In May 2026, Mitsubishi Motors announced its new Mid- to Long-Term Vision toward the 2030s.The key points of this Vision can be read in three minutes.
Review of Previous Mid-Term Business Plan
Under the previous Mid-Term Business Plan, “Challenge 2025,” Mitsubishi Motors worked to strengthen its earnings structure by advancing “selection and concentration” in its regional strategy and implementing earnings improvement measures, building on the structural reforms carried out to date.
On the other hand, the competitive environment changed significantly due to heightened uncertainty, including expanding geopolitical risks and revisions to environmental regulations, as well as the rise of Chinese brands. As a result, growth in sales volume and earnings fell short of our initial assumptions.
However, we believe that an important achievement during this period was that we steadily advanced pricing improvements, thereby improving our earnings structure and establishing a foundation capable of supporting earnings even amid changes in the external environment.
Positioning of the New Mid- to Long-Term Vision
Amid the continuing highly uncertain business environment, we expect the automotive industry to undergo significant changes over the next several years. Based on these environmental changes and the review of the previous Mid-Term Business Plan, Mitsubishi Motors has formulated a new Vision looking toward the 2030s, rather than simply extending the previous plan.
Under this Vision, Mitsubishi Motors has set forth the theme:“Enhancing customer satisfaction and corporate value through distinctive products and brand strengthening.”
Based on this direction, we will simultaneously promote a brand-centered Growth Strategy and Structural Transformation aimed at building a more resilient earnings structure. Through these efforts, we aim to achieve sustainable growth and enhance corporate value even in a highly uncertain business environment.
Under the Growth Strategy, we will strengthen products and technologies that embody “Mitsubishi Motors-ness,” make focused investments in markets where we can demonstrate brand advantages, and enhance earnings power by expanding value chain businesses.
Under Structural Transformation, we will work to strengthen cost competitiveness, optimize the break-even point in line with our business scale, and improve productivity using AI and DX, thereby building a more flexible and resilient earnings structure.
On the product front, we will concentrate management resources on ASEAN products and off-road products, where Mitsubishi Motors can best demonstrate its strengths, and plan to launch 13 models over the next six years. As a core model, we will launch the all-new "Pajero," which embodies “Mitsubishi Motors-ness,” and develop it into the "Pajero" series going forward. To complement this focused approach, we will leverage existing and new alliances and partnerships to expand our product lineup and accelerate growth.
In our regional strategy, we have positioned the Philippines, Vietnam, and Japan, where growth is particularly strong, as priority countries, and will allocate growth investments intensively to these markets. In addition, in selected markets in the Middle East and Latin America, where market growth potential is high, we will strengthen our brand, network, and value chain through selective investments, and develop these markets into the next growth drivers.
On the business front, in addition to new vehicle sales, we will strengthen value chain businesses such as used car sales, sales finance, after-sales services, and accessories, thereby maximizing the value per vehicle.
Management KPI
For FY2029, we aim to achieve operating profit of ¥160.0 billion, an operating profit margin of 4.5%, and ROE of 10%.
Toward the early 2030s, we aim to achieve operating profit of ¥200.0 billion to ¥250.0 billion, an operating profit margin of 5.5% or higher, and ROE of 12% or higher.
The Main Actions of This Plan
1.Growth Strategy
(1) Concentrate management resources on ASEAN products and off-road products, and launch 13 models over the next six years. As a core model, develop the all-new "Pajero," which embodies “Mitsubishi Motors-ness,” into the "Pajero" series
(2) Position the Philippines, Vietnam, and Japan as priority countries, and allocate growth investments intensively to these markets. In selected markets in the Middle East and Latin America, develop these markets into the next growth drivers through selective investments
(3) Strengthen value chain businesses, including used car sales, sales finance, after-sales services, and accessories
2.Structural Transformation
(1) Shorten development lead times through the use of AI and DX
(2) Strengthen cost competitiveness through the optimization of parts and component commonization and a global procurement strategy
(3) Optimize the break-even point by reviewing production capacity and the fixed cost structure
For more information about the Mid- to Long-Term Vision, please access:
