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7
MITSUBISHI MOTORS CORPORATION ANNUAL REPORT 2006
<Executive Vice President Kasugai>
One of my roles as MMC’s Revitalization Promotion Officer is to foster an earnings-conscious mentality befit-
ting a manufacturer in all operating divisions. Since my appointment, I have made every effort to pursue cost
reductions across the company. To accomplish MMC’s revitalization plan, it is imperative that we continu-
ously implement cost reductions throughout the company to deliver greater results. This entails collectively
harnessing the motivation and efforts of all employees.
Corporate Culture Reforms
Q: Corporate culture reforms are a key theme of MMC’s revital-
ization plan. What progress has been made on this front?
<President Masuko>
In the past, MMC formulated plans but did not necessarily have the culture needed to follow up on execution.
To make a success of its revitalization plan, MMC has clarified the responsibilities and authority of each
operational unit, and is actively reviewing organizational and personnel systems. At the same time, we are
striving to foster a culture where every employee fulfills their respective duties from a customer-first perspec-
tive and with a sense of responsibility, without creating walls between departments. This entails a mindset
change. To this end, whenever the chance has presented itself I have held meetings directly with people from
many organizational levels across various operational units, including plants and dealerships. I’ve used these
opportunities to engage in dialog with frontline employees. These efforts are ongoing. MMC is also actively
rotating staff from the standpoint of changing mindsets and raising the motivation of employees.
<Executive Vice President Kasugai>
In April 2006, a product strategy office and environment & recycling affairs department were added to the
group I oversee: the corporate planning, product strategy, environment affairs & corporate affairs group.
Product Executives (PX) responsible for product development were also transferred in from the product devel-
opment group. As part of their mission, they are strongly aware of the importance of maximizing earnings and
building eco-friendly vehicles in addition to developing quality vehicles, from the customer’s and a company-
wide perspective. MMC is also conducting job rotations like, for example, temporarily sending employees in
development units who seldom have the chance to interact with customers to dealerships, giving them the
chance to communicate with customers directly.
Top Management Interview 1
Heki Kasugai
Executive Vice President of MMC
since June 2005. Revitalization
Promotion Officer and also in
Charge of Corporate Planning,
Product Strategy, Environment
Affairs & Corporate Affairs
Group Headquarters. Previously
a director of Mitsubishi Heavy
Industries, Ltd.
Top Management Interview 1:
Progress in the Revitalization Plan and Restoring Trust