DOCSLIB.ORG

Marubeni Corporation

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Marubeni Corporation Marubeni Corporation Marubeni Corporation Annual Report 2001 For the fiscal year ended March 31, 2001 Annual Report 2001 For the fiscal year ended March 31, 2001 For the fiscal year ended March http://www.marubeni.com Printed on recycled paper in Japan Contents Mission 1 Performance Highlights 2 A Message from the President 3 Financial Highlights 3 Review of Operations 9 IT Business Utility & Infrastructure Plant & Ship Transportation & Industrial Machinery Energy Metals & Mineral Resources Iron & Steel Chemicals Forest Products & General Merchandise Agri-Marine Products Textile Development & Construction Finance & Logistics Business Business Incubation Department 36 Corporate Responsibilities 37 International Network 38 Major Subsidiaries and Affiliates 40 Directors, Corporate Auditors and Executive Officers 44 Organization 46 Financial Section 47 Corporate Data 75 Disclaimer Regarding Forward-Looking Statements This annual report contains forward-looking statements about the performance and management plans of Marubeni and its Group companies, based on management’s assumptions in light of current information. The following factors may therefore influence actual results. These factors include consumer trends in Japan and in major global markets, private capital expenditures, currency fluctuations, notably against the U.S. dollar, materials prices, and political turmoil in certain countries and regions. 78 MISSION Marubeni is involved in an array of industries as one of Japan’s top general trading houses. To enable it to succeed in each of its busi- nesses, Marubeni boasts the necessary expertise and knowledge, as well as specialized, enthusiastic staff. Marubeni was founded in 1858 as a textiles trading business, and its history has been one of constant response to the changing times. The Company has been swift to tackle shifts in industrial structure that have stemmed from progress in information technology (IT) and deregulation. Marubeni is building an infinite platform of potential by creating value and providing solutions for all industrial sectors. In meeting new challenges proactively, Marubeni is committed to increasing its corporate value for shareholders, business partners, regional communities and employees. 1 PERFORMANCE HIGHLIGHTS Solid Results Net Income (Years ended March 31) (Billions of yen) Consolidated gross trading profit rose ¥26.3 billion, to ¥479.8 billion, 24 17.2 while net income advanced ¥13.0 billion, to ¥15.0 billion. 16 15.0 8 2.1 -117.7 Healthier Balance Sheets 0 At March 31, 2001, consolidated total assets were ¥5.3 trillion, -200 1998 1999 2000 2001 which was equal to our target. Net interest-bearing debt was ¥3.1 trillion at year-end, just above the ¥3.0 trillion goal. Restructuring Achievements Net Interest-bearing Debt Our aim at March 31, 2001, was to have around 500 consolidated (At March 31) (Trillions of yen) 5 subsidiaries and affiliates, and to lower the proportion of unprofitable 4.4 4.0 4 companies to below 20%. At the close of the term, we had 598 3.3 3.1 3 consolidated subsidiaries and affiliates, which was down 48 from 2 the previous year but did not reach our target. We succeeded in 1 0 lowering the proportion of unprofitable companies to 19.7%. 1998 1999 2000 2001 Integration of Steel Products Operations Marubeni agreed to consolidate operations in the iron and steel field with those of Itochu Corporation by establishing a 50-50 joint venture, Number of Consolidated Subsidiaries and Affiliates (At March 31) Marubeni-Itochu Steel Inc., which will be formed on October 1, 2001. 800 693 689 646 640 598 Key Business Areas 480 320 Marubeni invested aggressively in strategic business areas during 160 the year under review. These included the network infrastructure 0 1998 1999 2000 2001 business, with Group company Vectant, Inc., at its core. The Company also acquired North Sea oil field rights, bought the Mibugawa Hydro Power Station, and invested in food wholesaling businesses and supermarkets. 