specifications,
equipment, etc.)
59%
Fuel consumption
testing-related 2%
Requests for catalogs 1%
Other 5%
b) Opinions and
comments 9%
Contacts Received at the Customer Contact Center in Fiscal 2018
Recall information can be found at the following website
WEB
http://www.mitsubishi-motors.co.jp/support/recall/
This site contains the Japanese market information (only in Japanese).
Domestic
No. of cases No. of units
FY2016 26 cases
Approx. 1,938,000 units
FY2017 27 cases Approx. 629,000 units
FY2018 13 cases Approx. 298,000 units
Please refer to Efforts at Dealers on p. 42 regarding Dendo Drive Stations.
Major Activities of the Customer Contact Center
Cooperation with Domestic Sales Companies
Customer Support for Recalls and Other Market Responses
The Customer Contact Center accepts inquiries
every day including weekends and holidays. The
various comments and information from customers
are managed in a database. Of the points raised,
matters regarding defects are addressed in order
to resolve customer problems in collaboration with
sales companies and are used for further quality
enhancements. In addition, feedbacks as well as
opinions about product functionality, or opinions about
specifications, are shared with relevant divisions and
used to improve product capabilities even further.
Noteworthy comments and opinions including those
that are particularly important are periodically reported
to management. One of the measures that domestic sales companies are
taking is the provision of proposals and a new sales pitch
experience tailored to customer needs by promoting
sales pitch styles using IT. For example, sales companies
introduced tablet PCs to provide visual and easy to
understand product explanations and have customers
that come to the sales outlets use the tablets to respond
to questionnaires regarding the quality of service in order
to make timely improvement. Further improvements in
customer satisfaction are being made through the timely
sharing with nationwide sales companies of best practices
that have resulted in higher customer satisfaction.
In addition, in order to promote the popularization of EV/
PHEVs, in fiscal 2018, the number of Dendo Drive Stations,
which are next-generation sales outlets designed
to convey the significance and value of EV/PHEVs to
as many people as possible using presentations and
demonstrations, increased to 64 stores.
We have systems in place to provide information to
customers in a timely manner in the case of market
responses such as recalls as a result of defects that
involve safety. We send direct mail to users of the
affected vehicles and provide information on obtaining
free inspections and repairs to be performed at a sales
company at an early time. We also post information on
our website so that customers can check whether their
vehicles are subject to a recall and the status of repair
implementation.
We are taking measures from the development stage
to improve quality with an emphasis on customer
perceptions in order to achieve high levels of customer
satisfaction not only at the time of purchase, but
throughout the life of a vehicle after purchase.
We aim for Top level Quality from Customer's viewpoint
and take action in concert with sales companies to
improve the quality of sales in order to become a brand
supported and identified with by our customers.
Improving Perceived Quality
Improving Sales Quality
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Performance Report
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Mitsubishi Motors Sustainability Report 2019
Social
Safety and Quality
Improvement of Product, Sales, and Service Quality
With the intent of succeeding service skills, Mitsubishi
Motors dispatches outstanding engineers from Japan
to emerging countries to conduct caravan activities
where they provide technical guidance. In fiscal
2018, we worked to improve technical capabilities
on a global scale by training local service staff in the
field by dispatching two personnel to Puerto Rico,
Indonesia and Malaysia (six in total).
Also, at the Global Service Skills Contest held in
February 2019, 36 service personnel who won
national and regional contests from 23 countries
and regions including China, Thailand, Indonesia,
Australia, and Taiwan gathered to compete on the
accuracy and speed of their work.
Succeeding Service Skills Overseas
TOPICS
Caravan activities Global Service Skills Contest
Cooperation with Overseas Sales Companies Succeeding Service Skills in Japan
Appropriate Product and Service Information Disclosure
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 and strives to gather
comments and opinions from local customers. Also, we
visit individual countries to plan further improvements
by gathering market information and product requests
directly through interviews.
Regional meetings are held regularly in Europe, ASEAN,
the Middle East, and other regions, and sales companies
from around the world gather each year at the Global
Distributors Meeting. Those meetings serve to develop a
sense of unity among the sales companies and to share
sales strategies, the latest product information, best
practices for raising customer satisfaction, and so on.
Succeeding and improving service skills and knowledge of
service staff are essential to customer satisfaction.
Mitsubishi Motors has its own servicing skill certification,
and encourages service staff at sales companies to
acquire this certification. In addition, we hold the biennial
national Service Skills Contest where service staff from
domestic sales companies can improve their service skills
by competing against one another.
At a national contest held in February 2018, 51 winners
of the regional competitions tested their skills against
one another. The winning engineer and service advisor of
the contest represented Japan in the Global Service Skills
Contest described below.
Our seven Technical Centers across Japan organize
technical meet-ups and seminars and support sales
companies to solve difficult repairs and swiftly meet
customer requests through visiting sales companies by
technical staffs of technical centers.In compliance with the laws and regulations of each
country and region, we strive to provide product and
service information and labeling displays.
At the service sites of sales companies (dealers), which
have direct contact with customers, it is crucial to provide
customer-oriented service quality starting at the time of
vehicle purchase.
Mitsubishi Motors collaborates with domestic and
overseas sales companies to improve day-to-day on-
site response capabilities (communication and technical
skills) so that we can live up to customer expectations and
receive customer satisfaction.
Improving Service Quality
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Social
Safety and Quality
Improvement of Product, Sales, and Service Quality
Numbers of Participants in Quality Forum
Consumer Affairs Advisor qualification holders
Domestic forums Overseas forums
FY2014 2,324
FY2015 3,590
FY2016 Postponed
FY2017 2,809
FY2018 4,550 1,880
Division
Number of
qualification holders
Corporate Affairs 10
Product Strategy/
Development
36
Procurement/
Production
4
Sales 4
Quality 7
Other 1
Customer Voice Seminar
*1 According to research by Japan Industrial Association
Management Structure
Mitsubishi Motors has established a Quality Strategy
Committee (QSC) and a Quality Management Committee
(QMC) chaired by the executive officer in charge of
Quality. Periodically, the QSC deliberates on matters
of quality strategy, while the QMC deliberates on the
improvement of the quality of management as a whole.
Also, Quality Management Meetings are held with the
TCS corporate general manager as the chair, which
makes monthly confirmations regarding the progress of
each policy for quality improvement, and which engages
in problem resolution toward the execution of strategies
and target achievement.
Also, regarding information from customers about
vehicle defects provided by sales companies, we have
established systems for immediate policy consultation,
establishment and enactment by regularly gathering and
sharing information.
Developing a Quality-Oriented Mindset
Assessing the Needs of Customers
Improvement of Customer Focus
Since fiscal 2014, we have been holding Quality Forum in
all domestic business locations in connection to activities
that lead to increased quality in products, people and the
Company as each employee individually reassesses and
improves the quality of their work.
Quality Forums were also newly held overseas in fiscal
2018 at factories in Thailand and Indonesia, and we plan
to expand this to other regions in the future.
By listening to the actual comments and opinions of
customers, we are helping employees to consider
customer needs.
This is included in the new employee training curriculum
for both new employees and mid-career entry, and we
provide numerous opportunities to take on customer
perspectives, including training for promoted personnel
and voluntary training courses.
At Mitsubishi Motors, for employees that so desire, we are
supporting the acquisition of Consumer Affairs Advisor
qualification, which is a business qualification from the
Prime Minister and Minister of Economy, Trade and
Industry, with the objective of considering needs from the
perspective of consumers and improving the quality of
products and services.
As of April 1, 2019, 62 qualifications holders have enrolled,
making Mitsubishi Motors 10th in the list of companies
with the largest number of qualification holders.*
1
Social
CSR Management
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Mitsubishi Motors Sustainability Report 2019
Social
Contribution to Local Economy through Business Activities
Policies Management Structure
Targets and Results
Initiatives Ideal image FY2018 Results FY2019 Targets
Employment
Continuous creation of local
employment
Creation of employment for a total of
11,616 (inc. non-full time employees)
local employees in Thailand, Indonesia
and the Philippines
Level maintained since FY2018
Human
resource
development
Support for the development of
personnel responsible for the
development of the local economy
Representative training:
Dispatching local employees to Japan
Implementation of business level
reinforcement seminars for local
employees
Implementation of Manufacturing
Training in order to enhance skills
Under the same policy as FY2018, offer
the same level of training opportunities
Investment
Continuous implementation of capital
investment in factories that supports
the growth of the local economy
and meets the need for business
enhancement
Representative investment:
Establishment of a plan to increase
the production capacity of factories
in Indonesia from 160,000 units to
220,000 units*
1
by FY2020
Implementation of capital investment
Technology
Transfer
Support for creation of markets by
providing technology/expertise for
electric vehicles and electric vehicle
infrastructure
Decision on KD production*
2
for
electric vehicles in Thailand
Implementation of joint research with
the government and universities,
etc. in Indonesia, the Philippines and
Vietnam
Implementation of KD production
project in Thailand
Start of sales of finished models in
Indonesia
Continuous communication with
government
Reforming the manufacturing industry
value chain in the local society by
improving the competitiveness of
factories
Promoting the improvement of factory
quality, on-site improvements and
increased productivity by participating
in plant ranking in the Alliance Product
Way (APW*
3
)
Implementing factor analysis in order
for each factory to improve itself and
making improvements through PDCA
Export
Supporting growth of the local
economy through the acquisition of
foreign currency by means of export
FY2018 export units
Thailand: 360,000 units
Indonesia: 42,000 units
Export more units than FY2018
*1 Production capacity during peak periods of operation
*2 Knock Down production. A method of local construction and sales by importing the major parts
*3 Production method shared between Renault, Nissan and Mitsubishi
*1 For Identification of CSR material issue, please go to P.06
Mitsubishi Motors has been developing business in the
ASEAN region since prior to the rise of motorization,
and we have grown up alongside these countries while
developing close ties with the region based on the
idea that regional development is Mitsubishi Motors
development.
Contributing to local economies through business
is a material CSR issue for CSR, and we are promoting
activities with the aim of contributing to local
economies through investment, employment, human
resource development, technology transfer and export
by developing business in the ASEAN region. *
1
By providing ASEAN customers with the products that
they need, in addition to expanding business from now
on, we will contribute to the local economy though
employment, human resource development, investment,
technology transfer and export.
The Sales Division of the Head Office, which has the role of overseeing local subsidiaries in the ASEAN region, is responsible
for material CSR issues, and it confirms the progress and results from initiatives. Regarding initiatives in Thailand, Indonesia
and the Philippines, where Mitsubishi Motors production bases are located, the rate of progress and results and checked
with local subsidiaries every six months, and a report is made to executives in through the CSR committee.
Social
CSR Management
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Commitment on
Material CSR Issues
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Mitsubishi Motors Sustainability Report 2019
Social
Contribution to Local Economy through Business Activities
Initiatives
Employment
Technology Transfer
Investment
Human resource development
We believe that the mission of Mitsubishi Motors is to
lead the way for the continuous growth of the business
and to create local employment. In fiscal 2018, the
number of local employees in Thailand, Indonesia and
the Philippines, where Mitsubishi Motors production
bases are located, reached 11,000. In fiscal 2019, we will
maintain the same level since FY2018.
In the ASEAN region, meeting environmental regulations
is becoming a more important issue than ever. While
mobility is on the rise and there is a global shift to electric
vehicles, there is a rush to introduce electric vehicles
in the ASEAN region, as well. Utilizing electric vehicle
technology and expertise, which is one of the strengths
of Mitsubishi Motors, we are leading the way ahead of
other companies by conducting joint studies alongside
governments, universities and research agencies in
each country to contribute to drafting government
policy related to the popularization of electric vehicles.
In Thailand, we have decided KD production for electric
vehicles, and in Indonesia we will start the sale of final
models of electric vehicles in 2019. We will continuously
contribute to the creation of the market through the
provision of technology and expertise related to electric
vehicles and EV infrastructure.
Also, in terms of technology transfer by production sites,
we are working to strengthen the competitiveness of
factories such that the value chain of the manufacturing
industry in the local society is transformed. Specifically,
by participating in plant ranking in the Alliance Production
Way that measures the quality, inventory, costs
and productivity of factories, we are strengthening
competitiveness by means of PDCA for the improvement
of factory quality, the promotion of on-site improvements
and increased productivity. In the plant rankings, Thailand
improved in fiscal 2018 over the previous year, and
Indonesia and the Philippines are scheduled to take part
from fiscal 2019.
In addition to supporting the growth of the local economy,
we are proactively making capital investment in factories
in order to respond to the needs of business expansion.
Indonesia has vastly exceeded initial plans, so the plan is
to increase production capacity from the current 160,000
units to 220,000 units by fiscal 2020 by expanding the
facilities of the entire factory. In Thailand, which is the
largest overseas production site, we are making capital
investment for the improvement of factory systems
with the intention of continuously renewing global
vehicle models centering on the Triton pickup truck. In
the Philippines, we are continuing to renew production
facilities, including IT, and to make investment.
Mitsubishi Motors is supporting the growth of personnel
responsible for the development of the local economy
by furnishing them with specialist knowledge and skills
through their experience of work at the company.
Regarding the provision of training and OJT according
to the situation in each country, in fiscal 2018, 19 local
employees from Thailand were dispatched to Japan in
order to train them as local employees/managers that
are capable of being active in global business through
the provision of opportunities to enhance management
capabilities and leadership strengthening. In Indonesia,
empowerment seminars were held for more than 500
employees according to their business level, which
accounts for 15% of the total number of employees. In
the Philippines, Manufacturing Training was conducted
with the aim of raising the ability of the production
division, and more than 700 employees received the
training. Their specialisms are being increased, including
the achievement of high scores at the Mitsubishi Motors
Global Monozukuri Skill Competition . Continuing
in FY2019, we plan to conduct training and OJT in
accordance with the situation in each country.
Export
Through exports, we are supporting the continuous
growth of local economies. Utilizing its strategic location,
the factory in Thailand, which is our largest overseas
production site, is exporting key models, including pickup
truck and SUVs to the ASEAN region and worldwide.
The number of units exported from Thailand reached
360,000 in fiscal 2018, and a stable export business
Social
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Commitment on
Material CSR Issues
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Mitsubishi Motors Sustainability Report 2019
Social
Contribution to Local Economy through Business Activities
Initiatives
is being developed. Also, in Indonesia, exports of the
than 42,000 units have been exported primarily in the
ASEAN region.
Mitsubishi Motors is promoting a mutually
complementary structure for production models
whereby the different models are mass produced in
individual countries in the ASEAN region and are supplied
to the other countries. Through the increase in exports
and the stable growth in local production from this, we
are contributing to the local economy, including the
further creation of employment and the development of
the automobile industry.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
78
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Work Style Reform
Targets and Results Examples of initiatives
Initiative Ideal image Indicator
FY2018
Results
FY2019 Targets
Promotion
of work
style
reforms
Realize total
working hours
within 2,000
hours/year
Total
working
hours
within
2,152
hours/year
Work style
reform
Ongoing
implementation
of measures
Measures related to working hours
Establishing every Friday as No Overtime Day where employees
are encouraged to leave work on time
Setting the third Friday or the Friday closest to the 20th day
of each month as Premium Friday when employees are
encouraged to leave work by 3 p.m.
Encouraging employees to use our half-day leave system and
flextime system, which we recently revised to remove the core
time requirements
Encouraging employees to take paid leave around public holidays
and consecutive holidays in order to make a longer weekend
Measures related to places of work
Encouraging employees to make use of the telecommuting
system to a maximum of 80 hours per month
Measures for raising awareness about work style reforms
Prohibiting work after 8 p.m. in principle, and holding activities
to raise awareness of exercising self-control and not making
phone calls or sending emails during overtime hours
Making progress visible by counting and internally disclosing
overtime hours and paid leave taken by each division
DATA (P.89, 90): Working hours, ratio of paid leave taken, number of
employees using telecommuting/flextime systems
Policies
Management Organization
Initiatives
Mitsubishi Motors views the key to creating sustainable
growth and improving corporate value in an ever-
changing operating environment is people. We therefore
believe that realizing an environment is important 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.
