Our Approach to and Framework for Promoting Sustainability

The automotive industry is undergoing a period of major transformation, driven not only by advances in electrification and vehicle intelligence but also by the need to address decarbonization, resource constraints, and geopolitical risks.
As the external environment surrounding MITSUBISHI MOTORS Group becomes increasingly complex, we believe that efforts to realize a sustainable society and strengthen our competitiveness under our corporate vision, “Create vibrant society by realizing the potential of mobility,” are indispensable for the Group’s sustainable growth.
In formulating the “New Mid- Long-Term Vision looking ahead to the 2030s,” we looked beyond a simple extension of the previous mid-term business Plan, “Challenge 2025,” against the backdrop of a business environment characterized by growing uncertainty, including expanding geopolitical risks and changes in environmental regulations. Instead, we adopted “Enhancing customer satisfaction and corporate value through distinctive products and brand strengthening.” as our medium- long-term direction.
The Group recognizes that various challenges in the environmental, social, and governance fields pose risks to its sustainable growth. At the same time, we see working to solve social issues as an opportunity for new business, and we will strive to reduce risk and contribute to solving social issues through responsible business operations.

We have established the Sustainability Committee and the Human Rights Committee, which are chaired by the Executive Officer, President, to promote sustainability initiatives throughout the Group. The committee is held about three times a year. MITSUBISHI MOTORS Group has identified material issues as important issues that we should wrestle from various problems in the environmental, social, and governance fields. The Sustainability Committee confirms the risks and opportunities identified from a long-term perspective by those responsible for each materiality initiative. In addition to assessing and managing these risks and opportunities, the committee deliberates and decides on initiative targets and KPIs based on the external environment and stakeholder needs and expectations from a medium-term perspective, and uses the PDCA cycle by checking progress.
We also have a structure in which the Board of Directors deliberates and receives reports on important matters such as reviewing material issues and the overall status of sustainability activities, as well as makes decisions, conducts supervision, and gives instructions, as needed, regarding those matters.

The Sustainability Committee continues to discuss the Company’s initiatives toward achieving carbon neutrality, one of the world’s most pressing environmental challenges. Meanwhile, the Human Rights Committee continues to discuss human rights initiatives in response to the growing expectations placed on companies.
A summary of the proceedings of each committee is also provided. Please refer to the following.

MITSUBISHI MOTORS conducts penetration activities throughout the year so that executives and employees can deepen their understanding of sustainability and practice sustainability initiatives through their daily work. At the end of each fiscal year, we conduct an employee awareness survey to confirm the degree of penetration. We use the survey results to strengthen and improve each measure and reflect them in activities in the following fiscal year.