Mitsubishi

The corporations on our annual list of the world's 500 largest companies combined to generate $41.7 trillion in revenue over the past year.

Fortune Global 500

The corporations on our annual list posted aggregate revenues of $41 trillion for the second year in a row.

The corporations on our annual list of the world’s largest companies delivered a record $41 trillion in aggregate revenues.

G500-2023-Mitsubishi

The second-largest company in Japan, Mitsubishi is an automotive, electronics, and energy conglomerate based in Tokyo. Mitsubishi comprises over 1,700 companies and employs nearly 130,000 workers. 
<ul> 
 	<li>Mitsubishi appointed a new CEO in 2022, Katsuya Nakanishi, who succeeded Takehiko Kakiuchi. Nakanishi previously ran the company’s power solution group and joined the corporation in 1985.</li> 
 	<li>In January 2023 the conglomerate made plans to invest 1.2 trillion yen ($9.1 billion) in renewable energy by fiscal 2024, in an effort to meet Japan’s goal of net-zero emissions by 2050.</li> 
 	<li>Mitsubishi’s revenue increased by 3.7% last year to $160 billion, and its profit increased by 4.5% to almost $9 billion.</li> 
</ul>

Aggregate sales hit $37.8 trillion last year—an increase of 19%, the highest annual growth rate in the list’s history.

G500 2022-41 Mitsubishi

After falling out of the top 50 on the 2021 Global 500, Mitsubishi rose to No. 41 on this year’s list. The Japanese conglomerate, which includes 1,700 companies that span automotives, energy, and electronics, took in $153.7 billion in revenue in 2021, a 26.4% year-over-year increase, as improved market conditions brought in higher prices and sales. Profits skyrocketed in 2021, causing a 412.7% increase from the year prior, thanks to increased equity earnings from improving markets in multiple businesses and a rise in profitability at Mitsubishi Motors. Katsuya Nakanishi was promoted to CEO in April 2022, after running Mitsubishi’s power solution group for three years. He replaced Takehiko Kakiuchi, who still serves as board chairman. Mitsubishi is the second largest company in Japan, behind automobile manufacturer Toyota.

Total revenue for the world’s biggest companies fell 4.8% to $31.7 trillion this year—the first decline in half a decade.

G500-2021-051-Mitsubishi

This year's Fortune Global 500 generated $33.3 trillion in revenues and $2.1 trillion in profits.

G500-2020-042-Mitsubishi

The Japanese conglomerate, which has businesses ranging from automotive to energy to electronics, saw global revenues skid 6.4% and profits fall 7.6%. The company said its profits took a hit primarily due to issues with its carmaking division, its liquified natural gas business, and its petrochemical operations. Mitsubishi also said its mining business was impacted by a slump in demand for Australian metallurgical coal, but that this was offset by a rebound in its Chilean copper mining business. The Covid-19 pandemic, meanwhile, made predicting the quarters ahead too difficult. Like many of its peers, it has declined to provide forecasts for the coming year.

This year's Fortune Global 500 generated $27.7 trillion in revenues and $1.5 trillion in profits.

This year's Fortune Global 500 generated $27.6 trillion in revenues and $1.5 trillion in profits.

The world's 500 largest companies generated $31.2 trillion in revenues and $1.7 trillion in profits in 2014. Together, this year's Fortune Global 500 employ 65 million people worldwide and are represented by 36 countries.

World's Most Admired Companies

Global business is back. After limping through a worldwide financial crisis and economic slowdown, the 500 largest companies ranked by revenues shattered all sorts of performance records in 2013: They racked up combined revenues of $31.1 trillion, up 2.5% from 2012, and profits soared 27% to nearly $2 trillion. China’s 95 companies (up from 89 last year) posted $5.8 trillion in revenues. The U.S. has four fewer companies on the list than last year but remains (for now) the country leader, with 128 corporations on the list—including No. 1 Wal-Mart Stores—reporting $8.6 trillion in revenues. 

