Annual Securities Report (PDF 2.51MB)

Total Page:16

File Type:pdf, Size:1020Kb

Annual Securities Report (PDF 2.51MB) Annual Securities Report for the fiscal year ended March 31, 2011 Certain References and Information This report is prepared for overseas investors and compiled based on contents of the Annual Securities Report (“Yukashoken Hokokusho”) of Mitsui & Co., Ltd. filed with the Chief of the Kanto Local Finance Bureau of the Ministry of Finance of Japan on June 24, 2011. As used in this report, “Mitsui” is used to refer to Mitsui & Co., Ltd. (Mitsui Bussan Kabushiki Kaisha), “we”, “us”, and “our” are used to indicate Mitsui & Co., Ltd. and subsidiaries, unless otherwise indicated. “Share” means one share of Mitsui’s common stock, “ADS” means an American Depositary Share representing 20 shares, and “ADR” means an American Depositary Receipt evidencing one or more ADSs. Also, “dollar” or “$” means the lawful currency of the United States of America, and “yen” or “¥” means the lawful currency of Japan. All financial statements and information contained in this report have been prepared in accordance with accounting principles generally accepted in the United States, or U.S. GAAP except where otherwise noted. A Cautionary Note on Forward-Looking Statements This report includes forward-looking statements based on our current expectations, assumptions, estimates and projections about our business, our industry and capital markets around the world. Generally, these forward-looking statements can be identified by the use of forward-looking terminology such as “may”, “expect”, “anticipate”, “estimate”, “plan” or similar words. The forward-looking statements in this report are subject to various risks, uncertainties and assumptions. These statements discuss future expectations, identify strategies, contain projections of results of operations or of our financial position, or state other forward-looking information. Known and unknown risks, uncertainties and other factors could cause our actual operating results to differ materially from those contained or implied in any forward-looking statement. Our expectations expressed in these forward-looking statements may not turn out to be correct, and our actual results could materially differ from and be worse than our expectations. Important risks and factors that could cause our actual results to differ materially from our expectations are discussed in “2. Operating and Financial Review and Prospects, 4. Risk Factors” or elsewhere in this report and include, without limitation: • changes in economic conditions that may lead to unforeseen developments in markets for products handled by us; • fluctuations in currency exchange rates that may cause unexpected deterioration in the value of transactions; • adverse political developments in the various jurisdictions where we operate, which among things, may create delays or postponements of transactions and projects; • changes in laws, regulations or policies in any of the countries where we conduct our operations; and • significant changes in the competitive environment. We do not assume, and specifically disclaim, any obligation to update any forward-looking statements which speak only as of the date made. CONTENTS Page 1. Overview of Mitsui and Its Subsidiaries............................................................................................................. 1 1. Selected Financial Data...................................................................................................................................... 1 2. History ............................................................................................................................................................... 2 3. Business Overview............................................................................................................................................. 3 4. Affiliated Companies ....................................................................................................................................... 31 5. Employees........................................................................................................................................................ 39 2. Operating and Financial Review and Prospects .............................................................................................. 40 1. Overview of Business Results.......................................................................................................................... 40 2. Purchases, Sales Contracts and Trading Transactions...................................................................................... 40 3. Management Issues.......................................................................................................................................... 41 4. Risk Factors ..................................................................................................................................................... 51 5. Material Contracts............................................................................................................................................ 60 6. Research & Development ................................................................................................................................ 60 7. Management’s Discussion and Analysis of Financial Position, Operating Results and Cash Flows ............... 61 (1) Key Performance Measures under Management’s Discussion..................................................................... 61 (2) Summary of Consolidated Financial Results for the Year Ended March 31, 2011....................................... 