mitsubishi corporation.pdf

7/23/2019 mitsubishi corporation.pdf

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In 1954 the new Mitsubishi Shoji was founded, and that

same year was listed on both the Tokyo and Osaka stock

exchanges. In 1967, the company announced its first

management plan. In 1968, the company committed to a

large project in Brunei to develop LNG (liquefied naturalgas). This was its rst large-scale investment. Not content with

mere trade-based activities, the company began expanding

its development and investment-based businesses on a

global scale, as evidenced by iron-ore and metallurgical

coal projects in Australia and Canada, and salt field

business in Mexico. In 1971, the company made Mitsubishi

Corporation its ofcial English name.

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In 1992, MC announced a new management policy, namely

to reinvent the company as a Sound, Global Enterprise.

MC began placing greater focus on its consolidated

operations and increasing the value of its assets. More

efforts were made to globalize the companys operations

and its people. In 1998, MC established MC2000

which introduced a Select & Focus approach to business,strengthened strategic fields, and emphasized customer-

oriented policies. The new plan was instrumental in shoring

up the companys foundations and paving the way to a

prosperous future.

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In 2001, MC introduced MC2003, an aggressive

new blueprint for growth, involving an expansion of the

companys value chains, a strengthening of its protability,

and focused strategies to create new businesses. In 2004,

INNOVATION 2007 was unveiled which sought to

establish MC as a New Industry Innovator, with an aim

to open up a new era and grow hand in hand with society.

In 2007, MC newly established the Business Innovation

Group and Industrial Finance, Logistics & Development

Group. Then, in 2008, MC announced its management

plan, INNOVATION 2009. In 2009, MC systematically

reorganized the Business Innovation Group and established

its Corporate Development Section. In April, 2010,

MC reorganized and enhanced this section through the

establishment of two new Groups, the Global Environment

Business Development Group and Business Service Group.

In July 2010, MC announced a new management plan,

Midterm Corporate Strategy 2012, which sought

to strengthen our management platform based on the

diversification of business models. Our new corporate

strategy, New Strategic Direction Charting a new path

toward sustainable growth was released in May 2013.

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MC needed to construct new systems to generate profits.

The company began streamlining its established businesses

and developing more efficient operations. In 1986 the

company firmly entrenched a new policy, shifting its focus

from operating transactions to prots. That same year a new

management plan was drawn up. In 1989, MC was listed on

the London Stock Exchange.

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")- >(&("#Aspiring to double the size of our business by circa 2020

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New Strategic Direction reafrms MCs value as a company capable of providing upside potential as

well as stable earnings throughout business cycles by managing a portfolio diversied by business models,

industries, markets and geography. As we optimize our portfolio, we will strive to realize our growth vision

and enhance our overall corporate value.

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Mitsubishi Corporations current management strategy entitled New Strategic Direction Charting a new path toward

sustainable growth, was adopted in scal year 2013. In view of our evolving business models and operating environment,New Strategic Direction sets down basic management policy along with business and market strategies. It is designed to

realize our long-term, circa 2020 growth targets.

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Create sustainable corporate value through business activities Strive to furtherimprove our societal and environmental value through consolidated and globalFPFGFOGFWUH

Strengthen winning businesses through proactive reshaping of our portfolio inorder to nish ahead of the global competition

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Maintain average investment rate of the last three years (2.0-2.5 trillion yen) inorder to improve our earnings base

Accelerate divestments selectively and free up capital for new investments(#>%&$'%#$ ."4(!8

Provide a stable dividend by introducing a two-staged policy with base andWOMFOJTU NLMGFLPH

Set base dividend according to a base earnings level of 350 billion yen per annum7(>(7%#7 ."4(!8

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Investing in growth while proactively reshaping our portfolio, with a strong focus on Asian markets.

Devoting 100 billion yen (over a three-year period) to capture Frontier Markets under corporate initiatives (Corporate R&D).

