Di@MoND TEAM / Di@MoND PEOPLE

CASE 01 Utilizing the diverse perspectives of young employees to shape the futureCASE 02 Proactive information exchange facilitates workCASE 03 Bringing multinational values to the workplaceCASE 04 My position as assistant foreperson helps me to grow

Workshop Laying the groundwork for creating LGBT-friendly workplacesOverseas Colleagues Introducing the team at Mitsubishi Motors Philippines CorporationHelping Employees Mitsubishi Motors’ Work-Life Balance Assistance ProgramsFuture Diamonds Great job satisfaction and sense of responsibility felt in the workplace

DiversityMITSUBISHI MOTORS

Report Creating a workplace where we can all bring our capabilities into full play

Vol.3

D i v e r s i t y h e l p s e v e r y o n e t o e x c e l !

Mitsubishi Motors Diversity Report

Got it!That’s diversity

Special Contents

Diversity Roundtable DiscussionThinking about the Future of Diversity

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Thinking about the Future of Diversity

Tatsuro YokooGeneral ManagerVehicle Quality Generalization Dept.Development Management Div.

Tetsuya HashimotoDivision General ManagerHuman Resources Div.

Hideki KimijimaGeneral ManagerSales Planning Dept.Domestic Sales Div.

Chihiro KageyamaGeneral Manager (Business Management)Global After Sales Planning Dept.Global After Sales Div.

Toshio KondoGeneral ManagerProduction Control Dept.Mizushima Plant

At Mitsubishi Motors, workforce diversification is progressing at the company and department levels. 5 managers got together to discuss from a managerial perspective

how to further encourage this trend and realize meaningful diversity.

3

Individual anxiety despite overall progress on women’s participation and advancement in the workplace

Has the workplace atmosphere changed compared to when you joined the company?

Hashimoto : The spirit of the times and the workplace environment have changed greatly compared to when I started working some 30 years ago, and the number of female managers has increased.Kondo : I joined the company in the 1980s just before the Japanese economic bubble. Looking back, I think women had few opportunities to demonstrate their abilities back then. Even if women were eager to work, they faced many constraints, and talented women often quit work for good when they married or started a family. However, the company has enhanced programs for balancing work and childrearing and other family obligations during the past few years, and I think this has enabled women to choose from a variety of workstyles.Kageyama : The Equal Employment Opportunity Act had already been enacted when I started working, and I thought that, in principle, men and women were likely treated the same. However, I have the impression that in those days the pace of career advancement was nevertheless different for men and women. It’s been about 5 years since I changed jobs and joined Mitsubishi Motors. In recent years, the number of female managers

has increased, and with respect to workstyles, I think that the trend of the times today is for men and women alike to try to skillfully balance their work and private lives.

Have you noticed from a managerial perspective any issues concerning women’s participation and advancement in the workplace?

Kageyama : Although it varies from person to person, I think women feel anxious to a greater or lesser degree as they pursue career advancement. I myself am not immune to anxiety since there are few female senior colleagues to serve as role models, and I’m uncertain about whether managers should make work the central focus of their lives or whether it’s acceptable to emphasize work-life balance. However, since diversity in the values espoused by individuals is acceptable, when a subordinate comes to me for advice, I try to dispel her anxiety by saying, “Let’s realize a new workstyle together.”

Superiors themselves are mindful each day of KIKERUKA (listening to others) and

IERUKA (encouraging people to speak out).

Adopting a posture of striving to realize new workstyles together with subordinates also fosters KIKERUKA and IERUKA. Is there any particular point you pay attention to in communication with subordinates?

Kimijima : From the standpoint of workplace management, I consider dialogue with each individual important. When I was appointed general manager, I held individual interviews with every member of the department. Since the workforce spans various generations and includes differing points of view, I always strive to carefully listen to what each individual has to say and converse on an equal footing without letting preconceptions affect my judgments.Yokoo : Since becoming a general manager, I suppose I have tended to emphasize my own views. So, I always keep in mind the need to make a conscious effort to promote KIKERUKA and IERUKA.Kageyama : In communication, I place importance on creating a pleasant atmosphere. I believe that small talk facilitates work, and although it can be difficult when I’m busy, I make a point of giving myself the emotional leeway to always put on a smile and strike up a conversation.Hashimoto : Although IERUKA leads naturally to the expression of different opinions, there is an art to eliciting wide-ranging opinions. In my role as a career coach, my work was to gradually

I promote diversity to prevent past values impeding progress.

Toshio KondoGeneral Manager Production Control Dept.Mizushima Plant

I strive to create a framework conducive to win-win relationships through dialogue with employees.

Tetsuya HashimotoDivision General Manager Human Resources Div.

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get employees to open up through interviews. Although the way of getting someone to open up differs according to the person’s background, gender, age, nationality, and other attributes and it takes time, dialogue is effective.

The importance of sharing objectives in a diverse workforce environment

Are there any communication issues?

Yokoo : Since employees generally work in my department on 3-year assignments, we tend to have people with different skills and various points of view. So it’s a diverse environment. However, when it comes to improving departmental performance, unless everyone is able to share objectives, people can’t work together and

multiplier effects won’t arise. With that in mind, we even held an overnight training camp for all employees to formulate and share a departmental mission and vision together. I have made a point of increasing opportunities for direct discussion with staff members, discussing what we have to do, and managing on the basis of consent and buy-in. From the standpoint of controlling the department, I feel that it’s important to ensure that everyone's goals are aligned.Kimijima : My department engages in domestic sales planning, and many female employees are fulfilling key roles. However, there is an issue of generational balance. Although we have many young people, there are few mid-career employees. At times it’s difficult for young employees to resolve issues by asking senior

colleagues about things they don’t understand and thus grow on their own initiative. We have introduced job rotation as a departmental priority and encourage people to acquire broad knowledge of how the employees around them work. When people view things objectively because of a change in their assignments, operational improvements become possible. Since teamwork is necessary in sales, through job rotation we are creating an environment that facilitates communication across the generations.Kondo : Introducing job rotation enables people to become familiar with diverse values, such as by observing how the employees around them approach work. In my department, too, we have senior and younger employees who have wide-ranging approaches to work and lifestyles. It's important to know about those differences, and I think it's necessary to enable people to think and act outside the box. That contributes to diversity as well.

