When we launched our APTSIS 15 mid-term management plan (April 2011 to March 2016) here at Mitsubishi Chemical Holdings (MCHC) in April 2011, we set ourselves the goal of achieving “KAITEKI value”. Intended as a guiding management principle for the sustainable development of the MCHC Group, KAITEKI value revolves around three core axes. The first of these is aimed at maximizing profit and capital efficiency, as the cornerstones of conventional corporate value. The second axis is aimed at contributing to our business through technology and innovation, with our third axis aimed at providing value for society through our business activities. Factoring in a fourth time axis, we will strike the ideal balance between these axes to maximize KAITEKI value.
With so much political and economic upheaval in recent years, both domestic and international, it has been difficult to predict what will happen in the even near future. There are still many social issues that need to be addressed too, including the environment, energy, and uneven access to food and water. Taking all that into account, companies need to look towards sustainable development, rather than focusing exclusively on their profits, in order to create true value. We feel that KAITEKI epitomizes the sort of corporate activities that the world needs in this day and age. Here at the MCHC Group, we consider it our social responsibility to maximize KAITEKI value through innovation. As a group, we are committed to making that a reality through our corporate activities.
As a crucial step towards maximizing KAITEKI value, we have established MOS (Management of SUSTAINABILITY) indexes that set out specific numerical targets for the final year of APTSIS 15 (fiscal 2015), alongside economic indexes such as operating income and ROA. MOS indexes show progress in the management of SUSTAINABILITY, one of the axes mentioned before. Example MOS targets include reducing domestic environmental impact by 30% compared to fiscal 2005, reducing CO2 emissions by 4 million tons through our products, achieving a 90% rate of CSR procurement for raw materials and packaging, increasing our contribution to quality of life in the healthcare sector by 40%, halving quality issues and accidents, and improving employee satisfaction. The first special feature in this year’s report outlines our progress with the MOS indexes and specific activities during the first year of our mid-term management plan. Although we are still at the trial and select stage at the moment, as we have only just started to formulate the MOS indexes, we regard them as an essential tool that will enable us to enhance the corporate value of the MCHC Group on a sustainable basis. We will continue to actively incorporate the thinking behind MOS into our business activities in the future, whilst keeping our stakeholders informed of our progress and results wherever possible.
As well as stepping up our efforts to realize KAITEKI value, we are committed to reinforcing initiatives in other areas that underpin our corporate activities too, including corporate ethics (compliance), safety, the environment, human rights and labor, stakeholder communication, corporate governance, and disclosure. We will continue to improve the quality of our activities by implementing the PDCA cycle.
We are determined to join forces as a group and work together with our stakeholders, as we continue on our journey towards realizing KAITEKI in the future.