62 (3) Discussion and Analysis of Operating Results for the Years Ended March 31, 2011 and 2010................... 64 (4) Liquidity and Capital Resources .................................................................................................................. 93 (5) Critical Accounting Policies and Estimates................................................................................................ 103 (6) Others ......................................................................................................................................................... 108 3. Equipment and Facilities ................................................................................................................................. 114 1. Overview of Capital Expenditures ................................................................................................................. 114 2. Major Equipment and Facilities..................................................................................................................... 115 3. Plans for New Additions or Disposals............................................................................................................ 118 4. Corporate Information..................................................................................................................................... 119 1. Status on the Mitsui’s Shares ......................................................................................................................... 119 (1) Total Number of Shares and Other Related Information............................................................................119 (2) Status of the Share Subscription Rights ..................................................................................................... 119 (3) Exercise status of Bonds with Share Subscription Rights Containing a Clause for Exercise Price Adjustment ................................................................................................................................................. 119 (4) Right Plans ................................................................................................................................................. 119 (5) Trends in the Number of Shares Issued, Amount of Common Stock, and Others...................................... 119 (6) Status of Shareholders................................................................................................................................ 120 (7) Status of Major Shareholders ..................................................................................................................... 120 (8) Status of Voting Rights............................................................................................................................... 121 (9) Stock Option Plans ..................................................................................................................................... 122 2. Acquisition of Treasury Stock and Other related Status................................................................................. 122 3. Dividend Policy ............................................................................................................................................. 123 4. Trends in the Market Price of the Mitsui’s Shares ......................................................................................... 124 5. Members of the Board of Directors and Statutory Auditors........................................................................... 125 6. Corporate Governance ................................................................................................................................... 134 5. Financial Information ...................................................................................................................................... 155 1. Consolidated Financial Statements ...............................................................................................................
Recommended publications
  • Foreign Direct Investment and Keiretsu: Rethinking U.S. and Japanese Policy
    This PDF is a selection from an out-of-print volume from the National Bureau of Economic Research Volume Title: The Effects of U.S. Trade Protection and Promotion Policies Volume Author/Editor: Robert C. Feenstra, editor Volume Publisher: University of Chicago Press Volume ISBN: 0-226-23951-9 Volume URL: http://www.nber.org/books/feen97-1 Conference Date: October 6-7, 1995 Publication Date: January 1997 Chapter Title: Foreign Direct Investment and Keiretsu: Rethinking U.S. and Japanese Policy Chapter Author: David E. Weinstein Chapter URL: http://www.nber.org/chapters/c0310 Chapter pages in book: (p. 81 - 116) 4 Foreign Direct Investment and Keiretsu: Rethinking U.S. and Japanese Policy David E. Weinstein For twenty-five years, the U.S. and Japanese governments have seen the rise of corporate groups in Japan, keiretsu, as due in part to foreign pressure to liberal- ize the Japanese market. In fact, virtually all works that discuss barriers in a historical context argue that Japanese corporations acted to insulate themselves from foreign takeovers by privately placing shares with each other (See, e.g., Encarnation 1992,76; Mason 1992; and Lawrence 1993). The story has proved to be a major boon for the opponents of a neoclassical approach to trade and investment policy. Proponents of the notion of “Japanese-style capitalism” in the Japanese government can argue that they did their part for liberalization and cannot be held responsible for private-sector outcomes. Meanwhile, pro- ponents of results-oriented policies (ROPs) can point to yet another example of how the removal of one barrier led to the formation of a second barrier.
