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Japanese Manufacturing Affiliates in Europe and Turkey
06-ORD 70H-002AA 7 Japanese Manufacturing Affiliates in Europe and Turkey - 2005 Survey - September 2006 Japan External Trade Organization (JETRO) Preface The survey on “Japanese manufacturing affiliates in Europe and Turkey” has been conducted 22 times since the first survey in 1983*. The latest survey, carried out from January 2006 to February 2006 targeting 16 countries in Western Europe, 8 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, effects of EU environmental regulations, etc. The survey revealed that as of the end of 2005 there were a total of 1,008 Japanese manufacturing affiliates operating in the surveyed region --- 818 in Western Europe, 174 in Central and Eastern Europe, and 16 in Turkey. Of this total, 291 affiliates --- 284 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 129 affiliates --- 125 in Western Europe and 4 in Central and Eastern Europe. In this survey we put emphasis on the effects of EU environmental regulations 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. We hope that the affiliates and those who are interested in business development in Europe and/or Turkey will find this report useful. -
Note: This English Translation Is for Reference Purposes Only. in The
Note: This English translation is for reference purposes only. In the event of any discrepancy between the Japanese original and this English translation, the Japanese original shall prevail. We assume no responsibility for this translation or for direct, indirect or any other forms of damage arising from the translation. (Securities code: 7211) June 3, 2019 To our shareholders 3-1-21, Shibaura, Minato-ku, Tokyo MITSUBISHI MOTORS CORPORATION Chairman of the Board, CEO Osamu Masuko NOTICE OF THE 50TH ORDINARY GENERAL MEETING OF SHAREHOLDERS You are cordially invited to attend the 50th Ordinary General Meeting of Shareholders of Mitsubishi Motors Corporation (“MMC”) to be held as described as below. If you are unable to attend, as described in the “Notice on Exercising Voting Rights” (P. 3 and P. 4), you may exercise your voting right(s) in writing or via the Internet. To do so, please review the “Reference Materials” for the Ordinary General Meeting of Shareholders contained in this notice, and exercise your voting right(s) either by posting your voting form so that it arrives before 5:45 p.m. on Thursday, June 20, 2019 or inputting your vote on the website for exercising voting right(s) before the aforementioned date and time. 1. Date and time Friday, June 21, 2019 at 10:00 a.m. (Japan time) 2. Place 3-3-1 Shibakoen, Minato-ku, Tokyo Ho-O-No-Ma, 2F, Tokyo Prince Hotel (Please note that the place for this Ordinary General Meeting of Shareholders differs from the one for the previous meeting.) 3. Purposes Matters to report 1. -
Integrated Report 2020
INTEGRATED REPORT 2020 For the year ended March 31, 2020 Contents Message from the CEO . 2 Contribution to Local Economy Message from the CFO . 4 through Business Activities . 31 New Mid-Term Business Plan. 6 Business and Financial Condition . 32 Introducing Our New Models . 10 Overview of Operations by Region . 32 Mitsubishi Motors’ History . 12 Consolidated Financial Summary . 36 Major Successive Models . 14 Operational Review . 37 Sales and Production Data . 16 Business-related risks . 38 Sustainability Management . 18 Consolidated Financial Statements . 42 Corporate Governance . 20 Consolidated Subsidiaries and Affiliates . 48 Management . 24 Principal Production Facilities . 50 The New Environmental Plan Package . 27 Investor Information . 51 Safety and Quality . 30 System for Disclosing Information Extremely high Extremely This z Integrated Report Report • Financial and non-financial information with a direct connection to the Company’s management strategy ・Focus on information that is integral and concise Stakeholders’ Concern Stakeholders’ z Sustainability Report • Sustainability (ESG) information • Focus on information that is comprehensive and continuous y Sustainability Report High https://www.mitsubishi-motors.com/en/sustainability/report/ High Impact on Management Extremely high y Global Website: “Investors” https://www.mitsubishi-motors.com/en/investors/ Forward-looking Statements Mitsubishi Motors Corporation’s current plans, strategies, beliefs, performance outlook and other statements in this annual report that are not historical facts are forward-looking statements. These forward-looking statements are based on management’s beliefs and assumptions drawn from current expectations, estimates, forecasts and projections. These expectations, estimates, forecasts and projections are subject to a number of risks, uncertainties and assumptions that may cause actual results to differ materially from those indicated in any forward-looking statement. -
Evolution Ix