2 A MESSAGE FROM THE PRESIDENT Financial Results Marubeni launched VISION2000, a three-year master policy, in April 1998. Under this initiative, we have been striving to contribute to the world economy as a value-creating, globally networked enterprise. In April 1999, to respond to drastic changes in our operating environment, we imple- mented the two-year VISION2000 Restructuring Plan, through which our top management priority is to streamline balance sheets by enhancing asset efficiency and curtailing interest-bearing debt. We have almost reached the objectives of the VISION2000 Restructuring Plan. Our operating profits are recovering, creating the foundations for our transformation to a more aggressive business structure. Economic Environment In the fiscal year ended March 31, 2001, the U.S. economic slowdown braked the Japanese economy, while the IT revolution accelerated in Japan. The United States experienced decelera- tion in capital investment and personal consumption. In contrast, consumption recovered in Europe, and exports were higher due to expansion supported by the weakness of the euro. In Asia, exports soared in the first half of the year on the strength of a global IT boom. Capital invest- ment was brisk, mainly to increase production capacity in IT equipment and electronic parts. In the second half, however, Asian economies slowed as IT demand in the United States shrank. In Japan, IT investment expanded steadily in line with strong corporate earnings. Nonetheless, the domestic economy lacked vigor because personal consumption remained slack amid concerns over rising unemployment and declining incomes. In addition, exports to the United States and other Asian markets flattened, leaving the Japanese economy in the doldrums from the second half of the year. Japan entered 2001 with worsening deflation and falling stock prices. The Bank of Japan responded to this situation by flooding the capital markets with funds and effectively resurrected its zero interest rate policy. Japan’s balance of payments decreased as imports of IT equipment and textiles from other Asian countries rose. Operating Performance Improved profitability helped Marubeni boost gross trading and operating profits in the fiscal year ended March 31, 2001. Net income rocketed more than sevenfold, to ¥15.0 billion. FINANCIAL HIGHLIGHTS Marubeni Corporation Years ended March 31, 2001 and 2000 Thousands of Millions of yen U.S. dollars Percentage 2001 2000 change 2001 For the year: Total volume of trading transactions ¥9,436,863 ¥10,222,442 (7.7)% $76,103,734 Gross trading profit 479,754 453,496 5.8 3,868,984 Income before income taxes and equity in earnings 6,688 5,419 23.4 53,935 Net income 15,036 2,060 629.9 121,258 At year-end: Total assets 5,320,604 5,584,353 (4.7) 42,908,097 Total shareholders’ equity 342,297 324,301 5.5 2,760,460 Percentage Yen change U.S. dollars Amounts per 100 shares: Basic earnings ¥1,006 ¥138 629.0% $8.11. Diluted earnings 940 138 581.2 7.58. Note: U.S. dollar amounts above and elsewhere in this report are converted from yen, for convenience only, at the prevailing exchange rate of ¥124 to US$1 as of March 31, 2001. 3 Restructuring Overview The VISION2000 Restructuring Plan delivered improvements in four key areas in the fiscal year ended March 31, 2001. Financial Restructuring We stepped up efforts to cut consolidated total assets and interest-bearing debt and trim our balance sheets. At the same time, we reduced interest and other expenses as part of an overall cost-reduction drive. We achieved the VISION2000 Restructuring Plan’s goal of lowering consolidated total assets to ¥5.3 trillion by the end of the fiscal year under review. Net interest-bearing debt was ¥3.1 trillion at year-end, just above the target of ¥3.0 trillion. We refrained from paying dividends for this fiscal year as part of a concerted, ongoing manage- ment effort to increase shareholders’ equity. Shareholders' Equity Change from (Billions of yen） March 31, 1999 March 31, 2000 March 31, 2001 March 31, 1999 Shareholders’ equity ¥354 ¥324 ¥342 –¥12 ROE — 0.61% 4.51% Shareholders’ equity Net debt-to-equity ratio (Billions of yen） (Times) 500 12 11.2 400 10.3 9.0 11 300 10 200 9 100 8 354 324 342 ～ 0 0 March 31, 1999 March 31, 2000 March 31, 2001 Business Restructuring We have endeavored to decrease the proportion of unprofitable operations, liquidating loss- making and noncore businesses while cutting the number of consolidated subsidiaries and affili- ates. In the year under review, we liquidated or sold 96 consolidated subsidiaries or affiliates, and newly consolidated 