    [Show full text]
  • Hanae Mori Velvet Shift Dress
    Hanae Mori Target Dress, ca.1970. Ryerson FRC2009.03.001AB. Donated by Jocelyn Ryles. HANAE MORI VELVET SHIFT DRESS By Dr. Ingrid Mida This Hanae Mori shift dress with stand collar, short sleeves and belt is made and Kimberly Leckey out of velvet and is fully lined in black polyester satin. The design on the front of the dress is an abstracted pink and red circular target pattern. The design May 16, 2014 on the back of the dress is an abstracted motif of black and gray. One sleeve is in black velvet and the other sleeve is a repeat of the target pattern. The dress closes with a back metal zipper and two hooks and eyes at the collar. This Hanae Mori velvet shift dress with belt (FRC2009.03.001 A+B) was donated to the Ryerson Fashion Research Collection in 2009 by Jocelyn Ryles. No other provenance information was obtained at the time of donation. The following description and analysis was written by Ryerson School of Fashion student Kimberly Leckey and was revised and edited by Collection Coordinator Ingrid Mida. It should be noted that Kimberly Leckey’s interpretation of this dress represents only one of many possibilities. This dress might also be used to consider a range of topics in a scholarly approach to fashion research including: the design practices of Hanae Mori over her career, the nature of Japanese designers on western fashion, or perhaps the psychology reflected in the styles and silhouettes of 1970s fashions for women. 1 Hanae Mori DESCRIPTION Target Dress, The dress is sewn together with black polyester thread and the inside seams ca.1970.
    [Show full text]
  • Whither the Keiretsu, Japan's Business Networks? How Were They Structured? What Did They Do? Why Are They Gone?
    IRLE IRLE WORKING PAPER #188-09 September 2009 Whither the Keiretsu, Japan's Business Networks? How Were They Structured? What Did They Do? Why Are They Gone? James R. Lincoln, Masahiro Shimotani Cite as: James R. Lincoln, Masahiro Shimotani. (2009). “Whither the Keiretsu, Japan's Business Networks? How Were They Structured? What Did They Do? Why Are They Gone?” IRLE Working Paper No. 188-09. http://irle.berkeley.edu/workingpapers/188-09.pdf irle.berkeley.edu/workingpapers Institute for Research on Labor and Employment Institute for Research on Labor and Employment Working Paper Series (University of California, Berkeley) Year Paper iirwps-- Whither the Keiretsu, Japan’s Business Networks? How Were They Structured? What Did They Do? Why Are They Gone? James R. Lincoln Masahiro Shimotani University of California, Berkeley Fukui Prefectural University This paper is posted at the eScholarship Repository, University of California. http://repositories.cdlib.org/iir/iirwps/iirwps-188-09 Copyright c 2009 by the authors. WHITHER THE KEIRETSU, JAPAN’S BUSINESS NETWORKS? How were they structured? What did they do? Why are they gone? James R. Lincoln Walter A. Haas School of Business University of California, Berkeley Berkeley, CA 94720 USA ([email protected]) Masahiro Shimotani Faculty of Economics Fukui Prefectural University Fukui City, Japan ([email protected]) 1 INTRODUCTION The title of this volume and the papers that fill it concern business “groups,” a term suggesting an identifiable collection of actors (here, firms) within a clear-cut boundary. The Japanese keiretsu have been described in similar terms, yet compared to business groups in other countries the postwar keiretsu warrant the “group” label least.
    [Show full text]
  • Business Model Innovation and Strategy at Mitsui and Co
    MITSUI & CO BUSINESS MODEL INNOVATION AND STRATEGY AT MITSUI & CO. S/N 88-17-027 Mitsui & Co. – Business Model innovation and Strategy at Mitsui & Co. Introduction After successive years of profit, Mitsui & Co’s results in financial year Mar 2016 plunged to a net loss of about USD 834 million1. Its significance is compounded by the fact that it was the first loss ever recorded in recent decade of Mitsui. Is this a sign of more fluctuations of earnings to come, signaling that the general trading strategy traditionally held by Mitsui for decades is on the wrong footing with reality? “I take [this financial loss] very seriously,” said president and chief executive officer (CEO) Tatsuo Yasunaga in his maiden message in Mitsui’s 2016 annual report (Mitsui & Co, 2016, p. 8). Adding to this earning fluctuation concern, Mitsui’s 10-year share price has been flat. As illustrated in Figure A in Appendix A, including dividends and share splits, an investor putting money into Mitsui in 2007 would get a 10-year return-on-investment (ROI) of 8.6percent by 2017. From Appendix C, it is observed in the profit margin percentage chart that net profit margins throughout the 10-year period were around 3.5 percent to 7 percent, ignoring the loss in 2016. With profit margins at these relatively moderate to low levels, Mitsui’s revenue has to improve in order for the profits generated to be grown meaningfully. However, receipts remained relatively flat, with 2016’s end-of-year revenue being approximately the same as that of 2007 at about USD 48 billion.