The need to create a framework for Work Style Reform

I think creating a framework for diversity promotion is important, too.

I practice management by consent and buy-in on the basis of discussion.

Tatsuro YokooGeneral Manager Vehicle Quality Generalization Dept.Development Management Div.

Demographic change and workstyle change in statistics

Fig. 2 Households with a full-time housewife and dual-income households

Sources: "Annual Health, Labour and Welfare Report," Ministry of Health, Labour and Welfare; "White Paper on Gender Equality," Cabinet Office; "Special Survey of the Labour Force Survey," Ministry of Internal Affairs and Communications; "Labour Force Survey (Detailed Tabulation)," Ministry of Internal Affairs and CommunicationsNote 1. "Households with a full-time housewife" refers to households in which the husband is employed in a non-agriculture

and forestry sector and the wife is not employed (not in the labor force and completely unemployed)Note 2. "Dual-income households" refers to households in which both the husband and the wife are employees in non-

agriculture and forestry sectors.Note 3. Data for 2011 are nationwide results excluding Iwate Prefecture, Miyagi Prefecture and Fukushima Prefecture.

Households with a full-time housewife

Dual-income households

Million households12

11

10

9

8

7

61980 85 90 95 2000 05 10 1516（Year）

11.29

6.64

The number of dual-income households has been increasing since 1980.

Sources: Data until 2010: National census. Data for 2013: Population Estimates (final estimates on December 1) published by the Statistics Bureau, Ministry of Internal Affairs and Communications. Data for 2015 onward: Projection according to medium-fertility and medium-mortality assumptions in "Population Projection for Japan (January 2012)" by the National Institute of Population and Social Security Research. The graph is prepared based on the above results and estimates.

Fig. 1 Population aging in Japan (historical data and estimates)

Million people （％）

0

5

10

15

20

25

30

35

40

45

0

20

40

60

80

100

120

140

1950 1960 1970 1980 1990 2000 2010 2013 2020 2030 2040 2050 2060（Year）2015

EstimatesResults

Aged 65 or older Aged 15-64 Aged 14 or younger Aging rate

83.2

93.42

103.72

117.06123.61 126.93

128.06 127.27 126.6 124.1116.62

107.28

97.08

86.74

4.9 5.7 7.19.112.1

17.4

23.025.2

26.829.1 31.6

38.8 39.9

36.1

While the working population is decreasing, the aging rate is rising.

5

Yokoo : That’s right. However, identifying the type of framework required is difficult. In a diverse workforce, I think it all begins with clearly defining roles. Who should do what to achieve work outcomes as a team while realizing Work Style Reform?Kageyama : We recommend telecommuting as part of Work Style Reform. However, even though there's a telecommuting system, I feel that at present people don’t telecommute without a compelling reason. Since the system is new, that probably can't be helped. If eventually everyone can enjoy a flexible workstyle, I think that diversity in the true sense of the word will be promoted and the company will be able to improve productivity as well.Kimijima : It's insufficient to introduce a system and merely recommend telecommuting. It's difficult for people to make use of the system if others aren't using it. I want to consider how to make it easy for employees to use the system.Kondo : I feel that since people who successfully balance work and childrearing or nursing care are good at time management and efficient, their productivity is high. However, there's a limit depending on individual abilities and ingenuity alone. I think it's important to put in place systems and provide solid support in the workplace.Hashimoto : The company has systems for supporting work-life balance that are more comprehensive than those of other automakers, but it's important to create an environment for their stress-free use.

Breakthroughs start with diversity.

Management is also important for diversity, isn’t it?

Hashimoto : Although this bears on what Mr. Kondo said earlier about thinking and acting outside the box, increasing the overlap of "must," "can," and "want" - meaning, what the company requires, what individuals can do, and what individuals want to do - is important for promoting diversity. If the employees are aware of these 3 factors and management skillfully controls them, this will strengthen the win-win relationship between company and employees. In personnel matters as well, I want to emphasize creation of a framework for Human Resource Management involving Work Style Reform and evaluation systems.Kondo : I think management is the key to diversity promotion. If we liken employees to vectors, although each vector has a different length and thickness, if they are not aligned in the same direction the organization will not cohere. Many opportunities for operational reform can be found close at hand. I want to create an

organization that identifies such opportunities from among diverse points of view and continuously makes breakthroughs.Hashimoto : The company has formulated the new MMC WAY conduct regulations, which summarize in 6 concrete and simple watchwords the posture and conduct required of the company's employees. We must share values and standards of conduct precisely because the company places importance on employee diversity. I want to utilize the MMC WAY as a linchpin for enriching diversity.

Div

ersit

y Roundtable Discussion

MMC WAY conduct regulations

I respect diverse values and endeavor to realize new workstyles together with others.

Chihiro KageyamaGeneral Manager (Business Management) Global After Sales Planning Dept.Global After Sales Div.

I want to make my department one about which people say, “Someday I want to work there.”

Hideki KimijimaGeneral Manager Sales Planning Dept. Domestic Sales Div.

