Mitsubishi Chemical Holdings Corporation has formulated the Group mid-term management plan, APTSIS 10, aiming at "growing, innovating, and leaping ahead" for the next three years (April 1, 2008 – March 31, 2011: FY2008 –2010).
Prior to the formulation of ATPSIS 10, MCHC has examined what the Group aspires to be in 2025, and should be in 2015. In May 2007, MCHC has set an aspiration for 2025: the Group will be a global leading company based on "Good Chemistry" , by introducing three decision criteria for corporate activities: Sustainability; Health; and Comfort, in light of future business environment. On the basis of this aspiration, concrete strategies of APTSIS 10: basic strategies in growth strategy; innovation strategy; and strategic investments for M&A and alliances for leaping ahead have been formulated under the above mentioned concept, "growing, innovating, and leaping ahead".
In APTSIS 10, steady execution of growth strategy and strategic investments to expand businesses so as to realize changes in business portfolio and a highly profitable Group in 2015 and beyond will be implemented in order to further develop achievements attained in consolidation of its foundation for sustainable growth in the previous three-year mid-term management plan, KAKUSHIN Plan: Phase 2 (April 1, 2005 – March 31, 2008: FY2005-2007). Furthermore, in order to increase corporate value sustainably, strengthening corporate foundation and greenhouse gas reduction efforts will be implemented.
Numerical targets for FY2010 are as shown below:
| Key numerical targets for FY2010 | |
|---|---|
| Operating income | ≧¥190 billion* *Include ¥20 billion contingencies |
| ROA (EBIT/Total assets) | ≧6.0% |
| Contribution to reduce CO2 emission | ≧20.0% reduction* *Unit energy consumption |
| Other targets | |
|---|---|
| ROE | ≧8.0% |
| EBITDA | ≧¥350 billion |
Under the concept, "growing, innovation, and leaping ahead" , basic strategies are formulated as follows:
| ◇ | Maintain and further expand existing global businesses. |
| ◇ | Expand in only 1 and/or No. 1 niche businesses in growing markets. |
| ◇ | Early realization of Mitsubishi Tanabe Pharma merger benefits. |
| ◇ | Steady progress in key development projects at Mitsubishi Tanabe Pharma Corporation. |
| ◇ | Development of business infrastructure to be a global research-driven pharmaceutical company. |
| ◇ | Shift to high performance products. |
| ◇ | Realizing results of investments executed in KAKUSHIN Plan: Phase 2. |
| Solid-state lighting, Li-ion battery materials for HEV, Next-generation displays, Chemical components for automobiles, Bio-based polymers, Organic photovoltaic modules, Personalized medicine. |
| Maintain and expand businesses by efficient product and business lifecycle management: Recording media, Imaging products, High performance polyester films. |
| Expand in only 1 and No. 1 niche businesses in growing markets: Semiconductor-related materials and service, Electronic device components, Alumina fibers, Pitch based-carbon fibers and composites, Food ingredients, High performance packaging films. |
| Generate next growth businesses by delivering materials and devices for future global markets: Solid-state lighting, Li-ion battery materials for HEV, Next-generation displays, Chemical components for automobiles, Bio-based polymers, Organic photovoltaic modules. |
| Early realization of merger benefits of Mitsubishi Tanabe Pharma Corporation. |
| Steady progress in key development projects at Mitsubishi Tanabe Pharma Corporation. |
| Development of business infrustructure to be a global research-driven pharmaceutical company. |
| Progress in our roadmap toward personalized medicine through synergies of the MCHC Group. |
| Shift to high-performance products: Existing growth businesses such as high performance graphite, C4 chemicals, Polycarbonate・Bisphenol-A, Polypropylene, High performance resins. |
| Realizing results of investments executed in the KAKUSHIN Plan: Phase 2: Establishment of PTMG production facility in China, Streamlining of the Mizushima Plant, Business and capacity expansion of performance polymers in the US, Capacity expansion of PP and new olefin conversion unit at the Kashima Plant, New PC production facility in China and PC capacity expansion at the Kurosaki Plant. |
| Create new environmentally-friendly materials: Chemical components for automobiles, Bio-based polymers. |
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| i) | Stable businesses | ||
| ・ | Blast furnace coke business Maintain stable profit by investing and meeting environmental requirements and stable production. |
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| ・ | Petrochemicals related businesses | ||
| a) | Shift polyethylene to higher profitable applications (e.g. HDPE) | ||
| b) | Selection and focus of chemical derivatives (asset-light) | ||
| c) | Reform chemical complex by alliances and collaboration, to strengthen its competitiveness by focusing on core derivatives. | ||
| ii) | Businesses to be restructured | ||
| Business structure reform of terephthalic acid by alliances, collaboration, and reorganization will be promoted. | |||
Active investment will be pursued to realize "Growth and Innovation".
Capital expenditure and investments and loans: ¥590 billion/3 years.
R&D: ¥425 billion/3 years.
Resources are mainly allocated to the Performance Products business domain and the Health Care business domain compared to KAKUSHIN Plan: Phase 2.
APTSIS 10 progress
| Domains/Segments | Capital expenditures, Investments and loans |
R&D expenditures |
|---|---|---|
| Performance Products Electronics Applications Designed Materials |
210 135 75 |
97 |
| Health Care | 75 | 249 |
| Chemicals Chemicals Polymers |
155 110 45 |
64 |
| Services | 150 | 15 |
| Total | 590 | 425 |
To strive for active business expansion, resources will be strategically invested in alliances and M&A. Available funds are ¥250 billion for FY2008-2010.
Overseas sales proportion will be raised from 27% (FY2007) to 30% (FY2010).
"Increase shareholder value by increasing corporate value" is our basic policy for shareholder returns.
Dividends will be paid to the extent possible based on the need for internal reserves and a consideration of consolidated results. The dividend payout ratio will be targeted, but not fixed, at 30% or more of profits, but stability (maintenance or increase in dividends per share) of dividends will also be emphasized.
Increasing corporate value sustainably is indispensable to implement and promote APTSIS 10. The Group will execute the following measures:
| i | Strengthen corporate foundation Special emphasis is placed on practice of responsible conduct and secure and nurture people power. |
| ii | Greenhouse gas reduction efforts |
| iii | Under our corporate philosophy of "Good Chemistry for Tomorrow" - Creating better relationships among people, society and our planet, establishment of "Institute for Kaiteki Biosphere" (tentative) is under consideration in order to deliver solutions through science and chemistry to resolve global environmental issues and improve QOL. |
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| Transcript | [PDF: 115kb] |
