Basic Approach
Stakeholder Identification
MITSUBISHI MOTORS believes that its stakeholder relationships is important to its achievement of sustainable corporate growth, through dialogue and other forms of engagement, the Mitsubishi Motors Group clarifies its responsibilities and issues, and strives on a daily basis to improve its operations.
By further deepening dialogue with our diverse stakeholders, we will continue to sincerely address society’s expectations and challenges and incorporate our understanding of them into our business activities.
Dialogue with Stakeholders
| Stakeholders | Policies on Dialogue | Opportunities for Dialogue | Frequency | Reflecting Input in Our Business |
|---|---|---|---|---|
| Consumers and customers | Promote activities that better reflect customer input in our products and services. | Customer Contact Center, sales companies, after-sales services | Ongoing |
Promoting customer satisfaction activities Improving products and services |
| Website, social networks | Ongoing | |||
| Customer satisfaction surveys | As necessary | |||
| Events, TV/newspaper/magazine advertising, email magazine | As necessary | |||
| Business partners | Engage in communication aimed at coexistence and coprosperity based on mutual trust. | Contact for inquiries, Business Partner Helpline | Ongoing | Building relationships aimed at coexistence and coprosperity based on mutual trust |
| Suppliers Meeting, presentations, events, specialized websites | As necessary | |||
| Participation in industry organizations | As necessary | |||
| Shareholders and investors | Disclose business and financial information and results in an appropriate
manner and time. Conduct constructive dialogue aimed at sustainable growth and enhanced corporate value |
IR inquiry contacts | Ongoing | Promoting initiatives Targeting sustainable growth and enhanced corporate value |
| Interviews | As necessary | |||
| Financial results briefings | Four times per year | |||
| Mid-term business plan briefings | As necessary | |||
| Individual initiative briefings | As necessary | |||
| Shareholders’ Meeting | Once per year | |||
| IR websites | Ongoing | |||
| Events, email magazines | As necessary | |||
| Integrated report | Once per year | |||
| Employees | Two-way communication for fostering teamwork and a sense of unity based on the principle of mutual trust and mutual responsibility between labor and management. | Labor management discussions | As necessary | Creating a safe and rewarding working environment |
| Consultation offices (Employee Consultation Office, Outside attorney consultation (Helpline), MITSUBISHI MOTORS Global Hotline) | Ongoing | |||
| Town hall meetings with Executives | As necessary | |||
| Internal websites | Ongoing | |||
| Engagement survey | Once per year | |||
| Local communities | Build good relations with local communities. Engage in dialogue with diverse stakeholders to resolve social and environmental issues. |
Local community consultation desks, websites | Ongoing | Promoting initiatives to resolve social and environmental issues |
| Collaborations with municipalities | As necessary | |||
| Social contributions | As necessary | |||
| Community events | As necessary | |||
| Plant tours | Ongoing |
Local communities
We contribute to the realization of resilient communities through activities that meet local needs. As examples of activities that take advantage of our products’ distinctive characteristics, we support municipalities by entering into disaster cooperation agreements and loaning roving COVID-19 vaccine vehicles etc., by utilizing “Mitsubishi’s PHEV,” which can store and supply electricity. We will support the safety and security of the lives of local people with "the Power of PHEV Driving" and "the Power of Electricity."