The Thai group projects to reach nearly 1.7 billion euros in EBITDA by 2028, following a 2025 that management considers a "reboot" due to overcapacity in the global chemical market. This growth will be pursued autonomously, without relying on a recovery of the stagnant market.
To achieve this goal, the company has outlined five key strategic pillars: structural cost reduction, commercial and manufacturing excellence, product portfolio optimization, enhanced inventory management discipline, and rigorous cash and capital management. These actions are part of the IVL 2.0 strategic plan, introduced in March.
“"We are building a more agile, more efficient, and more profitable company, defined by a performance culture that will endure beyond any individual and deliver sustained value to our shareholders."
A central pillar of this transformation is the implementation of a Sales & Operations Execution (S&OE) model, designed to improve operational agility and capital efficiency. This system allows the company to navigate market volatility in real-time, optimizing inventory turnover and closely aligning production with demand to reduce exposure to price fluctuations and free up cash flow.
The company also aims to reduce its leverage, targeting a net debt-to-EBITDA ratio below 3.0 times by 2028, while strengthening earnings quality and free cash flow generation. The company's leadership highlighted its competitive advantages, such as shale-based integration in the United States and a comprehensive model spanning from raw materials to finished products.
