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Corporate Corporate Basic Information Message from the President Corporate Profile / Access ∟Mitsubishi Chemical Group Corporation ∟Mitsubishi Chemical Corporation ∟Mitsubishi Tanabe Pharma Corporation ∟Nippon Sanso Holdings Corporation Leadership Organization Chart Global Network Number of Subsidiaries History Corporate Brochure Evaluation by Outside Parties Approach to Corporate Activities Group Concept Charter of Corporate Behavior Value Creation Model Health and Productivity Management Management Strategy Management Policy Business Strategy ∟Specialty Materials ∟Industrial Gases ∟Health Care ∟MMA ∟Petrochemicals and Carbon Products Governance Corporate Governance ∟Corporate Governance Guidelines Risk Management Compliance Media KAITEKI Solution Center  Digital Showroom  Social Media ∟LinkedIn account  ∟X account  ∟YouTube channel  Products Innovation Innovation CTO Message --> Innovation Strategy Intellectual Property Strategy Mitsubishi Chemical Corporation R&D Main R&D Organization Award History Paper Submission Investors Investors Management Policy Message from the President --> Management Policy Disclosure Policy IR News IR News TSE Filings Basic Information Chart IR Calendar Financial Data ∟Financial Highlight ∟Historical DATA  Evaluation by Outside Parties (ESG) Other IR Information ∟FAQ on IR ∟Contact on IR ∟IR Sitemap IR library Financial Results Operating Summaries Analysts Meeting Materials Integrated Reports Securities Reports Report in Line with the Recommendations of the TCFD To Our Individual Investors The Mitsubishi Chemical Group in Numbers Stock and Bond Information ∟Stock Information ∟Dividend ∟Shareholders Meeting ∟Articles of Incorporation ∟Ratings and Bonds Sustainability Sustainability Sustainability Activities Sustainability Approach and Promotion Structure Material Issues and　Sustainability(MOS) Indices​ ESG Initiatives Environment Social Governance Sustainability Data Sustainability (MOS) Results Non-Financial Data Sheets GRI Standards Integrated report "KAITEKI Report" News News Releases Information IR News TSE Filings Contact Us 日本語 English 中文 --> --> --> --> HOME Investor Relations Formulation of New Management Policy “Forging the future” Formulation of New Management Policy “Forging the future” December 1, 2021 Updated on Feb. 24, 2023 Japanese ⇔ English 【further information】Notice regarding Specific Action Plan and Update of Performance Targets related to Management Policy "Forging the future" Feb. 24, 2023「Mitsubishi Chemical Group Investor Day 2023」 ＞Briefing Material ＞Archived Conference ＞PDF for printing  ＞Briefing materials   Company name: Mitsubishi Chemical Holdings Corporation Representative: Jean-Marc Gilson Representative Corporate Executive Officer,  President & Chief Executive Officer Listed on the 1st section of the TSE (stock code: 4188) Contact: Osamu Shimizu  General Manager,  Corporate Communications Office Tel: [+81] (0)3-6748-7120   Formulation of New Management Policy “Forging the future”   Mitsubishi Chemical Holdings Corporation (MCHC) has formulated a new management policy “Forging the future”, covering the period up to the end of FY 2025. In February 2021, MCHC announced its medium-term management plan, “APTSIS 25 Step 1”, which covers the two years from FY 2021. “Forging the future" is a new management policy based on the assumptions made at the time the plan was formulated and on a review of the measures needed to maximize corporate value. We aim to sustainably increase value for our stakeholders with a clearer strategy to drive operational excellence and unlock the growth potential of our businesses. Ⅰ．Strategic Priorities   　　1．Growth, Performance, and Sustainability 　　2．Business to Exit 　　3．Strategic Cost Transformation 　　4．Leaner Structure to Execute Strategy 　　5．Strategic Capital Allocation   　1．　Growth, Performance, and Sustainability   (1)  Our Portfolio Assessment Criteria 　We will focus on businesses in attractive markets where MCHC is positioned to win.   　i. Market Attractiveness 　　・Market growth 　　・Potential Risk Factors 　　・ROS / ROIC / EBITDA Margin   　ii. Strength 　　・No.1 / 2 Market Position Potential 　　・Technological Innovation 　　・Competitive Advantage   　iii. Carbon Neutrality 　　・CO2 Emissions Level 　　・CO2 Reduction Potential 　　・Values to Customers / Society (2)  Our Strategic Focus 　Based on the above evaluation criteria, Electronics and Health Care & Life Science will be positioned as our strategic focus.   　　