    [Show full text]
  • Mitsui Energy Segment
    Mitsui Energy Segment December 2015 Mitsui & Co., Ltd. Energy Business UnitⅠ & Energy Business Unit Ⅱ Agenda 1. Mitsui’s Energy Segment 2. Mitsui Energy Segment Overview 3. Strategy in Each Business Field 4. Project Description 2 Energy Segment in Mitsui General Meeting of Shareholders Corporate Board of Corporate Auditors Auditors Board of Directors President & CEO Corporate Management Administrative Committee Divisions (3 Regional Major Business Areas (6) Business Units) Innovation & Americas Machinery & Metals Chemicals Energy Lifestyle Corporate EMEA Infrastructure Development Asia Pacific Headquarter Business Units (13) + Regional Business Units (3) Information & Iron & Steel Infrastructure Basic Food Energy I Communication Americas Products Projects Chemicals Resources Technology Integrated Mineral & Metal Performance Food Products Corporate Transportation Energy II EMEA Resources Chemicals & Services Development Systems Consumer Asia Pacific Service Mitsui’s Energy Segment ※Consolidated Net Income attributable to Mitsui & Co., Ltd. ※At each Fiscal Year Ending (March 31st) Consolidated FYE 3/13: US-GAAP EBITDA FYE 3/14 – 3/16: IFRS Net Income FYE 3/14 – 3/16: IFRS 400 306.5 350 1,000.0 307.9 350.1 819.6 788.3 300 800.0 240.0 660.0 250 Others 600.0 200 Others 150 400.0 100 188.4 164.8 200.0 416.1 439.8 50 Energy 119.7 49 Energy 0 0.0 FYE 3/13 FYE 3/14 FYE 3/15 FYE 3/16 (Billion yen) 13/3期 14/3期 15/3期 16/3期 (Billion yen) FYE14/3 3/14期 FYE15/3 3/15期 FYE16/3 3/16期 (Forecast as 2Q) (Planned) ※At each Fiscal Year Ending (March 31st) ※At each Fiscal Year Ending (March 31st) Gross Asset FYE 3/12 – 3/13: US-GAAP Investment FYE 3/12 – 3/14: US-GAAP FYE 3/14 – 3/17: IFRS FYE 3/15 – 3/17: IFRS 1600 1,500* 1400 1200 1010 1000 960 800 650 715 Others 600 Others 400 660 200 335 340 Energy Energy 200 195 0 (Trillion yen) FYE 3/12 FYE 3/13 FYE 3/14 FYE 3/15 FYE 3/17 (Billion yen) FYE12/3 3/12期 FYE13/3 3/13期 FYE14/3 3/14期 FYE15/3 3/15期 FYE17/3 3/15期-3/17 (Planned) (Planned) 4 *including investment in existing and new project Agenda 1.