Work style reform is not simply about reducing the
time spent working. Our efforts are directed at a vision
of creating a work style of which we can be proud,
through which employees can get a solid sense of their
own personal development, and which realizes both
development for the company and happiness for families.
Up till now, we have worked on developing an
environment where diverse employees can maximize
their abilities, promoting flexible ways of working that
are free from the constraints of location and time, such
as telecommuting and flextime systems. In January
2019, we established the Work Style Reform Committee,
comprised of division general managers and led by the
CEO, to promote further work style reform through the
expansion and entrenchment of policies and measures.
Mitsubishi Motors is implementing measures to shorten
total working hours in order to promote and establish
work-life balance. Together with improving work
efficiency, by encouraging employees to leave work
on time and to take paid leave, and by introducing a
telecommuting system and flextime system with no
core time requirements, we are proceeding to create
workplaces that allow a variety of flexible working styles
free from the constraints of work location and time.
At the new head office building, which we moved into
in January 2019, we have created an environment
that more actively promotes communication among
employees, including free-address offices, open
meeting spaces and cafeterias. In addition, we have also
introduced the latest meeting room controlling system
in an effort to improve productivity, and we have worked
on eliminating paper, such as by installing large display
screens in each meeting room.
Since fiscal 2013, we have conducted employee surveys
to identify issues affecting the company, organizations,
and individual employees. The survey results are used
as reference indicators for improving awareness and
operations at each workplace.
In fiscal 2017, we conducted an online survey of
approximately 14,000 employees. In fiscal 2018, action
plans for addressing the issues identified through
the survey were formulated and implemented on a
workplace basis.
Shortening Total Working Hours
Employee Surveys
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
79
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Diversity
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 Promotion Policy
Targets and Results
Initiatives Ideal image Indicator FY2018 Results FY2019 Targets
Promotion of womens
participation and
advancement in the workplace
Have 100 women in
management by the end
of FY2020
Number of female
managers
68
Implementation of
reinforcement measures
aimed at realizing vision
Promotion of employment
of people with disabilities
Promote stable, continual
employment of people
with disabilities
Percentage of employees
with disabilities
2.19%
Ongoing promotion of
employment of people with
disabilities
Promotion of LGBT
awareness
Create workplace
environments where LGBT
people find it easy to work
External indicator for LGBT
initiatives
work with Pride 2018
PRIDE Index: GOLD
Continuation of activities
promoting LGBT awareness
Diversity Report Vol. 4: Invigorating the organization through diversity
Issued December 2018
PDF
[5MB]
The Diversity Report can be downloaded in PDF format.
Di@MoND TE AM / Di@MoND PEOPLE
Team members with diverse career paths consider the future of the
automotive industry, capitalizing on their respective strengths
Flourishing
RIKEJO
, women with science backgrounds
Taking the lead in workstyle reform through cross-functional initiatives
Business process visualization and cultivation of trusting relationships
in the workplace made 3-week childcare leave possible
Making the most of my attributes so as to help cultivate a working
environment where everyone can work comfortably
D
iversity
MITSUBISHI MOTORS
Report
Invigorating the organization
through diversity
Vol.4
Diversi ty helps everyone to exce l!
Mitsubishi Mo tors Diversit y Report
Various cultures and ethnicities harmonized
Diversity suppor ts MMNAs growth
Employee Support
Mitsubishi Motors Work-Life Balance
Assistance Programs
Initiatives concerning LGBT
Aim at creating LGBT-friendly workplaces
Diversity enhances
the quality of the organization!
Greater
Diversity!
Diversity Report
Diamondはそれぞれが個性をもった輝きを持ち、岩盤をも切り崩す強度も
併せ持ちます。社員一人ひとりがその個性を発揮し、光り輝くとともに様々
な困難にも立ち向かい目標を成し遂げていく様をイメージし、それを新たな
推進力としていきたいという思いをこめております。
Di@MoND
Diversity @ Mitsubishi Motors New Drive
＜ロゴグループ化済＞
Diversity Promotion Policy Management Organization
Initiatives
Mitsubishi Motors aims to grow sustainably while
flexibly responding to the changing business and market
environment resulting from progressive globalization
and diversifying customer needs. To this end, we need
employees with different values and ideas working
together to create automobiles with new appeal and
value for customers. With respect for employee diversity
including gender, age, nationality, race, religion or ability,
we are making efforts to create environment where each
person can energetically work without difficulty.
We established a Diversity Promotion Policy in July 2014
to promote and achieve diversity.
Diversity is promoted in the form of Di@MoND activities by the Diversity Promotion Office based on the Diversity
Promotion Policy.
Each diamond has its own unique brilliance as well as the strength to cut into
bedrock. We have given the name Di@MoND (Diversity @ Mitsubishi Motors New
Drive) to our diversity promotion activities to represent our hope that all employees
will harness their unique attributes and shine brightly while demonstrating their
strength to overcome even the toughest challenges to achieve goals, thus acting as
a new driving force for the company.
Diversity Report
Mitsubishi Motors has been periodically issuing the
Diversity Report, a publication dedicated to diversity
issues, since 2015 to raise awareness inside and outside
the company regarding our diversity promotion initiatives.
The latest issue, Vol. 4, is titled Invigorating the
organization through diversity. It picks up on some
examples for utilizing individual diversity and values as a
new driving force for the organization, while looking back
at the history of diversity promotion thus far. Through
this publication, we are working to raise awareness and
create workplaces where every employee can shine and
individuality can thrive.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
80
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Diversity
In 2019, Mitsubishi Motors was selected as a constituent member
of the MSCI Japan Empowering Women Index (WIN) for the
second year in a row. WIN is an index developed by MSCI Japan
Inc. for supporting investment in the environment, society, and
governance (ESG).
MSCI selects companies that lead their industries in promoting the
hiring, continued employment, and advancement of women and
diversity. MSCI makes its determinations based on data relating
to the employment of women disclosed pursuant to the ACT on
Promotion of Womens Participation and Advancement in the
Workplace and information disclosed by companies for example.
Mitsubishi Motors Selected as Constituent
of MSCI Japan Empowering Women Index
DATA (P.89): Status of Female Management Promotions
DATA (P.90): Number of persons taking childcare leave and utilizing main
work-life assistance programs
Programs Overview
Childcare
Pregnancy leave
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 birth
Childcare leave Can be taken up to the end of April of the following fiscal year after the childs third birthday
Child nursing leave
Can be taken until the end of the fiscal year of the childs 12th birthday (one child: up to 5 days; two and over: up to 10
days; first five days are paid in both cases)
Reduced working
hours for childcare
Four-, five-, six-, or seven-hour work shifts can be chosen until the end of the fiscal year of the childs 12th birthday
(combined use with the flextime system is also available)
Nursing care
Nursing care leave Aggregate total of three years can be taken per person receiving nursing care
Short-term nursing
care leave
If one person receiving nursing care: up to 5 days; if two or more people receiving nursing care: up to 10 days (first five days
are paid in both cases)
Reduced working
hours for nursing care
Available until the reason for the nursing care no longer exists. Employees can elect to work, four-, five-, six-, or seven-
hours per day, and are also eligible for flextime work.
Miscellaneous
Life plan leave
Employees can take up to 10 days leave per year for various predefined purposes such as receiving treatment for non-work
related injury/illness, caring for family, childcare, infertility treatment, participating in volunteer activities, and language studies
Accumulation of
unused paid leave
Employees can accumulate unused annual paid leave up to four days per year to a maximum of 40 days which can be
used for predefined purposes. (E.g., receiving treatment for non-work related injury/illness, caring for family, childcare,
participating in volunteer activities, and infertility treatment)
Flextime system
System that lets employees set their own working hours with no core time under predefined conditions on prescribed work days
Telecommuting
system
Limited to a maximum of 80 hours per month. Employees can work remotely using their own work PC, either at their own
home or at the home of a family member if providing childcare or care for that family member.
Reemployment
system
Eligible for employees who resigned due to pregnancy, the birth of a child, childcare, nursing care, marriage, moving due to
spouse work transfer, or other reason recognized by the Company, with an applicable period within five years after resignation
Accompanying leave
Temporary leave system for employees to accompany spouses who have been transferred in Japan or overseas or are
studying abroad, with an applicable period of from one month to five years
TOPICS
List of work-life balance assistance programs
Promoting Womens Participation and
Advancement in the Workplace
Work-Life Balance Initiatives
Mitsubishi Motors promotes womens participation and
advancement in the workplace as a priority issue. In fiscal 2018,
we conducted leadership training for women and role model
lectures and dispatched four female employees to the Womens
Forum for the Economy & Society in Paris, France.
As of July 2019, there were five female executives (12.5%), and
there were 68 women in management positions (3.9%), of which
13 were at the general manager level. We also have our first ever
female corporate vice president. Based on the Act on Promotion
of Womens Participation and Advancement in the Workplace,
we have formulated an action plan to promote womens
advancement, setting a goal of 100 women working at the
management level by the end of fiscal 2020. We will continue
this initiative to create an environment where more female
employees can work in positions of greater responsibility.
We are enhancing our work-life balance assistance
programs to accommodate the diverse work styles of
our employees. Creating foundations to facilitate work
by employees in a variety of situations, in fiscal 2017
we introduced the telecommuting and accompanying
leave systems to accommodate diverse work styles
and life events. In fiscal 2018, we established the
Work-life Balance Support Concierge within Mitsubishi
Motors, from which employees can seek advice on the
programs suitable for their individual childcare and
nursing care needs. Following feedback from employees
who had sought advice, we relaxed the criteria for child
nursing leave, short-term nursing care leave and the
telecommuting system.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
81
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Diversity
DATA (P.90): Number of hired people with disabilities
Dia•Kids Tamachi, a day-care center for employees
Helping Employees to Balance Work and Childcare Helping Employees to Balance Work and Nursing Care
Mitsubishi Motors actively supports employees who seek to
balance work and childcare.
This support also extends to facilities, with two on-site day-
care 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.
Since fiscal 2015, we have been holding get-to-know-
you lunch meetings at the head office for employees on
childcare leave and employees working reduced hours for
childcare in order to eliminate concerns about returning
to work by employees on leave, alleviate worries unique
to those working while performing childcare, and support
network building. Meet-and-talk sessions are also held
between employees on childcare leave and workplace
supervisors.
In addition, we have continued to hold training for employees
who are working while raising children as well as training for
managers with subordinates on childcare leave or who are
raising children. In fiscal 2018, training sessions were held at
two business sites (head office and Okazaki) with about 60
participants. Outside instructors were invited and employees
with children learned how they should approach long-
term career development while supervisors learned how to
manage them properly about proper management.
As birth rates decline and society ages, we must not
only support childcare as a company, but also help them
balance their work and nursing care.
At Mitsubishi Motors, we have set up contact points
where employees can consult with nursing care specialists
as required via email or on the phone. We also organize
on-site individual nursing care consultations with nursing
care specialists. Furthermore, in fiscal 2018, we organized
nursing care seminars delivered by outside instructors to
provide basic information about how they can balance
their Work and nursing care. The seminars, held in four
regions (head office, Okazaki, Kyoto and Mizushima), were
attended by about 300 employees, primarily managers.
Increasing Employment of Senior Workers
Global Action
Promoting Employment of People with
Disabilities
With the goal of handing down skills and technologies
and securing a talented workforce that makes the most
of its knowledge and experience, Mitsubishi Motors
operates a program to reemploy senior workers after their
retirement. As of March 2019, there were 664 reemployed
workers, engaged in handing down techniques and
training the next generation.
As part of the support offered to our workforce of non-
Japanese employees,
which is increasing year by year, we have established
prayer rooms at our head office and Okazaki sites
which are available to people of all religions and
denominations. A facility for cleansing parts of the body
before worship has also been set up in the prayer room
at the Okazaki site.
Aiming to achieve a workplace where everyone can work,
we actively hire people with disabilities in a wide range of
occupations.
As of April 2019, the percentage of employees with
disabilities at Mitsubishi Motors was 2.14%. We will
continue to promote additional employment while
improving the work environment.
We also promote the employment of people with
disabilities through MMC WING, a special-purpose
subsidiary established in April 2007, which, as of April
2019, was employing 53 workers with intellectual
disabilities at the Okazaki and Mizushima plants. After
13years has passed since its establishment, MMC WING
has received many inquiries about employment from
Hello Work Public Employment Security Offices, the
prefectural employment and support center for disabled
persons, and special needs schools, and has established
a high profile in the region. In addition, we do not stop
at just providing employment within our company when
doing our part for employment support of people with
disabilities. For example, we proactively accept requests
from employment support facilities and special needs
schools to try on-site training, providing people with
disabilities opportunities to experience group activities
and work processes.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
82
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Diversity
Developed by work with Pride, a voluntary
organization in Japan, PRIDE Index is an indicator
for rating workplace initiatives for sexual minorities,
including LGBT. In October 2018, Mitsubishi Motors
was awarded the highest gold rating. We will
continue to create workplace environments that are
friendly for all employees.
TOPICS
Awarded PRIDE Index Gold Rating
Addressing LGBT Issues
The Mitsubishi Motors Global Code of Conduct expressly
includes respect for LGBT individuals under Respect
Human Rights and Diversity and Provide Equal
Opportunity. In fiscal 2018, we held an LGBT seminar
with the aim of providing basic knowledge for accurate
understanding of LGBT issues and increasing supporters
known as Allies. It was attended by about 250
employees. We also exhibited at the Tokyo Rainbow Pride
2018 LGBT event, showcasing our initiatives for LGBT and
diversity in general to visitors to the event.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
83
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Human Resource Development
Education Pillars of Mitsubishi Motors
MMC WAY
MMC Companywide Education
Corporate Vision and Mission
Three Principles
Required human
resource model
Ability requirements
(1) Ideal to be
pursued
(2) Training
(off-the-job-training)
(3) Human resource
development (HRD)
systems
(4) Practical training
(on-the-job training)
Criteria for ability development
(dimensions)
Awareness-raising for
MMC WAY
(some training)
Enhancement of objective
ability assessment
(Quality Gates assessment)
Introduction of selective
reinforcement training
Introduction of
PDCA cycle for HRD
Performance evaluation /
feedback interview
Check of preferred career /
stocktaking of skills
Provision of development
experience/opportunities
based on results of assessment
Revitalization of
HRD communication
Promotion of awareness/
development based on
results of assessment
Policies
This educational system is supported by three pillars: the Three Principles, a statement of the Mitsubishi Groups
management principles; our Corporate Vision and Mission; and the MMC WAY, guidelines for daily behavior. We have clarified
the abilities and skills necessary to put these principles or behavior into practice. We also specified the ideal model for 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.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
84
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Human Resource Development
Targets and Results
Initiative Ideal image Indicator
FY2018
Results
FY2019
Target
Expansion
of human
resource
development
program
Promote
development
of human
resources
who practice
the MMC
WAY
Education
program
Strengthened
outside
training open
to all
employees
Introduction of
reinforcement
training
for middle
management
Organizational Framework of Mitsubishi Motors Human Resource Development
*1 Mid-career employees undergo fundamental business skills follow-up training corresponding to third year training.
*2, 3 To be conducted within third year training and entry-level employee training program, respectively.
*4 OCD: Overseas Career Development
Legend:
Newly implemented
Job Classification
(required human
resource model)
Training for each job rank
Training across
all job ranks
Global
Training for newly
promoted employees
Reinforcement
training
Training for candidates
for promotion
Institutional
training
Mindset/Skills English
General
managers (M1)
(innovation leader)
Training for newly-
promoted M1
Selective reinforcement
training (e-Learning)
Section
managers (M2)
(management
professional)
Training for newly
promoted M2
Leadership training
for organizational
transformation
Selective reinforcement
training (e-Learning)
Training for
M1 candidates
(assessment)
Assistant
Manager
(a leader of practical
work)
Training for newly
promoted Assistant
Manager
Training for M2
candidates (preparatory
training for assessment)
Training for
M2 candidates
(assessment)
Main Staff
(a key player in the
execution of work)
Training for newly
promoted Main Staff
Training for Assistant
Manager candidates
(advance training)
Good communicator
development training
Staff
(a professional in the
operational work)
Entry-level
employee training
Third year training*
1
Second year training
Global communications
training
*
2
Global mindset
training*
3
Clerical Staff
(efficiently carries out
operations)
Entry-level
employee training
Third year
training*
1
Second year
training
Global communications
training
*
2
Global mindset
training*
3
Feedback interview training
Follow-up training on commitment and
target & MMC WAY
Training for mid-career employees
Training for mentors of new graduates
Engineer training
Training for expats to be dispatched to foreign affiliates
Selective training (OCD*
4
program, etc.)