48 companies. At the close of the term, therefore, we had 598 consolidated companies, down 48 from 12 months earlier. Unfortunately, we failed to meet our target of having around 500 consolidated companies as of March 31, 2001. However, we did make considerable progress in that just 19.7% of these com- panies were unprofitable, down from 26.3% at the end of the previous fiscal year, in line with our goal of lowering the proportion to below 20%. Consolidated Net Profit of Group Firms Net profit of group firms (Billions of yen） Number of firms 75 (Start of restructuring) 600 484 476 480 50 459 500 32 25 9 400 37 5 42 48 66 0 –32 –39 300 209 –25 230 –35 200 –30 –50 170 100 118 –72 –75 0 March 31, 1998 March 31, 1999 March 31, 2000 March 31, 2001 Total number of group firms 693 689 646 598 Ratio of loss-making firms to total 30.2% 33.4% 26.3% 19.7% Surplus amount Deficit amount Net profit of group firms Profit-making firms Loss-making firms 4 Personnel Restructuring As well as trimming our balance sheets and liquidating operations, we reduced personnel in the fiscal year ended March 31, 2001. Marubeni had 4,652 employees as of April 1, 2001, down 399 from a year earlier.
Load more

Recommended publications
  • Business Builders SPONSORED SECTION
    Business Builders SPONSORED SECTION Japan may be stuck in the middle of a lost decade (and a half), but every now and again a maverick bucks the downward trend and creates a company which is both world class and profitable. We call such CEOs “Business Builders” and we’ve made it our mission to find them and analyze what makes them different. In this sponsored series, we begin with an innovative company in the highly competitive networking devices industry. Introducing, Planex Communications Inc. SEPTEMBER 2002 B U S I N E S S B U I L D E R S S P O N S O R E D S E C T I O N S P O N S O R E D S E C T I O N B U S I N E S S B U I L D E R S Ne t wo r k De m o c r a c y An intimate discussion with one of the leaders in Japanese networking hardware BY HENRY SCOTT-STOKES Planex Communications Inc. (PCI) is a dynamic, young company International years. He looks not a day older than 23. To d a y, he is blazing trails in the Internet devices sector. Founded in 1995, it listed a mature man of 40. The passage of time has given his face a on Jasdaq six years later. It is now fighting it out for position and certain stre n g t h . market share in a very competitive sector. So far, PCI is holding its own, “What led you to go to work there?” I asked him.
    [Show full text]
  • Sumitomo Corporation's Dirty Energy Trade
    SUMITOMO CORPORATION’S DIRTY ENERGY TRADE Biomass, Coal and Japan’s Energy Future DECEMBER 2019 SUMITOMO CORPORATION’S DIRTY ENERGY TRADE Biomass, Coal and Japan’s Energy Future CONTRIBUTORS Authors: Roger Smith, Jessie Mannisto, Ryan Cunningham of Mighty Earth Translation: EcoNetworks Co. Design: Cecily Anderson, anagramdesignstudio.com Any errors or inaccuracies remain the responsibility of Mighty Earth. 2 © Jan-Joseph Stok / Greenpeace CONTENTS 4 Introduction 7 Japan’s Embrace of Dirty Energy 7 Coal vs the Climate 11 Biomass Burning: Missing the Forest for the Trees 22 Sumitomo Corporation’s Coal Business: Unrepentant Polluter 22 Feeding Japan’s Coal Reliance 23 Building Dirty Power Plants Abroad and at Home 27 Sumitomo Corporation, climate laggard 29 Sumitomo Corporation’s Biomass Business: Trashing Forests for Fuel 29 Global Forests at Risk 34 Sumitomo and Southeastern Forests 39 Canadian Wood Pellet Production 42 Vietnam 44 Sumitomo Corporation and Japanese Biomass Power Plants 47 Sumitomo Corporation and You 47 TBC Corporation 49 National Tire Wholesale 50 Sumitomo Corporation: Needed Policy Changes 3 Wetland forest logging tied to Enviva’s biomass plant in Southampton, North Carolina. Dogwood Alliance INTRODUCTION SUMITOMO CORPORATION’S DIRTY ENERGY TRADE—AND ITS OPPORTUNITY TO CHANGE While the rest of the developed world accelerates its deployment of clean, renewable energy, Japan is running backwards. It is putting in place policies which double down on its reliance on coal, and indiscriminately subsidize biomass power technologies that accelerate climate change. Government policy is not the only driver of Japan’s dirty energy expansion – the private sector also plays a pivotal role in growing the country’s energy carbon footprint.
