What was your first action after becoming president?

The first issue I faced was halting the slide in our performance, and getting the company turned around, so that 2005 would be a year of recovery. In order to do this I wanted to listen to as many different voices as possible, so I visited throughout the company and had many conversations with employees in order to hear opinions and convey the management's current thinking. I heard many constructive ideas for rationalizing or otherwise improving business and product development.
  I also spoke with our business partners and dealers and gathered a deep understanding of their expectations. Response has been positive, and my conviction is growing that we can rebuild in the coming years. The process also confirmed my belief that we need to put ourselves in the position of customers and listen attentively to the market's message.

What are the most important factors for rebuilding operations?

I think we need to focus on our operations in North America while returning to profitability in Japan. When you consider that 75% of our business, in terms of total units sold, and an overwhelming proportion of our profits come from overseas, our priority must be North America, which is our largest market. We are looking here first to recover our profitability, restructure operations, bring in fresh management and introduce new vehicles. In June, we will introduce a new version of the Eclipse, which has held the top image among Mitsubishi vehicles in the U.S. Very soon we will be bringing out new models in all the countries where we do business. In Japan, for example, we plan to lead our competitive resurgence with a new SUV on the one hand and with the introduction of a futuristic new mini vehicle (Japan's minicar class) in January of next year. It's got an innovative design that has already captured the imagination of the industry. The introduction of new products appeals to consumers and stimulates the market. Also, without them, the company loses vitality. So, new products are essential, and we will make the most of our technology to aggressively develop distinctive new cars.

Why has Mitsubishi Motors historically put so much into its motor sports activities?

To win in motor sports it is necessary to build lighter and more fuel-efficient engines, while advancing performance in all respects. We must push our know-how and technology to build better competition cars each year. I can say for a fact that the insights we gain from motor sports feed back into our consumer market vehicles, improving the value of these products. I would like to reassure our fans that we are very much looking forward to competing in the World Rally Championship, and will do our best to win.

You have worked at Mitsubishi Corporation in the past. How is that experience different from managing a car manufacturer?

It requires hundreds of millions of dollars to develop a new car model. During my years as a trading house manager, I agonized over one-million dollar projects. So, you can see that the sorts of projects and costs here are of a completely different order of magnitude—immense, actually—making the pressure on decisions when developing a new car all the greater.

At times, new development projects have to be terminated on the basis of potential profitability. In this case, the risk management experience I gained from my days in the trading business is benefiting me now. Nevertheless, it is harder to say "stop" to a big project that has been under way than to say "go" to a new one, but it is a decision you must make without fear. And you need to be sensitive to signs of change. These are useful experiences gained from my years in the trading business.

Finally, could you tell us your mission as president?

The employees and the families of the employees of Mitsubishi Motors need to take pride in their company. It is my mission to create an environment where this happens. Employee confidence ensures company vitality and that leads to growth. I am looking forward to working with everyone to achieve this and move on to our next advance.