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54	54	The decade 1960-1970 saw increasing dependence of the world on imported oils. In the awake, Mitsubishi received an avalanche of orders for oil tankers. This ensued the effects like reunion of all three parts of Mitsubishi in 1964. Tanker-building business utilized the bulk of MHI's resources. A new dock with 300,000-gross-ton capacity was built at Nagasaki in 1965, followed by the 1972 completion of a mammoth 1-million-gross-ton supertanker facility at the same yard. This ultra-efficient dock enjoyed only a short life, however~-~-the oil crisis of 1973 and 1974 soon brought tanker orders to a near standstill, permanently crippling the entire Japanese shipbuilding industry.
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	56	+By 1975, as a result of that downturn, MHI generated only about 40% sales from the shipbuilding segment and only about 33% of its employees worked there. By 1985, the numbers further declined to only 15% and 17%, respectively. However, MHI managed to shift its assets quickly enough to survive. Having already spun off its automobile division to form Mitsubishi Motors Corporation in 1970, MHI aggressively pursued clients in the power-plant and factory-design fields. It also resumed its position as the top supplier of military hardware to Japan's growing defense force. MHI has streamlined its production facilities by shifting employees from older industries such as shipbuilding to newer ones such as machinery and power-plant production, at the same time allowing natural attrition to shrink its overall labor bill.
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