Mitsubishi Materials : Integrated Report 2022 (A4-sized single-sided for printing)

For People, Society and the Earth

Integrated Report

2022

Overview of Corporate Activities under the Corporate Philosophy System

Corporate Philosophy

For People, Society and the Earth

The Mitsubishi Materials Group Philosophy is "For People, Society andthe Earth."

We pursue business operations by applying our corporate resources and contributing to the sustainable development of society to realize our Corporate Philosophy.

Mitsubishi Materials Group Philosophy System

Our corporate philosophy system places the philosophy at the top, and underpins it with our vision, values, and code of conduct. SCQDE determines the order of priority applied when making decisions about our work processes, and compliance is at the very foundation of all our activities.

Each of us conscientiously performs our daily work in each of our roles with this content as our keystone.

Through these efforts, we are firmly committed to building a better tomorrow for Mitsubishi Materials Group, and making a difference for People, Society and the Earth.

Corporate Philosophy

ForPeople,

Society and the Earth

Vision

We will become the leading business group committed to creating a sustainable world through materials innovation,

with use of our unique and distinctive technologies, for People, Society and the Earth

Mission for achieving our corporate philosophy and vision

(Medium- to long-term Group targets for 2030 to 2050)

Mission

Create both social and economic values.

Contribute to build a prosperous society by providing nonferrous metal materials, predominantly copper, and high value-added functional materials and products. Contribute to build a recycling-orientedsociety by providing recyclable products and advanced technology-based waste recycling.

Contribute to build a decarbonized society by developing and promoting the use of renewable energies such as geothermal energy, and ensuring to consider the reduction of environmental impact in manufacturing.

Group-wide Policy

●Optimization of business portfolio

●Comprehensive efforts to increase business competitiveness→Manufacturing excellence strategy, Quality management strategy, Digital transformation strategy

●Creation of new products and businesses→R&D and marketing strategy

Our Values

Respect Diversity and Teamwork Act with Integrity, Speed and Determination

Tireless Efforts to Meet the Needs of our Customers and Society

Code of Conduct

The rules we abide by

SCQDE

The order of priority for decision making

Compliance

The foundation of all of our activities

CoverStory

The Mitsubishi Materials Group aims to enhance its corporate value by contributing to build "a prosperous society," "a recycling-oriented society," and "a decarbonized society," with a mission to "create both social and economic values."

In April 2022, we made changes to the organization, centering on thereorganization of the headquarters functions (introduction of a complete in-house company system), in order to optimize the Group's management to achieve our mission. The(1) "Strategic Headquarters" in charge of group strategies, (2) "Professional CoE*" responsible for efficiency improvement and sophistication of back-office operations, and (3) self-contained "Companies" as strong business divisions capable of autonomous business management are now in place.

The cover of this issueillustrates each organization and each employee of the Mitsubishi Materials Group working toward the mission to realize our vision (We will become the leading business group committed to creating a sustainable world through materials innovation, with use of our unique and distinctive technologies) and corporate philosophy (For People, Society andthe Earth), and our desire to continue to be chosen and trusted by all stakeholders.

* CoE: Center of Excellence, an organization with expertise in specific areas

1. S
2. C
3. Q
4. D
5. E

Safety & Health

Safety & Health

Compliance & Environment

Compliance & Environment

Quality

Quality

Thorough implementation of SCQ is given priority over earnings by reflecting the quality issues

Delivery

Delivery

Fulfilling all of SCQD brings us customers' trust

Earnings

Earnings (Reasonable profit)

(Obtained based on "customer" trust after satisfying SCQD)

The "SCQDE" was established in fiscal 2019 as a measure towards enhancing Group governance. SCQDE stands for "Safety & Health (S), Compliance & Environment (C), Quality (Q), Delivery (D) and Earnings (E)." Although each element is important in its own right, SCQDE outlines an order of priority for making decisions when executing business tasks, and is positioned as a supplemental policy to the Code of Conduct.

In providing customers with our products & services, we should thoroughly fulfill SCQ at first and satisfy D.

We believe that we will be able to obtain trust from customers and society by continuously executing SCQD in good faith, and this will produce a reasonable profit.

• "Customers" in this context refers to both customers outside our group and to the businesses (including products and services) of each employee. Business includes transactions between group companies and support from the corporate department to business departments, etc.
• "SCQDE" is pronounced "S. C. Q. D. E."

MITSUBISHI MATERIALS CORPORATION INTEGRATED REPORT 2022

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CONTENTS

4 Top Message

We are devoting ourselves to business activities that create both social and economic values, to achieve our Mission of contributing to the realization of our Mission of building a prosperous society, a recycling-oriented society and a decarbonized society.