Maximizing sustainable corporate value with a diversied selected portfolio

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*Locations of ofces and subsidiaries are marked.(excluding project ofces and annex ofces in Japan)

Head Ofce: Tokyo

Number of ofces in Japan: 29(including 18 annex ofces)

Number of ofces andsubsidiaries overseas: 192(including 34 project ofces)

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JapanSapporo

Sendai

Nagoya

NiigataToyama

Shizuoka

Osaka

Takamatsu

Hiroshima

Fukuoka

1232

North AmericaNew York

San Francisco

Seattle

Silicon ValleyLos Angeles

Houston

Washington, D.C.

Dallas

Pittsburgh

456758

Tucson

Vancouver

Toronto

Victoria

Mexico City

Quertaro

Latin AmericaGuatemala City

Panama City

Quito

Lima

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Bogot

Santiago

Caracas

Puerto OrdazAsuncin

Buenos Aires

So Paulo

Rio de Janeiro

Belo Horizonte

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Europe & AfricaLondon

Madrid

Paris

Brussels

Amsterdam

Dsseldorf

Frankfurt

Berlin

Milan

Oslo

Prague

Stockholm

Warsaw

Bucharest

BelgradeAthens

Soa

Moscow

Vladivostok

Yuzhno-Sakhalinsk

Kiev

Johannesburg

Dakar

Casablanca

Abidjan

Algiers

Lagos

Tunis

Maputo

Nairobi

Addis Ababa

Dar es Salaam

Middle East &Central AsiaIstanbul

Ankara

BakuAshgabat

Tashkent

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Almaty

Dubai

Cairo

Tel Aviv

Ramallah

Amman

Riyadh

Jeddah

Al Khobar

Basra

Doha

Abu Dhabi

Muscat

Kuwait

Tehran

Kolkata

Chennai

Colombo

Dhaka

YangonNay Pyi Taw

Bangkok

Haadyai

Kuala Lumpur

Bintulu

Singapore

Phnom Penh

Vientiane

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Environmental*IHFPUHH 7FWFHFLP

Infrastructure*IHFPUHH 7FWFHFLP

New Energy& Power

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The Global Environment & Infrastructure Business DevelopmentGroup, which was established as a group directly underthe president, was reorganized into a business group on

July 1, 2013, when it became the Global Environmental &Infrastructure Business Group composed of three divisions:Environmental Business Division, New Energy & PowerGeneration Division, Infrastructure Business Division.

This group mainly handles trade and related businessoperations in power generation, water, transportation, andother necessary infrastructure that have a direct impact on ourquality of life. We are active in a number of areas that helpto combat global warming and secure sustainable supplies ofenergy, such as our renewable and next-generation energy

businesses. We are also involved in manufacture of lithium-ionbatteries, an essential component for todays environmentallyfriendly vehicles and electricity storage.

Our aims are to foster the growth of stable, long-termearnings drivers and raise our corporate value, while at thesame time working towards the realization of a sustainablesociety, with full consideration for the natural environment.Ours is a long-term approach, and we remain committed todeveloping mechanisms, technologies and systems in businessand related transactions, as well as developing businessdomains, in elds that have high levels of public interest andgrowth potential, and that will enable more people to live onfewer resources.

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MC has a 20% investment in Star Energy Geothermal PteLtd. that owns the 230 MW Wayang Windu GeothermalPower Plant in Indonesia, one of the worlds largestgeothermal power plants.

MC-JALUX Airport Services Co., Ltd., 45.5% MC owned,KLTVH O D1\YUOM XLPXUHHFLP GL LNUMOGU 'OPVOTOYInternational Airport in Myanmar from April 2015.

Engaged in the development, manufacture and sale oflithium ion batteries, a key component for environmentallyfriendly electric vehicles.