Measures for improving TOEIC score
TOEIC score range from 300 to 695
Management Organization
Based on the education pillars, sections in charge of
education within the Human Resources Division have
put in place a training program for the systematic
development of human resources, from entry-level
employees to general managers.
In addition to training curricula tailored to employee
job classifications, various other training programs
for employees have also been mapped out, including
e-learning training for all employees and selective training
that allows employees to select the programs they want
to participate in.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
85
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Human Resource Development
Fiscal 2018 Seminars for Future Good Life
Number of seminars 4 in total across the company
The number of participants 109
Initiatives
The role of middle managers acting as a bridge between
management and the work floor is becoming increasingly
important for responding to environmental change and
enhancing organizational capability. Mitsubishi Motors
has a training program for the systematic development of
human resources from entry-level employees to general
managers, and is particularly focused on enhancing
programs that strengthen middle management.
Specifically, in the training for section manager (M2) and
general manager (M1) candidates, which is designed
to improve management capability, opportunities are
provided for them to learn the skills and abilities required
at each level for identifying and resolving issues, and to
also learn about characteristics of their own thinking and
behavior, as well as points for improvement, through
feedback provided by external assessors.
Regarding career formation, we have put in place a system
which enables employees to proactively set their own goals
based on their achievements, capabilities, and life plans, while
elevating their capacity to achieve these goals.
As a specific career development method, employees
participate in interviews with their superiors every year. The
interviews are held based on their Career Development Plans
in which employees describe a future career course they hope
to take and their medium- to long-term career design by
reflecting on their past career. The aim of this process is to
have employees build an objective picture of their challenges
and then proceed along a career path they have formed for
themselves with conviction and a high degree of motivation.
In the personnel system for section managers and general
managers, we have introduced Commitment & Target
and Assessment of MMC WAY Embodiment as tools
for enhancing management in order to revitalize the
organization. In doing so, we aim to: (1) Share organizational
objectives and foster a sense of responsibility for achieving
these objectives, (2) Enhance incentives for achieving
objectives, (3) Enforce mindset and behavior expected from
employees, and (4) Make appointments and promotions
according to merit.
We have also introduced Commitment & Target and
Assessment of MMC WAY Embodiment into the personnel
system for non-management personnel, with an aim
of: (1) Sharing organizational objectives and instilling a
sense of responsibility for achieving them, (2) Raising
transparency and employee approval of evaluations and
employee treatment, and (3) Promoting the establishment
of shared values.
In line with increases in both overseas production and
sales volumes, Mitsubishi Motors is placing emphasis on
developing human resources who are capable of adopting
a global perspective and performing in the global business
field.
English language skills are essential when working with
people outside Japan, so we offer employees training
designed to systematically improve their English skills,
including beginner and intermediate courses aimed
at improving basic skills. We also offer local language
courses for employees who will be stationed in non-
English-speaking countries.
In addition to language training, we run a program in
which younger employees are dispatched to non-English-
speaking emerging countries for three years (one year
of language training + two years of work experience at a
local affiliate). Plans are also in place for training programs
at overseas subsidiaries.
Strengthening of Middle Management
Personnel System
Fostering Global-Minded Human Resources
Training and Education
Career formation and evaluation
In keeping with the Revised Act for Stabilization of
Employment of Older Persons, Mitsubishi Motors is
encouraging the reemployment of retirees aged 60 and
over to steadily hand down the techniques, knowledge
and experience of skilled workers.
We are also working to support the lifelong career
development of our employees. For instance, we regularly
hold Good Life Seminars, a joint undertaking with the
labor union geared toward employees aged 50 and over,
where we give post-retirement life planning advice.
Supporting Lifelong Education
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
86
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Human Resource Development
Mindset
Cross-functional
Work beyond
organizational
boundaries
Transparent
Candid and accountable
Look outward
Go out and learn
Actions
Commit
Achieve quantifiable goals
Challenge
Take proactive action for
value creation
Perform
Results with sense of
speed
MMC WAY
DATA (P.90): Wage levels
We have created six, simple keywords that capture the
minimum necessary preparation and behavior required as
Mitsubishi Motors employees.
Mitsubishi Motors introduced a remuneration system
that allows for appropriate compensation based on the
roles, degree of contribution, and weight of the roles and
responsibilities of each employee. We provide the system
to enhance each employees career and motivation. In
conjunction with raises given annually based on individual
performance, raises are also given according to advances
in career.
We comply with local laws and regulations regarding wage
levels and set wage levels according to job classifications,
taking into consideration industry levels. There are no
discrepancies in wages based on race, nationality, sex, or
other such reasons.
In May, employees are provided feedback on the results
of their evaluation score for the prior year and set their
objectives for the current year.
Supervisors routinely observe the behavior of employees
to assess their embodiment of MMC Way. As for
evaluations based on Commitment & Target, objectives
are finalized by July by the employee together with his or
her supervisor, followed by an interim interview in October
or November. Employees conduct self-evaluations in
March of the following year, after which a final evaluation
is conducted in April to finalize the annual evaluation.
Evaluation Standards: MMC WAY
Evaluation Process (Non-Managerial Employees)
Fair Compensation System
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
87
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Occupational Health and Safety
4. Companywide efforts shall be made to create clean and
comfortable work environments, prevent disease, and
promote the health and physical well-being of each
employee.
5. Health and safety management shall be implemented in
accordance with the Mitsubishi Motors Health and Safety
Management System.
Targets and Results
Initiative Ideal image Indicator
FY2018
Results
FY2019
Targets
Creation
of safe
workplaces
Realize safe
and secure
workplaces
Overall
accident
rate*
0.41
Ongoing
measures for
the creation
of safe
workplaces
* Number of accidents with or without loss of workdays per 1 million
working hours
1. We will undertake companywide activities with emphasis
on each process of the PDCA cycle to eliminate workplace
risks and hazards with safety taking priority over all
else. Within each activity, confirmation, follow-up,
and improvement will be carried out successively and
continuously.
2. Workplace supervisors from senior management
down will implement comprehensive health and safety
management measures under their own responsibility
with an awareness that ensuring health and safety is the
foundation of management. They will strive to create
a workplace culture of discipline with consideration
for others and a strict attitude of not engaging in, not
allowing others to engage in, and not overlooking unsafe
conduct. All workplace supervisors will also work to create
a workplace culture that fosters open communication
where subordinate personnel feel 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
and endeavor 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 made and decisions that have been made by others.
Basic Policy
Policies
Management Organization
Initiatives
Ensuring the health and safety of employees is the
foundation of corporate activities. Mitsubishi Motors has
established a Health and Safety Management Policy, and
is continually taking related measures.
The Central Production Committee comprises the lead
officer, heads of production sites, and labor union
representatives, and meets once a year to assess the
status of measures taken over the year for such issues
as occupational safety, traffic safety, natural disaster
preparedness and health management. The committee
also sets quantitative targets for health and safety in the
coming year, determines priority measures, and takes
action to achieve the targets.
Mitsubishi Motors works to create safe and secure
workplaces where all employees can dedicate themselves
to their work with a feeling of reassurance. In particular,
we strive to prevent accidents in production sites,
which account for around 80% of workplace accidents.
In order to prevent these, we identify unsafe conditions
or employee behaviors in all work situations and make
improvements. Additionally, we create safe workplaces
by carrying out mutual safety checks at production sites
by senior officials and workplace supervisors to identify
commonly overlooked hazards. Other measures include
adopting improvement proposals and requests raised by
employees. We also established safety training schools
at each business site to raise hazard awareness and
conduct hands-on hazard training so that all employees
can experience hazardous situations firsthand.
In fiscal 2018, there were four workplace accidents
involving the loss of one or more workdays, up one from
fiscal 2017. There were no fatal accidents. The main
causes of these accidents were insufficient safety checks
by workers and overlooked unsafe conditions. In fiscal
2019, as well as providing hazard prediction training, we
are taking synchronized, company-wide, in-depth efforts
for workplace safety, such as by ensuring the prevention
of similar accidents and carrying out thorough pre-work
safety checks.
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
Initiatives to Ensure Workplace Safety
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
88
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Occupational Health and Safety
Labor-Management Relations
* An employee support program that seeks to improve individual and
workplace health by implementing organizational mental health measures,
offering health consultations on individual physical or mental health issues,
and addressing compliance and other issues.
DATA (P.90): Accident Rate
on other workplaces to ensure thorough compliance.
Following on from Mitsubishi Motors Thailand (MMTh) in
fiscal 2017, a compliance assessment was conducted for
Mitsubishi Motors Philippines Corporation (MMPC) in fiscal
2018. Going forward, we will expand these assessments
to other locations.
With the aim of strengthening our health and safety
management structure and further raising the level of
management, we also plan to rebuild the company-wide
health and safety management system, and to acquire
ISO 45001 by fiscal 2022.
Mental and Physical Health Initiatives
Status of Labor-Management Communications
For the purpose of maintaining and improving the mental
and physical health of our employees, Mitsubishi Motors
prioritizes two key measures: guidance on preventing
lifestyle-related diseases and measures for maintaining
good mental health.
Given that mental health issues account for more than
half of absences due to illness, and that such absences
have been increasing since fiscal 2016, we have positioned
mental health measures as a company-wide priority issue
and have introduced an outside Employee Assistance
Program* (EAP), a type of mental health program.
The number of employees who were absent from work
due to the onset of mental health issues increased by 16%
in fiscal 2018 compared to the previous fiscal year. Given
that work-related concerns account for approximately
80% of all cases, we have placed priority on prevention
with the aim of providing care for individuals, encouraging
care of subordinates by superiors, and improving
workplace environments. We have compiled 13 priority
measures along with company-wide health and safety
management into the Mitsubishi Motors Mental Health
Promotion Plan, which we announced as part of the Top
Message as we strive to revitalize our efforts.
We arrange face-to-face sessions with industrial
physicians or counselors for employees determined to be
experiencing high levels of stress based on the results of
annual stress checks. Following an appeal for employees
to actively attend sessions with industrial physicians,
explaining the purpose of the sessions and about how
confidentiality is assured, the number of employees
wishing to attend these sessions increased by about 70%
compared to the previous fiscal year. We also assess stress
levels at each workplace, conduct training to improve
workplace communications, and conduct a program
delivered by outside counselors to improve workplace
environments. In fiscal 2018, 54 workplaces accessed this
program in an effort to make improvements.
We are creating environments where employees feel
comfortable consulting about their concerns with
consultation desks for individuals. We have established
consultation desks with counselors, attorneys, tax
accountants, and other professionals and made them
available not only to employees, but also to their family
members.
Mitsubishi Motors supports the basic principles of
the Universal Declaration of Human Rights, the OECD
Guidelines for Multinational Enterprises, and the United
Nations Global Compact, and guarantees fundamental
labor 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).
As of April 2019, our labor union had 12,655 members
(excluding reemployed senior staff), accounting for 99% of
general employees excluding officers and management.
The labor-management council is regularly held along
with collective bargaining as an opportunity for labor
management discussions. These discussions aim to share
information about issues such as working conditions and
the working environment, and labor and management
then work together to solve these issues.
In fiscal 2018, 50 discussions were held between the
Company headquarters and union headquarters, and
many discussions were also held between offices and
union branches in each business site.
For important topics such as major changes in working
conditions, we organize a labor-management expert
committee and make decisions after careful consideration
and discussions and management.
We are also working to build good relationships with labor
unions at overseas affiliates in accordance with the labor
laws and regulations of each country.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
89
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Social
Employees
Human Resource-Related Data
Number of Employees
FY2016 FY2017 FY2018
Number of
employees (non-
consolidated)
Total 13,222 13,693 14,171
Male 11,932 12,336 12,695
Female 1,290 1,357 1,476
Number of employees (consolidated) 29,604 30,507 31,314
Number of temporary workers (consolidated)
3,892 7,122 8,682
Employee Makeup (non-consolidated)
FY2016 FY2017 FY2018
Average age
Male 41.1 41.9 41.6
Female 38.3 39.2 38.5
Average years of service
Male 16.7 16.6 16.7
Female 12.3 12.8 12.4
Number of employees who have left the company (total)
665 539 533
Retirement 221 248 272
Voluntary retirement 421 249 240
Involuntary retirement 8 2 7
Work transfer, other 15 40 14
Number of New Graduates Hired
FY2016 FY2017 FY2018
Total
Male 298 220 314
Female 40 31 54
University graduate/
Master s degree or above
Male 196 133 226
Female 34 27 47
Junior college/ vocational
school graduates
Male 2 1 5
Female 0 0 0
High school graduates/
other
Male 100 86 83
Female 6 4 7
Number of Locally-Hired Managerial
Employees at Overseas Subsidiaries
North America
618
2%
Australia and others
313 1%
Europe 360 1%
Japan
21,552
69%
Asia
8,471
27%
Number of Employees by Region:
31,314 (consolidated)
Number of
managerial
employees
Persons 1,028
Ratio 11
Number of employees 9,762
(As of March 2019)
2019 331
Status of Female Management Promotions
As of July 2017 As of July 2018 As of July 2019
Number of female
managers*
1
Persons 49 58 68
Ratio 2.9 3.5 3.9
General manager or above
6 11 13
Number of female
executives*
2
Persons 2 3 5
Ratio 5.1 7.7 12.5
*1 Excludes employees dispatched to other companies.
*2 Number of female executives includes outside directors.
Working Hours and Ratio of Paid Leave Taken
FY2016 FY2017 FY2018
Total working hours per person/per year 2,092.9 hours 2,115.5 hours 2,131.2 hours
Overtime worked per person 328.3 hours 329.5 hours 372.3 hours
Ratio of annual paid leave taken 81.6 82.6 86.6
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
90
Mitsubishi Motors Sustainability Report 2019
Social
Employees
Human Resource-Related Data
Employment of People with Disabilities
FY 2018 Results Male Female Total
Childcare
Pregnancy leave 0 9 9
Maternity leave 0 65 65
Childcare leave 10 121 131
Child nursing leave 279 190 469
Reduced working hours for childcare 5 178 183
Nursing care
Nursing care leave 2 0 2
Short-term nursing care leave 185 56 241
Reduced working hours for nursing care 2 6 8
Miscellaneous
Life plan leave 119 34 153
Accumulation of unused paid leave 577 55 632
Flextime system (including
managerial employees)*
6,762 1,040 7,802
Telecommuting system 260 203 463
Reemployment system
*
Number of employees registered as candidates for
re-hiring under the reemployment system (in fiscal
2018, no employees were rehired under this program)
0 4 4
Accompanying leave 0 9 9
Major Programs to Promote Work-Life Balance
* With regard to the flextime system, the number of employees eligible to use the system (as of April 2019)
Fiscal 2018 Training Results
Number of employees who took courses during the year (total) 20,350 employees
Total number of hours attended 186,147 hours
Number of course hours/days per employee 13.1 hours / 1.7 days
Training expenses per employee ¥34,509
Accident Rate (Accident Frequency)
FY2016 FY2017 FY2018
Overall accident rate*
1
0.54 0.60 0.41
Accident rate with loss of workdays*
2
0.06 0.09 0.10
*1 Number of accidents with or without loss of workdays per 1 million working hours
*2 Number of accidents with loss of workdays per 1 million working hours
Employee Shareholding Association
As of March 2019
Number of members of the employee shareholding association 1,260
Membership rate 8.3
Shares owned 1,716,971
Number of Persons Taking Childcare Leave and Retention of Returnees
FY2016 FY2017 FY2018
Number of
persons taking
childcare leave
Total 86 127 131
Male 3 6 10
Female 83 121 121
Retention rate of returnees* 91.9 92.3 100
100
Total number of employees still employed 12 months after returning to work from childcare leave
Total number of employees whose childcare leave ended during the previous reporting period
2.5
2.0
1.5
1.0
0.5
0
500
400
300
200
100
0
Persons
2015 2016 2017 2018 2019
Employment rate (%)Number of disabled persons hired
346
350
330
313
307
2.21
2.14
2.18
2.07
2.09
* In accordance with the Act for
Promotion of Employment of Persons
with Disabilities, one severely disabled
person is recognized as two people
Wage Levels
Starting pay
High school graduate Administrative and
Engineering staff
¥165,000
High school graduate Manufacturing Worker
¥171,000
Technical college graduate ¥184,700
Junior college graduate ¥169,500
University graduate ¥208,500
Masters degree ¥230,500
Doctor of Philosophy ¥264,500
Average salary of all employees (annual) ¥7,418,000
Percentage of womens salaries
to mens salaries
(annual salary) 78
Ratio of Valuable Compensation General Manager
Maximum of 35% of annual
basic salary
General Manager (responsible for specific
duties)
Maximum of 25% of annual
basic salary
Manager
Maximum of 20% of annual
basic salary
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
91
Mitsubishi Motors Sustainability Report 2019
Social
Human Rights
Basic Approach and Policies Management Systems
Human Rights Policy
PDF
Approach/Policy to Human Rights
Consideration for Human Rights in
Work and Investment
Framework of Human Rights Enlightenment
Human Rights Compliance in the Value Chain
Based on the idea that respect for human rights is the
foundation of our business activities, in May 2019,
Mitsubishi Motors announced its support for the
United Nations Global Compact (UNGC) in which the
United Nations advocates the ten principles in the four
categories of human rights, labor, environment, and anti-
corruption. As a participating company, we support and
respect international standards and norms such as the
International Bill of Human Rights, the ILOs Declaration
on Fundamental Principles and Rights at Work, and the
United Nations Guiding Principles on Business and Human
Rights. Based on the 10 principles of the UNGC, we
will continue our activities toward the realization of the
sustainable growth of society.
