Portfolio Transformation toward Growth and Core Businesses under the 2040 Long-Term Vision
First written in FY2019. 11 of 15 entries say "Advanced", first in FY2022-Q3. Latest entry: 2026-08-07.
The whole theme swung hardest in 2024: 2 of 18 companies on the "Worse" side.
6 other companies' latest entry also says "Advanced".
- 2026-08-07AdvancedM&A and Subsidiary Changes
「This transaction is being carried out as part of the “portfolio restructuring” identified as a priority initiative in the ENEOS Group’s Fourth Medium-Term Management Plan.」
The portfolio transformation based on the long-term vision progressed into a specific selective M&A transaction focused on the foundation and materials businesses. - FY2026AdvancedAnnual report
「We aim to significantly increase overseas sales through this initiative, reaching approximately 50% of total sales in fiscal 2030.」
As part of the long-term portfolio transformation, the acquisition of the overseas fuel oil business established a target of increasing overseas sales to approximately 50% of total sales by fiscal 2030. - FY2025RaisedAnnual report
「By making our foundational businesses more efficient and stronger while steadily growing our low-carbon and decarbonisation businesses, we aim to achieve ROIC of 7% and ROE of 15% by 2040.」
The Long-Term Vision explicitly set out an ROE target of 15%, in addition to ROIC of 7%, as the 2040 capital-efficiency targets. - FY2025-H1AdvancedAnnual report
「ＪＸ金属 applied for a stock exchange listing with the Tokyo Stock Exchange on 8 October 2024.」
As part of the portfolio transformation, including concentrating management resources on advanced materials and adjusting the resources business holding, JX Advanced Metals Corporation's preparations for a listing progressed to the application stage. - FY2024-Q1AdvancedAnnual report
「At the end of the previous consolidated fiscal year, ＪＸ金属株式会社, a subsidiary in the Metals segment, entered into an agreement with Lundin Mining in March 2023 to sell a 51% interest in SCM Minera Lumina Copper Chile (MLCC), which it had wholly owned, with the aim of further concentrating management resources in growth fields centred on advanced materials, reducing volatility in the resources business, and strengthening its long-term earnings base. Accordingly, all assets and liabilities of MLCC subject to the transfer were classified as a disposal group held for sale, and remained classified as such at the end of the first quarter of the current consolidated fiscal year. The sale of the disposal group was completed on 13 July 2023.」
The sale of a 51% interest in MLCC, intended to concentrate management resources on advanced materials and reduce volatility in the resources business, progressed from the agreement stage to completion on 13 July 2023. - FY2023ReframedAnnual report
「We aim to remain a leading player in a carbon-neutral society, supplying 20% of Japan's primary energy, with the largest shares in SAF (Note 2), hydrogen, and synthetic fuels.」
The previous 2040 Long-Term Vision was revised into the ENEOS Group Long-Term Vision centred on the energy transition, establishing the new positioning of supplying 20% of Japan's primary energy. - FY2023-Q1AdvancedAnnual report
「In its 2040 Long-Term Vision, our Group positioned the materials business as a growth business in which it would progressively strengthen its technological capabilities. Through the acquisition of the elastomers business, we aim to expand the business by supplying high-performance materials supporting a range of industries, including the next-generation mobility industry.」
The materials business moved toward becoming a growth business under the 2040 Long-Term Vision, with concrete portfolio transformation through the acquisition of the elastomers business. - FY2022AdvancedAnnual report
「For the time being, we plan to generate results in materials businesses, including electronic materials and functional materials. From 2025 onward, we will develop renewable energy and CCS/CCUS businesses, and from 2030 onward, next-generation energy businesses such as CO2-free hydrogen and synthetic fuels, with the aim of bringing each to fruition.」
The portfolio transformation under the 2040 Long-Term Vision set out phased timelines for monetising materials, renewable energy and CCS/CCUS, and hydrogen and synthetic fuels. - FY2022-Q3AdvancedAnnual report
「This will eliminate the parent-subsidiary listing structure, enabling us to devote more management resources to developing growth businesses while pursuing optimisation of ＮＩＰＰＯ's management and further enhancement of corporate value.」
The delisting of ＮＩＰＰＯ provided a specific course of action for transforming the portfolio by directing management resources toward growth businesses. - FY2020RaisedAnnual report
「We considered it possible to achieve carbon neutrality for our own CO2 emissions in the future and added this as a target.」
Added the new target of achieving carbon neutrality for our own CO2 emissions to the 2040 Long-Term Vision, in addition to contributing to a low-carbon, circular society. - FY2019First statedAnnual report
「After analysing long-term global trends and developing a 2040 social scenario, we outlined the desired state of our Group in that year and the future vision for our businesses needed to achieve it, and compiled these into the JXTG Group Long-Term Vision 2040.」
Looking ahead to 2040, we positioned chemicals and lubricants, electronic materials processing and functional materials, power generation, regional services, and recycling as growth businesses, and petroleum refining and sales, oil and natural gas development, copper resource development, and smelting as foundational businesses, clearly setting out our long-term business portfolio policy for the first time.