Mitsubishi Chemical Group has moved into the final year of a 3-year transition drive, marking what management calls a pivotal moment for the corporation’s destiny.
The management team dedicated that, “over the 3-year duration starting from April 2024, we might precisely implement the ‘3-disciplined procedures in business operations’ and show clear development arc.” This year indicates the third and final year of that plan.
Over the past year, the corporation driven via major system and process reforms, rolling out “Mone-G,” which Incorporates worldwide ERP systems, and finishing “Mone-M,” the incorporation of mission-crucial systems throughout the 3-corporations that shaped the present MCC. Management acknowledged employees “particularly those on the the front lines who assisted the go-live,” as well as teams that replied to problems by rigorous hypercare.
The transformation has come at a price. Over the past one year and 9-months, Mitsubishi Chemical executed business moves, market withdrawals, and site shutdowns, along with the Next-stage Support Program (NSP). Leadership stated the actions had been pushed by the belief that Mitsubishi Chemical “cannot continue to exist unless it changes now,” and conveyed gratitude to employees who left the corporation to seek new opportunities.
For left employees, control highlighted accountability and performance, endorsing them to ensure safety, stable operations, keeps quality, and energetically support thru higher productivity and superior product value.
At the equal time, the corporation is expanding down on future development. Investments have been authorized in anode materials, OPL FILM, synthetic quartz powder, semiconductor precision cleaning, and high-performance engineering plastics, targeted towards constructing a sustainable earnings base.
New and accelerated production is about to come online this year, which includes polyester film in Germany, emulsifier ability in Fukuoka, anode materials in Kagawa, extended precision cleansing at Shinryo in Fukushima and Iwate, and the entirely scale-up of CPC operations in Italy. Management referred to as on teams to “efficiently capture marketplace requirements” and make the year one of decisive progress.
Representatively, the corporation connected the year to the zodiac sign “Hinoeuma,” or the Fire Horse, defined as an fortunate sign that appears once every 60-years and signifies challenges, passion, development, and forward momentum—qualities leadership says indicates the corporation’s recent location.
Mitsubishi Chemical is persevering with its shift closer to turning into a “Green Specialty Company” below its long-term strategy, “KAITEKI Vision 35.” Employees are anticipated to take ownership, work throughout organizational and national boundaries, and uphold “Our Way”—Integrity, Respect, Bravery, and Collaboration.
Safety and compliance remain non-negotiable priorities. Management warned towards the “4-bad habits”—making assumptions, stopping vital thinking, wishful thinking, and a lack of imagination—and strengthened the “4-MAMORU” principles: defensive human life, human rights, the environment, and respecting policies.
Framing the corporation as a long-term legacy, leadership advised employees to treat their responsibilities “with the seriousness and care of running a family business,” making sure the corporation is exceeded directly on to the following generation.