As a global company, Mitsubishi Motors believes that
respect for human rights and anti-corruption initiatives
are very important.
Based on that idea, in order to further specify initiatives
for the respect of human rights and anti-corruption, in
May 2019, a partial revision was made to the MITSUBISHI
MOTORS Global Code of Conduct.
Respect Human Rights and Diversity, Provide Equal
Opportunity in the Global Code of Conduct specifies
that discrimination, retaliation and harassment are not
permitted in any form or to any extent, and that the
diversity of suppliers, customers, executives, employees
and local communities shall be respected in addition to
respecting human rights.
In fiscal 2019, in the newly enacted Mitsubishi Motors
Human Rights Policy, specific initiatives are defined,
including support and respect for international standards
and norms regarding human rights, matters for
compliance, and the implementation of human rights risk
evaluations and executive/employee training.
As we believe that positive relationships based on mutual
understanding between employees and everyone in
the community are essential to the sustainability of our
business, when establishing business sites or related
facilities, we give consideration to the cultural values of
the country and region including customs and religions.
We offer human rights awareness training companywide headed
by the executive in charge of human resources. Personnel
in charge of education stationed at our business sites are
working to raise human rights awareness among employees
by conducting lectures using shared educational materials. We
also participated in events held by the Industrial Federation for
Human Rights, Tokyo, of which we have been a member for
some time, and the Mitsubishi Human Rights Enlightenment
Committee and attended conferences, research meetings, and
so on held by other external organizations, gathered information,
and took measures to improve understanding (approx. 100 days
in fiscal 2018). The insights gained from these opportunities have
been reflected in internal training and other purposes.
Not only do we carry out initiatives with consideration for human
rights internally but also we place great importance on initiatives
that give consideration to human rights among suppliers
by specifying matters of respect for human rights in the
Supplier CSR Guidelines, including the complete elimination of
discrimination and the prohibition of child labor and forced labor.
In February 2019, in order to clarify the items required of
suppliers, a new chapter entitled Our Call to Suppliers was
added to the guidelines. Also, we confirm that suppliers agree to
consider human rights by receiving SUPPLIER COMMITMENT.
At sales companies, we carry out initiatives to provide a work
environment with consideration for the health and safety of
employees and we prohibit acts that infringe on human rights.
In our Human Rights Policy, executives and employees
are required to respect diversity and to create equal
opportunities with no allowance for unfair discrimination
or harassment on bases such as race, 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.
Prohibiting Discrimination
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
92
Mitsubishi Motors Sustainability Report 2019
Social
Human Rights
Management Systems Initiatives
Establishment of Internal and External Consultation Offices (Helplines) P.107
For further information regarding the Business Partner Helpline, please go to
P.94
For further information regarding the Customer Contact Center, please go to
P.72
* Attendance ratio not disclosed for voluntary attendance
Entry-level
employees
The significance of corporate initiatives regarding
human rights, fundamental knowledge regarding
human rights, etc.
Mid-career
employees
Recent topics regarding human rights, the relation
between our business and human rights, etc.
Newly promoted
managers
Recent topics regarding human rights, prevention
of harassment, roles of managers, etc.
Newly promoted
general managers
Provision of expertise needed as workplace
managers, etc.
Training Programs by Type
Number of
Participants
Attendance
Rate
Entry-level employee training 291 100
Mid-career employee training
(newly promoted)
206 100
Newly promoted manager training 157 100
Seminars to raise understanding of
LGBT issues
249 *
In May 2019, Mitsubishi Motors announced its
support for the United Nations Global Compact
(UNGC) that provides the universal principle
regarding human rights, labor, the environment and
anti-corruption advocated by the United Nations.
The UNGC are voluntary behavioural principles
for companies that were proposed by former UN
Secretary-General Kofi Annan at the 1999 World
Economic Forum (Davos Conference).
Based on the 10 principles of the UNGC, we will
continue our activities toward the realization of the
sustainable growth of society.
TOPICS
Participation in the United Nations Global
Compact
Establishment of Consultation
Offices regarding Human Rights
Human Rights Education and Training
In order to make timely responses in cases where a
human rights related issue occurs within the company,
we have established internal and external consultation
offices (helplines) for whistle blowing and consultation for
employees.
Also, having established a Business Partner Helpline
for suppliers, and a Customer Contact Center as a
consultation office for customers, we are receiving
reports and request of consultations regarding human
rights issues.
Confidentiality and user anonymity is guaranteed at all of
these consultation offices.
In order to encourage all employees to cultivate their
respect for human rights, Mitsubishi Motors is offering
courses that deepen understanding toward human
rights within its training programs tailored to each job
rank, beginning with entry-level employee training. In
fiscal 2018, we conducted a total of 620 hours of human
rights training for 654 employees including entry-level
employees, mid-career employees, and newly promoted
managers (general managers/managers). Details of the
training are described below.
In addition to training, we also regularly distribute
information on human rights related topics to all
divisions within the company with the aim of raising
awareness of human rights.
Continuing from fiscal 2018, with regard to LGBT issues,
a topic that is attracting societal interest, we conducted
educational seminars mainly for personnel responsible
for human rights in each division. In the future, we plan
to enhance the content and increase the frequency of
these seminars.
Human Rights Education Programs
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
93
Mitsubishi Motors Sustainability Report 2019
Social
Deploying Supply Chain Sustainability Initiatives (Social)
Basic Approach and Policies
Part Procurement Ratios by Region (FY2018)
Other 1%China 7%
Japan
59%
ASEAN
33%
Supplier CSR Guidelines
PDF
Please see here for the Expansion of Green Procurement Guidelines P.46
With approximately 800 parts supplier companies,
Mitsubishi Motors and its main production bases
concentrated in the ASEAN region recognize the
magnitude of their influence, including on tier 2 and
subsequent suppliers. As such, we are strengthening
collaboration with our suppliers to maintain and increase
sustainable competitiveness across the entire supply
chain. We promote industry-leading quality, cost
competitiveness, and localization.
We work as one with our suppliers to contribute to society
on a foundation of shared Supplier CSR Guidelines.
Supplier CSR Guidelines
Policies and Initiatives for
Conflict Minerals
Green Procurement Guidelines
Aiming for collaborative initiatives with suppliers,
Mitsubishi Motors formulated its Supplier CSR Guidelines
in 2010. Through these guidelines, we promote
collaborative activities with our suppliers from the
same point of view. The scope of these activities covers
all domestic suppliers and their quality, while also
including labor practices, environment management, and
compliance. Also, having reestablished these guidelines
in February 2019, we have specified the implementation
of supplier CSR initiative evaluations by third party
agencies and measures to be taken when compliance
violations are discovered. We have also received
statements of agreement regarding compliance with the
guidelines from suppliers.
The conflict minerals (tin, tantalum, tungsten and gold)
produced in the Democratic Republic of the Congo and
neighboring countries have become a source of funding
for armed groups, resulting in serious violations of
human rights.
In order to ensure that it is not complicit in human
rights abuses through the procurement of these conflict
minerals, our Supplier CSR Guidelines clearly state our
policy of not using conflict minerals as raw materials,
and we promote responsible procurement.
Mitsubishi Motors formulated its Green Procurement
Guidelines in 2012 to ensure that its procurement and
manufacturing have minimal impact on the environment
and to promote green procurement alongside suppliers.
These guidelines request that suppliers manage
environmentally hazardous substances and promote the
three R s (reduce, reuse, and recycle).
In addition, we clearly state in the Parts Purchase
Agreement signed with our suppliers that they are
requested to comply with our Green Procurement
Guidelines. Our Supplier CSR Guidelines and Green
Procurement Guidelines are posted on our portal site for
suppliers, which suppliers have ready access to.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
94
Mitsubishi Motors Sustainability Report 2019
Social
Deploying Supply Chain Sustainability Initiatives (Social)
Management Organization
FY2018 Results and Targets for FY2019
Initiative Ideal image Indicator FY2018 Results FY2019 Targets
Reinforcement of CSR in
Supply Chain
We promote healthy supply
chain management by
ensuring full consideration
is given to the environment,
labor and human rights in
the supply chain
Promoting the purpose of
Supplier CSR Guidelines
Recommendation of
third party supplier CSR
evaluations
Updating Supplier CSR
Guidelines and providing
supplier briefing sessions
Explaining the aims of
third party evaluations to
suppliers
Expansion of Supplier CSR
Guidelines to Mitsubishi
Motors overseas
production bases
Support for
implementation of
third party supplier CSR
evaluations
Supply Chain Management
Organization
Establishing a Business Partner Helpline
In April 2018, Mitsubishi Motors, Renault and Nissan
established 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 shared pillars of
trust, respect, and transparency as its basic principles.
The organization selects business partners using uniform
process and evaluation standards, provides numerous
suppliers with opportunities for participation, and
operates fairly.
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 from
business partners, quickly identifies compliance issues
or concerns, such as legal or regulatory infractions
or unfair practices in our procurement activities, and
promptly rectifies them, striving to achieve even fairer
business transactions.
In addition to putting into effect management based
on the Supplier CSR Guidelines, Mitsubishi Motors holds
a Suppliers Meeting each year to share and spread
information about CSR policy in conjunction with
procurement and other policies.
We not only adhere to the guidelines for proper trading
in the automotive industry formulated by Japan s
Ministry of Economy (METI), but also request that our
tier 1 suppliers follow these guidelines as well to ensure
that transactions are properly handled with tier 2 and
subsequent suppliers.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
95
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Social
Deploying Supply Chain Sustainability Initiatives (Social)
Initiatives
Chairperson Masuko gives a speech
to the Mitsubishi Motors Cooperation
Council
Promoting Supply Chain Management
At Mitsubishi Motors, the Supplier CSR Guidelines were
reestablished in February 2019, and we have received
statements of agreement regarding compliance with the
guidelines from suppliers.
In the future, we will expand these guidelines to
suppliers from work locations in Thailand, Indonesia and
the Philippines taking into consideration the situation in
each region based on these guidelines.
In order to mutually confirm and promote CSR activities
with suppliers, we will request statements of agreement
for the Supplier CSR Guidelines, and, as an APO, regarding
the evaluation of supplier CSR activities, we will start to
use the same third party evaluations as Renault-Nissan.
We regularly conduct quality audits and quality selfcheck
guidance with our suppliers to improve quality along the
entire supply chain.
In fiscal 2018, we conducted process audits at 89
suppliers and 115 plants. Improvements to issues
pointed out during these audits were generally
implemented in three months or less. Quality selfchecks
were also conducted at 352 supplier plants. We will
continue to improve communication and quality across
the supply chain through these activities.
Audits, etc. also provide guidance regarding the creation
of systems for rapidly tracing the sources of defects
found in parts manufactured by suppliers, who used this
information to improve their systems.
As part of managing the Supplier CSR Guidelines, we
take efforts to ensure that the guidelines are well-
known within the company. As part of Mitsubishi
Motors procurement training, we conduct training for
new employees (both entry-level employees and new
midcareer employees), as well as training when employees
are transferred. In fiscal 2018, briefings were held when
the guidelines were reestablished in February 2019.
Providing suppliers with appropriate information and two-
way communication is essential for proper supply chain
management. At the end of every fiscal year, Mitsubishi
Motors holds Suppliers Meeting to make our policy for
the next fiscal year well-known. In Japan, we help the
Mitsubishi Motors Cooperation Council, a voluntary
organization of around 200 supplier companies, hold
lectures and conduct research activities each year.
Mitsubishi Motors has a basic policy of procurement from
local business partners whenever possible when local
procurement is effective and technologically feasible,
excluding cases in which local parts manufacturing is
difficult, with the aim of maximizing local procurement
rates at overseas bases.
For parts which are already locally procured, we also
promote the local procurement of the components used
within these parts, etc., to optimize costs.
We conduct advance audits of the systems and structures
of new business partners, evaluating items such as their
development capabilities, production capabilities, and
quality management capabilities and issuing improvement
instructions if necessary. We also provide support to
local business partners by serving as a go-between with
Japanese business partners moving into their regions,
joint ventures with local business partners, technical
partnerships, and the like. We strive to contribute to
local regions by creating local jobs and improving local
technical capabilities.
Sharing of Supplier CSR Guidelines
Supply Chain Auditing
Ensuring Knowledge of the Guidelines within the
Company
Communicating with Suppliers
Promotion of Localization
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
96
Mitsubishi Motors Sustainability Report 2019
Social
Deploying Supply Chain Sustainability Initiatives (Social)
Initiatives
Initiatives for Business Continuity
Plans in the Supply Chain
To reduce the risk of suspended manufacturing
operations due to a shortage of parts during a largescale
natural disaster, Mitsubishi Motors formulates business
continuity plans (BCPs) in the supply chain and takes
measures that include finding alternative production
for each supplier and part. In addition, we ask that
our suppliers be registered in the damage status
confirmation system, so that in the event of a natural
disaster, the damage status of plants will be reported to
us immediately.
We have created a special supplier map that enables
us to better understand the status of damage and
risk with regard to not only tier 1 but also tier 2 and
subsequent suppliers.
Our parts suppliers have already formulated their
BCPs. In fiscal 2018, so as to maintain and improve
the effectiveness of BCP, we developed a Checklist and
requested that suppliers conduct self-evaluation.
In fiscal 2019, we plan to use the supplier self-evaluation
results, to provide feedback on our evaluation of the
Checklist to suppliers.
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
97
Mitsubishi Motors Sustainability Report 2019
The Mitsubishi Motors STEP Funds, introduced in April
2009, is a structure through which employees can
continuously 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 struck by the Great
East Japan Earthquake, in line with the
purposes of Mitsubishi Motors social
contribution activities. The company
also matches donations made by the
Mitsubishi Motors STEP Funds.
Mitsubishi Motors donates traffic safety picture books (a set of six
books) to elementary schools, libraries, and other organizations
located near worksites in Japan to teach children about traffic
safety rules and manners in an
easy to understand format.
In fiscal 2018, 558 books were
donated in 93 locations, and
a total of 5,436 books have
been donated in 906 locations
since 2010.