Lithium-Ion Batteries

New Environmental Business Developmentand Management

Power Generation in Japan and Overseas

Onsite (Inside-the-Fence) Power Generation

Overseas Power Transmission

Export of Power Generation and TransmissionEquipment

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Railway, Port, and Airport Business

Petroleum, Gas, and Petrochemical PlantEquipment, FPSO Chartering

Steel, Non-Ferrous Metals, and Cement

Plant Equipment

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Infrastructure related nance business

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Airline-related business including aircraftleasing and aircraft engine leasing

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International intermodal transport

Bulk carrier ownership and operations Solutions business for the logistics sector

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Commercial real estate development

Large-scale urban real estate development

Construction Management

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Asset management for real estateinvestment funds and related financeJIHFPUHH

Private equity investment managementJIHFPUHH

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Mitsubishi Corporation LT, Inc.s Keihin Operations Deptin Yokohama, Japan.

This student housing in the U.S. was developed byDiamond Realty Investments, Inc.

MC Aviation Partners is developing a comprehensiveaircraft leasing business, and has ofces in Los Angeles,Tokyo and Dublin. (CG image)

GYRE, a high-end retail complex owned by JapanRetail Fund Investment Corporation managed by an MCsubsidiary.

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Global Market

Petroleum and Oil Products Stored at OnahamaPetroleum Co. in Fukushima, Japan.

Inside an anode baking plant of MC Zhenjiang AnodeSolutions Co., Ltd., a manufacturing joint venture situatedin Jiangsu province, China.

Natural gas development and production site in theKangean Blocks, located offshore East Java, Indonesia.

%#%-58 *)&(#%&& 5-").The Energy Business Group contributes to the development ofindustry and helps to improve the quality of people's lives. Wehandle energy in liquid, gas, and solid states, which provide

consumers with light, heat and power. Our expansive energyportfolio includes liquefied natural gas (LNG), crude oil,petroleum products, liqueed petroleum gas (LPG), petroleumcoke, coal coke and carbon products.

Our business model seeks to cover areas randing from

upstream to downstream in the energy value chain. Weexplore for, develop and produce oil and gas, and haveinvestments in LNG projects. We import and trade trilaterally,

and we have interests in domestic trading and retail businesses.Our group is taking measures to use energy more effectivelyand at the same time protect the natural environment. We areproactively working on new energy businesses such as gas-to-liquid (GTL) and bio fuels are cases in point.

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$MOPHOXGFLPH FP HKFNHC HNUXFOT HKFNH MUTOGUV GLoffshore oil and gas exploration, FPSOs/

FSOs, marine equipment, etc.; finance; shipowning and management business

Sales of defence-related equipment

Data processing and sales of satellite imagery

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Overseas automobile finance, after-sales

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(built-up vehicles, assembly and spare parts)

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Sales of machine tools, agricultural machinery,construction equipment and mining equipment

Rental of machinery

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Automobile exports(built-up vehicles, assembly and spare parts)

'! XLPVIXGH MUPGOT HUMWFXUH OPV HOTUH XUPGUMUV LPconstruction and industrial machinery through rentalservices provider Nikken Corporation.

Contributing to the realization of a sustainable societyby promoting environmentally friendly electric vehiclessuch as the Outlander PHEV.

The ISUZU D-MAX pick-up truck, one of the core productsof our motor-vehicle business in Thailand.

:FGK '! OTHL KOWFPS OP UZIFGYinterest, this state-of-the-artSayaendo type LNG carrierjo ined the f leet in 2014.Q.KLGLSMONK HINNTFUV JY 'FGHIJFHKFHeavy Industries, Ltd.) (above)

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'/!+(#%-8 5-").The Machinery Group handles a wide range of machineryin four key domains: industrial machinery, shipping, defenseand aerospace, and motor vehicles. We handle machine tools,

agricultural machinery, construction and mining equipment,elevators and escalators, ships, aerospace-related equipment,automobiles, and other businesses.

Leveraging our expertise and extensive global networksin these fields, connecting us with customers, manufacturers,

and partners, we are responding to changes in the businessenvironment and developing our operations all over the world.