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Employee Motivation Improvement Team

A self-directed activities team composed of young employees at the Kyoto Plant with up to 10 years of service

Takuya AkutagawaTomohide Ikemachi

Shohei Mizue

Midori Takemura

Taiki Kitagawa

Yuichiro Kasai

Utilizing the diverse perspectives of young employees to shape the future

C A S EDi@

MoND TEAM

01

Activities to raise awareness and improve the working environment

What motivates people to work at Mitsubishi Motors? What can be done to further improve the daily working environment? The Kyoto Plant's 3J Meeting was established as a forum for employees with different career backgrounds and in different job categories to think for themselves, express their views, and stimulate one another to devise concrete actions.The 3J Meeting takes its name from the first letters of the Japanese words for independence (jiritsu), spontaneity (jihatsu), and thinking for oneself (jikou). In an initiative to take advantage of the diverse perspectives of young employees,

in the autumn of 2016 the Kyoto Plant recruited participants from among employees with up to 10 years of service with the company. These young people, who have ideas about shaping the future of the company and their workplaces, put themselves forward as candidates to participate in this cross-departmental activity. With cooperation from the Professional Development Dept., they get together during working hours and contribute opinions from their different perspectives. First, issues were identified from the views expressed at the first meeting, and 4 teams of about 8 members each were formed: the Productivity Improvement Team, Employee Motivation Improvement Team, Vertical and

Horizontal Communication Team, and Employee Development Team. Each team held a series of detailed discussions, and in March 2017 the teams announced their proposed solutions to issues in front of the plant general manager, department general managers, and section managers. The Employee Motivation Improvement Team presented 2 proposals that resulted from its discussions. Yuichiro Kasai explains, "One proposal was to create opportunities for employees to immerse themselves in a vision of the future of the company and the industry in order to further raise people's consciousness of what working for an automaker entails. The other was a proposal in response to the view expressed by engineering

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Message from a line manager

Although my role is that of team coordinator, from start to finish the central players in this initiative are the young employees. I found it very reassuring that they themselves considered how to make the company better and took action. Through the team activities, the employees feel that all work contributes to automobile production and customers in some way. Although the initiative has just begun and some aspects are a little rough around the edges, I want the team members to push ahead with it.

V o I C E

Takeshi YamamotoVice General ManagerQuality Control Dept.

Kyoto Plant

employees that they are pressed with day-to-day routine tasks and unable to pursue creative work. The idea was to set up an Engineering Fridays Program to offer an environment that enables creative people to achieve results."

Implementation of 2 forward-looking, concrete proposals

First of all, the team visited the company's technical center and plant in the Okazaki area, which are responsible for vehicle development and vehicle body production. According to Kasai, "Since the Kyoto Plant is an engine plant, I feel that it's difficult to visualize its role in car manufacturing. We thought that if we toured the facilities in Okazaki, we'd be able to confirm our role in the overall picture of automobile production and that our sense of being employees of Mitsubishi Motors and motivation to work for the company would be enhanced." Takuya Akutagawa recalls, "Since I didn't have a concrete image of the work usually performed by development departments, being able to actually see a development site was important."On a vehicle body production line, the engine is just one element. However, if we hear comments like "It's a really good engine" from assembly line workers, Kyoto employees take greater pride in being involved in engine production and their motivation increases. Furthermore, the team exchanged views with young employees working at the head office and experienced firsthand a vision of the future of automobiles by attending the Tokyo Motor Show. The aim of the Engineering Fridays Program was to set aside time on certain Fridays for engineering employees to engage in work they themselves want to

pursue. Taiki Kitagawa relates, "I'm working on a facilities improvement idea I came up with myself. This activity has allowed me to take on a challenge of my own choosing in a systematic way. I'm grateful to my line manager and colleagues for their support."

Spreading the enthusiasm to take on new challenges

Shohei Mizue says of the overall team activities until now, "Since I have few opportunities to work together with employees from different departments, I was able to understand other people's work and learn a lot through this activity. It's good to have an environment in which people working in various areas of specialization can freely express their views without being concerned about the organizational hierarchy."

Midori Takemura says, "Learning about the work performed at various departments is really helpful in my job of recruiting new graduates."Tomohide Ikemachi, who participated because he recognized the activity was an opportunity for young employees to express their opinions, concluded the discussion by commenting, "I think that this activity will help everyone look forward and enthusiastically make progress at their workplaces. I hope to eventually be able to spread it beyond Kyoto to Mitsubishi Motors as a whole."In October 2017, an exhibition of new

models equipped with engines produced at the Kyoto Plant was held at the plant. The team members planned and held the exhibition, applying their experience of touring the vehicle body production line. They thought that viewing the new models would increase the motivation of the extremely busy frontline workers. A total of 400 employees attended either a lunchtime or evening session of the exhibition. This was the moment when team activities bore fruit. The ideas of young employees are likely to continue having a major impact on the future shape of Mitsubishi Motors.

Back row from the left: Takuya Akutagawa (Intellectual Property Dept.), Tomohide Ikemachi (Kyoto Production Dept.), Shohei Mizue (Administration Dept.), Midori Takemura (Professional Development Dept.)Front row from the left: Leader Takeshi Yamamoto (Quality Control Dept.), Taiki Kitagawa (Kyoto Production Dept.), Yuichiro Kasai (Administration Dept.)

Many employees visited the new model exhibition organized by the Employee Motivation Improvement Team.

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Proactive information exchange facilitates work

C A S EDi@

MoND PEOPLE

02

A trusted veteran designer

Takahiro Saeki, who has been involved in design work at a production engineering department since joining Mitsubishi Motors in 1995, was born with a hearing impairment. He smoothly communicates in the course of day-to-day activities using e-mail and handwritten notes.Saeki is responsible for the design and preparation of drawings for production facilities used on assembly lines for engines, transmissions, differentials, and other components. He's the only designer in the Assembly Engineering Mizushima Group, and although he is a trusted veteran designer whose skills are highly rated by his colleagues in the workplace, Saeki himself says modestly, "I still have plenty of room

for improvement."When there is a request from the shop floor to install new facilities or improve existing ones or to fix a glitch, a designer visits the shop floor, conducts surveys, and prepares designs and drawings. Although sometimes facilities are produced in-house, when production is outsourced, the designer negotiates while showing the drawings to vendors, obtains price quotes, arranges for delivery, and performs final checks. Saeki is actively involved not only in design, but in this planning work as well.