Accessories Every effort has been made to ensure that the contents of this publication were accurate and up-to-date at the time of going to press. The right is reserved to change specifications, partnumbers and features without prior notice. To avoid any misunderstandings your Mitsubishi Motors dealer will advise of any alterations made since the date of issue of this brochure. No part of this publication may be reproduced in any form or by any means, without the prior written permission of Mitsubishi Motors Europe B.V.. Some of the products or vehicles shown in the brochure may differ from the models available in your market. Mitsubishi Motors Europe B.V. www.mitsubishi-motors-europe.com LANCER EVOLUTION IX 1evo06mm01 Printed in the Netherlands 10/05 Exterior styling 4-6 Sport styling 7-11 Interior styling 12-13 In-car entertainment 14-15 Comfort 16-17 Safety & protection 18-21 RALLIART 22 Quick reference list 23 Important note: All test results on aerodynamics and downforce have been measured at 180 km/h. BUILT TO WIN Meet the Mitsubishi Lancer Evolution IX and you’ll meet one of the most desirable sports cars ever built. It’s a winner. Its racing pedigree extends back over countless victories around the world, including four consecutive World Rally Championships. Yet thanks to state-of-the-art technology derived directly from components used in the WRC rally car, it performs just as spectacularly in everyday traffic. In short, the Evolution IX is the ultimate driving experience. A terrific car in every respect. And with the genuine accessories in this brochure you can personalise it and make it even more exciting to drive. -
The Renault-Nissan Alliance 014 the Renault-Nissan Alliance
The Renault-Nissan Alliance 014 The Renault-Nissan Alliance Nissan has greatly increased its global footprint and achieved dramatic economies of scale through the Renault-Nissan Alliance, a unique and highly scalable strategic partnership founded in 1999. In 2011, 8.03 million cars* were sold by the Renault-Nissan Alliance, amounting to a 10.7% global share. We are marketing vehicles under the brands of Nissan, Infiniti, Renault, Renault Samsung Motors and Dacia. * This figure includes Lada sales (AvtoVAZ of Russia). The Alliance’s Vision Although it was initially considered a unique arrangement in the late 1990s, the Alliance quickly became a model for similar partnerships in the auto industry. The Alliance itself has entered cooperative relationships with Germany’s Daimler, China’s Dongfeng Motor Corp., Russia’s AvtoVAZ and others, and it continues to prove itself as the industry’s most enduring and successful partnership. The Alliance is based on the rationale that substantial cross-shareholding investments compel each company to act in the financial interest of the other, while maintaining individual brand identities and independent corporate cultures. Renault currently has a 43.4% stake in Nissan, and Nissan holds a 15.0% stake in Renault. The cross-shareholding arrangement requires mutual trust and respect, as well as a transparent management system focused on speed, accountability and performance. > Please see our website for more information on the Renault-Nissan Alliance. http://www.nissan-global.com/EN/COMPANY/PROFILE/ALLIANCE/RENAULT01/index.html Alliance Objectives The Alliance pursues a strategy of profitable growth with three objectives: 1. To be recognized by customers as being among the best three automotive groups in the quality and value of its products and services in each region and market segment 2. -
Environmental Report 2020
SUSTAINABILITY REPORT 2020 Commitment of Top Management Sustainability Management Environment Social Governance ESG Data CONTENTS Corporate Overview �����������������������������������������������������������������������������������������������������������������������������������������������������������������3 Governance ���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������80 Commitment of Top Management ��������������������������������������������������������������������������������������������������������������������������������5 Corporate Governance ��������������������������������������������������������������������������������������������������������������������������������������������������81 Sustainability Management Internal Control ������������������������������������������������������������������������������������������������������������������������������������������������������������������84 Corporate Philosophy and Policy�������������������������������������������������������������������������������������������������������������������������������7 Risk Management ������������������������������������������������������������������������������������������������������������������������������������������������������������85 Sustainability Management ������������������������������������������������������������������������������������������������������������������������������������������8 Compliance ���������������������������������������������������������������������������������������������������������������������������������������������������������������������������86 -