Key Financials (last Fiscal Year)

Revenues ($M)

Profits ($M)

Assets ($M)

Total Stockholder Equity ($M)

Profit Ratios

Profit as % of Revenues

Profits as % of Assets

Profits as % of Stockholder Equity

Mitsubishi engages in the development, production, and financing of natural gas/oil, industrial materials, chemicals, mineral resources, automotive and mobility, food and consumer products, power solutions, and urban development worldwide. The company was incorporated in 1950 and is headquartered in Tokyo.

Mitsubishi (MTSUY): Company Profile, Stock Price, News, Rankings

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Mitsubishi | Fortune

Mitsubishi (MTSUY): Company Profile, Stock Price, News, Rankings | Fortune

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[MUSIC PLAYING] - We've been talking a lot here over the last 48 hours about climate challenges and decarbonizing the economy. Renault, of course, was out there way early with the electric vehicle. I mean, I remember interviewing Carlos Ghosn a decade ago when he predicted, I don't know, what were the numbers? 10% of all cars would be electric vehicles by now. - Yes. - And so what happened? I mean, was it a mistake to be out in electric vehicles so early? - Well, it was clearly not a mistake, because what we see today is that electric is the future. We strongly believe that the future is electric, connected, autonomous, and shared, so he was right. Maybe, right a little too early, but he was right nevertheless. And today, we benefit from this early move. Renault and the alliance has been pioneer in electric vehicles. Renault, last year, had a 22% market share in Europe in electric vehicle. And if you look at the alliance, the alliance has more than 700 cars on the road, which are pure electric. - Do you make money on those cars? - We start to make money on those cars. Some money. - Well, I mean, you either make money or you don't make money. - No. Some of these cars. If I look at our utility vehicles, we make money. If I look at Zoi in France, in Germany, we make money. It's not globally positive yet, but we're very close to it. - So in your strategy review, you won't pull back your commitment to electric. - No. On the contrary. Just like any other carmaker, we're fully bullish on electric vehicle. We think it's the future. It's clean. It's silent. It can be very used for car sharing. So it's really the future. - What has to happen to make it both popular and profitable? - For the profitable part, it's very easy, you need volume as always. You need volume, you need skill, you need progress in the battery technology. This is just normal stuff I would say in the car industry, skill and additional technology. Now, in order for that to be possible, we need to convince customers, because it's easy to push, but you nevertheless need to have customer. Unfortunately, in the car industry, you have to sell vehicles. And to sell vehicles, we need customers. And customers are starting to believe in electric vehicle. Once you've tested it, you can't get away from it. For the Zoi customers, 95% of the Zoi customers say they would never go back to anything else but electric vehicles. So it's amazing. But then you need to progress on the autonomy of the car. Today, you have to obstacle, I would say, to electric vehicles. The first one is the autonomy. People are afraid to get out of power in their cars. So they need to be reassured on that. What do we need for that? We need three things. We need better battery. I mean, higher range in terms of battery. We need charging station, and for that, we need the help of the States and some public authorities. And we need faster charging, which is also something that we're working on. - Autonomous shared electric. You're doing all three. - And connected. Yes. - And you think the public's ready to make all three transitions at once? - Well, yeah. This is going to take time. Electric is already here. Connected is coming here. Shared is starting. Shared mobility, in 2015, you had 4% of miles, which were shared. Survey tell us that by 2030, 25% of miles will be shared. SPEAKER 2: Actually, that much shared bigger than electric. SPEAKER 1: No, because what we believe in Renault is that this shared mobility should be electric. SPEAKER 2: It should be electric. SPEAKER 1: And then in the future, then you have autonomous. But autonomous is going to take a little more time. We're working on it. We're partnering with Waymo on that front. And we strongly believe that in the future, you will have what we call robo-vehicles or driverless vehicles. AUDIENCE: Have you considered subscription models for your business? SPEAKER 2: Interesting. SPEAKER 1: Yes. We are making also some tests, thanks notably to RCI, which is our captive bank. For those who don't know, we have a captive bank which has 50 billion euro of assets. And we're making some tests about subscription model where you can pay a subscription fee and then you can have various cars along the year, depending on your needs. AUDIENCE: How many car companies can survive with 90% fewer cars sold? SPEAKER 1: I don't agree was this survey for the very good reason. First, some people will always need a car. If you're down in the middle of nowhere in France, in Morocco, in anywhere, I don't believe you're going to have shared autonomous vehicles at that stage. That's the first point. And the second, when you use those autonomous vehicle-- actually, that's very funny because we had that discussion was the CEO of Waymo last week. I mean, you are going to be using these cars so much that the lifespan of the car, instead of being seven years, is going to be two to three years. And then, OK, you're going to need less cars but you need to renew them more often. So yes, there might be an impact on the car industry, but not as massive as what survey used to say a few years ago. And by the way, I think they're also changing their mind on that. [THEME MUSIC] 

Insights: How Renault Is Navigating Disruption In The Auto Industry

Uncategorized

Renault wants to provide sustainable mobility to the world.