    [Show full text]
  • ISSN 1045-6333 the FABLE of the KEIRETSU Yoshiro Miwa J. Mark Ramseyer Discussion Paper No. 316 3/2001 Harvard Law School Cambri
    ISSN 1045-6333 THE FABLE OF THE KEIRETSU Yoshiro Miwa J. Mark Ramseyer Discussion Paper No. 316 3/2001 Harvard Law School Cambridge, MA 02138 The Center for Law, Economics, and Business is supported by a grant from the John M. Olin Foundation. This paper can be downloaded without charge from: The Harvard John M. Olin Discussion Paper Series: http://www.law.harvard.edu/programs/olin_center/ JEL: G3, K2, L1, P5 Address correspondence to: University of Tokyo Faculty of Economics 7-3-1 Hongo, Bunkyo-ku, Tokyo FAX: 03-5841-5521 [email protected] [email protected] The Fable of the Keiretsu by Yoshiro Miwa & J. Mark Ramseyer* Abstract: Central to so many accounts of post-war Japan, the keiretsu corporate groups have never had economic substance. Conceived by Marxists committed to locating "domination" by "monopoly capital," they found an early audience among western scholars searching for evidence of culture-specific group behavior in Japan. By the 1990s, they had moved into mainstream economic studies, and keiretsu dummies appeared in virtually all econometric regressions of Japanese industrial or corporate structure. Yet the keiretsu began as a figment of the academic imagination, and they remain that today. The most commonly used keiretsu roster first groups large financial institutions by their pre-war antecedents. It then assigns firms to a group if the sum of its loans from those institutions exceeds the amount it borrows from the next largest lender. Other rosters start by asking whether firm presidents meet occasionally with other presidents for lunch. Regardless of the definition used, cross-shareholdings were trivial even during the years when keiretsu ties were supposedly strongest, and membership has only badly proxied for "main bank" ties.
    [Show full text]
  • January 2009 Explorer
    Vol. 30, No. 1 January 2009 cggveritas.com JANUARY 2009 3 On the cover: No, those aren’t photos of Australia and Iran you see – but the words capture perfectly this month’s EXPLORER theme: World Developments. Check out the stories dealing with the significant discoveries of 2008 (that’s where you’ll find Australia and Iran), or specific stories dealing with places like offshore Brazil, the East Georges Bank Basin or British Columbia. Incidentally, the main Discussion Needs photo is from the Ootla shale play in northeast British Columbia (see related story, page 10) and the inset photo was snapped in the active and successful arena that is Egypt. Both photos courtesy of Apache Corp. Climate Change By SCOTT W.TINKER warming in the second half of the 20th The new year offers an opportunity to century to be greater than it would have AAPG President Scott Tinker sends a letter to U.S. President- 4 face new challenges. Because I did not been without anthropogenic CO2? elect Barack Obama calling for a coordinated approach to receive enough holiday greeting cards, I Again, a question for science. It is . decided to write about climate. That tougher to prove energy, economic and environmental policies should fill the “in box!” causation, but many Recently I was confronted by a friend agree the data, to the What in the world just happened? When it comes to global 8 regarding my “ignorant” views on global extent and quality that , it turns out a lot happened in 2008 – and a warming – seemingly because I am they exist, indicate oil discoveries president of the AAPG.
    [Show full text]
  • Whither the Keiretsu, Japan's Business Networks? How Were They Structured? What Did They Do? Why Are They Gone?
    UC Berkeley Working Paper Series Title Whither the Keiretsu, Japan's Business Networks? How Were They Structured? What Did They Do? Why Are They Gone? Permalink https://escholarship.org/uc/item/00m7d34g Authors Lincoln, James R. Shimotani, Masahiro Publication Date 2009-09-24 eScholarship.org Powered by the California Digital Library University of California WHITHER THE KEIRETSU, JAPAN’S BUSINESS NETWORKS? How were they structured? What did they do? Why are they gone? James R. Lincoln Walter A. Haas School of Business University of California, Berkeley Berkeley, CA 94720 USA ([email protected]) Masahiro Shimotani Faculty of Economics Fukui Prefectural University Fukui City, Japan ([email protected]) 1 INTRODUCTION The title of this volume and the papers that fill it concern business “groups,” a term suggesting an identifiable collection of actors (here, firms) within a clear-cut boundary. The Japanese keiretsu have been described in similar terms, yet compared to business groups in other countries the postwar keiretsu warrant the “group” label least. The prewar progenitor of the keiretsu, the zaibatsu, however, could fairly be described as groups, and, in their relatively sharp boundaries, hierarchical structure, family control, and close ties to the state were structurally similar to business groups elsewhere in the world. With the break-up by the U. S. Occupation of the largest member firms, the purging of their executives, and the outlawing of the holding company structure that held them together, the zaibatsu were transformed into quite different business entities, what we and other literature call “network forms” of organization (Podolny and Page, 1998; Miyajima, 1994).