Using handwritten notes to conduct on-site surveys on the shop floor

Handwritten notes are the main means of conducting on-site surveys where there are no PCs nearby. According to Saeki, "I visit the shop floor to ask foremen and assistant foremen about things. To ensure that surveys proceed efficiently, I inform them what I want to ask beforehand and have them write down any opinions or requests on the spot." Mindful of the need to build personal relationships, he will, for example, visit the shop floor at lunchtime to exchange information even when he's not conducting a survey.Saeki says that he has no particular problems with work-related communication. "If there's any problem, I suppose it's that the information that comes to me is naturally limited. For instance, when work has fallen behind schedule, if I could hear the conversation around me I would be able to pick up on the situation and quickly deal with the problem. I make a point of proactively gathering information so that I quickly obtain lots of it." Saeki keeps in touch with people with disabilities at the Mizushima Plant and other company sites using SNS and e-mail. He says with a smile that he would like to increase opportunities for information exchange with other hearing-impaired employees and create an environment where it's easier to work and everyone can utilize their skills and work vigorously and enthusiastically.

Message from a line manager

Mr. Saeki's work is always meticulous. He proactively visits the shop floor and reflects the feedback from production personnel in his work. I think that it is his positive attitude and friendliness that have earned him the trust of those around him.

V o I C E

Akinobu TsudaAssistant Manager

Production Engineering Powertrain Dept.

Production Engineering Div.

Takahiro SaekiProduction Engineering Powertrain Dept.Production Engineering Div.

Since joining Mitsubishi Motors in 1995, involved in production facilities design in a production engineering department

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Bringing multinational values to the workplace

C A S EDi@

MoND PEOPLE

03

Joined Mitsubishi Motors to learn about Japanese society

Takuei Ro attended school in China, her native country, and transferred to a Japanese university in her third year as an undergraduate. After attending graduate school, she joined Mitsubishi Motors in 2014. She currently is responsible for internal IT infrastructure security-related work.Ro's university in China had an exchange program with a Japanese university, and she applied for the program thinking, "Why not take advantage of this golden opportunity and see what sort of country Japan is?" Although she began studying Japanese only after entering university, she speaks impressively

fluent Japanese. She took a job at a Japanese company, thinking that she could learn more about Japan by immersing herself in Japanese society. She joined Mitsubishi Motors because she is interested in manufacturing and was attracted to the large-scale automotive industry. Although Ro was enrolled in the engineering department at university, IT was not her specialty. Knowledge of servers, networks, and other IT infrastructure is required for the security-related work she now

performs. "At first I didn't understand and was taught by my senior colleagues. Mitsubishi Motors employees are kind and carefully teach things from scratch. Whereas in China experience is emphasized above all else, in Japan importance is placed on personality. I think a good attribute of Japanese companies is their emphasis on personnel development."

Actively contributing as a bridge between Japan and China

One idea from Ro that was swiftly adopted in the workplace was to provide training to call attention to targeted attacks by sending an e-mail message carrying a mock virus to employees without prior notice. According to Ro, "We held a training session for employees who opened the e-mail, and I acted as instructor. I was pleased that the participants eagerly asked questions and in their responses to a questionnaire requested that we periodically offer certain training courses."In addition to performing tasks that utilize her excellent Japanese, Ro also plays an active role in interaction with affiliates in China. She comments, "Since when foreign nationals join a workplace it gives rise to diverse ways of thinking, I think it's good for globalization." No doubt she herself will continue to bring diverse values to Mitsubishi Motors.

Takuei RoIT Infrastructure Dept.Global IT Div.

Joined the company in 2014. Transferred from Dalian University of Foreign Languages in China to a Japanese university in an exchange program

Message from a line manager

Ms. Ro discusses things she doesn't understand with those around her and skillfully emulates the good points of her senior colleagues. All new employees are nervous and hesitate to answer the phone at work, but Ms. Ro made it her business to answer the phone. She's a real eager beaver.

V o I C E

Yasuhiro NishikawaGeneral Manager

IT Infrastructure Dept.Global IT Div.

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My position as assistant foreperson helps me to grow

C A S EDi@

MoND PEOPLE

04

Accepting an appointment with support from senior colleagues

Sachiko Ishimaru, who joined Mitsubishi Motors in 1994, is involved in parts stock control and supply work in Giso-han (the Outfitting Group), Production Control Section, Production Control Dept. of the Okazaki Plant. The Outfitting Group has about 150 members, almost evenly divided between the day shift and night shift. The Outfitting Group has 1 foreperson and 4 assistant foremen, 2 each on the day and night shifts. Ishimaru is one of the assistants. She says, "The work of an assistant foreman is to go around the shop floor and ensure that work can be performed safely and with no

problems occurring. I constantly watch over the movements of the workers." Now in her fifth year as an assistant foreperson, Ishimaru was the first woman to be appointed to the position. In her words, "I felt pressure, in part because I was the first woman." In fact, this wasn't the first time she felt the stress of being

in a pioneering role. When she joined the company, she was one of the first women to be assigned to the shop floor at the Okazaki Plant. This made her a focus of attention, and she remains conscious of being a pioneer. She says of her appointment as assistant foreperson, "My line manager and senior colleagues were supportive and shared various experiences with me. Although I was not fully confident, I accepted the appointment thinking that since I had been selected, I would do my best."

Taking on a decision-making role

An assistant foreperson must make various decisions on the shop floor. Ishimaru says that at first she found it difficult to make decisions and was told by the foreperson, "Don't make decisions you'll regret." She recalls, "My feelings changed when I accepted his advice and realized that I was in a decision-making role." Ishimaru says, "I feel like a mentor. I want to watch the growth of young employees as they become assistant foremen and foremen in the future." By watching over the shop floor and leading the way to improvement of the working environment, she has earned trust in the workplace.

