Resonac Aims to Enhance Corporate Value through Autonomous Work Styles

January 06, 2025
Resonac Holdings Corporation

On January 1, 2025, Resonac Holdings Corporation and Resonac Corporation (both led by President Hidehito Takahashi, hereinafter referred to as “Resonac”) celebrated the second anniversary of their establishment. Today, Hidehito Takahashi, President and CEO of Resonac, expressed his determination to make the company one that can be said to have achieved things that would not have been possible without Resonac, and called for employees to "deliver results through autonomous working styles.

 

[Outline of CEO’s new year message]

Resonac aims to become a “a world-class functional chemical company from Japan.” Currently, the company positions itself as “functional chemical company centered on semiconductor materials.” To achieve our goal, we have established eight key management checkpoints for 2025 aiming to achieve our long-term vision. 1) " Expanding market share and strengthen competitiveness in semiconductor materials," 2) " Strengthening business portfolio management," 3) " Strengthening open innovation and R&D," 4) " Transforming business processes," 5) " Zero accident and disaster," 6) " Sustainability, achieving sustainable growth and enhancing corporate value," 7) " Creating and nurturing co-creative human resources," and 8) " Cultivating corporate culture and enhancing employee engagement."

We will invest heavily in our semiconductor business. We aim to enhance our technology and profitability, particularly in the rapidly growing AI semiconductor sector, which is accompanied by lively demand. As an example of our investment, we plan to launch the “US-JOINT” consortium in Silicon Valley, focusing on next-generation semiconductor packaging.

To ensure Resonac’s profitability and long-term growth, we will continuously review and adjust our business portfolio to further enhance our portfolio management.

In research and development, we will strengthen collaboration between our nearby bases that focus on “chemistry to synthesize,” “chemistry to formulate,” and “chemistry to think.” One of our key initiatives in research and development for 2025 is the work at our Power Module Integration Center located in Oyama Plant. We will advance joint evaluations with our customers.

In last year’s New Year message, I encouraged everyone to consider what we should stop doing. We will continue this in 2025. We will build an organizational culture that brings together management and frontline staff to review and eliminate waste in our operations and achieve business process transformation.

In terms of sustainability, we will implement planned reduction measures aimed at achieving carbon neutrality, which is an urgent issue. We have set milestones across the company and by business unit, and with the initiatives each business unit is implementing, we are getting closer to achieving our 2030 goals.

Our Purpose is to “change society through the power of chemistry,” and as a partner in advanced materials, we aim to create the functionalities that the times demand. Let’s recognize that technologies and businesses related to carbon neutrality are precisely what the world is calling for, and let’s continue our efforts in developing technologies for a carbon-neutral society as previously discussed.

In cultivating talent and organizational culture, Efforts related to practicing our Purpose and Values have been expanding in various forms across workplaces. This year, we aim to take a step further toward “practicing co-creation with a focus on our Values.”

At Resonac, we believe that your career is not something the company decides for you, but something you create for yourself. I encourage everyone to take advantage of the various systems the company offers to enhance your own value. I believe this will directly contribute to enhancing Resonac’s corporate value.

Lastly, my goal is to make Resonac a company that people say, “We couldn’t have done this without Resonac.” I want people to say, “The emergence of Resonac has changed the management of Japanese companies.” In other words, I want us to be mentioned as “Before Resonac,” and “After Resonac.” Let’s positively practice our Values, engage in co-creation both inside and outside the company, and transform the company together. Let’s achieve results through autonomous workstyle without depending on the company.