Company Overview

Company Overview

Your Trusted PTA Manufacturer, Shaping the Future of Polyester

About MCPI

Empowering Excellence for a Sustainable Future

MCPI Private Limited was incorporated on February 19, 1997, initially as MCC PTA India Corp. Private Limited, a subsidiary of Mitsubishi Chemical Corporation (MCC). In November 2016, a significant ownership transition occurred when The Chatterjee Group, led by Dr. Purnendu Chatterjee, acquired a 99.4% stake in MCPI from MCC. Under TCG’s leadership, MCPI has undergone a remarkable turnaround, achieving record capacity utilization, sales, and profitability in the years following the acquisition. With a sharp focus on sustainable practices, the company is actively aligning its operations with global ESG standards.

For 25 years, MCPI’s Quality Policy and gold standard PTA quality serves as a defining strength, demonstrating its commitment to delivering superior product and services that consistently exceed customer expectations.

The agile temperament of the organization has propelled it further into the downstream polyester market through the acquisition of Garden Silk Mills Private Limited (GSMPL) in February 2021. Not just downstream, but MCPI has expanded its horizon into diversified arenas of business - logistics, industrial yarn and food technology.

MCPI integrates sustainability into its business philosophy focusing on environmental stewardship and sustainable practices through relentless efforts to reduce emissions, preserve natural resources and work towards overall well-being of communities around. The company works responsibly towards society by supporting education opportunities, fostering skill developments, and enhancing quality of lives within various communities.

The company’s motto of Empowering Excellence traverses the domains of manufacturing, product quality, superlative marketing & financial capabilities, digitization potential, sustainability and above all learning agility. The core values of the organization are Trust, Integrity, Compliance and Respect that define the MCPI way of life. MCPI’s culture is also embedded in the pillars of Care, Purpose, Learning and Results. Thus, the combination of organizational values and culture forms a powerful bedrock that drives the commitment to excellence, innovation, sustainability, growth and success for each employee as well as the organization.

About MCPI
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Capacity

4,70,000 tons / annum [Phase I],
8,00,000 tons / annum [Phase II]

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Capacity

4,70,000 tons / annum [Phase I],
8,00,000 tons / annum [Phase II]

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Investment

Rs. 1,475 crores [Phase-I],
Rs. 1,962 crores [Phase-II]

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Investment

Rs. 1,475 crores [Phase-I],
Rs. 1,962 crores [Phase-II]

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Present Turnover

Rs. 8,613 crores [2024 - 25]

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Present Turnover

Rs. 8,613 crores [2024 - 25]

Company History

Celebrating Our Legacy and Milestones

Incorporated as MCC PTA India Corp. Pvt. Ltd.

1997

Incorporated as MCC PTA India Corp. Pvt. Ltd.

A subsidiary of Mitsubishi Chemical Corporation (MCC), Japan.

Commissioning of DP [ Phase - I ]

2000

Commissioning of DP [ Phase - I ]

Annual Capacity: 350,000 tonnes, later enhanced to 470,000 tonnes in 2003.

Commissioning of HP [ Phase - II ]

2010

Commissioning of HP [ Phase - II ]

Utilising MCC's proprietary PTA technology, with an annual capacity of 800,000 tonnes.

Ownership transition to The Chatterjee Group (TCG)

2016

Ownership transition to The Chatterjee Group (TCG)

TCG now holds a 99.4% stake in MCPI.

Strategic acquisition of Garden Silk Mills Pvt. Ltd.

2021

Strategic acquisition of Garden Silk Mills Pvt. Ltd.

Strengthening polyester yarn production capabilities as part of forward integration.

Joint venture with IOCL

2024

Joint venture with IOCL

A pivotal step in MCPI's path to becoming a leader in the PTA and polyester downstream industries.

25 years of excellence

2025

25 years of excellence

Celebrating a proud 25-year legacy of all-round excellence, we look ahead with renewed purpose and ambition for the future

Our Vision

To transform MCPI’s established PTA business by accelerating investments in downstream Yarn, Technical Textiles, Fabric, and Fashion businesses in the South Asian region.

Our Vision

Our Mission

Environmental, Social and Governance

Environmental, Social and Governance

‘Reliability’ and ‘Quality’ in Manufacturing

‘Reliability’ and ‘Quality’ in Manufacturing

Enhancing Customer Experience

Enhancing Customer Experience

People First HR Policy – Improving Employee Experience

People First HR Policy – Improving Employee Experience

Fostering a Learning Culture

Fostering a Learning Culture

Pivoting Business Transformation with Digital Adoption

Pivoting Business Transformation with Digital Adoption

Core Values 

The MCPI spirit embodies our commitment to the values of Trust, Integrity, Compliance, and Respect (TICR). At MCPI, values are not merely preached or propagated. They live across tiers and functions, policies and practices, leading to a defined culture that evolves into the Company’s brand. The values are supported by the “MCPI way of life”, which emphasises People, Teamwork, Continuous Improvement, and Transparency.

Trust

Trust

Trust Trust

We foster a spirit of transparency and coexistence in all our interactions.

Integrity

Integrity

Integrity Integrity

We uphold high ethical standards, ensuring consistency between our words and actions.

Compliance

Compliance

Compliance Compliance

Adherence to laws and regulations is at the heart of our operations; compliance is a way of life.

Respect

Respect

Respect Respect

We maintain equality, inclusivity, and fairness across the diverse workforce, ensuring an environment where all feel valued.

“Our integrated chain is designed to make MCPI a great company that is built to last."

Dr. Purnendu Chatterjee,
Founder & Chairman, The Chatterjee Group

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Operational Excellence

Optimizing Processes to Elevate Performance

MCPI 4.0, launched after the anti-dumping duty removal in 2020, significantly improved cost efficiency and process effectiveness. Management addressed challenges in location, competition, technology, and input prices, focusing on digital dexterity and profitability. In phase one, 63% of staff participated, executing 733 micro-projects. Project Management team monitored progress with a dedicated Finance team to validate savings. The initiative delivered margin improvement, talent enrichment, and reliability enhancement with notable recognition of employee contributions.

 

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