Message from a line manager

Ms. Ishimaru is attentive to details. She's always considerate to the workers, attentive to them when they report to work and saying something encouraging if someone seems to be under the weather. Although it seems that she found it difficult to make decisions at first, I get the impression that she now makes decisions with confidence. If she ever has the opportunity to support an overseas plant, I feel sure that she will rise to the challenge.

V o I C E

Tetsuya OohashiForeperson

Production Control SectionProduction Control Dept.

Okazaki Plant

Sachiko IshimaruAssistant ForepersonProduction Control SectionProduction Control Dept.Okazaki Plant

Joined Mitsubishi Motors in 1994. Has continuously worked in the Production Control Section's Giso-han (Outfitting Group), becoming assistant foreperson in 2013

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The number of companies creating an inclusive environment for LGBT people is growing.

LGBT people have gained an increasingly high profile in diversity promotion activities. "LGBT" is an initialism that stands for "Lesbian, Gay, Bisexual, and Transgender." The number of companies creating an inclusive working environment for LGBT people is growing.Mitsubishi Motors recently held a workshop conducted by Ms. Maki Muraki, the leader of NPO Nijiiro Diversity, at which interested persons from the Human Resources Div., Corporate Affairs Div., and other corporate divisions participated and learned about LGBT issues.

According to Ms. Muraki, although LGBT persons are said to make up 5% to 8% of the population, roughly the same proportion as left-handed people or people with AB blood type, few LGBT people have come out in

the workplace. Ms. Muraki says, "It became a hot topic when more than 50 publicly out athletes competed at the Rio Olympics. However, not a single Japanese athlete has come out. It's not that there are no LGBT athletes. I think it's because they aren't in an environment conducive to coming out."

First of all, start by learning about LGBT issues.

Ms. Muraki points out the importance of recognizing that there may be LGBT people around us, just like left-handed people and people with AB blood type, and understanding their situation. "It's important to habitually think about what we can do for sexual minorities, not think about it after they come out."It can be difficult to understand people different from us. Nonetheless, it's necessary to be predisposed to learning about things we don't understand, rather than avoiding them. Accordingly, we should pay attention to the role of "allies," a term used to describe people who understand and support LGBT people.

Ms. Muraki explains, "Although LGBT people generally want some people to know about their orientation, in many cases they don't speak out because they are anxious about the reactions of other people. I think what they want is people who will indicate an attitude of acceptance to a person who comes out on the basis of knowledge of LGBT people and willingness to be supportive if they have any problems." While it's necessary for companies to put in place diversity and inclusiveness programs, first of all creating a framework conducive to the emergence of allies is important.

Nijiiro Diversity is an NPO committed to promoting the development of a society where everyone can live comfortably through the creation of inclusive workplaces for LGBT people and other sexual minorities. It conducts LGBT workplace questionnaire surveys, offers corporate training and lectures, and provides consulting services. In 2016 Nijiiro Diversity won an award in the Newcomer category of the 4th Nikkei Social Initiative Awards.

NPO Nijiiro Diversity

L G B T A L L Y

Di@MoND

Laying the groundwork for creating LGBT-friendly workplaces

Workshop

Maki MurakiLeader of Nijiiro Diversity. Conducts surveys, gives lectures, and engages in other activities as an LGBT activist

12

The Philippines and Japan are very different!

Takamasa MaedaSenior Adviser

RicardoSenior Staff

Shoji OkamotoExecutive Adviser

Hierarchical relationships tend to be more rigid than in Japan.

Yoshinobu OnoSenior Adviser

Naohisa TakahashiAdviser

Many people place great importance on spending time with the family.

Clifford

Ken

LuluSenior Supervisor

It seems there are lots of differences between the cheerful, upbeat Filipinos and the Japanese.

PHILIPPINES JAPAN

PHILIPPINES

Eugene

Japanese people are kind and my senior colleagues are energetic.

Having learned about KAIZEN in Japan, I want to introduce this concept to the workplace.

I think the habit of punctuality is admirable.

I'm grateful that they understand family circumstances.

Japanese people really concentrate during work.

They decide the scope of their own responsibility and work diligently.

Employing a nanny is commonplace in the Philippines.

Philippines Fun Facts

2

Nannies perform an essential service for working mothers, babysitting and helping around the house.

The uniform is a sign of status.

Philippines Fun Facts

3

MMPC uses the Barong, a formal shirt worn in the Philippines, as a uniform.

Jeepneys, the day-to-day transportation of Filipinos

Philippines Fun Facts

1

Since jeepneys don't make regular stops, passengers signal the driver when they want to get on or off. When a jeepney is crowded, passengers rely on one another to pass the fare to the driver.

The Filipino employees notice small details and are sensitive to even tiny differences.

～Introducing the team at Mitsubishi Motors Philippines Corporation～In this section, we focus a spotlight on our valued colleagues working in the Philippines,

a country enjoying high economic growth. Let's examine the diverse workstyles of the employees of Mitsubishi Motors Philippines Corporation.

Overseas Colleagues

The country embodies diversity.

The Philippines is an archipelago consisting of more than 7,000 islands and a multi-ethnic nation, including the Tagalog people and people of Malay, Chinese, and Spanish ancestry. In addition to English and Tagalog, many other languages are spoken. The

country itself embodies diversity.Mitsubishi Motors Philippines Corporation (MMPC), Mitsubishi Motor's base in the Philippines, is located in Santa Rosa, Laguna, just to the south of Metro Manila. MMPC, which introduced new facilities and increased production by hiring an additional 500 workers when it

relocated in 2015, currently ranks second in terms of unit sales of automobiles in the Philippines. In 2017, the company aims to increase sales by 20% year on year to 74,000 units.One consequence of the high economic growth of the Philippines is that the composition of society is changing as new social classes emerge.