Mitsubishi Motors Sustainability Report 2019
MITSUBISHI MOTORS Sustainability Report 2019 Performance Report Commitment of Commitment on GRI Standards Third-Party CONTENTS CSR Management Reference Chart Editorial Policy Top Management Material CSR Issues Environment Social Governance /SDGs Reference Chart Opinions Corporate Overview .................................................................. 02 Social ..................................................................................... 65 CSR Management ..................................................................... 04 Safety and Quality ............................................................... 66 Commitment of Top Management ............................................... 09 Contribution to Local Economy through Business Activities ........ 75 ......................................................................... Commitment on Material CSR Issues ............................................ 11 Employees 78 Human Rights .................................................................... Overview and Measures Regarding Improper Conduct in Fuel 91 Deploying Supply Chain Sustainability Initiatives (Social) ............. Consumption and Emissions Testing .......................................... 23 93 Social Contribution Activities ................................................. 97 Performance Report Governance ........................................................................... 100 ........................................................................... Environment 25 Basic Policy and Framework for -
Activities by Region Europe
Activities by Region Europe Principal Operational Facilities in Europe Russia Netherlands Germany Supervision of Operations Production Facility ■ MME PCMA Rus Mitsubishi Motors Europe B.V. PCMA RUS Limited Company Location: Born, Netherlands Activities: Manufacturing of automobiles Capitalization: EUR 107.2 million Shareholders: Groupe PSA 70.0%, MMC 30.0% Activities: After-sales services, imports and sales of automobile parts Shareholders: MMC 100.0% Activities by Region / Europe R&D Facility ■ MRDE Mitsubishi Motor R&D Europe GmbH Location: Trebur, Germany Capitalization: EUR 0.8 million Activities: Research, testing and investigation about automobiles Shareholders: MME 100.0% Sales Organization Distributors :40 Sales Outlets :2,000 sales outlets approx. (As of March 31, 2017) ■ MMC and Consolidated Subsidiaries Production Volume by Model (Unit: Vehicles) Production Facility / Model 2012 2013 2014 2015 2016 Assembler ■ NedCar (Netherlands) Colt ........................................................................................ 13,522 ̶ ̶ ̶ — PCMA Rus (Russia) Pajero Sport ........................................................................ ̶ 6,366 8,230 3,049 — New Model Outlander*1 ................................................... (5,327) (19,140) (20,403) (19,424) (11,433) Total 13,522 6,366 8,230 3,049 — ■ MMC and Consolidated Subsidiaries Note: Production volume is based on the definition adopted by the Japan Automobile Manufacturers Association Inc. (JAMA) *1 Knocked down production of the new“ Outlander” model is included -
Design of Air Conditioning System Using CFD Combined with Refrigeration Cycle Simulator
Previous page (top) Mitsubishi PAJEROs dominated the 2002 Paris-Dakar Rally with a historic sweep of first, sec- ond, third, and fourth places. From the starting line in Arras (about 170 km north of Paris), this year’s Dakar rally covered a total distance of 9,432 km including 4,030 km of special stages. First across the finishing line was Japanese driver Hiroshi Masuoka, who completed the special stages in 46 hours, 11 minutes, and 30 seconds. Second place was taken by last year’s win- ner, Jutta Kleinschmidt of Germany. And third place was taken by Kenjiro Shinozuka of Japan. This year’s Dakar’s victory is the seventh for Mitsubishi Motors since the company began competing in 1983. The photograph shows the celebration at the finish. Previous page (bottom) Hiroshi Masuoka’s Mitsubishi PAJERO powers through desert terrain toward the finishing line of the 2002 Paris-Dakar Rally. Contents Foreword Customer Oriented Innovation as a Goal of Engineering ................................................ 4 Technical Perspective Towards Enhanced Safety – Technology Innovation and Future Efforts – .................... 6 Technical Papers Development of Virtual Powertrain Model ........................................................................ 16 Development of Multivariate Analysis Scheme for Simultaneous Optimization of Heavy-Duty Diesel Engines ..................................... 24 Development of New Index Capable of Optimally Representing Automobile Aerodynamic Noise .............................................................. 31 Design -
Massive Changes Loom for Market
