Concentrating Management Resources on Growth Areas and Transforming the Business Portfolio
First written in FY2016. 14 of 21 entries say "Advanced", first in FY2018-Q3. Latest entry: FY2026.
The whole theme swung hardest in 2018: 1 of 11 companies on the "Worse" side.
11 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「To establish a resilient business capable of supporting Japan’s entire industrial sector, the division is accelerating the second phase of its restructuring and alliances with other companies. On 30 May 2025, it announced that it had begun considering the incorporation of the Basic & Green Materials business as a separate company in preparation for restructuring with other companies, including the integration of the petrochemicals business.」
The transformation of the business portfolio took concrete form through multiple restructuring transactions, including consideration of spinning off the Basic & Green Materials business, business integration with Idemitsu Kosan and Sumitomo Chemical, and consolidation of domestic crackers. - FY2026-H1AdvancedAnnual report
「At a meeting of the Board of Directors held on 24 June 2025, the Company resolved to transfer all of its ownership interest in Shanghai Sinopec Mitsui Chemical Co., Ltd. (“SSMC”), an equity-method affiliate, to Sinopec Shanghai Gaoqiao Petrochemical Co., Ltd. Accordingly, SSMC was excluded from the scope of equity-method accounting in Basic & Green Materials.」
Regarding the transformation of the business portfolio under VISION 2030, the Company resolved to transfer its entire ownership interest in SSMC and excluded the company from the scope of equity-method accounting. - FY2025-H1AdvancedAnnual report
「On 1 April 2024, the Company integrated MCTI’s packaging solutions business by having MCTI, as the surviving company, absorb Sun-Tox Co., Ltd., a joint venture between Rengo Co.,Ltd. and Tokuyama Corporation, and transferred part of its shares in MCTI to Rengo. As a result, MCTI, now RM Tohcello Co., Ltd., and its subsidiaries became equity-method affiliates of the Company.」
As part of the transformation of the business portfolio under VISION 2030, the Company carried out the separation of MCTI’s ICT business and the integration of its packaging solutions business, making the resulting entity an equity-method affiliate, on 1 April 2024. - FY2024-Q2AdvancedAnnual report
「On 2 October 2023, the Company and ASAHI KASEI CORPORATION (“ASAHI KASEI”) established M-A Life Materials Co., Ltd. (“MAL”) and transferred to MAL the nonwoven fabric businesses operated by each company. The Company holds 60.62% of MAL and ASAHI KASEI holds 39.38%, making MAL a consolidated subsidiary of the Company.」
Regarding the transformation of the business portfolio under VISION 2030, the Company integrated its nonwoven fabric business with ASAHI KASEI through the establishment of a new company and transfer of the businesses on 2 October 2023, progressing to MAL becoming a consolidated subsidiary. - FY2024-Q1AdvancedAnnual report
「At a meeting of the Board of Directors held on 29 June 2023, the Company decided, among other matters, to split the protective film business and industrial film and sheet business of its consolidated subsidiary Mitsui Chemicals Tohcello, Inc. (“MCTI”) and transfer them to a newly established subsidiary, and to integrate MCTI’s packaging solutions business (“PS business”) through an absorption-type merger in which MCTI would be the surviving company and Sun-Tox Co., Ltd. (“Sun-Tox”), a joint venture between Rengo Co.,Ltd. (“Rengo”) and Tokuyama Corporation (“Tokuyama”), would be absorbed.」
Regarding the transformation of the business portfolio under VISION 2030, the Company gave concrete form, through a Board of Directors decision, to the separation of MCTI’s ICT business and the integration of its PS business with the Rengo-Tokuyama-related business. - FY2023-Q3AdvancedAnnual report
「The Company classified its investment in MT Aquapolymer, Inc., an equity-method affiliate in the Life & Healthcare Solutions segment in which TOAGOSEI CO., LTD. holds a 51% stake and the Company holds a 49% stake, as held for sale because it entered into an agreement to transfer 39% of its ownership interest to TOAGOSEI CO., LTD. The transfer was completed in January 2023.」
As part of the transformation of the business portfolio under VISION 2030, the Company entered into an agreement to transfer its 39% ownership interest in MT Aquapolymer to TOAGOSEI CO., LTD., with the transfer completed in January 2023. - FY2023-Q2AdvancedAnnual report
「At a meeting of the Board of Directors held on 26 August 2022, the Company approved the transfer of all shares in its consolidated subsidiary Mitsui Phenols Singapore Pte. Ltd. (the “Company”) to INEOS Holdings Limited (“INEOS”) in March 2023, and entered into a share transfer agreement with INEOS. The Company had considered various options for operating the Company, including collaboration with other companies, but concluded that the best option was to transfer all of its shares to INEOS, a global leader in the phenol business.」