13

～Introducing the team at Mitsubishi Motors Philippines Corporation～

Everyone speaks of the company with pride. In time, their trust and pride become pride in themselves, raising the quality of work.

Trust and pride in the Mitsubishi Motors brand are the source of motivation at work

Right: A well-organized workplaceLeft: The Mirage G4 (Attrage), selected for the Comprehensive Automotive Resurgence Strategy Program

In these circumstances, MMPC's employees work diligently each day, drawing strength from their trust and pride in the Mitsubishi Motors brand.

The important thing is to strike a balance.

Lalaine M. De Guzman, Vice President, Corporate Management Div., comments on the way people work: "MMPC is like a family. We work and try to get ahead in order to lead fulfilling lives. So, we discipline our employees, like a mother would do so, but away from work we interact as friends. What's important is to strike a balance."What do employees working in various positions think about that balance? Ricardo, who works in Vehicle Sales &

Marketing Div. and is a former labor union president, says: "Although I was involved in labor negotiations as a union official, I'm grateful to MMPC. A few years ago I suffered a disability on my left side and had to convalesce for 6 months. Following rehabilitation, I'm now working just as before. MMPC continued to employ me when I was unable to work and has prepared an environment in which other employees in difficult circumstances are able to continue working. That's how to create a well-balanced organization." Lulu, Senior Supervisor in the President's Office, expresses her appreciation of the company: "The company's medical care benefits cover a portion of my medical expenses. In an emergency, I can flexibly take leave for family reasons, and even when I'm

working regular hours I'm permitted to leave work early if necessary. The company and my colleagues are really supportive." Editha, Accounting Manager who has 3 children, praises MMPC as a well-balanced organization: "After giving birth, I received 2 month's maternity leave and a maternity allowance from the company. Employees can return to work after childbirth. So I think it's an environment in which people can raise children with peace of mind."

Communication closes the gap between the 2 countries.

What impression do the Japanese employees dispatched to the Philippines have of their Filipino co-workers at MMPC?

14

Several young employees at MMPC received technical training through the Technical Intern Training Program of the Japan International Training Cooperation Organization (JITCO) as intern trainees at the Okazaki Plant, Mitsubishi Motors, in Japan while they were university students. After returning to the Philippines, they joined MMPC in order to apply the training in their work. They are spreading within MMPC the technologies, work rules, and culture they learned about in Japan and act as a lubricant in relations between Japanese and Filipino employees. In the words of one former trainee, "At the Okazaki Plant, the shop floor forepersons and other employees offered guidance. Having learned much in Japan, I want to actively make proposals at MMPC in order to achieve improvements that will benefit operations here. I would also like to share my experience of Japanese culture." The trainees, who respect Japanese people and love Japan, will likely become a respected presence within the company.

We received training atthe Okazaki Plant in Japan.

PHILIPPINES

Overseas Colleagues

We love

Japan!

Shoji Okamoto, who works in accounting, sometimes experiences frustration in his role as an advisor: "There's a difference in how Filipinos and Japanese accept work instructions." This is because while at times Japanese

people accept instructions from people other than direct line managers if necessary, Filipino employees, who are accustomed to strong hierarchical relationships between line manager and subordinates, consider instructions

from Okamoto, who is outside their reporting line, as irrelevant to them.Takamasa Maeda, who advises on design work, says, "I don't become directly involved in work, but instead have the local employees take charge. If I took charge, nothing would endure after I return to Japan. But I give them detailed advice on how to comprehend and check drawings." To deal with such differences in national traits and ways of thinking, Okamoto communicates while taking meals with Filipino employees to encourage them to say what they really think. Maeda works hard at constructive communication: "Anyhow, I think it's all about conversing. When communicating using English, which is not my native language, it's important to take into account the poor comprehension of

Japanese people and differences in perception. To avoid any trouble later, when I don't understand something I ask questions to obtain yes or no answers."Yoshinobu Ono, whose field is quality control, refers to his experience: "The worse the news, the sooner I want people to report it. I feel that people at the person-in-charge level find it difficult to speak out because they are anxious about differences in rank. That's why if a person appears troubled about something, I walk up to them and offer advice. When I do that, the other person understands, and information starts to flow. The amount of information that naturally comes to me increases each year." Naohisa Takahashi, who works in marketing, says, "Perhaps because I'm relatively young, many employees feel comfortable approaching me, and at times I act as an intermediary between line managers and subordinates of other departments. It's also necessary to offer support if there is any difficulty among Filipino employees." This is another important aspect of communication for Japanese employees on overseas assignment.

15

Let's meet some female leaders who love Mitsubishi Motors like family.

Female leaders who play an active role at MMPC

I believe women are also suited to become part of the management team.

To earn the trust of subordinates, I deal with them sincerely.

Japanese people are invariably polite and respectful. We will follow their example.

LalaineVice President

EdithaManager

XeniaSenior Manager

Loyalty to the company is the motivation for skills development.

Lalaine M. De Guzman, Vice President, is so loyal to the company that when we asked about her family, she replied cheerfully, "I married Mitsubishi Motors." That's why she takes the initiative in clearly delineating the balance between work and private life. On weekdays, she lives apart from her husband. In fact, although she moved house so as to be nearer her place of work in the interest of efficiency and lives with her child, when not working she spends as much time with her family as possible.

De Guzman says that what's needed at MMPC is bottom-up initiatives. She believes MMPC will grow into a robust organization when individuals undertake skills development on their own initiative. She points out that broad and deep communication transcending job categories, ranks, and generations is the key to success.

Development of female leaders is progressing and MMPC is inheriting aspects of Japanese culture.

Xenia Zerla Petate, who works in the Internal Control Department, says that if an employee is troubled about something, she asks about it, just like a mother. "Without being intrusive, I make a point of looking into the background of problems and spending time solving them."