Social
Social Contribution Activities
Policies Initiatives
Support for the next generation
Supporting the education of the next generation to create a
prosperous future
Traffic safety
Contributing to traffic safety education and the spread of
safe driving to strive towards a zero-accident society
Environment preservation
Contributing to the preservation of our precious global
environment
P
articipation in local communities
Contributing to the revitalization and development of regional
communities
FY2016 FY2017 FY2018
Support for the next generation
216 208 259
Traffic safety 6 8 4
Environment preservation 47 137 236
Participation in local communities
35 83 74
Support for disaster-stricken areas
24 25 62
Other*
2
55 79 42
Total expenditure 383 540 677
Social contribution expenditure
as a ratio of ordinary income
0.94% 2.32% 1.05%
*1
Mitsubishi Motors expenditures on a non-consolidated basis, including donations
as well as in-kind benefits, employee activities, and free use of company facilities
converted into monetary equivalents. However, it does not include fund-raising and
volunteer activities individually conducted by employees.
*2
Including support for sporting activities, donations to the Mitsubishi Foundation, etc.
Unit: million yen
World Vision Japan
OISCA International (The Organization for Industrial,
Spiritual and Cultural Advancement-International)
The MICHINOKU Future Fund
Kindergartens, Nursery schools, elementary schools,
etc., near Mitsubishi Motors workplaces
Support Recipient
Children pleased with the new
school building
Classroom furnished with windows
and electricity
Traffic safety picture books (a set of
six books)
C
World Vision
C
World Vision
Social Contribution Activities Policy
Mitsubishi Motors STEP Funds and
Matching Gift Program
Based on its corporate vision and mission, Mitsubishi
Motors carries out its STEP social contribution activities,
focused on four main themes: support for the next
generation, traffic safety, environment preservation, and
participation in local communities.
With cooperation from World Vision Japan, we have supported the
construction of a new elementary school building for the Camayse
Elementary School in Santa Rita City, Samar State in the Philippines.
By means of the construction of the new school building, an
improvement has been made in the situation where two grades of
students had to study in the same classroom.
Also, by means of this support, Mitsubishi Motors aims to make
the local society and community as a whole more aware of the
importance of child education and more proactively involved in
school management.
Breakdown of Social Contribution Expenditures
*
1
Support for the Construction of New Elementary
School Building
Donation of traffic safety picture books
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
98
Mitsubishi Motors Sustainability Report 2019
Based on the idea of helping children to enjoy learning
by experiencing the real thing, every year since
2005, Mitsubishi Motors has dispatched employees to
elementary schools where they conduct classes about
the environment to teach students about the relationship
between cars and environmental problems, and design
classes where students learn about the fun that comes
from making things and about working with cars.
In fiscal 2018, 3,418
students attended these
classes at 56 schools.
Approximately 39,000
children have participated
in these classes since
2005.
Mitsubishi Motors offers a limited-participation
driving school to learn driving tips as well as important
information about cars and safety. The concept of this
driving school is for both participants and staff to think
and learn together while having an enjoyable time.
38 people participated in fiscal 2018, and a total of 155
people have participated since fiscal 2014.
Also, we held a school in collaboration with the
Metropolitan
Expressway Driving
Course implemented by
Metropolitan Expressway
Company Limited.
Mitsubishi Motors is collaborating with OISCA to
preserve forests in Hayakawa-cho, Yamanashi
Prefecture, while interacting with the local community
through volunteer employee activities. These activities
aim to protect metropolitan water sources and spread
awareness of the environment among our employees.
In fiscal 2018, under the direction of the Hayakawa-
cho forest union, 60 volunteer employees and their
family members trimmed
undergrowth, while
104 new employees
worked on thinning and
maintaining sidewalks
within the forest.
In March 2018, Mitsubishi Motors Philippines
Corporation (MMPC) donated 2.6 million pesos to
the DENR (Department of Environment and Natural
Resources) for tree-planting projects. Not only does this
contribute to the improvement of the local environment
and the preservation of habitats for living things,
but also it leads to the improved level of life for local
residents by preparing
agricultural land suited to
high-added value crops.
Mitsubishi Motors Krama Yudha Indonesia (MMKI) began a
support program for vocational training schools in 2017,
the year in which it was established. In 2018, this program
was implemented in 10
vocational training schools
in West Java Province with
a total of 1,044 students
participating.
Social
Social Contribution Activities
Initiatives
Children learning about the structure
of electric vehicles
Participants learning driving tips
Trimming undergrowth in planted areas
Support for the next generation Traffic Safety Environment Preservation
Hands-on Lessons Program Driving School Pajero Forest
Afforestation in the Philippines
Support for Vocational Training Schools in Indonesia
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
99
Mitsubishi Motors Sustainability Report 2019
In September 2018, a major M7.5 earthquake struck the
center of Sulawesi island in Indonesia, which affected
many residents. Our local vehicle production base,
Mitsubishi Motors Krama Yudha Indonesia (MMKI), and
Mitsubishi Motors Krama Yudha Sales Indonesia (MMKSI)
donated 1 billion Indonesia rupiah (approx. 8 million yen)
as a contribution to the
disaster-stricken area.
Also, MMKI and MMKSI
loaned two Mitsubishi
Triton pickup trucks to the
disaster area as rescue
vehicles.
Immediately after the Great East Japan Earthquake, we
carefully listened to the needs of the disaster-stricken
areas, created a mechanism to support them through our
business and in our employees daily lives, and have been
continuously providing support under the theme of Dont
Forget/Stay Connected.
Every effort is made to provide a wide range of support
in response to emergency situations such as natural
disasters. This includes contributions through donations,
free loan of vehicles, and volunteer work by employees.
In fiscal 2018, we assisted
with travelling expenses
to employees participating
in volunteer activities and
provided support materials
to support disaster-
stricken areas in the July
2018 Heavy Rain Disaster.
Social
Social Contribution Activities
Initiatives
Disaster Assistance Support Recipient
July
2018
July 2018 Heavy
Rain Disaster
Donation of 16
million yen
Okayama Prefecture,
Kyoto Prefecture,
Shiga Prefecture, Gifu
Prefecture, Kurashiki
City, and Soja City
Provision of
materials
Free loan of 19
vehicles
Kurashiki City, Soja
City
September
2018
September 2018
Hokkaido Eastern
Iburi Earthquake
Five million yen in
donations
Free loan of 16
vehicles
Hokkaido
October
2018
September 2018
Sulawesi Island
Earthquake in
Indonesia
Eight million yen in
donations
Free loan of two
vehicles
Sulawesi island,
Indonesia
Main Support in Fiscal 2018
Baseball classes in the Mizushima area
Employees loading up support
materials
Donation of funds to disaster-
stricken areas
With the objective of promoting sports in local areas,
employees hold sports classes, including baseball,
rugby and soccer, for elementary, junior and senior high
school students in areas near domestic business sites.
In fiscal 2018, these classes were held a total of 10
times with 669 people participating.
Also, in Mabi-cho, Kurashiki City, which was struck by
the heavy rains that hit
west Japan in July 2018,
a soccer event was held
by players from Urawa
Red Diamonds and
Mitsubishi Mizushima FC.
Participation in Local Communities Disaster Assistance
Sports Classes Support in Japan
Support in Asia
Social
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
100
Mitsubishi Motors Sustainability Report 2019
Governance
Basic Policy and Framework for Corporate Governance
...
101
Internal Control
........................................................
104
Risk Management
.....................................................
105
Compliance
.............................................................
106
List of Executives (as of June 21, 2019)
........................
110
Executive Remuneration
............................................
111
Governance
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
101
Mitsubishi Motors Sustainability Report 2019
Governance
Basic Policy and Framework for Corporate Governance
*1. A shareholder who owns a 10% or greater share of voting rights
*2. A business partner of the Company with annual transactions
valued at 2% or more of either the Company s consolidated net
sales in the most recent fiscal year or the business partner s
consolidated net sales in the most recent fiscal year
*3. A financial institution that provides the Company with loans
amounting to 2% or more of the Company s consolidated total
assets at the end of the most recent fiscal year
*4. An amount of consideration received from the Company that is
10 million yen or more
Mitsubishi Motors considers compliance to be its highest
priority, and works for the ongoing strengthening and
improvement of corporate governance as a priority issue
for management with the aim of sustainable growth
and improvement of its corporate value to meet the
expectations of all of its stakeholders, including its
shareholders and customers.
(iii) Analysis and evaluation of the effectiveness of the Board
of Directors
We evaluate the effectiveness of the Board of Directors
in order to continuously improve the effectiveness of
corporate governance.
In fiscal 2018, we analyzed and evaluated the
composition of the Board, the Board s operating
environment and other matters through a
As part of the further strengthening of corporate governance,
as of June 21, 2019, we made explicit the separation of
supervisory and executive functions, and while working to
further enhance supervisory functions and ensure thorough risk
management in order to ensure the soundness and transparency
of management, changed to a company with three committees
in order to realize agile execution of business that can rapidly
respond to changes in the business environment.
(1) Board of Directors and Members of the Board
(i) Composition of Members of the Board
The Board makes decisions on important management
issues and oversees the execution of business by
Executive Officers. As of June 30, 2019 the Board
consists of 15 Directors (including 4 female members),
12 of whom oversee the Company as Outside Directors
each with considerable experience and a high level of
insight. Furthermore, the Tokyo Stock Exchange has
been provided notice that six of the Outside Directors are
Independent Officers.
We believe that these Outside Officers make insightful
comments at Board meetings and on other occasions
based on their considerable experience and knowledge as
professors, novelists, attorneys-at-law, accountants, and
diplomats, and sufficiently fulfill their duties as Directors.
The Company will continue to build a structure with
awareness of the balance and diversity of knowledge,
experience and capabilities, as well as the scale, of the
Board as a whole.
(ii) Independence standards for outside directors
We have established independence standards for outside
directors as follows, and we appoint as independent
directors those persons who are not at risk of having a
conflict of interest with general shareholders.
<Independence standards for outside directors>
The Companys Outside Directors must occupy a neutral
position, independent from the Companys operational
management and must not be:
1. An executive of a major shareholder*
1
of the Company
2. An executive of a major business partner*
2
of the
Company, 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 a
certified public accountant, or a legal professional
such as an attorney-at-law who receives a large
amount*
4
of monetary consideration or other
property other than compensation of Members of the
Board from the Company (in the event such property
is received by a corporation, association or other
group, then any person belonging to such group)
6. An executive of a company with which the Company
shares a Director
7. An executive of an organization that is receiving a
large*
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 of
kinship) to whom any of 1 through 7 applies
10. A person whose total period in office as an Outside
Director exceeds 8 years
11. Other persons for whom the possibility of
a relationship with the Company appears
strong under substantive and comprehensive
consideration of the situation
Basic Approach and Policies
System of Corporate Governance
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
102
Mitsubishi Motors Sustainability Report 2019
Governance
Basic Policy and Framework for Corporate Governance
Corporate Governance Framework (As of June 30, 2019)
General Meeting of Shareholder
Departments
Audit Committee
Nomination Committee
Compensation Committee
Accounting
Auditor
Board of Directors
Executive
officer, CEO
Internal Control Committee
Executive Committee
Product Meeting
Audit division
Subsidiaries and associates
J�SOX Promotion Committee
CFO (executive officer)
Executive
officer, COO
Structure of meetings
related to internal control
(Executive
departments)
Cooperation
Accounting Audit
Audit
Cooperation
Report
Audit/Report
Compensation
decisions
Report
Election/
Dismissal
Delegation
of authority
Supervision
Right to
make
proposals for
removal
Instructions/reports
(Specific issues)
Quality audit
Internal audit
Quality audit
Internal audit
Report
Compensation
decisions
Report Instruction
questionnaire survey of all Directors and Audit &
Supervisory Board Members.
As a result of the evaluation, we have judged that there
are no serious concerns or other issues regarding the
effectiveness of the Board of Directors. The main issues
recognized in the evaluation are as follows:
Enhancing understanding and discussion of
management and business strategies
Providing opportunities to further deepen the
understanding of outside directors about the
Company s business
Coordination of Board resolution items and report items
in connection with the change to being a company with
three committees
The Company will work to continue to strengthen corporate
governance by further improving the effectiveness of the
Board, including initiatives for major issues recognized
through analysis and evaluation of the Board.
(2) Committees
The Board has the following three statutory committees
of which Outside Directors comprise the majority of the
Members and the Company has established a system that
monitors Directors and Executive Officers as well as facilitates
corporate governance.
(i) Nomination Committee
The Nomination Committee makes decisions on
resolution proposals for the appointment of Directors.
The Nomination Committee also deliberates matters such
as appointment and dismissal standards for Directors,
Executive Officers, and Executive Managing Officers and
appointment and dismissal proposals and succession
plans for the Companys CEO. An Independent Outside
Director (Main Kohda) serves as the chairperson.
(ii) 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. An Outside
Director (Shunichi Miyanaga) serves as the chairperson.
(iii) Audit Committee
The Audit Committee supervises the execution of
the duties of Directors and Executive Officers and
prepares audit reports, and also implements internal
investigations based on the judgment of the Board An
Independent Outside Director (Yaeko Takeoka) serves as
the chairperson.
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
103
Mitsubishi Motors Sustainability Report 2019
Governance
Basic Policy and Framework for Corporate Governance
(3) Executive Officers
Executive Officers decide business-related matters and carry
out the business of the Company, with the CEO as the division
head with decision-making authority related to the execution
of business as granted by the Board. As of June 30, 2019,
there were 12 Executive Officers (including the CEO).
(4) Executive Managing Officers
Executive Managing Officers manage the functions or
business of the Company, pursuant to delegation by the
Board or CEO, and carry out the Companys business within
such scope. As of June 30, 2019 there were 15 Executive
Managing Officers.
Status of Audit Committee Audits
and Internal Audits
(1) Status of Audit Committee audits
With respect to audits by the Audit Committee, the Audit
Committee receives reports on the performance of duties
from other Directors and Executive Officers, and conducts
audits of the implementation and operation of the internal
control systems at the Group through cooperation with
internal audit departments and the Accounting Auditor, or
directly conducts audits itself. Based on the results of the
foregoing, the Audit Committee audits legal compliance
and appropriateness in the performance of their duties by
Directors and Executive Officers.
(2) Status of internal audits
The Company has established internal audit departments (the
Internal Audit Department and the Quality Audit Department)
in the Audit Division (an independent organization reporting
directly to the CEO) and these departments systematically
conduct internal audits based on the annual audit plan.
The Internal Audit Department conducts audits to determine
whether operational management of the Group is being
conducted with transparency using appropriate processes.
The Quality Audit Department conducts audits regarding the
proper execution of the quality-related work of the Group.
Audit results from internal audits conducted by the Internal
Audit Department and the Quality Audit Department are
reported directly to the CEO.
(3) Cooperation between the Audit Committee and internal audit
departments
The Audit Committee Members regularly hold meetings
with the Internal Audit Department to receive information
regarding internal audit results within the Company and at its
affiliated domestic and overseas companies, and to provide
feedback to the Internal Audit Department on the status of
the Audit Committee Members audits.
Items Relating to Takeover Defense
Not applicable.
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
104
Mitsubishi Motors Sustainability Report 2019
Governance
Internal Control
Based on the Basic Policy on the Establishment of
Internal Control Systems * established by resolution of
the Board of Directors, Mitsubishi Motors monitors the
status of operations and strives to improve and reinforce
internal control systems.
Mitsubishi Motors recognizes the gravity of its improper
conduct in fuel consumption testing, on top of past
quality problems, and in fiscal 2017 made profound
reforms to its internal control system as one of its
priority measures aimed at regaining trust.
First, it appointed a Vice President in charge of Global
Risk Control to manage compliance and operation
risk and regularly report on governance improvement
measures to the Board of Directors. Furthermore,
in order to reinforce, and improve the efficiency of,
its handling of internal controls based on laws and
regulations, it revised its internal control system. In the
the direct control of the CFO, handles internal control
related to financial reporting in accordance with the
Financial Instruments and Exchange Act. The Internal
Control Committee, chaired by the CEO and vice-chaired
by the Vice President in charge of Global Risk Control,
promotes internal control related to the Companies Act.
