Sustainability Report 2014
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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. -
THE MALAWI GOVERNMENT GAZETTE {Published by Authority}
THE MALAWI GOVERNMENT GAZETTE {Published by Authority} 3,492: Vol. LVI No. 22] Zomba, 24th May, 2019 Registered at the GP.O. as a Newspaper Price: KI,000.00 CONTENTS Page Malawi Revenue Authority—Notice of Rummage Sale:., 349__362 Administrator General Act—Notice of Deceased Estates .. 362 363 Genaral Notice No. 45 MALAWI REVENUE AUTHORITY Auction Sale under section 39 (1) of the Act (Cap. 42:01) Customs Rummage Sale The underlisted goods if not previously cleared in accordance with the Malawi Revenue Authority, Customs and Execise Act (Cap. 42:01), will be offered for sale by Auction under section 39 (1) of the said Act, to be conducted by Trust Auctioneers at Blantyre Customs Warehouse on 25th June, 2019; at Chiponde Customs Offices on 26th June, 2019; at Mwanza Border Station on 27th June,2019; at Biriwiri Customs Warehouse and Dedza Border Station on 28th june. 2019, at Lilongwe Customs Warehouse on 1st July, 2019 ; at Nchinji Customs Office on 2nd July. 2019; al Mzuzu Customs Warehouse on 3rd July, 2019 and finally at Sougwe Border on 5th and 6th July, 2019 commencing time-9:00 a.m. on all days. Thom M al ata Commissioner General List of Goods to be Auctioned PROPOSED LIST OF MOTOR VEHICLES FOR AUCTION SALE TO BE HELD ON 25TH JUNE 2019 AT BLANTYRE CUSTOMS WAREHOUSE AT 09.00AM Lot No: Seizure/Delention No: Date of Entry Quantity & Description of Goods Name And Address Responsible Remarks of Importer Office 1. 028937 03/05/2018 I Unit Landrover Discovery T Daza Blantyre FAST Non Payment of Duty 3. -
Mitsubishi I-Miev Ügyfélárlista
Mitsubishi i-MiEV ügyfélárlista Érvényes 2018. szeptember 21-től visszavonásig Modell Motor Teljesítmény Felszereltség Bruttó ügyfélár Bruttó ügyfélár* (állami támogatással) i-MiEV Elektromos 67 LE Base 9 590 000 Ft 8 090 000 Ft Az árak 2018. decemberi gyártásig érvényesek. Az i-MiEV árak 3év/100.000km garanciával értendők. Az i-MiEV elektromos gépjármű minden nagyfeszültségű elemére 5év/100.000km, a meghajtó akkumulátorra 8év/160.000km garancia érvényes. Részletekről és feltételekről érdeklődjön a hivatalos MITSUBISHI márkakereskedésekben! Jelen tájékoztatás nem teljes körű és nem minősül ajánlattételnek. *Az elektromos meghajtású gépjárművek állami támogatásának feltételrendszere egyedileg változó lehet, ezért a feltüntetett ár - a Nemzetgazdasági Minisztérium bejelentése alapján - kizárólagosan tájékoztató jellegű, az nem minősül hivatalos ajánlatnak. Ajánlatkéréssel és bővebb tájékoztatással forduljon a MITSUBISHI márkakereskedésekhez. Bruttó ügyfélár: 27% ÁFA tartalommal. Regisztrációs adó mértéke Üzemanyag Hengerűrtart. Érték Elektromos - 0 Ft Benzin üzemű 1101-1400 cm3 1301-1500 65 000 Ft Dízel üzemű cm3 Benzin üzemű 1401-1600 cm3 85 000 Ft Benzin üzemű 1601-1800 cm3 135 000 Ft Dízel üzemű 1701-2000 cm3 Benzin üzemű 1801-2000 cm3 2001-2500 185 000 Ft Dízel üzemű cm3 Benzin üzemű 2001-2500 cm3 265 000 Ft Dízel üzemű 3001-3500 cm3 400 000 Ft Metálfényezés felára i-MiEV 127 000 Ft Az ár az ÁFÁ-t tartalmazza. Az árlistaban szereplő árak tájékoztató jellegűek, a változtatás jogát fenntartjuk. MM Import Kft. Mitsubishi Motors Magyarországi Vezérképviselete H-1149 Budapest, Mogyoródi út 34-40. www.mitsubishi.hu - 1 - Mitsubishi Space Star ügyfélárlista Érvényes 2017. január 11-től visszavonásig Modell Motor Teljesítmény Felszereltség Bruttó ügyfélár 1.0 MIVEC 71 LE Inform AS&G 3 790 000 Ft 1.2 MIVEC 80 LE Invite 4 290 000 Ft Space Star 1.2 MIVEC 81 LE Invite CVT 4 690 000 Ft 1.2 MIVEC 80 LE Intense 4 590 000 Ft 1.2 MIVEC 80 LE Intense CVT 4 990 000 Ft Az árlistában szereplő árak a 2018. -