How Renault Is Navigating Disruption In The Auto Industry

Groupe Renault has one mission: to provide sustainable mobility to the world. (November 2019)

We've been talking a lot of your over the last 48 hours about climate challenges and di carbon izing the economy where no, of course, was out there way early with the electric vehicle. I mean, I remember interviewing Carlos going a decade ago when he predicted, I don't know what what were the numbers? 10% of all cars would be electric vehicles by now. And so what happened? I mean was Was it a mistake to be out in electric vehicles so early? Well, it was clearly not a mistake, because what we see today is that electric is the future. We strongly believe that the future is electric connected, but no more. Sorry and shared. So he was right. Maybe right oil too early. But he was right nevertheless, and today we benefit from this early move. Ronel and the Alliance has been pioneer in electric vehicle. Reynold last year had a 22% market share in Europe in electric vehicle. And if you look at the alliance and the alliance has more than 700 cars on the road which are pure electric, do you make money on those cars? We start to make money on those cars way sort of either make money or, you know something. Some of these cars. If I look at our utility vehicles, we make money. If I look at you in France and Germany Winnick money. It's not globally positive yet, but we're very close to it. So in your strategy review, you won't pull back your commitment to hello on the country. Just like any other car maker were fully bullish on E electric vehicle. We think it's the future. It's clean. It's silence. It can be very usually used for car sharing. So it's it's really the future. You know what, what has to happen to make it both popular and profitable. Yeah, For the profitable parts, it's It's very easy. You need volume. As always, use volume. You need scale. You need progress in the battery technology. This is just normal staff. I would stay in the car industry scale and additional technology. Now it's in order for that to be possible. We need to convince customers because it's easy to push, but you nevertheless, to have customers. Unfortunately, in the car industry, you have to sell vehicles and to sell vehicles. We need customers and customers are starting to believe in electric vehicle. Once tested it you you can't get away from it. For the Zoe customers, 95% of the DUI customers say they would never go back to anything else with electric vehicles. It's amazing, but then you need to progress on the autonomy of the car today. What is you have to obstacle? I would say to electric vehicles. The 1st 1 is the autonomy. People are afraid to get out of power in their cars, so they need to be reassured on that. What do we need for that? We need three things we need. We need better battery. I mean higher wrench. In terms of battery, we need charging stations. And for that we need the help of of the states and some public authorities. And we need factor charging, which is also something that we're working on. Autonomous, shared electric. You're doing all three of them and connected. And you think, Oh, you think the public's ready to make all three transitions at once? Well, yeah. This is gonna take time. Electric is already here. Connected is coming here. Shared is starting on the shared mobility into 15 You had 4% of miles which were shared. Survey tell us that by 2030 24 25% of Maya will be shared. That actually that might shared bigger than electric? No, because what we believe in Reno is that this much shared mobility should be electric, should be work. And then and then in the future, then you have enormous. But it's gonna take a little more time. We're working on it. We're partnering with Ueno on that front. And we strongly believe that in the future you will have what we call robo vehicle or driver less vehicles. Have you considered subscription models for your business? Interesting. Yes, we're making also some tests, thanks notably to Air Sea I, which is our bank captive bank. We have Ah, for those who don't know, we have ah, captive bank, which is 50 billion euro of active. And we're making some tests about question model where you can pay a Christian. She and then you can have various cars along the year, depending on your needs. How many car companies conserve? I've with 90% fewer cars sold. I don't I don't agree with this survey for the very good reason. First, some people will always need a car. If you're down in the middle of nowhere in France, in miracle, in anywhere, I don't believe you gonna have shared autonomous vehicle at that stage. That the first point and the second when you use those autonomous vehicle. Actually, that's very funny, because we had that discussion with the off way more last week. I mean, you are gonna be using these cars so much that the life span in the car, instead of being seven years, is going to be 2 to 3 years and then okay, you're gonna need less cars, but, you know, you need to renew them more often. So, yes, there might be a new impact on the car industry, but not as massive as what serving used to say, a few usable. And by the way, I think they're also changing their mind on that