Editha C. Dionisio, Accounting Manager, carefully considers what she should do and avoids making the same mistake twice. She says that's something she learned by working with Japanese people. About maintaining the value of Mitsubishi Motors, she says with a smile, "The secret is to consider MMPC a single family and to cooperate together as a family to achieve the same goal."Every morning, work at MMPC begins with a 7 o'clock radio exercise program. Filipina leaders are developing at MMPC, inheriting aspects of Japanese culture and beginning to establish a management style. The contributions of these female leaders will underpin the future of MMPC.

The social progress of women is taken for granted in the Philippines. I get the

impression that diversity is progressing faster here than in Japan. Except for the manufacturing divisions, 40% of the employees at MMPC are women, and we have many female managers. Women's labor is a motor of society.Generally speaking, Filipinos are cheerful and outgoing. However, they tend not to assert

their own opinions to line managers and superiors. So I think that regular communication is important in order to cultivate an environment conducive to fruitful collaboration between Filipinos and Japanese in the workplace. It's all about expressing views on an equal footing and respecting one another. I keep the Office of the President open at all times and I am always ready to listen to people's views.

Mutsuhiro OshikiriPresident & CEO

An interview with

the president

Women’s empowerment

Women’s empowerment

16

Taking the opportunity of the formation of a strategic alliance between Mitsubishi Motors and Nissan Motor, the 2 companies have regular exchanges in the field of diversity promotion. As both companies are manufacturers, we hosted an exchange meeting for female employees engaged in engineering and technical fields at our Okazaki Plant. From Nissan Motor, 35 people participated, including 24 female employees and managers from Yokohama, Oppama, Iwaki, and Tochigi plants. From Mitsubishi Motors, employees at Okazaki Plant as well as 8 female employees participated in the meeting.

Renault-Nissan-Mitsubishi sponsors the Women’s Forum Global Meeting, the world’s leading platform featuring women’s voices on major social and economic issues, as part of the companies’ commitment to diversity and gender equality. This forum, held in France annually, features presentations by female leaders in various fields and is a great opportunity for participants to build a global network. From Mitsubishi Motors, a female general manager and 3 other employees participated in the forum.

©WOMEN’S FORUM/SIPA PRESS

Di@MoNDNews & Topics

Diversity @ Mitsubishi Motors New Drive

Having established the foundation for promoting diversity in the period from 2014 to 2016, Mitsubishi Motors has been systematically implementing diversity since 2017.

01.News

Exchanges among female shop floor employees

02.News

Participation in Women’s Forum

Following the plant tour, the participants shared improvement examples and good practices in a fruitful exchange of views.

PoiNT

The participants commented that their encounter with leaders active at the forefront of global business was inspiring, and moreover, the experience of engaging in discussion with female leaders from various countries, whom they would never get to know in the course of their work, was valuable.

PoiNT

Diversity promotion implementation overviewFY2015 FY2016 FY2017-FY2014

Other initiatives (LGBT etc.)Promoting employment of people with disabilities

Helping employees to balance work and nursing careHelping employees to balance work and childcare

Basic activitiesPromoting women’s participation and advancement in the workplace

Phase 1: Establishment of the foundationEmphasis on changing awareness, reinforcing communication, and enhancing systems in order to establish the foundation for diversity. Expansion of the scope as desirable, reflecting the actual situations

Phase 2: ImplementationSystematization of individual, specific actions in order to implement diversity

ChildcareOngoing holding of get-to-know-you lunch meetings to relieve the anxieties of those returning to work after childcare leave and provide opportunities for employees raising children to network with others, training by outside instructors for employees who are raising children, and training for managers with subordinates who are on childcare leave or raising children

Nursing careSetting up of a nursing care consultation counter staffed by nursing professionals to help employees alleviate concerns about nursing care. Holding of nursing seminars on the basic knowledge employees should have about balancing work and nursing care, such as the current situation of nursing care, preparations for nursing care, and the system of nursing care insurance

People with disabilities

Holding of a briefing on promoting employment of people with disabilities for representatives of workplaces. In addition to explanation of Mitsubishi Motors’ current situation regarding employment of people with disabilities and introduction of the profile of MMC WING (special subsidiary), an outside instructor gave a presentation on the key points for promoting employment of people with disabilities.

Helping work-life balance

17

In April 2017, we opened the Dia•Kids Okazaki day-care center, which is our first day-care center, at the Okazaki site. With windows facing south, all rooms of the day-care center have plenty of sunlight. Well equipped with wooden furniture and toys, the day-care center offers a warm, welcoming atmosphere. As well as nursery staff, a dedicated full-time nutritionist is there to provide meals and snacks so that children with allergies can be accommodated, too. In addition, since fiscal 2016, temporary day-care centers have been opened at 4 sites (Tamachi, Okazaki, Kyoto, and Mizushima) on company workdays that fall on public holidays to help employees who need day care for their children.

It’s so convenient! As the day-care center is near my workplace, I can pick up my child as soon as the regular workday is over. The staff take excellent care of the children and respond flexibly if a child is unwell. I am very grateful to them.

03.News “Dia•Kids Okazaki,” our first permanent day-care center,

and temporary day-care centers opened

Kiyoka TsunekawaManagerEV and Powertrain Strategy & Planning Dept.

＜About the naming of Dia•Kids＞ Dia•Kids comes from “Diamante,” a Spanish word meaning diamond, and “Dia” (pronounced “dear”) reminds one of the pleasant associations of that English word. The naming expresses our aspiration to offer childcare services that enable every child to flourish.

＜About characters＞ “Joji,” meaning the sun, represents the permanent day-care center as the sun rises every morning, whereas “Rinji,” meaning rainbow, represents the temporary day-care centers that, like the rainbow, appear every now and then.