1. Looking back on fiscal 2022
2. Four Management Reforms
3. What CX aims for
4. Balancing decentralizing and unifying forces
5. Communication measures
6. Sustainability
   Enhancing corporate governance
7. FY2023 Strategy progress and Fiscal 2023 management policy

1. Fiscal 2023 management policy
2. Looking to the next Medium-Term Management Strategy
3. Conclusion

28 Special Feature:

Management Reforms to Work on Now

Four management reforms to enhance the organizational capabilities, ensuring solid readiness for environmental changes

1. CX Corporate Transformation
2. HRX Human Resources Transformation

1. DX Digital Transformation

1. Operational Efficiency Improvement

37 Group-wide Policy

37 Mission to Realize our Corporate Philosophy and Vision

38 Optimization of business portfolio

1. Comprehensive efforts to increase business competitiveness

1. Creation of new products and businesses

16	Performance HighlightsーFY2022 Performance Overview	48
16	Financial Highlights
	18	Non-financial Highlights
20	Our Mission
20	History: From a perspective of creating social and economic values
	22	Value Creation Process
	24	Identifying of Materialities, Risks and Opportunities
	26	Overview of Sustainability Activities

Main Reporting Mediums

All reports are available on the
Mitsubishi Materials Corporation website.	Integrated Report
https://www.mmc.co.jp/corporate/en/

Initiatives of Each Business

1. Company Results Summary

1. Advanced Products Business

1. Metalworking Solutions Business

1. Metals Business

1. Environment & Energy Business

1. Other Businesses (Cement and Affiliated Businesses)

Brief report on the short-, medium- and long-term value creation of the Mitsubishi Materials Group

(Japanese and English, PDF)

Financial Section		ESG Report

Detailed financial performance report

(English, PDF)

• Boundary

Including group companies, with Mitsubishi Materials Corporation playing a central role.

Please refer to ESG Report for coverage area of non-financial performance data.

• Period

Fiscal 2022 (1st April, 2021 - 31st March, 2022)

• This report may also include information from April 2022 onwards, in an effort to provide the most up-to-date information.

Detailed report on ESG (environmental, social, and governance) policy, systems, initiatives and performance

(Japanese and English, PDF)

ESG Report https://mmc.disclosure.site/en/

• Date of Publication

July 2022

• Caution Regarding Forecasts and Forward-Looking Statements

In addition to past and present facts, this Integrated Report also contains projections, forecasts, and plans for the future of the Group. These are assumptions or judgments based on information available at the time of writing and may be affected by future changes in the business environment or other factors.

2	MITSUBISHI MATERIALS CORPORATION INTEGRATED REPORT 2022

59 Sustainability Initiatives

Through the centralized leadership of SCQ which brings together specialized knowledge, we will work to resolve diversifying risks and issues

1. Workplace Safety and Hygiene (Occupational Safety and Health)
2. Compliance

64 Risk Management

1. Respect for Human Rights
2. Quality Management Strategy
3. Environment protection technologies

1. Dealing with Climate Change

1. Communication Measures

1. Stakeholder Communication
2. Human Resources Strategy
3. Diversity & Inclusion

1. R&D and Marketing Strategy
2. Manufacturing Excellence Strategy
3. Intellectual Property Management

1. Digital Transformation
2. Information Security

86 Corporate Governance

86 Efforts in Strengthening of Corporate Governance

87 Corporate Governance System

88 Directors

92 Directors Skill Matrix

94 Discussions in the Board of Directors, Etc.

1. Evaluation of the Effectiveness of the Board of Directors

1. Message from the Chairman of the Board of Directors

1. Message from the Chairperson of the Nomination Committee

1. Nomination of Candidates for Director and the Election and Dismissal of Executive Officers

1. Message from the Chairperson of the Audit Committee

1. Message from the Chairperson of the Remuneration Committee

1. Policy on Determining Remuneration for Officers, Etc.

1. Message from the Chairperson of the Sustainability Committee

1. Executive Officer System
2. Status of Audits/Internal Control
3. Reduction of Strategic Share Holdings

115	Financial Data/Corporate Data
116	Ten-Year Summary
	118	Financial Statements
	120	Global Atlas
	122	Company Data/Stock Data

Editorial Policy

We are issuing this report to help our diverse stakeholders, including customers, shareholders, and investors understand our financial and non-financial business direction. Taking advantage of the Group's strengths to meet various social requirements, we will create new values to convey our efforts for sustainable growth. This report is intended as a tool for communicating such in an easy-to-understand format.

In editing this report, we have referred to the "International Integrated Reporting Framework" published by the Value Reporting Foundation (scheduled for consolidation with the IFRS Foundation on August 1, 2022) and the Guidance for Collaborative Value Creation of the Ministry of Economy, Trade and Industry.

The description of performance is based on information current as of May 13, 2022.

MITSUBISHI MATERIALS CORPORATION INTEGRATED REPORT 2022

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