[THEME MUSIC] ROBERT HACKETT: Welcome to Fortune Tech Debate, where we debate the issues of the day in two minutes. Today, we're chatting about Nissan's new electric vehicle, the Leaf. Andrew, what's this all about? ANDREW NUSCA: Well, it's really interesting. I mean, it's a Nissan electric vehicle. We haven't really seen this, certainly at this price range, right? We're talking about approximately $30,000. Very, very attractive. And there aren't that many electric cars on the market. I mean, Mitsubishi makes one. I think it's the cheapest. It's somewhere around $25,000. Tesla, the whole company makes electric vehicles. That's its whole ethos. And Chevy, of course makes, the Bolt. ROBERT HACKETT: Sure. And I mean, do you think this thing can actually compete with Tesla? Tesla has traditionally been a sort of premium, luxury brand. But they very recently came out with an affordable Model 3, I believe it was, in the car. ANDREW NUSCA: That's right. That's right. And everybody's kind of buzzing about that because, for the first time, it's a Tesla for normal people, dare I say. ROBERT HACKETT: Syre. ANDREW NUSCA: No, I don't think this is the same at all. Tesla is a mindset. It's a culture. When you buy Tesla, you buy Tesla. You don't just buy any old electric car and end up at Tesla. I mean, one day maybe that's the case, but not right now. Nissan, Chevy Mitsubishi, that's more interesting, right? A lot of people drive Chevys, and Nissans, and Mitsubishis already. And I think the goal there is to flip people over from gasoline powered cars. And those are huge brands. If they can convince people to flip over, people who are kind of interested but never could afford it, hey, it might work. ROBERT HACKETT: Well, Nissan has a big challenge to overcome here in my opinion because their mileage to the charge is not very good. ANDREW NUSCA: Right. ROBERT HACKETT: I mean, it gets a little over 100 miles to a charge versus some of these other cars that can get above 200 miles. ANDREW NUSCA: Yeah, yeah. I think the Nissan is 150, something like that. At any rate, it's definitely on the low end of the competitive set. And that is kind of a problem. So even though the Nissan is cheaper, it's got this lower range. And of course, the big thing, certainly in the United States, has all been about range anxiety. ROBERT HACKETT: I certainly have it. I like to take weekend trips. I like to go upstate. ANDREW NUSCA: Exactly. ROBERT HACKETT: I don't want to worry about if my car is going to last the trip up there. ANDREW NUSCA: You and the rest of America. And I think that's a big concern for Nissan. On the other hand, if it can turn some people, if they might buy a Civic or a Sentra, why not use this? ANDREW NUSCA: Fair point. Come to fortune.com for more Tech Debate. [THEME MUSIC] 