This Internal Control Committee confirms and evaluates
the reports and resolution contents decided on by
subcommittees in each internal control field, such as
compliance, information security, risk management,
Basic Policy on the
Establishment of Internal Control Systems. From fiscal
2018 and onwards, the company will proceed to create
a global internal control system through establishing
and operating internal control committees at its major
affiliates in Japan and overseas.
Mitsubishi Motors has 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 aim of achieving effective and efficient internal
control system operation.
Going forward, we will continue with initiatives to further
reinforce governance by working to ensure compliance
with laws and regulations and to promote proper,
effective business execution in line with changes in the
domestic and overseas environments.
*
See here for Basic Policy on the Establishment of Internal Control systems
PDF
Internal Control Structure
Organization/Affiliates
Compliance
Committee
Information
Security Committee
Risk
Management
Committee
J�SOX Promotion
Committee
Accounting Auditor
Board of Directors
Audit Committee
Nomination Committee
Compensation Committee
CFO
Internal Control Committee (chair: CEO)
Internal Audit Division CEO
Whistleblowing
contact
Report
Controls
Coordination
Report
Coordination
Report
Audit/report
Accounting
audit
Audit
Report
Report
Report
Report
ReportCoordination
Instruction/report (specific
issues of misconduct, etc.)
Coordination
Audit
Policies and Organization
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
105
Mitsubishi Motors Sustainability Report 2019
Governance
Risk Management
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 Groups business, prevent risks
from occurring, and engage in appropriate management to
minimize the impact of risks that do occur.
Mitsubishi Motors has put in place and works to improve
its risk management system for the entire Group through
three types of risk management activities: priority risk
management, departmental risk management and
affiliated company risk management.
For priority risk management, we select risks that the
entire Mitsubishi Motors Group faces directly, that have
a high potential impact and a high degree of urgency.
For each risk, we assign risk owners, who are of vice
president or corporate vice president level, and work as
quickly as possible to reduce these risks.
In departmental risk management, we have appointed
risk management officers to each division or plant. These
officers work to reduce risks through repeated application
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 status of
initiatives addressing various risks faced by subsidiaries
and associates and activities such as business continuity
planning improvements. Improvement suggestions and
guidance are provided as required.
These risk management activities are regularly reported to
the Board of Directors as key internal control measures.
In addition, to prepare for unforeseen contingencies
Mitsubishi Motors has developed emergency contact
systems that enable the rapid communication of
information to directors and other key personnel, as well
as a swift and accurate response. In particular, to create
a crisis management system to respond when serious
incidents occur, we have formulated an emergency
response manual. This manual outlines the establishment
of an emergency response organization and clarifies
the chain of command, enabling us to put appropriate
response systems into place.
The Mitsubishi Motors basic policy in times of disaster-
such as earthquake or other natural disaster or an
outbreak of infectious disease-to ensure the safety of
customers, as well as employees and their families, and
assist local communities. We are preparing disaster
countermeasures and business continuity plans (BCPs) to
this end.
We conduct drills in communicating among various
manufacturing facilities and Group companies on the
basis of a presumed emergency.
As preparations against the possibility that employees
will be unable to return to their homes for a three-day
period, we have ensured means through which they can
communicate with their families, cached emergency
supplies and are conducting initiatives for communicating
with local municipal authorities.
We have formulated plans of operation that assume a
large-scale earthquake or major outbreak of infectious
disease. We work to improve these BCPs through regular
drills and communication among individual regions.
Basic Approach and Policies
Development of Risk Management
Framework
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
106
Mitsubishi Motors Sustainability Report 2019
Governance
Compliance
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 shall not
behave, act, or use any information contrary to the Company's
interests. Furthermore, we shall strive to avoid any conduct that may
be considered a conflict of interest.
4. Prohibit association with anti social forces
We shall never have any association with anti-social forces whatsoever.
We shall not participate in acts of terrorism, drug dealings, money
laundering, and other individual or organized criminal activities.
5. Preserve Company Assets
We shall safeguard the Company's assets, and shall never use the
said assets, including funds, confidential business information,
physical properties and intellectual properties without permission.
6. Be Impartial and Fair
We shall maintain impartial and fair relationship with public servants
as well as business partners, including dealers, suppliers, and other
third parties. We shall not participate in or endorse any corrupt
practices including bribery, directly or indirectly such as through a
third party.
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 to fulfill our social
responsibilities as a company.
This Global Code of Conduct applies to all Mitsubishi Motors Group executives and employees. Each member of the Company is
charged with responsibility to comply this Global Code of Conduct.
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 and energy savings.
10. Be Active and Report Violations
We shall carry out our work in accordance with this Global Code of
Conduct. When we have come to know any violation of this Global
Code of Conduct, we shall immediately report it to the Company, and
the executives and employees who have come forward with such
information based on their own beliefs shall be infallibly protected
from any form of retaliation.
Mitsubishi Motors Global Code of Conduct
Corporate activities are closely interlinked with various
laws and public systems such as those related to the
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, but would also place significant
burdens on society and the environment.
In order to fulfill its social responsibilities as a company
by not only complying with laws, international rules,
and internal regulations but also by respecting changing
social norms to the greatest degree possible, Mitsubishi
Motors has issued a Global Code of Conduct to serve as a
standard of conduct for all executives and employees. We
are also redoubling our efforts to enhance our compliance
framework and employee training, including those at our
major affiliates in Japan and overseas.
Basic Approach and Policies
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
107
Mitsubishi Motors Sustainability Report 2019
Governance
Compliance
Board of Directors
CEO
Vice President in charge of Global Risk Control
Organizational Framework for Promoting Compliance
Chief officers, corporate general managers
Outside
attorney
consultation
(Helpline)
Global
whistleblowing
contact point
Mitsubishi Motors and
affiliates employees
Mitsubishi Motors and affiliates employees (in Japan)
Mitsubishi Motors employees
Affiliates employees
Subsidiaries and associates
Compliance officers
Compliance officers
Compliance
problem
consultation
Thoroughly
implement
focus on
compliance
prioritization
Consultation Consultation
Whistleblowing
Thoroughly implement focus
on compliance prioritization
Thoroughly implement focus on
compliance prioritization
Thoroughly implement focus
on compliance prioritization
Consult/
report
Consult/
report
Report
Report
Direct
Supervise
Request
approval
Report
Coordination
Coordination
Information
Security
Management
Office
Compliance
Department
General managers = code leaders
(including general managers of the department in charge of
primary management of the affiliates)
In order to prevent compliance infractions, including
information security infractions, from a global internal
control perspective, each division or function appoints a
compliance officer and department heads serve as code
leaders, with the Vice President in charge of Global Risk
Control providing overall leadership. Major subsidiaries and
associates in Japan and overseas also appoint compliance
officers. To help prevent compliance infractions, in
fiscal 2018 we established and started operating global
whistleblowing contacts.
Procedures are in place for reporting of serious
compliance concerns ultimately to the Board of Directors
via code leaders and compliance officers. As required,
compliance officers give their departments appropriate
instructions for dealing with problems, taking corrective
action and preventing a recurrence.
As for internal controls related to financial reporting,
we verify compliance structures and procedures for
financial summaries. If inadequate controls are found
at a company being evaluated, we request reporting
on the nature of the problem and improvements being
made. In fiscal 2018, we checked the status of 23 Group
companies (Mitsubishi Motors, 10 domestic affiliates, and
12 overseas affiliates).
Management Structure
Employee Consultation Office
(Helpline)
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 and associates in Japan
to report or consult about such conduct. Outside the
Company, we have set up a consultation office staffed
by outside attorneys, as well as the Mitsubishi Motors
Global Hotline, accessible to employees both in Japan and
overseas. In fiscal 2018, these offices fielded 221 reports
or consultations.
Offices endeavor to swiftly resolve issues raised in
reports and consultations after first seeking to confirm
the facts through an investigation by the Employee
Consultation Office or by enlisting the assistance of
relevant compliance officers. Information received about
compliance issues or issues with potential business risks
is immediately reported to the Vice President in charge of
Global Risk Control. After receiving instructions on how to
respond, offices endeavor to resolve the issues.
In handling such information and in investigating the
relevant facts, we established our Compliance- Oriented
Establishment of Internal and External
Consultation Offices
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
108
Mitsubishi Motors Sustainability Report 2019
Governance
Compliance
Number of Reports/Consultations Fielded by
Consultation Offices by Category (FY2018)
Item Number
Corporate/business proposals 12
Workplace environment 32
Labor relations 20
Human relations/harassment 46
Compliance, violations of operational rules, fraud
41
Others 70
* To prevent past incidents, such as the regrettable recall cover-up, from
being forgotten over time, in October 2004 we designated January 10 and
October 19 as Safety Pledge Days. These days were chosen because two
fatal accidents involving large trucks manufactured by Mitsubishi Fuso, a
former Mitsubishi Motors division, occurred on these days.
Whistleblowing Operation Procedure and made company
personnel aware of the provision in order to ensure that
persons who seek consultation are not treated unfairly.
We have also established a Business Partner Helpline
designated to be used by our business partners.
The Mitsubishi Motors Global Hotline established in fiscal
2018 was set up within an outside firm providing such
services. This makes it possible to file anonymous reports.
Systems for identifying and managing risks of the entire
group have been put in place, too, with Mitsubishi Motors
headquarters even able to check details of reports from
subsidiaries and associates.
Every fiscal year we formulate compliance-related
education and training programs, and offer them to
employees stratified by each job rank. Each division also
draws up and conducts its own measures under the
direction of the compliance officer.
Specifically, in order to improve the compliance
awareness of all employees, when new graduates or
mid-career recruits join the company, they receive
training regarding Mitsubishi Motor s compliance history
and the lessons to be learned from it. This training is
repeated when employees are given promotions, helping
reinforce employees sense of compliance. Furthermore,
similar training is also offered in some Japanese
affiliates, fostering such sense for the group as a whole.
We also use e-learning and lectures by outside
instructors in legal compliance training relating, for
example, to environmental laws, the Labor Standards
Act, and security trade control laws, to provide
employees with the most current information related
to their own work. In particular, we have put effort
into harassment prevention training since fiscal 2018,
starting with group workshops, mainly for managers,
involving opinion exchange. In fiscal 2019, the training
will be extended to regular employees.
On and around Safety Pledge Days,* each individual
division voluntarily holds events to reaffirm the days
significance. Workplace discussions are also held at the
same time (two times a year) to talk about business ethics
issues faced in the workplace and workplace culture.
In addition, we provide easy-to-understand compliance-
The Global Code of Conduct clearly stipulates that
Mitsubishi Motors executives and employees shall
comply with laws and regulations and shall maintain
fair and equitable relationships with public servants and
business partners. Moreover, we have built and operate a
system that is designed to prevent corruption.
Mitsubishi Motors implements e-learning programs for
all employees to familiarize them with the Global Code of
Conduct and allows them to review the code at any time
by distributing pamphlets and posting it to a smartphone
app (for managers and above). We also plan to
communicate the code across the group, distributing the
pamphlets to subsidiaries and associates in Japan, and in
electronic form to subsidiaries and associates overseas.
Mitsubishi Motors has management and operational
standards for providing and receiving gifts or business
entertainment. It expressly prohibits (1) providing gifts
or business entertainment that is illegal or goes beyond
generally accepted bounds, and (2) receiving illicit payoffs.
In addition to this, we provide guidelines for the scope of
related information by posting a Compliance Newsletter
on our intranet every month.
Education and Training
Anti-Corruption
Policies and Approach
Management Structure
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
109
Mitsubishi Motors Sustainability Report 2019
Governance
Compliance
exceptions to the above and make filing of an application
compulsory to ensure transparency. If these standards are
violated, the compliance officer of the relevant division
formulates internal reports and implements preventative
measures for the future.
Since many employees in sales sites directly handle
money with customers, there is a heightened risk
of improper conduct such as embezzlement. We
work to prevent improper conduct at our affiliate
domestic sales companies by defining regulations
for handling cash, regularly making the compliance
policies known, and providing tuition and training for
thorough implementation of the policies. Each company
implements site audits regularly, while our Internal Audit
Division also conducts operational audits which results
are reported to the Head Officer of our Domestic Sales
Division and being followed up until the improvement
measures of the pointed out issues are completed.
We work to thoroughly prevent corruption when
employees from the company are appointed as executives
at overseas affiliates. Prior to their appointment, we
provide training on compliance and internal controls,
including the prohibition and prevention of corruption.
In fiscal 2018, no fine or any other punishment was
imposed on Mitsubishi Motors by regulatory authorities
for corrupt practices.
No employees have been disciplined for corrupt practices.
Information Security Security Export Control
Personal Information Protection
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.
We seek to deliver the level of information security that
society demands. This includes putting in place and
reviewing internal regulations, managing information
assets, strengthening measures to combat computer
viruses and cyberattacks, and monitoring information
security activities by the Information Security Committee.
Mitsubishi Motors sincerely believes in the importance of
strict security trade controls to prevent the proliferation
of weapons of mass destruction and the excessive
accumulation of conventional weapons in order to
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 our
management system, with its The Security Export Control
Committee, led by the CEO, who serves as chief security
trade control officer.
Based on our Privacy Policy, we have built a management
framework by establishing internal rules and taking other
measures. We also conduct ongoing education, such
as through the use of e-learning for employees. These
e-learning instructional materials are also distributed to
major affiliates inside and outside Japan, to reinforce our
information security system, including the protection of
personal information. We endeavor to protect personal
information, and have established task teams to
implement measures to comply with personal information
protection laws in countries around the world, such as
the General Data Protection Regulation, the regulation
concerning the protection of personal data in the EU.
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
110
Mitsubishi Motors Sustainability Report 2019
List of Executives (as of June 21, 2019)
Name Position Attributes Committees Reasons for Appointment
Osamu Masuko
Chairman of the
Board
Nomination
Committee
Having been in charge of the Management of the Company for many years, Mr. Masuko has
considerable insight and business experience concerning corporate management.
Takao Kato
Member of the
Board
Compensation
Committee
Having served as president of the Mitsubishi Motors subsidiary in Indonesia, one of its largest overseas
manufacturing bases, and engaging in other operations of the Company for many years, Mr. Kato has
considerable insight and business experience concerning global management and manufacturing.
Kozo Shiraji
Member of the
Board
Audit
Committee
In addition to his experience at the Company, Mr. Shiraji has considerable experience, achievements and insight
through his long involvement with automotive business at a general trading company that operates worldwide.
Shunichi Miyanaga
Member of the
Board
Outside
Compensation
Committee (Chairman)
Mr. Miyanaga has considerable experience, achievements and insight nurtured through his long-
standing involvement in corporate management at a manufacturing company that operates worldwide.
Ken Kobayashi
Member of the
Board
Outside
Nomination
Committee
Mr. Kobayashi has considerable experience and achievements as a corporate manager and extensive
insight on global business management nurtured through his career at a general trading company
that operates worldwide.
Hitoshi Kawaguchi
Member of the
Board
Outside
Nomination
Committee
Mr. Kawaguchi has considerable insight and experience concerning the automotive business.
Hiroshi Karube
Member of the
Board
Outside
Compensation
Committee
Mr. Karube has considerable insight and experience concerning the automotive business.
Setsuko Egami
Member of the
Board
Outside Indep.
Compensation
Committee
Ms. Egami has considerable insight concerning corporate strategies, marketing strategies, human
resources development and others.
Main Kohda
Member of the
Board
Outside Indep.
Nomination
Committee (Chairman)
Compensation
Committee
In addition to extensive knowledge about international finance, Ms. Kohda has keen acumen and an
objective perspective as a writer. She also has considerable insight and experience gained as a member
of the Council of the Ministry of Finance and the Ministry of Land, Infrastructure, Transport and Tourism.
Yaeko Takeoka
Member of the
Board
Outside Indep.
Audit Committee
(Chairman)
In addition to her experience as an Audit & Supervisory Board member of the Company, Ms. Takeoka
has considerable expert knowledge and extensive insight as a legal specialist, having been active as
an attorney at law for many years.
Yoshitsugu Oba
Member of the
Board
Outside Indep.
