It has been one year and nine months since the formulation of KAITEKI Vision 35 (KV35), the management vision outlining the Mitsubishi Chemical Group's aspirations for 2035, as well as the Medium-Term Management Plan 2029.
During this period, the Mitsubishi Chemical Group has clearly defined its business portfolio and implemented a reorganization of its business groups in April 2026. As the Group shifts from a defensive stance to a more offensive, growth-oriented approach, the heads of each business group discuss how they view the changing business environment and how they aim to create value going forward.
During this period, the Mitsubishi Chemical Group has clearly defined its business portfolio and implemented a reorganization of its business groups in April 2026. As the Group shifts from a defensive stance to a more offensive, growth-oriented approach, the heads of each business group discuss how they view the changing business environment and how they aim to create value going forward.
Two years of advancing price optimization and structural reform
We have continued to face a challenging business environment amid sluggish economic conditions globally. Nonetheless, our business group has continued to see steady demand for our products, as they are used as intermediate materials in items essential to everyday life. Currently, high-performance films are experiencing steady demand in AI-related and display applications, while in polymers, SoarnoL™, our ethylene vinyl alcohol copolymer (EVOH), has been a key contributor to earnings.
Against this backdrop, I have placed particular emphasis on price optimization and portfolio transformation. Many of our businesses create added value by customizing standard products to meet specific customer needs. As such, it is highly important that we are appropriately compensated for the value we provide. Over the past two years, we have worked to foster a mindset centered on value-based pricing while thoroughly explaining our approach to customers and steadily implementing pricing adjustments. At the same time, for businesses that were not receiving adequate market valuation, we carefully assessed profitability and future growth potential, transferring them to more suitable owners or withdrawing them entirely. As a result, although our top-line results contracted temporarily, both profitability and capital efficiency improved steadily. While fiscal 2025 was affected by impairment losses related to SoarnoL™, I believe we have now established the foundation necessary to shift to a more offensive growth phase from fiscal 2026.
Against this backdrop, I have placed particular emphasis on price optimization and portfolio transformation. Many of our businesses create added value by customizing standard products to meet specific customer needs. As such, it is highly important that we are appropriately compensated for the value we provide. Over the past two years, we have worked to foster a mindset centered on value-based pricing while thoroughly explaining our approach to customers and steadily implementing pricing adjustments. At the same time, for businesses that were not receiving adequate market valuation, we carefully assessed profitability and future growth potential, transferring them to more suitable owners or withdrawing them entirely. As a result, although our top-line results contracted temporarily, both profitability and capital efficiency improved steadily. While fiscal 2025 was affected by impairment losses related to SoarnoL™, I believe we have now established the foundation necessary to shift to a more offensive growth phase from fiscal 2026.
Reorganization of the films business and the food and healthcare business into a single business group
The reorganization of the films business and the food and healthcare business into the same business group was undertaken to enhance the Group’s value-creation capabilities by leveraging the common features of our business models. The films, polymers, and food and healthcare businesses all focus on customizing products according to customer needs, enabling the creation of synergies through collaboration. A major change resulting from this reorganization is that the customer touchpoints in Food and Healthcare, which are closely connected with Tier 1 suppliers, can now be leveraged to support proposals by the films and polymers businesses. This enables us to address the latent needs and fundamental challenges of brand owners. In addition, the food and healthcare business can expect expanded sales channels through converters and other customers, allowing the Group as a whole to propose solutions that cover the entire supply chain.
Furthermore, the reorganization has enabled us to deliver value in the business focus areas outlined in KV35 as a single business group. For example, in the area of food quality preservation, we can now provide comprehensive solutions by combining food additives, barrier resins, films, and other functions and technologies.
Furthermore, the reorganization has enabled us to deliver value in the business focus areas outlined in KV35 as a single business group. For example, in the area of food quality preservation, we can now provide comprehensive solutions by combining food additives, barrier resins, films, and other functions and technologies.
Strategy and commitment toward realizing KV35
Following the completion of structural reforms, we are now entering a growth phase with the aim of expanding our top-line revenue and bottom-line earnings.
The competitive advantage of the Films & Performance Materials Business Group lies in its ability to combine multiple strengths to create multifaceted value. The foundation of this advantage is our professional talent. By leveraging and coordinating the expertise that differentiates us from competitors, we continue to create value and realize competitive advantages as an organization.
As a provider of specialty materials, our value lies in being distinctive and indispensable in the market. Our mission is to remain essential to customers, society, and the market—and continue to be difficult to replace. To achieve this, we will evolve the way we conduct business. In addition to meeting customer needs, it is essential that we identify latent market needs, create new value by anticipating customer needs, and co-create new value. To that end, we are strengthening our data-driven marketing capabilities and optimizing our talent allocation.
Furthermore, it is also important that we remain attuned to changing markets and continue to seize new opportunities. While we have continuously refined our business portfolio, we will remain focused on growing markets and continue enhancing our value creation.
In fiscal 2025, we revised our investment plan for SoarnoL™ in the United Kingdom and recorded an impairment loss on fixed assets. I take this outcome very seriously and am working to strengthen stage-gate management and governance to avoid a recurrence of such a situation. It is my responsibility to pass this business on to the next generation in a stronger state, and I will remain committed to enhancing corporate value through continuous growth.
The competitive advantage of the Films & Performance Materials Business Group lies in its ability to combine multiple strengths to create multifaceted value. The foundation of this advantage is our professional talent. By leveraging and coordinating the expertise that differentiates us from competitors, we continue to create value and realize competitive advantages as an organization.
As a provider of specialty materials, our value lies in being distinctive and indispensable in the market. Our mission is to remain essential to customers, society, and the market—and continue to be difficult to replace. To achieve this, we will evolve the way we conduct business. In addition to meeting customer needs, it is essential that we identify latent market needs, create new value by anticipating customer needs, and co-create new value. To that end, we are strengthening our data-driven marketing capabilities and optimizing our talent allocation.
Furthermore, it is also important that we remain attuned to changing markets and continue to seize new opportunities. While we have continuously refined our business portfolio, we will remain focused on growing markets and continue enhancing our value creation.
In fiscal 2025, we revised our investment plan for SoarnoL™ in the United Kingdom and recorded an impairment loss on fixed assets. I take this outcome very seriously and am working to strengthen stage-gate management and governance to avoid a recurrence of such a situation. It is my responsibility to pass this business on to the next generation in a stronger state, and I will remain committed to enhancing corporate value through continuous growth.
【Profile】
Joined Mitsubishi Plastics Inc. (now Mitsubishi Chemical Corporation) in 1989. After engaging in R&D for functional films, he has been primarily involved in the films business, serving as senior manager of the Film Division and senior manager of the Corporate Planning Department. He subsequently served as general manager of the Film Division, general manager of the Food Packaging Division, and division general manager of the Packaging Film Division, among other roles. In 2018, he was appointed executive officer in charge of the High Performance Films Business Domain. In April 2024, he was appointed vice president of Mitsubishi Chemical Group Corporation, overseeing the Advanced Films & Polymers Domain. In April 2025, he became managing executive officer of Mitsubishi Chemical Corporation with responsibility for Advanced Films & Polymers. Following an organizational restructuring in April 2026, he assumed his current position.
