Management Policy

From KAITEKI Report 2023 issued in September 2023

Five key pillars to drive improvements in the EBITDA margin

At the Investor Day 2023 held on February 24, 2023, Mitsubishi Chemical Group Corporation announced a detailed executable plan for fiscal 2021-2025 based on its “Forging the future” management policy (announced on December 1, 2021), as well as updated financial targets for fiscal 2025.
MCG has set out five key pillars as part of its clear strategy to drive operational excellence and unlock business potential: (1) growth, performance, and sustainability; (2) strategic cost transformation; (3) business to exit; (4) leaner, digital, empowered; and (5) strategic capital allocation. By working in these areas, we aim to deliver more value to all our stakeholders.
Between fiscal 2021 and fiscal 2025, we expect these key pillars to grow EBITDA by approximately ¥100 billion and improve the EBITDA margin from 13% to 18%.
Of these, we expect three primary pillars to generate the following outcomes: through business growth by means of pillar (1), EBITDA is projected to increase by approximately ¥70 billion; pillar (2) will deliver cost reductions of approximately ¥135 billion, higher than the initial target of ¥100 billion; while through pillar (3), exit from the petrochemicals and carbon products businesses will reduce EBITDA by approximately ¥110 billion. We will implement various initiatives based on this executable plan, with the goal of achieving our targets in fiscal 2025.

Note: Information provided in the section Executable Plan Based on the “Forging the future” Management Policy uses fiscal 2021 results and fiscal 2025 targets.

Click here for more information on “Forging the future”

Five key pillars: Maximizing corporate value​

Growth, performance, and sustainability
  • Shift to global profitable markets
  • Focus on selected end applications
  • Become a sustainability leader
Strategic cost transformation
  • Focus on Health Care restructuring, operational excellence and supply chain optimization, as well as procurement
Business to exit
  • Exit the petrochemicals and carbon products businesses
Leaner, digital, empowered
(Formerly named: Leaner structure to execute)
  • Shift to a leaner, digital, and empowered organization and workforce
Strategic capital allocation
  • Fuel organic growth
  • Improve the balance sheet to fund future growth
Three primary pillars will improve EBITDA margin from 13% to 18%
EBITDA margin FY2021 13% FY2025 18% Change in EBITDA FY2021  502.4 billion of yen Approx. 70 billion of yen Growth, performance, and sustainability Approx. 135 billion of yen Strategic cost transformation Higher than the original “Forging the future” target of 100 billion of yen Approx. −110 billion of yen Business to exit FY2025 Approx. 600 billion of yen

Achieve our financial and non-financial targets with a view to further growth from fiscal 2025

For financial targets, we remain committed to our fiscal 2025 targets and will work to improve profitability, including EBITDA and the EBITDA margin. For non-financial targets, GHG emission reduction is a must in the chemical industry, and we uphold the target of a 29% reduction (versus fiscal 2019 levels) by fiscal 2030. We are also working more intensively to achieve our target for waste reduction. Customer satisfaction has already been at a high level, but we will work to improve this further. We have also set high targets for employee engagement and diversity among management.
Our “Forging the future” management policy is our core strategy to achieve our future vision, and we will accelerate our efforts across these five key pillars through fiscal 2025. After fiscal 2025, we will be positioned to transform into a specialty materials group and aim for further growth.

Financial targets
EBITDA FY2021 394.3 Billion of yen *1 502.4 Billion of yen +11% per year *2 FY2025 Approx. 600 Billion of yen FY2021 Sales revenue 3976.9 Billion of yen EBITDA margin 13% Core operating income 272.3 Billion of yen ROIC 5% EPS *3 125 yen FY2025 Sales revenue Approx. 3375.0 Billion of yen EBITDA margin 18% Core operating income Approx. 365.0 Billion of yen ROIC 7% EPS *3 Approx. 143 yen

*1 Fiscal 2021 EBITDA excluding petrochemicals and carbon products
*2 Organic EBITDA growth excluding petrochemicals and carbon products
*3 Basic EPS

Non-financial targets*4
GHG reduction (Scope 1 + Scope 2) 29% Fiscal 2030 target (vs. fiscal 2019) Waste reduction *5 50% Fiscal 2025 target (vs. fiscal 2019) Level of customer satisfaction *6 6pts Employee engagement *7 15pts Diversity among management *8 7pts Fiscal 2025 target (vs. fiscal 2020)

*4 Including petrochemicals and carbon products
*5 Reduction of landfill waste by fiscal 2025
*6 Level of customer satisfaction based on the annual customer survey
*7 Percentage of favorable responses to set items in the employee awareness survey
*8 Percentage of managerial staff with a diversity attribute Target: 40%

Strategy execution roadmap
Phase 1: Planned Five key pillars Growth, performance, and sustainability Strategic cost transformation Business to exit Leaner, digital, empowered Strategic capital allocation Phase 2: Executed FY2021–2022 Pathway to a more focused portfolio defined Cost reduction for fiscal 2022 on track, further actions taken A few divestitures, financial carve-out of petrochemicals Reduced complexity in structure, cultural transformation underway Improved net D/E ratio Phase 3: Accelerate Focus markets, global expansion and commercialization excellence Procurement, operational excellence, improvement in general and administrative (G&A) expenses Carbon products sale, petrochemicals joint venture (JV) established Global, digital end-to-end processes, fewer locations, diverse and inclusive workspace Capital allocation supporting growth, dividends, and a healthier balance sheet Phase 4 Beyond FY2025 Positioned to capture the transformational impact

Back to top