Corporate History
Foundation to 1970s
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New Mitsubishi Shoji was newly founded and listed on both the Tokyo and Osaka stock exchanges.
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Announced its first management plan.
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Made "Mitsubishi Corporation" its official English name.

The 1980s to 1990s
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Drew up a management plan and new policy that shifted the company’s focus from operating transactions to profits.
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Announced a management policy to reinvent the company as a "Sound, Global Enterprise." Began placing greater focus on its consolidated operations and increasing the value of its assets.
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Announced "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 company’s foundations and paving the way to a prosperous future.


The 2000s to 2010s
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Unveiled "INNOVATION 2007" which sought to establish MC as a "New Industry Innovator" by accelerating the company’s research and development activities to respond to future strategic fields.
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Announced "Midterm Corporate Strategy 2012" which sought to strengthen the company’s management platform based on the diversification of business models.
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Released "Midterm Corporate Strategy 2018" with a corporate vision to leverage MC’s ingenuity to create new business models and generate value for societies, thereby developing the highest level of management expertise.


2020s
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Established "Roadmap to a Carbon Neutral Society."
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MC announced its new three-year management plan entitled, "Midterm Corporate Strategy 2024 - Creating MC Shared Value." This plan sets the goal of continuously creating significant shared value by enhancing the MC Group’s collective capabilities to address societal challenges.
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Announced "Corporate Strategy 2027 - Leveraging Our Integrated Strength for the Future" with a corporate vision to optimize MC’s business portfolio to achieve sustainable growth and increase MC’s corporate value by leveraging the company’s integrated strength in response to a rapidly changing business environment.