[Our strategic focus]     　　[Electronics] 　　　We will aim to achieve further growth in target domains by using MCHC’s key technologies.   　　[Health Care & Life Science] 　　　We will lead innovation in targeted areas in the food sector, and in healthcare we will realize the value of late-stage development assets such as a potential coronavirus vaccine.     　　[Markets where we are strong: Solid performance materials businesses] 　　　We will aim to further increase competitiveness in each of the domains including chemicals, polymers, films, and molding materials 　　[Markets where we are strong: Industrial gas] 　　 We will take strategic initiatives to capture growth, reduce costs and improve profitability.   (3)  Digitalization 　By bolstering our digital strategy, we will enable customer experience and end-to-end business process transformations.   (4)  Carbon Neutrality by 2050 　　We will take a practical path towards carbon neutrality by 2050 while achieving sustainable growth.   ２．Business to Exit   　　We will lead the consolidation of domestic basic chemical industries towards carbon neutrality by 2050 via restructuring, including through the carving out and future exit of our petrochemicals and coal chemicals.   　　 　　   3．Strategic Cost Transformation   We will reduce costs by more than 100 Billion yen per year by fiscal 2025 through the following measures for each item.   Major Item Margin Impact Value Levers Logistics / Supply Chain Management ++ ・Pursue efficiency through digitalization across entire process from manufacturing to sales Engineering repair and procurement ++ ・Optimization of investment through digital preventative maintenance ・Procurement process reformation and digitalization General and Administrative + ・Business reorganization 　- Integrate subsidiaries and offices 　- Introduction of new personnel system ・Process excellence and digitalization R&D ++ ・Clear prioritization ・Value impact 　- More selective R&D at Mitsubishi Tanabe Pharma ・Open innovation and Materials Informatics Price structure improvement ++ ・Price structure improvement of low-profit businesses     4．Leaner Structure to Execute Strategy   From April 1, 2022 onward, we will reform our organizational structure to create a flat organization with a "One Company, One Team" culture. In addition, we will shift from a legal entity-based to a business unit and corporate function-based operation to clarify where responsibility lies. 　　　　　   5．Strategic capital allocation   　We will strategically reallocate available capital from operational efficiency and divestures.     Ⅱ．Performance Targets for 2025   Improved operational efficiency and financial strength create solid foundation for accelerated growth.   (1)  Group target 　 FY2020 Actual FY2021 Forecast   FY2025 Base Target Group Revenues JPY 3,258 Bil JPY 3,886 Bil JPY 3,000 Bil Core Operating Income JPY 175 Bil JPY 300 Bil JPY 350~370 Bil EBITDA JPY 406 Bil JPY 530 Bil JPY 540~560 Bil EBITDA margin 12.5% 13.6% 18~20％ EPS JPY (-5.3) JPY 108.6 JPY 125-145 Financial Leverage (Net Debt / EBITDA) 5.3x 3.8x 2.0-3.0x ROE -0.6% 11.0% ≧10% ROIC 3.3% 5.4% > 7%   (2)  Targets by main segment 　 Performance Products MMA Healthcare Industrial Gas (Request-based) EBITDA ≈ JPY 180 Bil ≈ JPY 70 Bil ≈ JPY 70 Bil ≈ JPY 220 Bil EBITDA margin ≈ 15% ≈ 26% ≈ 15% ≈ 25%   Ⅲ．Road Map   We will implement a firm strategy to increase shareholder value in accordance with the following road map.     Forward-Looking Statements  Forward-looking statements are based largely on the Company’s expectations and information available as of the date hereof, and are subject to risks and uncertainties which may be beyond the Company’s control. Actual results could differ materially due to numerous factors, including but not limited to market conditions and the impact of competition within the industry. 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