    [Show full text]
  • Exhibit 20 Other Released Parties
    Case 2:10-md-02179-CJB-SS Document 6430-38 Filed 05/03/12 Page 1 of 6 EXHIBIT 20 Case 2:10-md-02179-CJB-SS Document 6430-38 Filed 05/03/12 Page 2 of 6 Other Released Parties Abdon Callais Offshore, Inc. Admiral Robert J Papp Jr. Admiral Thad Allen Admiral Towing, LLC Aerotek, Inc. Airborne Support, Inc. Airborne Support International, Inc. Alford Safety Services Inc. Alford Services Inc. Ameri-Force, Inc. Ameri-Force Craft Services, Inc. American Pollution Control Corporation Anadarko Petroleum Company Anadarko Petroleum Corporation Anadarko E&P Company LP Apex Environmental Services, LLC Art Catering, Inc. Ashland Services, LLC B&B Environmental Services, Inc. Belle Chasse Marine Transportation, Inc. BJ Services Company, USA Blue Marlin Services of Acadiana, LLC Bobby Lynn's Marina, Inc. BP America Inc. BP America Production Company BP Company North America Inc. BP Corporation North America Inc. BP Energy Company BP Exploration (Alaska) Inc. BP Global Special Products (Americas) Inc. BP Holdings North America Limited BP Exploration & Production Inc. BP p.l.c. BP Products North America Inc. BP International Ltd. BP Corporation North America Inc. Savings Plan Investment Oversight Committee Brett Cocales Brian Morel Cabildo Services, LLC Cabildo Staffing, LLC Cahaba Disaster Recovery LLC Cal Dive International, Inc. Cameron Corporation Cameron International Corporation Cameron International Corporation f/k/a Cooper Cameron Corporation Cameron International Corporation d/b/a/ Cameron Systems Corporation Center for Toxicology and Environmental Health L.L.C. Chill Boats L.L.C. Chouest Shorebase Services, LLC Clean Harbors, Inc. Clean Tank LLC Clean Tank Inc. Core Industries, Inc.
    [Show full text]
  • Tennis, Anyone? the U.S
    NEW DESIGNER AT L&T/2 BARNEYS’ SAN FRANCISCO TREAT/11 WWDWomen’s Wear Daily • TheWEDNESDAY Retailers’ Daily Newspaper • September 19, 2007 • $2.00 Sportswear Tennis, Anyone? The U.S. Open may have ended, but that didn’t stop many designers from working their sportier sides on the New York runways. Richard Chai, for one, showed a spring collection that was sophisticated, confi dent and energetic. Here, his tennis knit worn over a cotton shirtdress. For more sporty looks, see pages 4 and 5. Shadowy Fund-raiser: Past of Norman Hsu Traced to Men’s Wear By Evan Clark and Kristi Ellis WASHINGTON — Norman Hsu, the scandal- plagued fund-raiser tied to presidential candidates Hillary Rodham Clinton and Barack Obama, has made much mileage out of his involvement in the fashion world — but his industry activities remain a mystery. While the companies Hsu lists on his contribution forms no longer exist, if they ever did, his claim to a fashion background at least has some legitimacy — in the Eighties, he was an aspiring fashion executive trying to live out the American dream, driving around Los Angeles in a flashy sports See Hsu’s, Page 7 PHOTO BY ROBERT MITRA ROBERT PHOTO BY 2 WWD, WEDNESDAY, SEPTEMBER 19, 2007 WWD.COM L&T Near Deal With Abboud NRDC has already estab- nesses, which in some cases will WWDWEDNESDAY By David Moin Sportswear lished partnerships and fi- provide product and new lines ord & Taylor is close to com- nancial arrangements with a for Lord & Taylor and possibly Lpleting another designer ex- handful of American designers, other retailers.