Audit
Committee
In addition to his experience as an Audit & Supervisory Board member of the Company, Mr. Oba has
considerable knowledge and extensive insight as a specialist in accounting and auditing, having been
active as an accountant for many years.
Kenichiro Sasae
Member of the
Board
Outside Indep.
Nomination
Committee
Having held a series of important posts at the Ministry of Foreign Affairs, Mr. Sasae has a broad
international understanding as a diplomat and considerable insight and experience.
Kiyoshi Sono
Member of the
Board
Outside
Audit
Committee
Mr. Sono has considerable experience and extensive insight from serving as a corporate manager at
international financial institutions.
Hideyuki Sakamoto
Member of the
Board
Outside Mr. Sakamoto has considerable insight and experience concerning the automotive business.
Mitsuko Miyagawa
Member of the
Board
Outside Indep.
Audit
Committee
Ms. Miyagawa has considerable expert knowledge and extensive insight as a legal specialist, having
been active as an attorney at law for many years.
Governance
For directors career summaries, visit:
WEB
https://www.mitsubishi-motors.com/en/company/director/
Outside
Outside director
Indep.
Independent director Male Female
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
111
Mitsubishi Motors Sustainability Report 2019
Governance
Executive Remuneration
Following the transition to a company with three
committees, compensation paid to directors and
executive officers of the Company in fiscal 2019 is
to be determined by the Compensation Committee
with reference to the executive compensation survey
conducted by third party experts.
Remuneration paid to directors who concurrently
serve as executive officers and other executive
officers will comprise basic compensation,
performance-linked compensation and stock-related
compensation as in fiscal 2018.
Objectives are to pursue sustainable enhancement of
corporate value sharing such values with shareholders
and to secure talented human resources, outside the
Company and from overseas.
Remuneration paid to directors who do not
concurrently serve as executive officers consist only of
basic compensation (fixed amount). Remuneration is
not linked to performance nor does it reflect individual
achievements; the role of overall supervisor is
considered as independent from business execution.
TOPICS
Director and Officer Compensation After
Transition to a Company with Three
Committees
Contents of Remuneration
Disclosure of Policy on Determining Remuneration
Amounts and Calculation Methods
Incentives
Individual remuneration of Directors is not disclosed
except in the case where disclosure is required, based on
the Cabinet Office Ordinance.
Remuneration, etc., paid to Directors and Audit &
Supervisory Board Members during the one-year period
from April 1, 2018 to March 31, 2019 was as follows.
A total of ¥217 million was paid as fixed compensation
to 5 Directors (excluding outside Directors)
A total of ¥52 million was paid as fixed compensation
to 2 Audit & Supervisory Board Members (excluding
outside Audit & Supervisory Board Members)
A total of ¥138 million was paid as fixed compensation
to 12 outside directors and Audit & Supervisory Board
members.
Maximum remuneration of Directors of the Company
(Resolution at an extraordinary shareholders meeting held
on December 14, 2016)
Monthly remuneration and performance-linked
remuneration: ¥2 billion
Stock-related remuneration: ¥1 billion
Specific timing and allocation of payment to each
applicable director is decided at the Board of Directors.
Total annual remuneration for fiscal 2018 is as shown
above.
Individual remuneration of Audit & Supervisory Board
Members is determined through discussions among Audit
& Supervisory Board Members.
Monthly remuneration of Audit & Supervisory Board
Members of Mitsubishi Motors was set at an upper limit
of ¥10 million per month (Resolution at the 45th Ordinary
General Meeting of Shareholders held on June 25, 2014).
Total annual payment made in fiscal 2018 is as shown
above.
Performance-linked compensation and stock options are
introduced to provide incentives for directors.
Directors
Audit & Supervisory Board Members
Governance
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social
GRI Standards
Reference Chart
SDGs Reference Chart
Third-Party
Opinions
Editorial Policy
Performance Report
112
Mitsubishi Motors Sustainability Report 2019
GRI Standards Reference Chart
GRI 102: General Disclosures 2016
Organizational profile
102-1 a. Name of the organization Corporate Overview
102-2
a. A description of the organizations activities
b. Primary brands, products, and services, including an explanation of any products or services that are banned in
certain markets
Corporate Overview
Securities Report (P.5-6) Description of business
102-3 a. Location of the organizations headquarters Corporate Overview
102-4
a. Number of countries where the organization operates, and the names of countries where it has significant operations
and/or that are relevant to the topics covered in the report
Corporate Overview
Securities Report (P.7-10) Description of business, Status of
subsidiaries and associates
102-5 a. Nature of ownership and legal form
Corporate Overview
Securities Report (P.38-45) Information about shares, etc.
102-6 a. Markets served
Corporate Overview
Securities Report (P.5-10) Description of business, Status of
subsidiaries and associates
102-7 a. Scale of the organization
Corporate Overview
Employees Human Resource-Related Data
Securities Report (P.12) Employees (P.18-23) Management
analysis of financial position, operating results and cash flows
102-8
a. Total number of employees by employment contract (permanent and temporary), by gender
b. Total number of employees by employment contract (permanent and temporary), by region
c. Total number of employees by employment type (full-time and part-time), by gender
d. Whether a significant portion of the organizations activities are performed by workers who are not employees. If
applicable, a description of the nature and scale of work performed by workers who are not employees.
Corporate Overview
Employees Human Resource-Related Data
Securities Report (P.12) Employees
102-9
a. A description of the organizations supply chain, including its main elements as they relate to the organizations
activities, primary brands, products, and services
Deploying Supply Chain Sustainability Initiatives (Social)
Deploying Supply Chain Sustainability Initiatives (Environment)
Securities Report (P.5-6) Description of business
102-10 a. Significant changes to the organizations size, structure, ownership, or supply chain
Basic Policy and Framework for Corporate Governance
Securities Report (P.49-94) Information about corporate governance, etc.
Corporate Governance Report (P.17-20) Matters on Functions of Business
Execution, Auditing, Oversight, Nomination and Remuneration Decisions
(Overview of Current Corporate Governance System)
Item Description Index for applicable pages
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
Third-Party
Opinions
Editorial Policy
Performance Report
113
Mitsubishi Motors Sustainability Report 2019
102-11 a. Whether and how the organization applies the Precautionary Principle or approach
Environmental Management
Corporate Governance Risk Management
Securities Report (P.14-17) Business-related risks
102-12
a. A list of externally-developed economic, environmental and social charters, principles, or other initiatives to which the
organization subscribes, or which it endorses
Editorial Policy
CSR Management Management
102-13 a. A list of the main memberships of industry or other associations, and national or international advocacy organizations
CSR Management Management
Human Rights Initiatives
Strategy
102-14
a. A statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior
position) about the relevance of sustainability to the organization and its strategy for addressing sustainability
Commitment of Top Management
Commitment on Material CSR Issues
102-15 a. A description of key impacts, risks, and opportunities
Commitment of Top Management
Commitment on Material CSR Issues
Securities Report (P.14-17) Business-related risks
Ethics and integrity
102-16 a. A description of the organizations values, principles, standards, and norms of behavior
CSR Management Policies
Governance Compliance
102-17 a. A description of internal and external mechanisms for:
Governance Compliance
Environmental Management Environmental Risk Management
Deploying Supply Chain Sustainability Initiatives (Social)
Establishing a Business Partner Helpline
Governance
102-18
a. Governance structure of the organization, including committees of the highest governance body
b. Committees responsible for decision-making on economic, environmental, and social topics
CSR Management Management
Governance Internal Control
Corporate Governance Report (P.27) Diagram of Governance
Framework including Outline of Internal Control System
102-19
a. Process for delegating authority for economic, environmental, and social topics from the highest governance body to
senior executives and other employees
Securities Report (P.49-94) Information about corporate
governance, etc.
102-20
a. Whether the organization has appointed an executive-level position or positions with responsibility for economic,
environmental, and social topics
b. Whether post holders report directly to the highest governance body
CSR Management Management
Securities Report (P.49-94) Information about corporate
governance, etc.
Item Description Index for applicable pages
GRI Standards Reference Chart
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
Third-Party
Opinions
Editorial Policy
Performance Report
114
Mitsubishi Motors Sustainability Report 2019
102-21
a. Processes for consultation between stakeholders and the highest governance body on economic, environmental, and
social topics
b. If consultation is delegated, describe to whom it is delegated and how the resulting feedback is provided to the
highest governance body
Employees Labor-Management Relations
General Shareholders Meetings
Corporate Governance Report (P.3) Basic Views Policy for
Constructive Dialogue with Shareholders
102-22 a. Composition of the highest governance body and its committees
Governance List of Executives
Corporate Governance Report (P.5-14) Business Management
Organization and Other Corporate Governance Systems regarding
Decision-making, Execution of Business, and Oversight in Management
Securities Report (P.49-94) Information about corporate governance, etc.
102-23
a. Whether the chair of the highest governance body is also an executive officer in the organization
b. If the chair is also an executive officer, describe his or her function within the organizations management and the
reasons for this arrangement
Securities Report (P.49-94) Information about corporate
governance, etc.
102-24
a. Nomination and selection processes for the highest governance body and its committees
b. Criteria used for nominating and selecting highest governance body members
Corporate Governance Report (P.1-3) Basic Views
102-25
a. Processes for the highest governance body to ensure conflicts of interest are avoided and managed
b. Whether conflicts of interest are disclosed to stakeholders, including, as a minimum:
Corporate Governance Report (P.1-2) Basic Views
102-26
a. Highest governance bodys and senior executives roles in the development, approval, and updating of the
organizations purpose, value or mission statements, strategies, policies, and goals related to economic,
environmental, and social topics
Securities Report (P.49-94) Information about corporate
governance, etc.
102-27
a. Measures taken to develop and enhance the highest governance bodys collective knowledge of economic,
environmental, and social topics
Corporate Governance Report (P.1-2) Basic Views
102-28
a. Processes for evaluating the highest governance bodys 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-assessment
d. A
ctions taken in response to evaluation of the highest governance bodys performance with respect to governance of
economic, environmental, and social topics, including, as a minimum, changes in membership and organizational practice.
Governance Basic Policy and Framework for Corporate Governance
Corporate Governance Report (P.1-4) Basic Views
102-29
a. Highest governance bodys role in identifying and managing economic, environmental, and social topics and their
impacts, risks, and opportunities–including its role in the implementation of due diligence processes
b. Whether stakeholder consultation is used to support the highest governance bodys identification and management
of economic, environmental, and social topics, and their impacts, risks, and opportunities
Securities Report (P.14-17) Business-related risks (P.49-94)
Information about corporate governance, etc.
102-30
a. Highest governance bodys role in reviewing the effectiveness of the organizations risk management processes for
economic, environmental, and social topics
Governance Risk Management
Item Description Index for applicable pages
GRI Standards Reference Chart
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
Third-Party
Opinions
Editorial Policy
Performance Report
115
Mitsubishi Motors Sustainability Report 2019
102-31
a. Frequency of the highest governance bodys review of economic, environmental, and social topics and their impacts,
risks, and opportunities
Governance Risk Management
102-32
a. The highest committee or position that formally reviews and approves the organizations sustainability report and
ensures that all material topics are covered
CSR Management Management
102-33 a. Process for communicating critical concerns to the highest governance body Governance Compliance
102-34
a. Total number and nature of critical concerns that were communicated to the highest governance body
b. Mechanism(s) used to address and resolve critical concerns
Governance Compliance
102-35
a. Remuneration policies for the highest governance body and senior executives
b. How performance criteria in the remuneration policy relate to the highest governance bodys and senior executives
objectives for economic, environmental, and social topics
Governance Executive Remuneration
Corporate Governance Report (P.14-16) Incentives
Securities Report (P.49-94) Information about corporate governance, etc.
102-36
a. Process for determining remuneration
b. Whether remuneration consultants are involved in determining remuneration and whether they are independent of
management
c. Any other relationships which the remuneration consultants have with the organization
Governance Executive Remuneration
Corporate Governance Report (P.14-16) Incentives
Securities Report (P.49-94) Information about corporate
governance, etc.
102-37
a. How stakeholders views are sought and taken into account regarding remuneration
b. If applicable, the results of votes on remuneration policies and proposals
General Shareholders Meetings
102-38
a. Ratio of the annual total compensation for the organizations 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 country
102-39
a. Ratio of percentage increase in annual total compensation for the organizations 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 engagement
102-40 a. A list of stakeholder groups engaged by the organization CSR Management Management
102-41 a. Percentage of total employees covered by collective bargaining agreements Employees Labor-Management Relations
102-42 a. The basis for identifying and selecting stakeholders with whom to engage
102-43
a. The organizations approach to stakeholder engagement, including frequency of engagement by type and by
stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the
report preparation process
CSR Management Management
102-44
a. 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
Item Description Index for applicable pages
GRI Standards Reference Chart
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
Third-Party
Opinions
Editorial Policy
Performance Report
116
Mitsubishi Motors Sustainability Report 2019
Reporting practice
102-45
a. A list of all entities included in the organizations consolidated financial statements or equivalent documents
b. Whether any entity included in the organizations consolidated financial statements or equivalent documents is not
covered by the report
Securities Report (P.7-10) Status of subsidiaries and associates
102-46
a. An explanation of the process for defining the report content and the topic Boundaries
b. An explanation of how the organization has implemented the Reporting Principles for defining report content
Editorial Policy
102-47 a. A list of the material topics identified in the process for defining report content CSR Management Identification of Material CSR Issues
102-48 a. The effect of any restatements of information given in previous reports, and the reasons for such restatements N/A
102-49 a. Significant changes from previous reporting periods in the list of material topics and topic Boundaries N/A
102-50 a. Reporting period for the information provided Editorial Policy
102-51 a. If applicable, the date of the most recent previous report Editorial Policy
102-52 a. Reporting cycle Editorial Policy
102-53 a. The contact point for questions regarding the report or its contents Editorial Policy
102-54 a. The claim made by the organization, if it has prepared a report in accordance with the GRI Standards
102-55
a. The GRI content index, which specifies each of the GRI Standards used and lists all disclosures included in the report.
b. For each disclosure, the content index shall include:
GRI Standards Reference Chart
102-56
a.
A description of the organizations 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
For each material topic, the following information shall be described:
a. An explanation of why the topic is material
b. The Boundary for the material topic
c. Any specific limitation regarding the topic Boundary
CSR Management Identification of Material CSR Issues
Commitment on Material CSR Issues
103-2
For each material topic, the following information shall be described:
a. An explanation of how the organization manages the topic
b. A statement of the purpose of the management approach
c. A description of the following, if the management approach includes that component:
CSR Management Framework for promoting CSR
CSR Management Identification of Material CSR Issues
Commitment on Material CSR Issues
103-3
For each material topic, the following information shall be described:
a. An explanation of how the organization evaluates the management approach
CSR Management Identification of Material CSR Issues
Commitment on Material CSR Issues
Item Description Index for applicable pages
GRI Standards Reference Chart
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
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Economical
GRI201: Economic performance 2016
201-1
a. Direct economic value generated and distributed
b. Where significant, report EVG&D separately at country, regional, or market levels, and the criteria used for defining
significance
Securities Report (P.98-99) Consolidated statement of income
Social Contribution Activities Policies (Breakdown of Social
Contribution Expenditures)
201-2
a. Risks and opportunities posed by climate change that have the potential to generate substantive changes in
operations, revenue, or expenditure
Securities Report (P.14-17) Business-related risks
201-3
a. If the plans liabilities are met by the organizations general resources, the estimated value of those liabilities
b. If a separate fund exists to pay the plans pension liabilities, its explain
c.
If a fund set up to pay the plans 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 coverage
d. Percentage of salary contributed by employee or employer
e. Level of participation in retirement plans
Securities Report (P.130-132) Retirement benefits
201-4
a.
