2008
 Mitsuba Wins the "2008 WEM-GP" Eco-run Race
We are proud to announce that our Eco-Run team, Team "Yoishoto!" Mitsuba, won the 2008 World Econo Move Grand Prix (WEM-GP).
Details of the race are as follows:
October 14, 2008
| 1. |
The Races |
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The lead batteries distributed by the race organizer were installed to guarantee equal conditions for all competitors as they competed for total distance within a specified time limit.
ŚWorld Econo Move Grand Prix
World Econo Move and other similar races work together nationwide to promote the advance of electric car technology and the growth of these races. This year's event included a series of seven races. |
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| 2. |
About the Mitsuba team |
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Team name
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Team "Yoishoto!" Mitsuba |
| Members |
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12 (led by Katsuhiko Saito) |
| Race vehicle |
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Vehicle name |
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Hyper TESLA |
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| 3. |
Our Results for This Year |
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| Race |
Place |
Race name |
Date |
Order |
| No.1 |
Thailand |
MAXXIS World Eco-Car Grand Prix in Thailand |
3/15 & 16/08 |
3rd place |
| No.2 |
Ogata |
'08 WEM
|
5/4 & 5/08 |
5th place |
| No.3 |
Toyohashi |
The 10th Toyohashi Eco-techno Race |
5/31 & 6/1/08 |
2nd place |
| No.4 |
Sugo |
2008 World Electric Vehicle Challenge in SUGO |
8/30 & 31/08 |
1st place |
| No.5 |
Yamanashi |
2008 World Econo Move in JAA |
9/6 & 7/08 |
1st place |
| No.6 |
Kobe |
Eco car Festa 2008 |
9/23/08 |
did not compete |
| No.7 |
Chiba |
World Econo Move Chiba in NATS 2008 |
10/2-5/08 |
2nd place |
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| 4. |
WEM-GP Overall Ranking |
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Order
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Team Name |
Points |
1st place
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Team "Yoishoto!" Mitsuba |
89 |
2nd place
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Tokai University Challenge Center |
85 |
3rd place
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First Step AISIN AW |
82 |
4th place
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Team BIZON |
79 |
5th place
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Team ENDLESS |
58 |
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| 5. |
Comments from Mitsuba Regarding the Race |
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We are extremely pleased to have been able to win the Championship for the first time during the past five years. Part of this year's success can be attributed to the maturation of the new vehicle that we introduced in last year's event, as well as to the skillful use of our new technology. It has been a long and dark tunnel but we have managed to pass through it successfully by not giving up, never forgetting our initial determination, and continuing try as hard as we could.
And now, as the defending champion, we are determined to maintain our efforts and to work hard for next year's races so that no one will be able to catch up with us and pass us by.
*For more details about the WEM-GP, please visit:
The World Econo Move website
http://www2.ogata.or.jp/wem/emindex.htm
The Team "Yoishoto!" Mitsuba website
http://yoishot.hp.infoseek.co.jp/ |
*For inquiries concerning this subject, please contact:
Mr. Noriyoshi Tabata, General Affairs Department Public Relations Group,
Mitsuba Corporation,
Email:koho@mitsuba.co.jp
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The Preparation of the 8th Mid-term Management Plan
We are pleased to announce that with the approach of the new fiscal year
beginning in April 2008 the time has come for the Mitsuba Corporation to
prepare its next mid-term (3-year) management plans (the 8th Mid-term Management
Plan). The contents and details are as follows.
February 20, 2008
*A summary of the 8th Mid-term Management Plan*
| 1. |
Environmental awareness |
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In light of the sideways transitions of the domestic automobile market, we are anticipating an expansion of our efforts within the global market with a concentration on BRICs. While there is a definite bipolar trend with moderately priced cars at one pole and high performance cars at the other, we believe that the potential for expanded sales lies primarily with those cars being sold at moderate prices.
Also, when we consider available resources and the inflationary costs of
energy, we can anticipate that the costs of materials will continue to
rise as automobile manufacturers continue their efforts towards the expansion
of their procurements on a global scale. In the face of these trends, the
needs for systematization and modularization of the automobile manufacturing
process should continue to rise, along with demands for automobile parts
at increasingly lower costs, as well as for vehicles that are more compact,
lighter in weight and offer ever higher levels of performance in response
to many of the environmental problems that will continue to confront us.
When we consider the various issues of our environment, safety, communication
and comfort, words such as "motorization" and "regulation technology" emerge
as keywords for the further development of our industry. Also, as the progress
of technology continues to expand on a global scale, problems, such as
an increasing outflow to locations overseas of skilled technicians must
also be confronted. Furthermore the threat that arises from Chinese pricing
practices as well as competitive price wars among Japanese manufacturers
makes it impossible for us to sit idly watching as the rest of the world
passes us by.
In light of the above conditions and the necessity for Mitsuba to muster
its comprehensive strengths as a group as it aims for victory on a global
stage, we have prepared this mid-term management plan in order to undertake
the subject of transportation equipment-related operations.
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| 2. |
Time horizon for the plan |
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April 2008-March 2011
(With respect to the Mitsuba elemental time table, the 64th-66th term.)
