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The New Environmental Plan Package

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The New Environmental Plan Package Commitment of Top Management Sustainability Management Environment Social Governance ESG Data Feature 1: The New Environmental Plan Package MITSUBISHI MOTORS believes that to realize a sustainable society, we must strike a balance between preservation of the global environment and the progress of humankind. Based on this understanding, we have formulat- ed the New Environmental Plan Package, which defines the directions and targets of our environmental directives. On this basis, we will endeavor to preserve the global environment by leveraging our strengths in such areas as plug-in hybrid electric vehicles and other electric vehicle technologies. Basic Approach Structure of the New Environmental Plan Package The New Environmental Plan Package has three components: the Environmental Policy, the Environmental Vision 2050 MITSUBISHI MOTORS’ Vision is to “Create a vibrant soci- and the Environmental Targets 2030 ety by realizing the potential of mobility,” and one ele- ment of the Mission for realizing the Vision is to “Make positive contributions to the sustainable development Currently 2030 2040 2050 of our society� “Small but Beautiful,” the mid-term business plan we unveiled in July 2020, identifies our challenges as “Con- 1 Environmental Policy ducting business with an emphasis on contributing to all stakeholders and society” and “Selection and concen- 3 Environmental Targets 2030 2 Environmental Vision 2050 tration in line with our strengths and earnings area�” On this basis, we will decisively complete structural reforms with a view to stabilizing our management foundation� Furthermore, we consider environmental issues to be 1 Environmental Policy material and believe they must be addressed with- Three Environmental Issues →P15 out delay� Given that the problem of climate change is • Directions for universal initiatives MITSUBISHI MOTORS Will Face Head-on now becoming a reality and reflecting social trends, we formulated the New Environmental Plan Package based on our recognition of the need to define the direction of 2 Environmental Vision 2050 Action to • Recognition of social demands Resource Pollution initiatives that anticipate society 30 years in the future� climate →P15 • Ideals for society as a whole Circulation Prevention Acknowledging our responsibility as a company that • Directions for initiatives through 2050 change produces and sells automobiles, we will work toward specific targets in activities that reduce environmental 3 Environmental Targets impact� At the same time, we will reinforce our environ- 2030 mental technologies, hinging on plug-in hybrid electric • Targets for initiatives to be →P16 achieved by 2030 vehicles, and encourage the spread of effective products • Initiatives unique to MITSUBISHI MOTORS and technologies� In this way, we will contribute toward the development of a vibrant and sustainable society� MITSUBISHI MOTORS CORPORATION Sustainability Report 2020 ◀ 13 ▶ Back to Contents ▶▶ Commitment of Top Management Sustainability Management Environment Social Governance ESG Data Feature 1 The New Environmental Plan Package Steps to Formulation Gathering of Information Social and economic conditions Framework for Consideration Such as economic growth and population increases The Environmental Working Group we set up in fiscal Status of environmental issues We formed the Environmental Working Group, made up 2018 gathered data related to global social changes, Climate change, resource depletion, environmental pollution, loss of biodiversity and of members from across the Company, and proceeded such as economic growth and population increase, as shortage of water resources with considerations� well as environmental issues� In particular, the group Trends in key regions After certain directions had been determined, a small looked for information on regions of importance to (Japan, ASEAN, Oceania, others) GDP, changes in the population, government circle chaired by the CEO moved forward to specifics� MITSUBISHI MOTORS, ascertaining the status of local environmental policies, etc� These were proposed to the Executive Committee and communities and government environmental policies� Automobile production and data related to Board of Directors and approved� We also looked at unit sales and the number of vehicles the Company owned in each country, arranging this data to match the <Business> <July 2018 to December 2019 > Unit sales and number of vehicles owned, globally Company’s business characteristics by looking at our and by region Sustainability Committee business data and results of environmental initiatives� <Results of Environmental Initiatives> (Chair: CEO; members: Division general managers of relevant divisions) The