Our Approach to and Framework for Promoting Sustainability

The automotive industry has experienced a series of technological innovations in recent years. In addition to moves toward electrification to counter global warming, we have seen the diversification of powertrains and the incorporation into vehicles of intelligence and the Internet of Things (IoT).
As the external environment surrounding MITSUBISHI MOTORS Group becomes increasingly complex, we believe that working to realize a sustainable society and strengthen our competitiveness, based on our vision to “Create vibrant society by realizing the potential of mobility.” We believe this approach is indispensable for the Group’s sustainable growth.
When creating our mid-term business plan, “Challenge 2025,” we came up with several scenarios for how the world will look in 15 years from now and then performed backcasting to formulate a plan for what we have to work on in the next three years.
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, which is chaired by the Representative Executive Officer, President & CEO, to promote sustainability initiatives throughout the Group. The committee convenes 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 have a structure in which important matters such as reviewing material issues and the overall status of sustainability activities are deliberated and reported by the Board of Directors.

On the environmental front, the Sustainability Committee discusses our efforts to achieve carbon neutrality, which is a global issue, and to enhance disclosure in line with the Task Force on Climate-related Financial Disclosures (TCFD) Recommendations. On the social front, we discuss initiatives involving human rights, which are an area companies are increasingly being called upon to address.
We provide timely disclosure of the Sustainability Committee’s proceedings on our website. 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.