We continue to strengthen our existing operations as we

forge longer value chains spanning sales to nance, distributionand our extensive business investments; but at the same time,we are looking to create the kinds of new businesses that willdevelop into future earnings pillars for MC.

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!+%'(!/4& 5-").The Chemicals Group is active in three business segments: CommodityChemicals such as petrochemicals, industrial salts and fertilizers; FunctionalChemicals, including plastics and functional products such as urethane,

synthetic rubber and coating raw materials; and Life Sciences, which coversour food science, pharmaceutical and agrochemical businesses.

Principal markets cover numerous industries, including petrochemicals,industrial chemicals, energy, automobiles, construction, paint and adhesives,electrical products and electronics, semi-conductors, communicationsequipment, textiles, apparel, fertilizer and agricultural chemicals,agriculture and livestock, food and foodstuffs, pharmaceuticals andmedical supplies, and distribution. By offering a wide array of productsand services in so many industries, we are helping people to enjoy a betterquality of life.

Many consumer-related fields such as clothing, food and housing areassociated with the chemicals industry. Our business group leverages the

unique attributes of this industry and provides the most pertinent and up-to-date information to MC and our consumers. In doing so, we continue to addnew links to our global value chain.

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4(>(#5 %&&%#$(/4& 5-").The Living Essentials Group operates businesses in fieldsFPXTIVFPS VFHGMFJIGFLPC MUGOFT OPV MUHGOIMOPGHC NMLWFVFPSconsumers with products such as foods, clothing, daily consumer

necessities and medical goods. Our strength as a group isthat we conduct business operations that take entire industriesinto consideration, from the upstream sourcing of resources

to the downstream retail market. We make a contribution tosociety by providing products and services that match theneeds of consumers through offices and affiliates in Japan

and overseas. In addition, we support diverse and full lives forconsumers and place a strong emphasis on the reliability andsafety of the products and services we provide.

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Sale of food, clothing, furniture and interiorfurnishings, daily goods and others

Development and distribution of various consumer

sales materials and services Marketing business, point-based loyalty programs

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%PSOSUH FP GKU NMLXUHHFPSC HINNTY OPV VFHGMFJIGFLPof a variety products and services that includeprocessed foods, frozen and chilled foods,confectionery, liquor, pet foods, paper products,packaging materials, raw materials for paper,tires, apparel, footwear, and households goods.

%PSOSUH FP WOMFLIH KUOTGKXOMU MUTOGUV JIHFPUHHUHsuch as outsourcing services for hospitals, importand sale of medical equipment, and nursing careequipment rental.

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Planning, execution, and promotion of newbusinesses in emerging markets

Developing food business in the UK and otherEuropean markets

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Developing a business platform to provide stablesupplies to customers in Japan and overseasby handling a range of materials includinggrains, rice, fresh produce, oils and fats, marineproducts, sweeteners and starches, feed, meats,JUWUMOSUH FPSMUVFUPGHC VOFMY NMLVIXGHC KLIHFPSand construction materials, and carrying outoperations extending from production andprocurement to manufacturing and processing

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Alfamart operated by Alfa Group, one of Indonesiasleading retailers.

Dedicated delivery center for LIFE CORPORATION,the largest food supermarket chain in Japan, to whichMitsubishi Shokuhin Co., Ltd. provides services.

Salmon Sea Farming Site of Cermaq Norway

Convenience store Lawson is venturing into new andoriginal outlets, to meet the demands of customers andcommunities.

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OO ee Ofce

Living Essentials Group CEO Ofce, Living Essentials Group Administration Department

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Over the 4-year period since the Great East Japan Earthquake and Tsunamistruck in 2011, MC provided a total of 10 billion yen in recovery support forthe affected areas. From 2015, the company committed to an additional 3.5billion yen in support over the next 5 years. Through the Mitsubishi CorporationDisaster Relief Foundation, MC will continue providing emergency scholarshipsfor affected university students, extending recovery support grants to NPOs andother organizations taking part in restoration efforts, and taking steps to revitalizeindustry and create jobs. In addition, we will continue to dispatch MC Groupemployee volunteers to the region (as of June 2015, approx. 3,750 employees

have taken part). MC has also started a number of new initiatives, including theSixth Industry Fruit Farming Project in Fukushima Prefecture, that allow us to applyour expertise in promoting further development in the Tohoku Region.

