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Lee Young-jun, Head of the LOTTE Chemical Group: “Let us make 2026 the year of a Grand Turning Point for future growth.”
2026.01.05
Lee Young-jun, Head of the LOTTE Chemical Group:
“Let us make 2026 the year of a Grand Turning Point for future growth.”
[Photo Caption]: Lee Young-jun, Head (President) of LOTTE Chemical Group
■ Even amid a challenging business environment, the company is to consistently carry out business structure transformation and competitiveness enhancement
initiatives by setting clear milestones for reform and improvement, boldly pursuing large-scale global business restructuring as well as adjustments to
facilities at domestic production sites.
■ Continuous rationalization of business structure and strengthening of financial soundness
- While successfully completing the ongoing business transformation, the company will continue to maintain disciplined management with a strong focus
on cash flow.
- Constantly reviewing the businesses in its portfolio, actively allocating and expanding resources to relatively competitive and promising businesses, while
decisively rationalizing businesses with weaker competitiveness or limited differentiation this year.
- Further advancing financial management of new and routine investments, as well as cash operations across the entire value chain—from
raw material procurement and production to sales, customer response, and logistics.
■ Ongoing management innovation and expansion of inter-business synergies within the PSO
- Continuing innovation activities underway in each business unit, while further expanding operational synergies within the PSO.
- Actively encouraging collaboration among research institutes and overseas subsidiaries to discover new businesses within the Chemical Group.
■ Securing a foundation for expanding functional materials businesses
- Identifying functional materials businesses linked to the company’s core capabilities across diverse areas such as future low-carbon energy technologies,
semiconductors, AI, mobility, and bio, thereby building a foundation for future growth.
- Targeting a portfolio transformation for functional compounds, semiconductor process materials, green materials, functional copper foil, and
eco-friendly energy materials (hydrogen/ammonia) to account for more than 60%.
■ Strengthening market-leading R&D capabilities
- The fundamental source of maintaining overwhelming competitive advantage in materials businesses lies in dominating the market based on differentiated
technologies and products; accordingly, the company plans to reorganize the Chemical Group’s mid- to long-term R&D roadmap in alignment with future
business directions.
- Building diverse collaboration clusters by partnering with universities, private companies, and global research institutes.
■ Maintaining a healthy organizational culture and safe workplaces
- Upholding a positive culture that encourages and supports junior colleagues even in difficult market conditions, while striving to comply with
rules and regulations.
- Repeatedly emphasizing the importance of maintaining safe workplaces; as CEO, closely monitoring to ensure that necessary human and material investments
for safety are made in a timely manner, and encouraging all employees to take the lead in ensuring workplace safety in their respective roles.
■ Requesting careful communication and support so that, while clearly sharing the organization’s direction and goals, employees can maintain stability and
remain focused on their work even amid uncertainty.
initiatives by setting clear milestones for reform and improvement, boldly pursuing large-scale global business restructuring as well as adjustments to
facilities at domestic production sites.
■ Continuous rationalization of business structure and strengthening of financial soundness
- While successfully completing the ongoing business transformation, the company will continue to maintain disciplined management with a strong focus
on cash flow.
- Constantly reviewing the businesses in its portfolio, actively allocating and expanding resources to relatively competitive and promising businesses, while
decisively rationalizing businesses with weaker competitiveness or limited differentiation this year.
- Further advancing financial management of new and routine investments, as well as cash operations across the entire value chain—from
raw material procurement and production to sales, customer response, and logistics.
■ Ongoing management innovation and expansion of inter-business synergies within the PSO
- Continuing innovation activities underway in each business unit, while further expanding operational synergies within the PSO.
- Actively encouraging collaboration among research institutes and overseas subsidiaries to discover new businesses within the Chemical Group.
■ Securing a foundation for expanding functional materials businesses
- Identifying functional materials businesses linked to the company’s core capabilities across diverse areas such as future low-carbon energy technologies,
semiconductors, AI, mobility, and bio, thereby building a foundation for future growth.
- Targeting a portfolio transformation for functional compounds, semiconductor process materials, green materials, functional copper foil, and
eco-friendly energy materials (hydrogen/ammonia) to account for more than 60%.
■ Strengthening market-leading R&D capabilities
- The fundamental source of maintaining overwhelming competitive advantage in materials businesses lies in dominating the market based on differentiated
technologies and products; accordingly, the company plans to reorganize the Chemical Group’s mid- to long-term R&D roadmap in alignment with future
business directions.
- Building diverse collaboration clusters by partnering with universities, private companies, and global research institutes.
■ Maintaining a healthy organizational culture and safe workplaces
- Upholding a positive culture that encourages and supports junior colleagues even in difficult market conditions, while striving to comply with
rules and regulations.
- Repeatedly emphasizing the importance of maintaining safe workplaces; as CEO, closely monitoring to ensure that necessary human and material investments
for safety are made in a timely manner, and encouraging all employees to take the lead in ensuring workplace safety in their respective roles.
■ Requesting careful communication and support so that, while clearly sharing the organization’s direction and goals, employees can maintain stability and
remain focused on their work even amid uncertainty.
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