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| 3. |
Slogan |
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gA Global Victory!! - The enhancement of profit-earning capacity -"
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| 4. |
Management Principles (Basic Policy) |
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Our 8th Mid-term Management Plan is based upon the following principles:
1) Through the progression and integration of Mitsuba technology, specialized knowledge and practical skills, we intend to create and launch a new line of the world's leading products on the global market in a timely manner.
2) All employees are to devote their thoughts and activities towards product quality as their highest priority in order for Mitsuba to establish the highest level of confidence among our customers.
3) Through the practice of the allocation of management resources based upon preferences and concentration, speedy product integration can be enhanced through the creation of consolidated synergy enabling Mitsuba to establish higher profit earning capabilities and further expansions of its market share.
4) By boldly executing the challenges that confront us, and by carrying out our corporate responsibilities to their fullest, Mitsuba should be able to achieve growth in terms of personnel, business enterprises and group efforts.
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| 5. |
Management objectives |
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When we consider the necessity of the expansion of our business on a global
scale and continue to acquire the resources that support the development
of new products, we should also be able to establish future management
objectives as we strive to increase the efforts of our corporate group.
The consolidated operating income ratio for the last year of the term (ending
in March 2011): 3.5%
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| 6. |
Major measures and policies |
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Based upon the above management principles and through the clarification of priority subjects, the following measures and policies are to be enforced.
1) The manufacturing of products is to be initiated in parallel with business strategies.
2) Product quality is to be improved and a system of global quality certification is to be established.
3) Improvements in the profitability of products that we manufacture and
in variable cost ratios, as well as reductions in fixed costs are to be
carried out.
4) Global business management practices (inventories, capital investments, financial resources credit and administrative accounting) are to be promoted.
5) Through the practice of the MITSUBA WAY (challenge, execution) advances in our corporate constitutional disposition are to be planned.
6) Personnel who are comfortable in the face of challenge are to be nurtured.
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| 7. |
The promotion of business strategies |
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Themes for each of our business endeavors, such as the global expansion
of our integrated wiper systems, the development of power window motors
for future generations, etc., are to be promoted as a part of the 8th Mid-term
Management Plan in order for Mitsuba to plan for further competitive advances
and corporate growth.
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| 8. |
Organizational control |
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Controls are to be based upon and promoted in accordance with the 8th Mid-term Management Plan.
1) From the current to the future, business endeavors leading to increased
profitability and growth expansions are to be accomplished through a concentration
on the priceless resource of our manpower.
2) The integration of our development potential in our business organization is to be accomplished through the expansion of authority among those who are responsible for each of our business endeavors and the assumption of responsibility for the implementation of profitability for new products.
3) Area committees are to be set up in order to achieve coordination among our headquarters with our various overseas areas from the perspective of total optimization.
4) For the sake of assuring profits our purchasing organization is to be
split into two departments in order to further enhance our purchasing capacity. |
*For inquiries concerning this subject, please contact:
Mr. Noriyoshi Tabata, General Affairs Department Public Relations Group,
Mitsuba Corporation,
Email:koho@mitsuba.co.jp
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ISO/IEC27001: 2005 Certification Acquisition
The Mitsuba Corporation is well aware of the extreme importance of treating the issues of improvement of our management quality and the elevation of the level of customer confidence in our products and services. Modifications and improvements of the effectiveness of our information security management system are carried out on an ongoing basis. At this time, we are extremely pleased to report that our security management system has just acquired ISO/IEC27001: 2005 certification.
Details regarding this acquisition are as follows.
January 29, 2008
| 1. |
Objectives of the certification acquisition |
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In order for the Mitsuba Corporation to continue to carry out its corporate
activities on a permanent basis, it is necessary to protect all of our
internal information assets security. At the same time, we must maintain
our goal of striving for security level improvements through the formulation
of information security management systems (ISMS) that can support our
efforts to improve our management quality and elevate our level of customer
confidence in our products and services.
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| 2. |
Scale of certification |
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Development Planning Department, General Affairs Department, Marketing
& Sales Administration Department, Information Systems Department
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| 3. |
Scale of evaluation |
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All activities involving operations and management of all forms of confidential
information, including customer information, development information and/or
private information.
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| 4. |
Certification authority |
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Japan Quality Assurance Organization (JQA)
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| 5. |
ISO/IEC27001: 2005 certification |
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Dec. 2004 |
Preparations initiated for the formulation of ISMS. |
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Mar. 1, 2005 |
ISMS Formulation Project established. |
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Jan. 2006 |
Certification acquisition plans are reexamined in accordance with the international standards transition plans for the ISMS certification evaluation system. |
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Nov.~Dec. 2007 |
Final inspections carried out. |
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Jan. 18, 2008 |
ISO/IEC27001F2005 certification acquisition. |
| 6. |
Future Developments |
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As the Mitsuba Corporation continues to execute its corporate activities
on a permanent basis, at the same time we will continue to strive towards
improving our management quality and elevating our level of customer confidence
in our products and services, as we continue to act upon the management
and enhancement of all of our information security management activities. |
*For inquiries concerning this subject, please contact:
Mr. Noriyoshi Tabata, General Affairs Department Public Relations Group,
Mitsuba Corporation,
Email:koho@mitsuba.co.jp
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