MC conducts thorough screenings of loans and investments, taking into account not onlyeconomic factors, but environmental, social, and governance (ESG) factors as well.We are proactively working to reduce our CO0 emissions on a global, consolidatedbasis. In addition, MC shares the Mitsubishi Corporation Policy for Sustainable SupplyChain Management with our suppliers. We also conduct supplier surveys and sitevisits as part of our supply chain management efforts. In conducting our business, wesee engagement with local communities and efforts to reduce negative environmentalimpacts as invaluable.

ESG Management

In March 2008, MC established our CSR & Environmental Affairs Advisory Committee,

which is composed of outside experts. The opinions and advice provided by theCommittee are incorporated into our sustainability initiatives and stakeholdercommunications.

The CSR & Environmental Affairs Advisory Committee

MC rst set up a department to coordinate the companys philanthropic activities in 1973. Since then, our employees worldwide haveparticipated actively in long-running programs that contribute to the communities in which we operate. The five priority areas of ourcorporate philanthropy are the global environment, public welfare, education, culture and the arts, and international exchange &contributions.

MCs Philanthropic Activities

Great East Japan Earthquake Restoration Efforts

Sixth Industry Fruit Farming Project

Friendship Camp for Mothers and Children

This camp for single mothers and their children providesthe opportunity for participants to experience the greatoutdoors. Held since 1974, the camp is run by MC Groupstaff members who volunteer as camp counselors.

Mitsubishi Corporation Foundation for theAmericas / Mitsubishi Corporation Foundationfor Europe and Africa

Through the Mitsubishi Corporation Foundation for theAmericas (MCFA) and the Mitsubishi Corporation Fundfor Europe and Africa (MCFEA), MC supports a variety

of initiatives that are working to protect the naturalenvironment and alleviate poverty.

Tropical Forest Experimental Regeneration.ML`UXG

MC began the first experimental project in Malaysiain 1990 with the aim of regenerating tropical forestecosystems at an accelerated rate. Since then, the projecthas expanded to locations in Brazil, Kenya and Indonesia.

Mitsubishi Corporation Disaster Relief Foundation Website: http://mitsubishicorp-foundation.org/en

With MCs Global Environmental & Infrastructure Business Group playing a centralrole, the company is engaged in a number of businesses aimed at realizing a low-carbon society and addressing other environmental issues such as water scarcity.Our projects cover numerous fields including new energy, environmental and waterbusinesses, as well as smart community development.

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The CSR & Environmental Affairs Advisory Committee

Wind power generation business operated by USsubsidiary Diamond Generating Corporation.

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MCs corporate philosophy is enshrined in the Three!LMNLMOGU .MFPXFNTUH \ !LMNLMOGU -UHNLPHFJFTFGY GL &LXFUGYC(PGUSMFGY OPV 6OFMPUHHC OPV 5TLJOT )PVUMHGOPVFPS $KMLISK

Business. Guided by this philosophy, MC is improving andstrengthening corporate governance in various ways. ActionsFPXTIVU ONNLFPGFPS (PVUNUPVUPG 7FMUXGLMH OPV (PVUNUPVUPGCorporate Auditors (ve Outside Directors and three OutsideCorporate Auditors), introducing the Executive Ofcer System,and setting up advisory committees to the Board of Directorswhose members are mostly from outside the company (the

Governance & Compensation Committee and the InternationalAdvisory Committee). MCs efforts to reform and improve ourinternal control system are ongoing in order to ensure that

business activities are conducted properly and in conformitywith the law and our Articles of Incorporation. The internalcontrol system covers: efcient business execution; compliance;risk management; financial reporting; management andstorage of information; ensuring proper conduct in consolidatedgroup management; internal auditing and monitoring; andCorporate Auditors.