    [Show full text]
  • Time to Reboot.Indd
    TIME TO REBOOT II About Toxics Link: Toxics Link emerged from a need to establish a mechanism for disseminating credible information about toxics in India, and for raising the level of the debate on these issues. The goal was to develop an information exchange and support organisation that would use research and advocacy in strengthening campaigns against toxics pollution, help push industries towards cleaner production and link groups working on toxics and waste issues. Toxics Link has unique experience in the areas of hazardous, medical and municipal wastes, as well as in specifi c issues such as the international waste trade and the emerging issues of pesticides and POP’s. It has implemented various best practices models based on pilot projects in some of these areas. It is responding to demands upon it to share the experiences of these projects, upscale some of them and to apply past experience to larger and more signifi cant campaigns. Copyright © Toxics Link, 2015 All rights reserved FOR FURTHER INFORMATION: Toxics Link H-2, Jungpura Extension New Delhi – 110014 Phone: +91-(11)-24328006, 24320711 Fax: +91-(11)-24321747 Email: [email protected] Web: www.toxicslink.org Report: Priti Banthia Mahesh Data Collection: Monalisa Datta, Vinod Kumar Sharma ACKNOWLEDGEMENTS Time to Reboot was released last year and received good response from all around. Offi cers from Regulatory Agencies, Industry, Civil society organisaions and experts welcomed the idea, prompting us to plan the next edition. Feedback, both positive and negative, also helped us in redefi ning the criteria and we would like to take this opportunity to thank all of them.
    [Show full text]
  • Results for the Nine Months Ended December 31, 2000
    Results for the Three Months Ended December 31, 2000 Introduction In a Web audience survey conducted by Nippon Research Center Ltd., the number of Internet users in Japan was approximately 23 million people as of December 2000, with Web users accounting for approximately 20 million of this total. Also according to a survey by Video Research Netcom Ltd., the number of households using the Internet had risen to 30.5% of Japanese households as of September 2000. Based on this growth in Internet users, the Internet advertising market in Japan grew 111.4% to ¥24.1 billion in calendar 1999 according to a survey by DENTSU INC. and is estimated to hit ¥50 billion in calendar 2000. According to IAB report, the Internet advertising market in the United States declined against the previous quarter for the first time in the third quarter of calendar 2000, falling 6.5%, to US$1.98 billion. The decline was attributed to the slow down in the economy, the bankruptcy of some dot com companies, and advertising restraint. Market growth is forecast to decline compared with other years, with the figure for the first three quarters of calendar 2000 rising only 113.2% compared to the previous year. Under the impact of advertising restraint due to poor conditions in economies, the rate of growth in U.S. and Japanese Internet advertising may slow temporarily but the fundamentals have not changed significantly. In the medium to long term, as a new advertising medium, Internet advertising is expected to continue to grow as its value increases in tandem with the number of Internet users.