Europe Swings Toward Suvs, Minivans Fragmenting Market Sedans and Station Wagons – Fell Automakers Did Slightly Better Than Cent
AN.040209.18&19.qxd 06.02.2004 13:25 Uhr Page 18 ◆ 18 AUTOMOTIVE NEWS EUROPE FEBRUARY 9, 2004 ◆ MARKET ANALYSIS BY SEGMENT Europe swings toward SUVs, minivans Fragmenting market sedans and station wagons – fell automakers did slightly better than cent. The only new product in an cent because of declining sales for 656,000 units or 5.5 percent. mass-market automakers. Volume otherwise aging arena, the Fiat the Honda HR-V and Mitsubishi favors the non-typical But automakers boosted sales of brands lost close to 2 percent of vol- Panda, was on sale for only four Pajero Pinin. over familiar sedans unconventional vehicles – coupes, ume last year, compared to 0.9 per- months of the year. In terms of brands leading the roadsters, minivans, sport-utility cent for luxury marques. European buyers seem to pro- most segments, Renault is the win- LUCA CIFERRI vehicles exotic cars and multi- Traditional European-brand gressively walk away from large ner with four. Its Twingo leads the spaces such as the Citroen Berlingo automakers dominate the tradi- sedans, down 20.3 percent for the minicar segment, but Renault also AUTOMOTIVE NEWS EUROPE – by 16.8 percent last year to nearly tional car, minivan and premium volume makers and off 11.1 percent leads three other segments that it 3 million units. segments, but Asian brands control in the upper-premium segment. created: compact minivan, Scenic; TURIN – Automakers sold 428,000 These non-traditional vehicle cat- virtually all the top spots in small, large minivan, Espace; and multi- more specialty vehicles last year in egories, some of which barely compact and large SUV segments. -
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. -
L'alliance Adopte Un Nouveau Business Model De
COMMUNIQUE DE PRESSE – 27 mai 2020 L’ALLIANCE ADOPTE UN NOUVEAU BUSINESS MODEL DE COOPÉRATION AFIN D’AMÉLIORER LA COMPÉTITIVITÉ ET LA RENTABILITÉ DE SES TROIS ENTREPRISES MEMBRES • Les partenaires de l'Alliance s'appuieront sur le schéma « leader-follower » afin de renforcer l’efficacité et la compétitivité des véhicules et des technologies. • Chaque membre deviendra référent dans les régions où il possède les meilleurs atouts stratégiques et y agira comme facilitateur et soutien de la compétitivité des autres. • L'Alliance veillera à toujours être aux meilleurs niveaux de l’industrie pour la performance de ses produits, de ses technologies et sur ses marchés. Groupe Renault, Nissan Motor Co, Ltd. et Mitsubishi Motors Corporation, membres de l'une des plus grandes alliances automobiles au monde, présentent aujourd'hui plusieurs orientations stratégiques, dans le cadre d'un nouveau business model de coopération visant à améliorer la compétitivité et la rentabilité des trois entreprises. Les trois membres prévoient de s'appuyer sur les atouts existants de l'Alliance, comme les achats communs, en tirant parti de leur position de leader et de leurs atouts géographiques respectifs pour soutenir le développement de leurs partenaires. « L'Alliance est un partenariat stratégique et opérationnel unique dans le monde de l'automobile qui nous donne un avantage certain dans un paysage automobile mondial en constante évolution », a déclaré Jean-Dominique Senard, Président du conseil opérationnel de l’Alliance et de Renault. « Le nouveau business model permettra à l'Alliance de tirer le meilleur parti des atouts et des capacités de performance de chaque entreprise, tout en s'appuyant sur leur culture et leur héritage respectifs. -