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;IPFL (GL(Outside Member)Ryozo KatoQ"IGHFVU 7FMUXGLMR+FVUKFML ;LPPLQ"IGHFVU 7FMUXGLMRSakie T. FukushimaQ"IGHFVU 7FMUXGLMRAkihiko Nishiyama Q"IGHFVU 7FMUXGLMR$OVOHKF ;IPFKFMLQ"IGHFVU !LMNLMOGU /IVFGLMR

In-house members (3):

Yorihiko Kojima*(Chairman of the Board)

;UP ;LJOYOHKFQ.MUHFVUPG OPV !%"RHideyuki NabeshimaQ&UPFLM !LMNLMOGU /IVFGLMR

Governance & Compensation Committee

*Committee Chairperson

In-house members (4):

Yorihiko Kojima*(Chairman of the Board)

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Minoru Makihara Q&UPFLM !LMNLMOGU /VWFHLMR

Mikio Sasaki (Former Chairman, Senior Advisor to the Board)

International Advisory Committee

*Committee Chairperson

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Outside members (9):

Dr. Herminio Blanco Mendoza (Former Secretary of Trade & Industry (Mexico))

Professor Joseph S Nye(Harvard University Distinguished Service Professor and Sultan of Oman Professor (U.S.A.))

Mr. Ratan N Tata (Chairman, Tata Trusts (India))

Mr. George Yeo (Chairman of Kerry Logistics Network (Singapore))

Mr. Jaime Augusto Zobel de Ayala(Chairman and CEO, Ayala Corporation (the Philippines))

&FM bLKP *LPV (Chairman, KKR Asia Ltd. (U.K.))

Mr. Niall FitzGerald(Former CEO & Chairman, Unilever (Ireland))Ryozo Kato Q"IGHFVU 7FMUXGLMR

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!"'.4(/#!%'! KOH UHGOJTFHKUV WOMFLIH FPGUMPOT MUSITOGFLPH JOHUV LP GKUThree Corporate Principles, MCs guiding philosophy. Theseinclude the Corporate Standards of Conduct and Code of

Conduct. When engaging in business, ofcers and employeesare obligated to make compliance their top priority. MC alsointroduced the post of Compliance Officer and appointedLPU GL UOXK *IHFPUHH 5MLIN OPV SULSMONKFXOT MUSFLP QbONOPand overseas). These officers are responsible for ensuringcompliance in daily business operations.

As of the fiscal year ended March 2010, all companyofcers and employees have been required to take e-learningcourses, which include case studies on the Code of Conduct.Following these courses, they must sign an agreement statingthat they understand and will adhere to the rules at all

times. These protocols have since been introduced at MCssubsidiaries and affiliates. Additional steps that have beentaken throughout the MC Group include holding Compliance

Discussions to encourage personnel to discuss complianceissues in each work place by using case studies (i.e. possibleviolations in view of the offices operations) and seminars,and distributing Compliance Case Study Q&A Booklets toemployees. These measures will ensure ongoing learning anddevelopment, not only by employees and ofcers at MC, butby those at MCs subsidiaries and afliates as well.

MCs actions are all based on this spirit of compliance; itremains an essential factor in raising consolidated corporatevalue and we remain committed to continuously upgradingand reinforcing our compliance initiatives.

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Tokyo, Nagoya, London

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3-1, Marunouchi 2-chome, Chiyoda-ku,Tokyo, 100-8086, Japan**Registered Ofce of our company

Marunouchi Park Building6-1, Marunouchi 2-chome, Chiyoda-ku,Tokyo, 100-8086, Japan

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Parent company: 5,637

Parent company and all of itsconsolidated subsidiaries: 71,994

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@2?*Companies afliated with MC subsidiaries are not included.

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