    [Show full text]
  • 1. Corporate Summary 2. Our Strength 3. Growth Strategy 4. Reference
    Sapporo Namba Shinjuku Store Store West Store Securities Code: 3048 Ａ Ｂ Ｃ Kashiwa Fujisawa Yurakucho Store Store Store Ｄ Ｅ Ｆ Tenjin Ikebukuro Nagoya Sta. Build. No.2 Main Store West Store Ｇ Ｈ Ｉ Overseas IR November 2007 Table of Contents 1. Corporate Summary 2. Our Strength 3. Growth Strategy 4. Reference 1 1. Corporate Summary 2 The only Listed “Urban-type” Mass Merchandiser “A complex of specialty stores that are committed to Visions bringing you a more affluent lifestyle” Position in the The 4th largest electronic appliance retailer with a market share of industry 6.4% Classifications of electronic The only listed company of the “Urban type” electronic retailer retailers Branch policy “Urban-type” x “Station front” x “Large scale” Both Net sales (JPY 542.2 billion) and Operating income (JPY Performance 16.0 billion) hit a record-high for the year ended Aug 2007 3 Position in the Electronic Retailer Market The 4th place in the industry for FY2007 (5th in 2006) Yamada Denki 14,436 <Market Share> Edion 7,402 Yamada Denki 17.0% Yodobashi Camera (unlisted) 6,462 その他 Edion 8.7% Bic Camera 5,422 41.3％ Yodobashi Camera 7.6% Kojima 5,013 (unlisted) Bic Camera 6.4% K’s HD 4,311 Kojima 5.9% Best Denki 3,689 K’s HD 5.1% Best Denki 4.3% Joshin Denki 3,157 Johshin Denki 3.7% (JPY in 100 million) 0 3,000 6,000 9,000 12,000 15,000 Source: Created by us based on the documents disclosed by each company (Nikkei MJ for Yodobashi Camera) Note: Feb/07 consolidated results for Best Denki, Mar/06 non-consolidated results for Yodobashi Camera, Aug/07 consolidated forecasts for us, Mar/07 consolidated results for others The shares were calculated based on the fiscal ’04 industry market scale of approximately 8.5 trillion yen (source: RIC).
    [Show full text]
  • CSR for ITOCHU Corporation (PDF 780KB)
    CSR for ITOCHU Corporation ITOCHU Corporation is pursuing multi­facetted corporate activities in various regions of the world and a wide range of fields, and as such, ITOCHU is well aware of how significant its impact on society is. We believe that corporate social responsibility (CSR) lies in corporate thought and action on the question of how to play a role in building sustainable societies through business activities. We also believe that our mission is to fulfill our Corporate Social Responsibility as a global enterprise, always working from the viewpoint of whether we are contributing to the countries of the world and to society. ITOCHU Group Corporate Message ITOCHU founder Chubei Itoh first launched a wholesale linen business in 1858. For more than 150 years since, ITOCHU has passed down the spirit of sampo yoshi (good for the buyer, seller and society), a management philosophy embraced by Ohmi merchants that is the source of its CSR thinking today. After considering ways to demonstrate its commitment to society as an international corporation and to put this commitment into practice, in 1992 ITOCHU formulated “Committed to the Global Good” as a corporate philosophy. The conceptual framework for this philosophy was reorganized in 2009. In order for all employees to properly understand the responsibility that the ITOCHU Group is charged with fulfilling for society and to make this philosophy an integral part of actions everyday, its core element, “Committed to the Global Good,” was set as the ITOCHU Mission for the entire ITOCHU Group. Accompanying this is a new set of five values, called the ITOCHU Values, considered vital for enabling each employee to fulfill their role in realizing the ITOCHU Mission.