€500,000,000 1.940% Senior Notes Due 2023 €750,000,000 2.652
€500,000,000 1.940% Senior Notes due 2023 €750,000,000 2.652% Senior Notes due 2026 €750,000,000 3.201% Senior Notes due 2028 Nissan Motor Co., Ltd., a joint stock corporation incorporated with limited liability under the laws of Japan, is offering €500,000,000 aggregate principal amount of 1.940% senior notes due 2023 (the “2023 notes”), €750,000,000 aggregate principal amount of 2.652% senior notes due 2026 (the “2026 notes”) and €750,000,000 aggregate principal amount of 3.201% senior notes due 2028 (the “2028 notes” and, together with the 2023 notes and the 2026 notes, the “notes”). We will pay interest on the 2023 notes on September 15 of each year, beginning on September 15, 2021. There will therefore be a short first coupon for the 2023 notes. We will pay interest on the 2026 notes on March 17 of each year, beginning on March 17, 2021. There will therefore be a short first coupon for the 2026 notes. We will pay interest on the 2028 notes on September 17 of each year, beginning on September 17, 2021. The 2023 notes will mature on September 15, 2023, the 2026 notes will mature on March 17, 2026 and the 2028 notes will mature on September 17, 2028. The notes will be our general unsecured senior obligations and will have the same rank in liquidation as all of our other unsecured and unsubordinated debt (except for statutorily preferred obligations) and without any preference among themselves. The notes will be issued only in registered form in minimum denominations of €100,000 and integral multiples of €1,000 in excess thereof. -
Small Suvs, Minicars Make Big Gains in 2006 the Renault Megane CC (Shown) Ended Peugeot’S 5-Year Reign at the Top of Luca Ciferri the Fastest-Growing Segment
AN_070402_18&19good.qxd 13.04.2007 8:58 Uhr Page 18 PAGE 18 · www.autonewseurope.com April 2, 2007 Market analysis by segment, European sales ROADSTER & CONVERTIBLE Small SUVs, minicars make big gains in 2006 The Renault Megane CC (shown) ended Peugeot’s 5-year reign at the top of Luca Ciferri the fastest-growing segment. Changing segments the roadster and convertible seg- Automotive News Europe Minicars, the No. 3 segment last year in ment. Peugeot’s 307 CC was No. 1 in terms of growth, increased 22.1 percent to Europe’s 2006 winners and losers 2004; the 206 CC led the other years. Rising fuel costs, growing concerns about 992,227 units thanks largely to strong Small SUV +63.6 2006 2005 % Change Seg. share % CO2 and a flurry of new products sparked sales of three cars built at Toyota and Upper premium +26.4 Renault Megane 32,344 42,514 -23.9% 13.4% a sales surge for small SUVs and minicars PSA/Peugeot-Citroen’s plant in Kolin, Minicar +22.1 Peugeot 307CC/306C 31,786 39,640 -19.8% 13.1% in Europe last year. Czech Republic. Peugeot 206 CC 29,833 43,518 -31.4% 12.3% The arrival of three new small SUVs Europe’s largest segment, small cars, Small minivan -13.6 VW Eos 21,759 59 – 9.0% helped the segment grow 63.6 percent to rose 7.0 percent to 3,811,009 units. The Premium roadster & convertible -10.9 Opel/Vauxhall Tigra TwinTop 20,406 32,633 -37.5% 8.4% 94,153 units in 2006, according to UK- second-biggest segment – lower-medium Lower medium -8.2 Mazda MX-5 19,288 9,782 97.2% 8.0% based market researcher JATO Dynamics. -