Overview of Dia•Kids Okazaki●Location: Okazaki City, Aichi Prefecture　●Capacity: 20 children●Opening days: Mitsubishi Motors’ workdays ●Opening hours: From 7:00 to 18:00 (regular), from 18:00 to 19:30 (extended hours)

Permanent day-care

center

We use the temporary day-care center when company workdays fall on public holidays. It’s a great help because the center takes care of both our first grader and our 4-year-old. Before this facility was available, either my wife or I had to take a paid holiday to look after them because the nursery school is closed on public holidays. The children seem to be having a wonderful time at the day-care center.

Temporary day-care

center

Taishi OharaAssistant ManagerIntellectual Property Dept.

Feedback from a user

Feedback from a user

18

Aggregate total of 3 years can be taken per person receiving nursing care

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.)

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 1 month to 5 years

Available for an aggregate total of 3 years per person receiving nursing care, with the choice of 4-,5-, 6-, or 7-hour work shifts (Combined use with the flextime

system is also available.)

Employee SupportMitsubishi Motors’ Work-Life Balance

Assistance Programs We support our employees to balance work and childcare, nursing care and other life events and their diverse workstyles so that every employee can flourish.

Childcare supportDi@MoND Support 1

Di@MoND Support Nursing care support2

Di@MoND Support Support for diverse workstyles3

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.

Employees can work remotely using their own work PC at home (limited to a maximum of 80

hours per month).

Employees can accumulate unused annual paid leave up to 4 days per year to a maximum of 40

days that 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).

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 5 years after resignation

System that lets employees set their own working hours with no core time under predefined

conditions on prescribed workdays

Chie KomuroAssistant Manager

Overseas EV Marketing Dept.

I am a user of the telecommuting

system.

Nursing care leave

Life plan leave

Flextime system

Reemployment system

Accumulation of unused paid leave

Telecommuting system

Accompanying leave

Short-term nursing care leave Reduced working hours for nursing care

Pregnancy leave

Can be taken once for a certain term during the period after becoming pregnant until starting

maternity leave

Can be taken up to the end of April of the following fiscal year after the child’s third birthday

Childcare leave

Can be taken until the end of the fiscal year of the child’s 12th birthday (one child: up to 5 days; two or

more: up to 10 days; first 5 days are paid in both cases)

Child nursing leave

6 weeks prior to birth and 8 weeks after birth

Maternity leave

4-, 5-, 6-, or 7-hour work shifts can be chosen until the end of the fiscal year of the

child’s 12th birthday (Combined use with the flextime system is also available.)

Reduced working hours for childcare

Pregnancy Maternity Childcare

Birth

I returned to work in December 2016 after taking childcare leave. I was assigned to my present department in January 2017 and have been using the telecommuting system since March 2017. My current schedule involves using the telecommuting system once a week but I intend to make greater use of it. The telecommuting system has allowed me to use my time efficiently and enabled me to sharpen my concentration on work. The main users of the telecommuting system are currently those who are raising children or providing care. I hope a wider group of people will use the system so as to advance workstyle reform at workplaces.

Feedback from a user

19

Miku Yamamoto and Mami Shibata joined Mitsubishi

Motors in the spring of 2016 upon graduating from high school. They currently work in the Mizushima Plant Quality Control Dept., inspecting finished cars. Day after day they carefully examine each vehicle that comes down the line, checking to ensure there are no defects.Yamamoto studied fashion technology at school. Her teacher suggested that she might be able to utilize the highly detailed work skills she acquired at school in automobile inspection. She says, “Although it’s a different industry, my father was involved in quality-related work, and I decided to go to work for Mitsubishi Motors.”

Shibata, who studied industrial chemistry, says that she searched for chemicals-related inspection work directly connected with what she studied in school. “What prompted me

to choose Mitsubishi Motors was that I was told by my teacher that inspection work was available at the company.”

Fitting in and winning support in a male-dominated workplace

Yamamoto and Shibata rotate between the day and night shifts weekly. Since the start of 2017, following assignment to their positions and initial training, they have been performing inspection work. They both say that although the weekly change in work shifts made it difficult to adjust to the rhythm of daily life at first, they are now accustomed to it. Although there are more men than women in the workplace, Shibata says that since most of the students at her high school were male, she was in a familiar environment. Since Yamamoto has 3 older brothers, she feels comfortable in the workplace. After being assigned to their section, the women soon fit in because they actively worked to establish communication and their male colleagues showed consideration to them. Their line manager, Hirotaka Okuno,

Foreperson, gives them high marks: “They both quickly learned their jobs and are diligent. They’ve produced results, such as discovering with a woman’s eye defects hard for men to find. Shibata received a commendation from the section chief.” Section Chief Hirokazu Kinugasa of the Line-Off Vehicle Inspection Section says, “In inspection work, it’s important to cooperate with others. Their communication skills have had a positive effect in the workplace.”Both Yamamoto and Shibata feel their work carries responsibility and is highly rewarding. They enjoy each day at work.

Great job satisfaction and sense of responsibility felt in the workplace

Future Diamonds

Vol. 03

Miku Yamamoto

Line-Off Vehicle Inspection SectionQuality Control Dept.

Mizushima Plant

Mami Shibata

I hope more women will

work here from now on. Aim to

become leaders.

Hirotaka Okuno

Mami Shibata

Foreperson Line-Off Vehicle Inspection SectionQuality Control Dept.

Everyone is easy to get along with.

Miku Yamamoto

Although there is pressure, since it’s highly

rewarding work, I will continue to do my best!

My Diamond Declaration

[Fonts] Easy-to-read fonts are used in accordance with the universal design principles.

Diversity Promotion PolicyEstablished in July 2014

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.

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 everyone can maximize their individual abilities and play an active role.

Diversity Promotion Office, Human Resources ＆ Labor Administration Planning Dept., Mitsubishi Motors Corporation5-33-8, Shiba, Minato-ku, Tokyo 108-8410, Japan

● Organizations and positions in this report are those at the time of the interviews. Issued in December 2017