group also summarized our efforts to date� CO2 emissions (Scope 1, 2, 3), amount of waste generated, etc� Environmental Working Group Using this data, we then verified each of the environ- (Established July 2018) mental issues and our relationship to them� We identi- Leader: Technical advisor to the chairman*3 fied three environmental issues to face head-on: action Verify relationships between environmental Subleader: Division general manager of the Development Analysis to climate change, resource circulation and pollution issues and the Company Management Division*3 Identify environmental issues to face head-on prevention� We considered the long-term outlook for Secretariat: Sustainability Promotion Department Consider long-term outlook for Members: Corporate departments these environmental issues by studying external sce- environmental issues • Strategy management • Asset management narios from the IEA*1 and IPCC*2, as well as by running Gather external scenarios on CO2 emissions, run • Human resources • Finance our own simulations • Public and investor relations our own simulations� We then arranged the issues to Arrange initiatives to be taken, given our busi- Product and business activities departments be addressed by thinking about how to contribute in a ness characteristics (markets and products) • Technology strategy • Logistics manner tailored to local communities while maximizing • Manufacturing • Procurement • EV business • Overseas sales our strengths, looking at each market from a regional Formulation Clearly spell out the Environmental Policy and • Development management • Domestic sales perspective and considering plug-in hybrid electric vehi- • Materials technology • After-sales service Environmental Vision 2050 cles and other business characteristics� Consider initiatives in the Environmental Targets *3 Positions as of March 2020 Based on this analysis, we clearly spelled out the 2030, as well as numerical targets <From January 2020> directions for initiatives indicated in the Environmental Board of Directors Policy and Environmental Vision and set numerical tar- gets for the items in the Environmental Targets� In this Executive Committee way, we formulated the New Environmental Plan Pack- Review Conduct review via outside experts Small Circle age, which provides an overall summary of our environ- Members: • CEO mental strategies� • Co-COO (in charge of development) In addition, we had outside experts review the draft • Director in charge of manufacturing package we had formulated, looking at it from a stake- • Director in charge of sustainability • Head of corporate strategy holder perspective� • Division general manager of the Development Management Division *1: International Energy Agency • Division general manager of the Product Strategy Division *2: United Nations Intergovernmental Panel on Climate Change • Division general manager of the Production Engineering Division MITSUBISHI MOTORS CORPORATION Sustainability Report 2020 ◀ 14 ▶ Back to Contents ▶▶ Commitment of Top Management Sustainability Management Environment Social Governance ESG Data Feature 1 The New Environmental Plan Package Environmental Policy Environmental Vision 2050 MITSUBISHI MOTORS has been acting in accordance with Members of the Paris Agreement, adopted in 2015, As these measures illustrate, awareness of climate its Environmental Policy, which was formulated in 1999� agreed to limit the rise in average global temperatures change and other environmental issues is rising each However, in the 20 years that have passed since that to 2°C above levels before the Industrial Revolution� year� Companies are also being called upon to undertake time the operating environment has changed, prompting From this basis, we established initiatives to pursue more ambitious initiatives� us to revise the policy to reflect current social trends� We from a long-term perspective, leading up to 2050� In Against this backdrop, we formulated the Environ- recognize that responding to environmental issues in our 2018, the IPCC published the Special Report on Global mental Vision 2050, which sets out our vision for so- business activities is essential, and so have newly incor- Warming of 1�5°C, which calls for society as a whole to ciety to be achieved by 2050, as well as directions for porated a medium- to long-term outlook into our policy� achieve a net-zero balance between human-caused our initiatives, with regard to climate change, resource Focusing specifically on climate change, resource greenhouse gas emissions and absorption� circulation and preventing environmental pollution� depletion and environmental pollution, we aim to con- tribute to the preservation of water resources and biodi- versity through initiatives in these areas� Environmental Policy Environmental Vision 2050 MITSUBISHI MOTORS
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