Prevailing Trends in the Japanese Auto Market
Prevailing trends in the Japanese auto market Asia-Pacific Analytics Team The Japanese market has been no exception to the global SUV boom, so it comes as little surprise that both domestic and foreign OEMs are accelerating new product launches, in a trend reminiscent of the Minivan boom of the 1990s, with the creation of new sub-segments and the addition of derivatives of existing models. The SUV boom shows little sign of abating, particularly as many of the new BEVs will dovetail with the new SUV products reaching the market. However, another trend has long been synonymous with the Japanese market: vehicle practicality. This is essentially defined by two key factors – namely economy (pricing and fuel efficiency) and ease of use (spacious interiors allowing for more passengers and cargo) – and has been the driving force behind the enduring dominance of Kei Cars and hybrids. "Kei Cars have long been seen as an ideal form of daily transport in Japan, thanks to their affordability and energy efficiency, with the segment accounting for 35% of today’s market." Roomier interiors are just one of the developments in the segment. Automakers have also been transforming the traditional Kei Car format by increasing vehicle height, creating so-called ‘Tall Wagons’ and ‘Super Height Wagons’ such as Daihatsu’s Tanto and Move, Honda’s N-Box, Suzuki’s Wagon R and Spacia, and Nissan’s Roox/Mitsubishi eK Space. The practicality trend has also been a major impetus for hybrid vehicle growth. Having initially failed to gain traction, this changed when fuel prices hit record highs in the 2000s. -
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. -
Renault-Nissan-Mitsubishi Etablieren Neues Geschäftsmodell Der Zusammenarbeit – Stärkung Von Wettbewerbsfähigkeit Und Profitabilität
PRESSEINFORMATION – Wien, 27. Mai 2020 RENAULT-NISSAN-MITSUBISHI ETABLIEREN NEUES GESCHÄFTSMODELL DER ZUSAMMENARBEIT – STÄRKUNG VON WETTBEWERBSFÄHIGKEIT UND PROFITABILITÄT „LEADER-FOLLOWER“-PRINZIP ALS ZENTRALES ELEMENT DER KOOPERATION Die Allianz Renault-Nissan-Mitsubishi etabliert ein neues Geschäftsmodell der Zusammenarbeit. Ziel ist die Stärkung der Wettbewerbsfähigkeit und Profitabilität der drei Partnerunternehmen. Das haben die Unternehmen Groupe Renault, Nissan Motor Co., Ltd. und Mitsubishi Motors Corporation heute im Rahmen einer gemeinsamen Pressekonferenz angekündigt. Leitlinie der Zusammenarbeit ist das sogenannte „Leader-Follower“-Prinzip für Fahrzeuge und Technologien, um mehr Effizienz und Wettbewerbsfähigkeit dieser Bereiche zu erreichen. Zudem werden die Unternehmen die Referenz für die Region sein, in der die jeweiligen Schlüssel-Stärken des Referenzunternehmens liegen. Die drei Unternehmen wollen auf den bestehenden Vorteilen der Allianz aufbauen wie beispielsweise gemeinsamer Einkauf, indem sie ihre jeweiligen Führungspositionen und geografischen Stärken zur Unterstützung ihrer Partner nutzen. "Die Allianz ist eine einzigartige strategische und operative Partnerschaft in der Automobilwelt und verschafft uns einen starken Vorteil in der sich ständig verändernden globalen Automobillandschaft", sagt Jean-Dominique Senard, Vorsitzender des Alliance Operating Board und Renault Präsident. "Das neue Geschäftsmodell wird es der Allianz ermöglichen, die Stärken und die Leistungsfähigkeit der einzelnen Unternehmen optimal zu