    [Show full text]
  • Financial Section 2014
    For the Year ended March 31, 2014 ended March For the Year Financial Section 2014 Financial Section 2014 ITOCHU Corporation ITOCHU Corporation FINANCIAL SECTION 2014 1 Contents 2 Six-year Summary (U.S. GAAP) 3 Summary (IFRS) 4 Management’s Discussion and Analysis of Financial Condition and Results of Operations 32 Consolidated Statement of Financial Position 34 Consolidated Statement of Comprehensive Income 36 Consolidated Statement of Changes in Equity 37 Consolidated Statement of Cash Flows 38 Notes to Consolidated Financial Statements 112 Independent Auditor’s Report 114 Supplementary Explanation 115 Management Internal Control Report (Translation) 116 Independent Auditor’s Report (filed under the Financial Instruments and Exchange Act of Japan) Forward-Looking Statements This Annual Report contains forward-looking statements regarding ITOCHU Corporation’s corporate plans, strategies, forecasts, and other statements that are not historical facts. They are based on current expectations, estimates, forecasts and projections about the industries in which ITOCHU Corporation operates. As the expectations, estimates, forecasts and projections are subject to a number of risks, uncertainties and assumptions, including without limitation, changes in economic conditions; fluctuations in currency exchange rates; changes in the competitive environment; the outcome of pending and future litigation; and the continued availability of financing; financial instruments and financial resources, they may cause actual results to differ materially from those presented in such forward-looking statements. ITOCHU Corporation, therefore, wishes to caution that readers should not place undue reliance on forward-looking statements, and, further that ITOCHU Corporation undertakes no obligation to update any forward- looking statements as a result of new information, future events or other developments.
    [Show full text]
  • Dfa Investment Trust Co
    SECURITIES AND EXCHANGE COMMISSION FORM N-Q Quarterly schedule of portfolio holdings of registered management investment company filed on Form N-Q Filing Date: 2004-10-27 | Period of Report: 2004-08-31 SEC Accession No. 0001104659-04-032148 (HTML Version on secdatabase.com) FILER DFA INVESTMENT TRUST CO Business Address 1299 OCEAN AVE CIK:896162| IRS No.: 000000000 | State of Incorp.:DE | Fiscal Year End: 1130 11TH FLOOR Type: N-Q | Act: 40 | File No.: 811-07436 | Film No.: 041100436 SANTA MONICA CA 90401 3103958005 Copyright © 2012 www.secdatabase.com. All Rights Reserved. Please Consider the Environment Before Printing This Document UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM N-Q QUARTERLY SCHEDULE OF PORTFOLIO HOLDINGS OF REGISTERED MANAGEMENT INVESTMENT COMPANY Investment Company Act file number 811-7436 THE DFA INVESTMENT TRUST COMPANY (Exact name of registrant as specified in charter) 1299 Ocean Avenue, 11th Floor, Santa Monica, CA 90401 (Address of principal executive offices) (Zip code) Catherine L. Newell, Esquire, Vice President and Secretary The DFA Investment Trust Company, 1299 Ocean Avenue, 11th Floor, Santa Monica, CA 90401 (Name and address of agent for service) Registrant's telephone number, including area code: 310-395-8005 Date of fiscal year end: November 30 Date of reporting period: August 31, 2004 ITEM 1. SCHEDULE OF INVESTMENTS. The DFA Investment Trust Company Form N-Q August 31, 2004 (Unaudited) Table of Contents Schedules of Investments The U.S. Large Company Series The Enhanced U.S. Large Company Series The U.S. Large Cap Value Series The U.S.