www.autofile.co.nz DECEMBER 2019 THE TRUSTED VOICE OF THE AUTO INDUSTRY FOR MORE THAN 30 YEARS Massive changes Partnerships for loom for market over 30 years ‘Beware the Ides of March’ may be over the top, but restrictions on used imports threaten to create disruption Electric best from he used-imports industry and Demio, Honda Fit and Suzuki at the market’s lower end may be Tokyo show is gearing up for one of its Swift – will also be hit because not unable to access up to 80 per cent biggest upheavals in years all variants have ESC. of their usual stock. Tas the last phase of the electronic That’s because it only became The ESC rule will result in the p 16 stability control (ESC) rule fast mandatory for cars built in Japan model mix on car yards in New approaches. from October 2014 onwards. Zealand changing, while some March 1, 2020, is the date for Before then, it was an optional market consolidation is expected the government’s final roll-out extra in many cases, while it only as import numbers dip and Billions invested in of ESC regulations, so all affected became compulsory there for good prices jump. driverless future stock must be border-inspected in vans in November 2019. While there may be short-term Japan or on-shore in New Zealand Industry pain, there will be long-term gain by February 29 at the latest. experts predict – the safety of our fleet will be It means the end is nigh for between 40 bolstered over time with newer p 22 some popular models, such as and 60 per cent vehicles on our roads. -
YOUR GLOBAL CRAFTSMAN STUDIO Vol.002 / SEU ESTÚDIO
Revista de Manufatura da Mitsubishi Materials SEU BM002Z ESTÚDIO GLOBAL DE MANUFATURA Estrada para evolução Tecnologia desenvolvida ao longo de gerações MENSAGEM Escutando a voz do cliente Temos o prazer de publicar a segunda edição da com algo que supera suas expectativas. Portanto, nossa Revista de Manufatura que foi lançada em vamos continuar unindo forças para atender às abril de 2015. necessidades com estusiasmo e impressionar o Em meio ao processo de evolução contínua de tudo o cliente com o desempenho, a qualidade, a velocidade que existe no mundo, nós também temos que evoluir e o respeito além das expectativas. para acompanhar os nossos clientes e continuar Nós te convidamos a acompanhar a evolução deste contribuindo para o sucesso das suas atividades de Estúdio de Manufatura, que tem o propósito de negócios. Queremos ser um parceiro de confiança se tornar um fabricante de ferramentas capaz de do cliente, para que ele se sinta confortável em superar todas as expectativas. compartilhar suas dificuldades e para que, juntos, possamos traçar estratégias para solucionar os problemas. Dairiku Matsumoto O propósito de evolução aplica-se às ferramentas Vice-Presidente / Gerente Geral da Divisão de obviamente, mas também abrange o conteúdo e a Produção qualidade dos serviços. Cada funcionário deve ter em Advanced Materials & Tools Company mente que os clientes se beneficiam não apenas de Mitsubishi Materials Corporation um bom produto, mas também da solução adequada no momento certo. Para isso, devemos ouvir atentamente as suas necessidades e não desistir até proporcionar as melhores soluções, seja para apoiar suas iniciativas, seja para enfrentar dificuldades. O nosso desejo é “fazer de tudo para satisfazer as necessidades do cliente“ e “corresponder às suas expectativas“. -
Misguided Teaching in the DCX-MMC Strategic Alliance (Part I)
論 説 When NOT to Learn: Misguided Teaching in the DCX-MMC Strategic Alliance (Part I) Daniel A. Heller Keywords: DaimlerChrysler Corporation (DCX), Mitsubishi Motors Corporation (MMC), equity alliance, learning alliance, inter-firm learning, organizational capabilities, case study Special Introductory Note: At the time of the writing of this paper, MMC was dealing with its third major corporate scandal in fifteen years. The first two scandals happened in 2000 and 2004 and involved systematic cover-ups of quality issues of MMC vehicles that should have been recalled but were not. The second scandal immediately preceded the effective end of the DCX-MMC alliance, forced the company to undertake a series of major reform initiatives. Yet, in April 2016 MMC admitted again to decades of falsifying results of government-mandated fuel economy measurement tests in Japan. While it certainly does not excuse lying to the government and overstating by a reported 5-10% the listed fuel economy of some of its vehicles sold in Japan, it is important to note that the government- mandated tests themselves are rather misleading from the point of view of the consumer. In Japan, the listed fuel economy of all vehicles has generally been greatly inflated over what an actual user will experience in real-world driving conditions.1 The data in this paper’s Appendix show the fuel economy discrepancies between the posted and actual performance of MMC vehicles does not seem to have been markedly different from that of other Japanese automakers.2 Nevertheless, many have called the most recent MMC scandal an existential crisis.