Total monetary value of financial assistance received by the organization from any government during the reporting period
b. The information in 201-4-a by country
c. Whether, and the extent to which, any government is present in the shareholding structure
GRI 202: Market Presence 2016
202-1 Ratios of standard entry level wage by gender compared to local minimum wage
202-2 Proportion of senior management hired from the local community Employees Human Resource-Related Data
GRI 203: Indirect Economic Impacts 2016
203-1 Infrastructure investments and services supported
Commitment on Material CSR Issues
Contribution to Local Economy through Business Activities
203-2 Examples of significant identified indirect economic impacts of the organization, including positive and negative impacts
Commitment on Material CSR Issues
Contribution to Local Economy through Business Activities
GRI 204: Procurement Practices 2016
204-1 Proportion of spending on local suppliers Deploying Supply Chain Sustainability Initiatives (Social)
GRI 205: Anti-corruption 2016
205-1 Operations assessed for risks related to corruption Governance Compliance
205-2 Communication and training about anti-corruption policies and procedures Governance Compliance
Item Description Index for applicable pages
GRI Standards Reference Chart
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
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205-3 Confirmed incidents of corruption and actions taken Governance Compliance
GRI 206: Anti-competitive Behavior 2016
206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
Environment
GRI 301: Materials 2016
301-1 Materials used by weight or volume Environmental Data
301-2 Percentage of recycled input materials used to manufacture the organizations primary products and services.
301-3 Reclaimed products and their packaging materials Environment Resource Recycling Initiatives
GRI302: Energy 2016
302-1 Energy consumption within the organization Environmental Data
302-2 Energy consumption outside of the organization Environmental Data
302-3 Energy intensity
302-4 Reduction of energy consumption Environmental Data
302-5 Reductions in energy requirements of products and services Environmental Data
GRI 303: Water and Effluents 2018
303-1 Interactions with water as a shared resource Environment Conservation of Water Resources
303-2 Management of water discharge-related impacts Environment Conservation of Water Resources
303-3 Water withdrawal Environmental Data
303-4 Water discharge Environmental Data
303-5 Water consumption Environmental Data
GRI 304: Biodiversity 2016
304-1
Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value
outside protected areas
Environment Preservation of Biodiversity
304-2 Significant impacts of activities, products, and services on biodiversity Environment Preservation of Biodiversity
304-3 Habitats protected or restored Environment Preservation of Biodiversity
304-4 IUCN Red List species and national conservation list species with habitats in areas affected by operations Environment Preservation of Biodiversity
Item Description Index for applicable pages
GRI Standards Reference Chart
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
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GRI305: Emissions 2016
305-1 Direct (Scope 1) GHG emissions Environmental Data
305-2 Energy indirect (Scope 2) GHG emissions Environmental Data
305-3 Other indirect (Scope 3) GHG emissions Environmental Data
305-4 GHG emissions intensity Environmental Data
305-5 Reduction of GHG emissions
Environmental Data
CSR Management Identification of Material CSR Issues
Environment Policies
305-6 Emissions of ozone-depleting substances (ODS) Environmental Data
305-7 Environmental Data
GRI 306: Effluents and Waste 2016
306-1 Water discharge by quality and destination
Environmental Data
Environment Conservation of Water Resources
306-2 Waste by type and disposal method Environmental Data
306-3 Significant spills Environmental Management Environmental Risk Management
306-4 Transport of hazardous waste Environment Prevention of Pollution
306-5 Water bodies affected by water discharges and/or runoff Environment Conservation of Water Resources
GRI 307: Environmental Compliance 2016
307-1 Non-compliance with environmental laws and regulations Environmental Management Environmental Risk Management
GRI 308: Supplier Environmental Assessment 2016
308-1 New suppliers that were screened using environmental criteria
Environment Deploying Supply Chain Sustainability Initiatives
(Environment)
308-2 Negative environmental impacts in the supply chain and actions taken
Environment Deploying Supply Chain Sustainability Initiatives
(Environment)
Social
GRI 401: Employment 2016
401-1 Total number and rate of new employee hires during the reporting period, by age group, gender and region. Employees Human Resource-Related Data
Item Description Index for applicable pages
GRI Standards Reference Chart
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
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401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees
Employees Human Resource-Related Data
Securities Report (P.130-132) Retirement benefits
401-3 Total number of employees that took parental leave, by gender. Employees Human Resource-Related Data
GRI 402: Labor/Management Relations 2016
402-1 Minimum notice periods regarding operational changes Employees Labor-Management Relations
GRI403: Occupational Health and Safety 2018
403-1 Occupational health and safety management system Employees Occupational Health and Safety
403-2 Hazard identification, risk assessment, and incident investigation Employees Occupational Health and Safety
403-3 Occupational health services Employees Occupational Health and Safety
403-4 Worker participation, consultation, and communication on occupational health and safety Employees Labor-Management Relations
403-5 Worker training on occupational health and safety Employees Occupational Health and Safety
403-6 Promotion of worker health Employees Occupational Health and Safety
403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships
403-8 Workers covered by an occupational health and safety management system Employees Labor-Management Relations
403-9 Work-related ill health
Employees Occupational Health and Safety
Employees Human Resource-Related Data
403-10 Work-related ill health
GRI 404: Training and Education 2016
404-1 Average hours of training per year per employee Employees Human Resource-Related Data
404-2 Programs for upgrading employee skills and transition assistance programs Employees Human Resource Development
404-3 Percentage of employees receiving regular performance and career development reviews Employees Human Resource Development
GRI 405: Diversity and Equal Opportunity 2016
405-1 Diversity of governance bodies and employees Employees Human Resource-Related Data
405-2 405-2 Ratio of basic salary and remuneration of women to men
Employees Human Resource Development
Employees Human Resource-Related Data
Item Description Index for applicable pages
GRI Standards Reference Chart
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
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GRI 406: Non-discrimination 2016
406-1 Incidents of discrimination and corrective actions taken
GRI407: Freedom of Association and Collective Bargaining 2016
407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk Employees Labor-Management Relations
GRI 408: Child Labor 2016
408-1 Operations and suppliers at significant risk for incidents of child labor
GRI 409: Forced or Compulsory Labor 2016
409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor
GRI 410: Security Practices 2016
410-1 Security personnel trained in human rights policies or procedures
GRI411: Rights of Indigenous Peoples 2016
411-1 Incidents of violations involving rights of indigenous peoples
GRI 412: Human Rights Assessment 2016
412-1 Operations that have been subject to human rights reviews or impact assessments Human Rights Management Systems
412-2 Employee training on human rights policies or procedures Human Rights Initiatives
412-3
Significant investment agreements and contracts that include human rights clauses or that underwent human rights
screening
Human Rights Basic Approach and Policies
GRI413: Local Communities 2016
413-1 Operations with local community engagement, impact assessments, and development programs Contribution to Local Economy through Business Activities
413-2 Operations with significant actual and potential negative impacts on local communities
GRI 414: Supplier Social Assessment 2016
414-1 New suppliers that were screened using social criteria Deploying Supply Chain Sustainability Initiatives (Social)
414-2 Negative social impacts in the supply chain and actions taken Deploying Supply Chain Sustainability Initiatives (Social)
GRI 415: Public Policy 2016
415-1 Political contributions
Item Description Index for applicable pages
GRI Standards Reference Chart
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
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GRI416: Customer Health and Safety 2016
416-1 Assessment of the health and safety impacts of product and service categories Securities Report (P.5-6) Description of business
416-2 Incidents of non-compliance concerning the health and safety impacts of products and services Recall Information
GRI 417: Marketing and Labeling 2016
417-1 Requirements for product and service information and labeling
Safety and Quality Improvement of Product, Sales, and Service
Quality
417-2 Incidents of non-compliance concerning product and service information and labeling
417-3 Incidents of non-compliance concerning marketing communications
GRI 418: Customer Privacy 2016
418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data
GRI419: Socioeconomic Compliance 2016
419-1 Non-compliance with laws and regulations in the social and economic area
Overview and Measures Regarding Improper Conduct in Fuel
Consumption and Emissions Testing
Item Description Index for applicable pages
GRI Standards Reference Chart
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
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End poverty in all its forms everywhere
End hunger, achieve food security and improved nutrition and promote sustainable agriculture
Ensure healthy lives and promote well-being for all at all ages
Commitment on Material CSR Issues Delivering Products which Help Prevent Traffic Accidents
Environment Prevention of Pollution
Safety and Quality Delivering Products which Help Prevent Traffic Accidents
Deploying Supply Chain Sustainability Initiatives (Environment)
Deploying Supply Chain Sustainability Initiatives (Social)
Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
Commitment on Material CSR Issues Work Style Reform
Employees Work Style Reform
Employees Diversity
Employees Human Resource Development
Achieve gender equality and empower all women and girls
Commitment on Material CSR Issues Work Style Reform
Employees Work Style Reform
Employees Diversity
Employees Human Resource Development
Human Rights
Ensure availability and sustainable management of water and sanitation for all
Environment Conservation of Water Resources
Environment Prevention of Pollution
Ensure access to affordable, reliable, sustainable and modern energy for all
Commitment on Material CSR Issues Responding to Climate Change and Energy Issues
Environment Responding to Climate Change and Energy Issues
Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent
work for all
Commitment on Material CSR Issues Work Style Reform
Commitment on Material CSR Issues Corporate Governance, Compliance
Employees Work Style Reform
Employees Diversity
Employees Human Resource Development
Employees Occupational Health and Safety
Deploying Supply Chain Sustainability Initiatives (Environment)
Deploying Supply Chain Sustainability Initiatives (Social)
Governance Basic Policy and Framework for Corporate Governance
Governance Compliance
Goal MITSUBISHI MOTORS Sustainability Report 2019
SDGs Reference Chart
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
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Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
Commitment on Material CSR Issues Contribution to Local Economy
through Business Activities
Contribution to Local Economy through Business Activities
Reduce inequality within and among countries
Employees Diversity
Employees Human Resource Development
Human Rights
Social Contribution Activities
Make cities and human settlements inclusive, safe, resilient and sustainable
Commitment on Material CSR Issues Contribution to Local Economy
through Business Activities
Contribution to Local Economy through Business Activities
Ensure sustainable consumption and production patterns
Environment Resource Recycling Initiatives
Environment Prevention of Pollution
Environment Deploying Supply Chain Sustainability Initiatives (Environment)
Deploying Supply Chain Sustainability Initiatives (Social)
Take urgent action to combat climate change and its impacts
Commitment on Material CSR Issues
Responding to Climate Change and
Energy Issues
Environment Responding to Climate Change and Energy Issues
Conserve and sustainably use the oceans, seas and marine resources for sustainable development
Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat
desertification, and halt and reverse land degradation and halt biodiversity loss
Environment Preservation of Biodiversity
Social Contribution Activities
Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and
build effective, accountable and inclusive institutions at all levels
Commitment on Material CSR Issues Corporate Governance, Compliance
Governance Basic Policy and Framework for Corporate Governance
Governance Compliance
Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development
Commitment on Material CSR Issues Contribution to Local Economy
through Business Activities
Contribution to Local Economy through Business Activities
SDGs Reference Chart
Goal MITSUBISHI MOTORS Sustainability Report 2019
GRI Standards Reference Chart
/SDGs Reference Chart
GRI Standards
Reference Chart
SDGs Reference Chart
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Third-Party Opinions
Third-Party Opinions
Executive Officer
Deputy Chief Research Officer
Development Bank of Japan Inc.
Keisuke Takegahara
In Fiscal 2018, Mitsubishi Motors advanced with strengthened
CSR initiatives in one big step, and I strongly feel from Sustainability
Report 2019 that the company intends to put these initiatives into
good order and clarify its future course of action. The organization of
the company has been greatly improved by establishing the CEO-
chaired CSR Management Committee with the Administrative Offices
Sustainability Promotion Department acting as its secretariat. You
have also built the management framework necessary to realize a
new corporate vision and mission, as well as to identify key Material
CSR Issues (Materiality).
Such effort pinpoints Fiscal 2018 as a big turning point for the
companys CSR.
In order to effectively communicate this great progress outside
of the company, you have prepared content; the materialities and
relevant management commitment with a strong, united message
in the first half of the report. Through the new corporate vision
Create a vibrant society by realizing the potential of mobility,
your company has presented the social structure it aims for and
the organization of key issues into 15 materialities essential in
order to achieve this vision and accomplish its mission, and the
summarization of the management commitment allows readers to
easily understand the company's strong message.
In particular, the report specifically indicates an awareness of the
current situation and outlook for the future, as the commitment of
the officer in charge, the Leader, concerning the six most important
items. This directly shows your companys stance in earnestly
dealing with the designated materialities, which I think is superb.
Despite making it clear in the Commitment of Top Management that
the report is targeted towards the various stakeholders, through
introducing the concept for next mid-term business plan, Small
but Beautiful, you conveyed a message that was very conscious
of the logic of ESG investors, which is to pursue sustainability in
the business model by pouring all efforts into strength such as
electronic technology constructed over long periods of time and the
ASEAN region. This was impressive.
This message is connected to every Material CSR Issues (Materiality).
In particular I could feel a strong united theme of contribution to
local economy through business activities throughout the whole
message. The description of the 50-year contribution to the local
economy through business in the ASEAN region and even more,
which also refers to the necessity of investment and technology
transfer was clear and persuasive.
It can be said that this message literally unites the solutions of social
issues and the growth strategy of the company.
I assess that this report has steadily evolved as a tool to clearly
communicate the CSR management of your company to the readers.
As such, my expectations for your company grow accordingly.
If I may make one comment, I believe that the timeframe needs
to be made clearer. It is clear that your corporate vision for future
society built on mobility reform is based on your long-term outlook,
however it would help if you reference the possible time span of this
undertaking.
By looking back from the point of reference of the goal achieved,
the meaning and state of progress of each individual initiative will be
made clear. If the timeframe is made clear, the performance report
in the latter part, which might be regarded as the introduction of
the product line-up will better connect to the strong message of the
first half of the report.
I am eager to see how your company deals with these issues in
line with next mid-term business plan and a new vision for the
environment. I look forward to this report improving even more.
Third-Party
Opinions
CSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
Reference Chart
SDGs Reference Chart
Editorial Policy
Performance Report
126
Mitsubishi Motors Sustainability Report 2019
Mitsubishi Motors Corporation publishes a Sustainability Report to provide stakeholders
with a better understanding of the Groups social responsibilities and the wide-ranging
efforts aimed at fulfilling them.
Mitsubishi Motors current plans, strategies, assurances, business forecasts, and other
nonhistorical matters indicated in this Sustainability Report include future predictions as of
the time of publication.
Please note that these expectations, predictions, and forecasts include risk and volatility
factors and hypotheses, and may significantly diverge from actual future results.
Mitsubishi Motors Corporation and its Group companies in Japan and overseas
Please share with us your opinions and thoughts so that we can improve our CSR activities
and Sustainability Report.
Fiscal 2018 (April 1, 2018 to March 31, 2019) When appropriate, the Report also includes
some historical and recent data from outside the reporting period.
Mitsubishi Motors Corporation
Sustainability Promotion Department
1-21 Shibaura 3chome Minato-ku Tokyo 108-8410
Japanese edition: November 2019 (previous edition published October 2018, next edition
to be published September 2020)
English edition: November 2019 (previous edition published November 2018, next edition
to be published October 2020)
GRI Standards (Global Reporting Initiative)
Environmental Reporting Guidelines (2018 edition) issued by the Ministry of the
Environment of Japan
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Mitsubishi Motors Global Website
WEB
https://www.mitsubishi-motors.com/en/
Non-financial information
WEB
https://www.mitsubishi-motors.com/en/csr
Financial information
WEB
https://www.mitsubishi-motors.com/en/investors/library/
Corporate
Governance Report
Annual Report
Annual Securities Report
Financial Information as of March 31, 2019
(The English translation of the
“Yukashoken-Houkokusho” for
the year ended March 31, 2019)
MITSUBISHI MOTORS
CORPORATION
Facts and Figures
ANNUAL REPORT
2019
For the year ended March 31, 2019
FACTS &
FIGURES 2019
Sustainability Report
MITSUBISHI MOTORS
Sustainability Report 2019
March 31, 2019
(April 1, 2019 to March 31, 2020)
Business Report
Editorial PolicyCSR Management
Commitment of
Top Management
Commitment on
Material CSR Issues
Environment Social Governance
GRI Standards
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Third-Party
Opinions
Performance Report
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