    [Show full text]
  • Itraxx Japan Series 35 Final Membership List March 2021
    iTraxx Japan Series 35 Final Membership List March 2021 Copyright © 2021 IHS Markit Ltd T180614 iTraxx Japan Series 35 Final Membership List 1 iTraxx Japan Series 35 Final Membership List...........................................3 2 iTraxx Japan Series 35 Final vs. Series 34................................................ 5 3 Further information .....................................................................................6 Copyright © 2021 IHS Markit Ltd | 2 T180614 iTraxx Japan Series 35 Final Membership List 1 iTraxx Japan Series 35 Final Membership List IHS Markit Ticker IHS Markit Long Name ACOM ACOM CO., LTD. JUSCO AEON CO., LTD. ANAHOL ANA HOLDINGS INC. FUJITS FUJITSU LIMITED HITACH HITACHI, LTD. HNDA HONDA MOTOR CO., LTD. CITOH ITOCHU CORPORATION JAPTOB JAPAN TOBACCO INC. JFEHLD JFE HOLDINGS, INC. KAWHI KAWASAKI HEAVY INDUSTRIES, LTD. KAWKIS KAWASAKI KISEN KAISHA, LTD. KINTGRO KINTETSU GROUP HOLDINGS CO., LTD. KOBSTL KOBE STEEL, LTD. KOMATS KOMATSU LTD. MARUB MARUBENI CORPORATION MITCO MITSUBISHI CORPORATION MITHI MITSUBISHI HEAVY INDUSTRIES, LTD. MITSCO MITSUI & CO., LTD. MITTOA MITSUI CHEMICALS, INC. MITSOL MITSUI O.S.K. LINES, LTD. NECORP NEC CORPORATION NPG-NPI NIPPON PAPER INDUSTRIES CO.,LTD. NIPPSTAA NIPPON STEEL CORPORATION NIPYU NIPPON YUSEN KABUSHIKI KAISHA NSANY NISSAN MOTOR CO., LTD. OJIHOL OJI HOLDINGS CORPORATION ORIX ORIX CORPORATION PC PANASONIC CORPORATION RAKUTE RAKUTEN, INC. RICOH RICOH COMPANY, LTD. SHIMIZ SHIMIZU CORPORATION SOFTGRO SOFTBANK GROUP CORP. SNE SONY CORPORATION Copyright © 2021 IHS Markit Ltd | 3 T180614 iTraxx Japan Series 35 Final Membership List SUMICH SUMITOMO CHEMICAL COMPANY, LIMITED SUMI SUMITOMO CORPORATION SUMIRD SUMITOMO REALTY & DEVELOPMENT CO., LTD. TFARMA TAKEDA PHARMACEUTICAL COMPANY LIMITED TOKYOEL TOKYO ELECTRIC POWER COMPANY HOLDINGS, INCORPORATED TOSH TOSHIBA CORPORATION TOYOTA TOYOTA MOTOR CORPORATION Copyright © 2021 IHS Markit Ltd | 4 T180614 iTraxx Japan Series 35 Final Membership List 2 iTraxx Japan Series 35 Final vs.
    [Show full text]
  • To Our Shareholders and Customers Issues We Faceinfiscal2000
    To Our Shareholders and Customers — The Dawn of a New Era — Review of Fiscal 1999 For the Japanese financial sector, fiscal 1999 During fiscal 1999, we strengthened our man- marked the start of a totally new era in the his- agement infrastructure and corporate structure tory of finance in Japan. by improving business performance, restructur- In August 1999, The Fuji Bank, Limited, ing operations, strengthening risk management The Dai-Ichi Kangyo Bank, Limited, and The and managing consolidated business activities Industrial Bank of Japan, Limited, reached full under a stronger group strategy. agreement to consolidate their operations into a comprehensive financial services group to be • Improving Business Performance called the Mizuho Financial Group. In the fol- We have identified the domestic corporate and lowing six months after the announcement, retail markets as our priority business areas. several other major Japanese financial institu- Our goals in these markets are to enhance our tions announced mergers and consolidations of products and services to meet the wide-ranging one form or another. needs of our customers, and to improve cus- At the same time, conditions in the financial tomer convenience by using information tech- sector changed dramatically as foreign-owned nology to diversify our service channels. financial institutions began in earnest to With respect to enhancing products and expand their presence in Japan, companies services, we focused on services provided to from other sectors started to move into the members of the Fuji First Club, a membership To Our Shareholders and Customers To financial business, and a number of Internet- reward program that offers special benefits to based strategic alliances were formed across dif- member customers, and on our product lineup ferent sectors and industries.