The Nissan Leaf Won't Compete With Tesla and Chevy

Autos

welcome. The Fortune tech debate will re debate the issues of the day in two minutes. Today we're chatting about Nissan's new electric vehicle, the Leaf. Andrew. What's this all about? It's really interesting. I mean, it's it's a Nissan electric vehicle. We haven't really seen this. Uh, certainly at this price range rate, we were talking about approximately $30,000. Very, very attractive. And there aren't that many electric cars on the market. I mean, Mitsubishi makes one. I think it's the cheapest that somewhere around 25 Tesla. The whole company makes electric vehicles that whole ethos. And Chevy, of course, makes the boat. Sure. And I mean, do you think this thing can actually compete with Tesla? Tesla has traditionally been a sort of premium luxury brand, but they very recently came out with an affordable, uh, model three, as Wright was. That's right, and everybody's kind of buzzing about that, because for the first time, it's a test for, like, normal people. I dare I say, Uh, no, I don't think this is the same at all. You know Tesla. Tesla's a mindset. It's a culture. When you buy Tessler you by Tesla, you don't just buy like any old electric car and end up a test. I mean, one day. Maybe that's the case, but not right now. Nissan, Chevy Mitsubishi. That's more interesting, right? A lot of people Ah, drive, drive, Chevys and the signs of Mitsubishi's already in. And I think the goal there is to flip people over from gasoline powered cars. And, you know, those air huge, ah, brands if they can convince people to flip over people who were kind of interested but never could afford it. Hey, my work. Well, Nissan has a big challenge to overcome here, in my opinion, because their mileage to the charge is not very good. I mean, it gets a little over 100 miles to a charge versus some of these other cars that can get above 200 miles. Yeah, yeah, I think they need some is like 150 something like that. At any rate, it's definitely on the low end of the kind of competitive set, and that is kind of a problem. So even though the Nissan cheaper, uh, it's got this lower range. And of course, the big thing, certainly in the United States has all been about range. Anxiety certainly haven't I like to take weekend trips. I like to go up staying and I don't want to worry about. My car's gonna last the trip up there, you and the rest of America. And I think that's a big concern for Nissan. On the other hand, you know if it can turn some people you know if they might buy, why not use this fair point? Come to fortune dot com for more attractive bait.

[ MUSIC ] [ MUSIC ] [ MUSIC ] [ MUSIC ] Fundamentally, I like diversity, I like to find myself in different worlds. I like to navigate between different worlds, and I find enrichment. You know, by just moving from France to China to Japan and moving from the culture of Nissan to the culture of Renault. [ MUSIC ] [ MUSIC ] [ MUSIC ] Nissan accuses Carlos Ghosn of underreporting his compensation and the personal use of company assets. Nissan says it's been going on for years. [ MUSIC ]

Fortune Timeline: Carlos Ghosn

Carlos Ghosn accomplished what many deemed impossible, establishing himself in the auto industry as a miracle man.

You know Carlos, everybody multitask. But I think you've taken it to a whole new level. I mean here you are, people are in awe of you being the CEO and Chairman of three huge car companies. Nissan we know, and most recently Mitsubishi. How do you do this? How do you keep it all straight and do a great job at it? If you don't know how to prioritise. If your not very disciplined. If you can not plan and orginize your work. Your debt. But can you single out one important leadership trait that you have that makes you such a successful leader? Fundamentally, you know I like diversity, I like to find myself in different worlds. I like to navigate between different worlds and I find enrichment you know by just moving from france To China, to Japan and moving from the culture of Nissan to the culture of Renault to the culture of Mitsubishi, it is something which stimulates me and makes me probably a better leader and a better decision maker. Does it matter whether you're in France, or Japan, or the United States, do you change the way you lead so that you'll be more effective depending on your geography? I don't change my Beliefs, I don't change my values. I don't change my priorities but I change the way I am interacting when I'm in different countries because, obviously, the language is different but also the way people understand the interaction is very different. So, I'm not the same, you know Same from outside. The same person in Japan that in France and the United States, but I'm saying the same things. You know, it takes a lot of different skills to run a huge company these days. You have to be innovative, you have to be nimble, you have to be on high alert for those disruptors. When you are out looking for when you need to fill a leadership position, what are you looking for? What's the profile? The first element is you need a performance person. That's absolutely fundamental. If you have no performance, you have no leadership, more and more of that. Number one. Number two, you're going to have to have people who can connect with other people, particularly the fact that most of the companies are becoming global If you cannot connect with your own people is going to have difficulty to connect with others. Connectivity, empathy, with people is extremely important. Since you're talking about performance, when you look back on your amazing career, many years at Michelin, then all these CEO positions at Nissan and Renault, what are you most proud of? The turnaround of Nissan. Without any doubt, and the fact that I was capable to build, with many people, an alliance that at the beginning was considered a very strange organization. And after 16 years everybody recognized that's a very important one. What do you want people to say about your legacy? He was a good CEO. [ BLANK_AUDIO ]

Auto Industry CEO: I Want to Be Remembered as a Good Leader

Leadership

Carlos Ghosn of the Renault-Nissan-Mitsubishi Alliance sits down with us to discuss his leadership style.

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