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(called the RVR in Japan), a global strategic model, in the U.S.
state of Illinois. In addition to producing
vehicles for the North American market, we have begun manu-
facturing vehicles for export to markets including Russia, Central
and South America, and the Middle East. We expect to improve
pro ts in this region by expanding exports in this manner.
X We are engaged in full- edged quality
reform promotion activities.
In December 2012, Mitsubishi Motors issued a recall notice in
relation to an oil leak on a minicar engine. During this process,
it became apparent that problems existed in our recall review
process, so we introduced improvement measures. Our most
pressing management issue was to refocus our activities from
the customer’s perspective, prioritizing efforts to ensure cus-
tomer care and safety. Consequently, in  scal 2013 we launched
a companywide quality reform promotion activity, named the
“Customer First Program.”
Speci cally, we set up reform teams targeting three areas:
product quality, corporate culture and operational quality. We
assigned the head of cers of headquarters for development
and production and domestic sales as team leaders, giving them
responsibility for drafting and implementing improvement plans.
We established the Reform Promotion Committee, reporting
directly to the president, to monitor program implementation
status and follow up on activities. Mitsubishi Motors put in place
the Reform Advisory Committee, manned by experts from out-
side the Company, to provide recommendations and advice from
a third-party perspective and promote swift reform measures.
Through these activities, we completely revamped our quality-
related business processes and strengthened employee resolve to
enact reforms.
X We are putting in place the steppingstones
toward an early resumption of dividends.
Mitsubishi Motors aims to resume dividends in  scal 2013, the
nal  scal year of “Jump 2013,” its mid-term business plan. To
achieve this, we have been working hard on emerging markets/
environmental initiatives and raising the bar on pro ts. In  scal
2013, we aim to exceed the initial goals of the mid-term busi-
ness plan.
Under these circumstances, Mitsubishi Motors has reduced
its capital and capital reserve, mainly to compensate for de cits
and foster an environment to facilitate the early resumption of
dividends. Concretely, on August 1, 2013, we reduced capital
by ¥491.6 billion and erased our entire capital reserve of ¥433.2
billion, transferring all of these reductions to other capital
surplus. Furthermore, we reduced the other capital surplus by
¥924.6 billion, transferring this amount to retained earnings
brought forward to compensate for de cits.
Message from the President
MITSUBISHI MOTORS CORPORATION
Annual Report 2013
8