    [Show full text]
  • Monthly Trading Value of Most Active Stocks (Sep.2011) 1St Section
    Monthly Trading Value of Most Active Stocks (Sep.2011) 1st Section Rank Code Issue Trading Value \ mil. 1 3632 Gree,Inc. 621,681 2 9984 SOFTBANK CORP. 525,472 3 7203 TOYOTA MOTOR CORPORATION 508,576 4 6954 FANUC CORPORATION 474,028 5 9501 The Tokyo Electric Power Company,Incorporated 383,303 6 8316 Sumitomo Mitsui Financial Group,Inc. 371,373 7 9433 KDDI CORPORATION 367,528 8 7751 CANON INC. 344,371 9 6301 KOMATSU LTD. 342,788 10 8306 Mitsubishi UFJ Financial Group,Inc. 335,566 11 7267 HONDA MOTOR CO.,LTD. 325,041 12 7201 NISSAN MOTOR CO.,LTD. 300,329 13 8411 Mizuho Financial Group,Inc. 292,432 14 2432 DeNA Co.,Ltd. 280,373 15 8058 Mitsubishi Corporation 273,889 16 2914 JAPAN TOBACCO INC. 268,618 17 8031 MITSUI & CO.,LTD. 257,682 18 6502 TOSHIBA CORPORATION 257,679 19 6758 SONY CORPORATION 247,379 20 6501 Hitachi,Ltd. 245,548 21 9983 FAST RETAILING CO.,LTD. 242,756 22 4502 Takeda Pharmaceutical Company Limited 232,589 23 9437 NTT DOCOMO,INC. 229,511 24 9432 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 199,544 25 8591 ORIX CORPORATION 197,121 26 8604 Nomura Holdings, Inc. 182,408 27 3382 Seven & I Holdings Co.,Ltd. 182,138 28 8035 Tokyo Electron Limited 161,453 29 7202 ISUZU MOTORS LIMITED 161,231 30 7011 Mitsubishi Heavy Industries,Ltd. 159,430 31 6971 KYOCERA CORPORATION 153,831 32 5233 TAIHEIYO CEMENT CORPORATION 152,939 33 6665 Elpida Memory,Inc. 151,463 34 6762 TDK Corporation 150,719 35 8001 ITOCHU Corporation 149,228 36 6752 Panasonic Corporation 148,099 37 4063 Shin-Etsu Chemical Co.,Ltd.
    [Show full text]
  • May 19, 2014 Mitsubishi Corporation Marubeni Corporation Sumitomo
    May 19, 2014 Mitsubishi Corporation Marubeni Corporation Sumitomo Corporation Commencement of Sales of Thilawa Industrial Park Development in Myanmar A consortium made up of Mitsubishi Corporation, Marubeni Corporation and Sumitomo Corporation (“the three companies”) joined forces with Myanmar Thilawa SEZ Holding Public Limited on January 11, 2014 to established Myanmar Japan Thilawa Development Ltd., (“MJTD”). MJTD has been developing the 396 hectare “Class A Area” of the Thilawa Special Economic Zone in Myanmar, which is scheduled to open in the middle of 2015. The three companies, as Japanese marketing agents of MJTD, will start the sale of leasehold rights for the Class A Area (50 years + 25 years as optional) in stages from May 19, 2014. Any of the three companies may be contacted for details on these lots, such as the available lot size, rent and other conditions. The Class A Area is located approximately 20 km southeast of the capital Yangon, and offers various incentives as a special economic zone. This is a key location, not only for export processing bases, but also for production bases targeting domestic demand. The three companies will provide high levels of infrastructure and utility services by applying the extensive know-how they have developed in the industrial park business in ASEAN countries. Attracting Japanese and other foreign investment to the Class A Area will also contribute to job creation and the economic development of Myanmar. In addition, on April 23 this year, the Japan International Cooperation Agency (JICA) signed a joint venture agreement for MJTD, making the development of Thilawa Class A the first public-private partnership business between Japan and Myanmar.
    [Show full text]