Commitment of the Environmental Executive Officer

As a manufacturing company, the targets set by Mitsubishi Electric when advancing environmental activities have much in common with targets for improving productivity or quality. The goals of reducing energy usage in production as much as possible and not using harmful substances in products are two examples. Compared to other activities, however, environmental activities are strongly rooted in compassion -- specifically, the desire to protect human life, the eco-system and the earth. This kind of compassion could also be referred to as an environmental mindset.

I believe that true environmental management makes this environmental mindset the basis of action and promotes activities oriented toward the future of the earth and the life it sustains, while at the same time striving to achieve the economic objectives that society requires of a company. It is only when every employee of the company possesses a highly aware environmental mindset and strives in his or her daily activities that true environmental management becomes possible.

Of all the environmental challenges we now face, the challenge of preventing global warming in particular has become a pressing priority throughout the world. Initiatives aimed at preventing global warming must be promoted in every aspect of corporate operations.

The Mitsubishi Electric Group has long endeavored to reduce carbon dioxide emissions in product manufacturing and logistics processes, but we are now attempting to integrate all business processes -- from development to manufacturing, sales, disposal and recycling -- in order to manage the total volume of carbon dioxide emitted by the Group. To accomplish this, we must continue to advance the Design for the Environment program in order to reduce total carbon dioxide emissions throughout product lifecycles. In promoting Design for the Environment, making products smaller and lighter is crucial to using resources effectively. At the same time, reducing costs is also an important issue. I believe that our various divisions must work together to robustly tackle these challenges.

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Fusing top-down and bottom-up initiatives is the most effective way to promote corporate strategy. The same holds true for environmental management. Under our 5th Environmental Plan, which got underway in fiscal 2007, all Group organizations are involved in carrying out environmental management, which involves voluntarily incorporating environmental considerations into all business activities. In order to make these activities truly effective, top management must hammer out clear policies, formulate specific plans and carry out management on this basis while, at the same time, all employees must deeply foster within themselves a mindset and sensibility that befits people charged with promoting environmental management. Fusing these top-down and bottom-up initiatives is what will enable the environmental mindset of all employees to be a force in all business activities, including not only development, production and sales, but also public relations, personnel and finances.

This is the type of corporate group that Mitsubishi Electric is striving to become.