As part of the transformation of the business portfolio under VISION 2030, the Company entered into an agreement to transfer all shares in its phenol business company, giving concrete form to the reorganization of the business through collaboration and transfer. - FY2023-Q1AdvancedAnnual report
「The Company is also revising its business portfolio and the related reporting segments to achieve its long-term management plan, VISION 2030.」
The revision of the business portfolio under VISION 2030 was reflected in the actual disclosure segments as a revision of the reporting segments from the first quarter. - FY2022AdvancedAnnual report
「In April 2022, the Company also reorganized its structure to align with the new business portfolio, reorganizing its business divisions into four: Life & Healthcare Solutions, Mobility Solutions, ICT Solutions, and Basic & Green Materials.」
In April 2022, the Company reorganized its structure into four business divisions to align with the four-business portfolio under VISION 2030. - FY2021ReframedAnnual report
「Returning once again to the group's raison d'être, solving social issues, we will work together across the company to become an enterprise that continuously provides solutions to the various social issues arising amid accelerating environmental change by applying the power of chemistry to create diverse forms of value.」
The previous policy of concentrating resources in growth areas was restructured into a company-wide strategy centered on the new 2030 Long-Term Management Plan and the resolution of social issues. - FY2020RestatedAnnual report
「While pursuing basic strategies including customer-driven innovation, stronger group-wide and global management, and enhanced competitiveness in existing businesses, we will proactively expand growth investment and research and development expenses, with the aim of achieving the following consolidated management targets in fiscal 2025.」
The company continues to pursue its basic strategies of customer-driven innovation, group-wide and global management, strengthening existing businesses, and increasing growth investment and research and development spending. - FY2019RestatedAnnual report
「While pursuing basic strategies including customer-driven innovation, stronger group-wide and global management, and enhanced competitiveness in existing businesses, we will proactively expand growth investment and research and development expenses, with the aim of achieving the following consolidated management targets in fiscal 2025.」
The basic strategies of customer-driven innovation, global management, and strengthening existing businesses through increased growth investment and research and development spending have been reiterated. - FY2018-Q3AdvancedAnnual report
「The tender offer ended on 17 January 2018, and the company became a consolidated subsidiary of our company on 24 January 2018. Voting rights ratio acquired on the business combination date: 74.69% (common and preferred shares) Acquisition cost: ¥30,133 million We aim to expand the business fields of our group's products and services by capitalizing on Ark's strengths, strengthen our ability to propose and provide solutions in the Mobility field, and commercialize these businesses.」
Following the tender offer for Ark, the company was made a consolidated subsidiary, advancing specific portfolio initiatives to expand business fields and strengthen the ability to propose and provide solutions in the Mobility field. - FY2017RaisedAnnual report
「Proactive investment of management resources」
The long-term management plan specifies resource allocation of ¥1 trillion for growth investments over 10 years, including ¥400 billion in strategic investments, and ¥70 billion in research and development expenses in fiscal 2025, giving concrete form to the previous policy of concentrating on growth businesses. - FY2017-Q2RestatedAnnual report
「To transform its business portfolio, the company will concentrate management resources on the Mobility, Healthcare, and Food & Packaging businesses.」
The company has reaffirmed its policy of continuing to concentrate management resources on the 3 growth businesses. - FY2017-Q1RestatedAnnual report
「To transform its business portfolio, the company will concentrate management resources on the Mobility, Healthcare, and Food & Packaging businesses.」
The company has reaffirmed its policy of continuing to concentrate management resources on the 3 growth businesses. - FY2016First statedAnnual report
「To transform its business portfolio, the company will concentrate management resources on the Mobility, Healthcare, and Food & Packaging businesses.」
This was stated as the company-wide resource allocation policy under the Medium-Term Management Plan.