    [Show full text]
  • BP Oil Spill Litigation
    Case 2:10-md-02179-CJB-SS Document 1805-1 Filed 03/29/11 Page 1 of 84 36753615 Mar 29 2011 11:03PM UNITED STATES DISTRICT COURT EASTERN DISTRICT OF LOUISIANA In re: Oil Spill by the Oil Rig * MDL No. 2179 “Deepwater Horizon” in the Gulf * of Mexico, on April 20, 2010 * SECTION: J These Pleadings apply to: * All Cases in Pleading Bundle B3 * * (Also Applies to: No. 10-2771) * JUDGE BARBIER * * MAGISTRATE *SHUSHAN * * * * * * * * * * * * FIRST AMENDED MASTER COMPLAINT IN ACCORDANCE WITH PTO NO. 11 [CASE MANAGEMENT ORDER NO. 1] SECTION III.B(3) [“B3 BUNDLE”] Complaint in Admiralty Rule 9(h) Case 2:10-md-02179-CJB-SS Document 1805-1 Filed 03/29/11 Page 2 of 84 I. INTRODUCTION On April 20, 2010, an explosion on board the oil vessel Deepwater Horizon in the Gulf of Mexico marked the beginning of what would become the most pervasive and devastating environmental disaster in the history of the United States. The explosion resulted in an oil spill of unprecedented proportions and an oil slick that grew exponentially, depleting and destroying marine and coastal environments and estuarine areas in the Gulf of Mexico, Louisiana, Mississippi, Alabama, Texas and Florida (the “Gulf States”). In an ill-conceived effort to contain and to clean up the spill, massive amounts of chemical dispersants were sprayed from the air, at the surface of the Gulf and beneath the surface of the water. Vast quantities of oil and debris were burned at the surface of the Gulf or skimmed from the water. Beaches, marshes and wetlands fouled by oil and chemicals have been the focus of a variety of remedial efforts to remove the hazardous materials from these fragile areas.
    [Show full text]
  • Japanese Manufacturing Affiliates in Europe and Turkey
    05-ORD 70H-002AA 6 Japanese Manufacturing Affiliates in Europe and Turkey - 2004 Survey - September 2005 Japan External Trade Organization (JETRO) Preface The survey on “Japanese manufacturing affiliates in Europe and Turkey” has been conducted 21 times since the first survey in 1983*. The latest survey, carried out from January 2005 to February 2005 targeting 17 countries in Western Europe, 7 countries in Central and Eastern Europe, and Turkey, focused on business trends and future prospects in each country, procurement of materials, production, sales, and management problems, impact of EU enlargement, etc. The survey revealed that as of the end of 2004 there were a total of 989 Japanese manufacturing affiliates operating in the surveyed region --- 814 in Western Europe, 160 in Central and Eastern Europe, and 15 in Turkey. Of this total, 259 affiliates --- 252 in Western Europe, 6 in Central and Eastern Europe, and 1 in Turkey ---also operate R & D or design centers. Also, the number of Japanese affiliates who operate only R & D or design centers in the surveyed region (no manufacturing operations) totaled 116 affiliates --- 111 in Western Europe and 5 in Central and Eastern Europe. The business environment in Europe including Central and Eastern European countries has changed dramatically since the EU Enlargement of May 1, 2004. In this survey we put emphasis on the impact of EU enlargement on Japanese manufacturing affiliates. We would like to express our great appreciation to the affiliates concerned for their kind cooperation, which have enabled us over the years to constantly improve the survey and report on the results.
    [Show full text]