Worth reading
65In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Improvement
Direction inferred from the company’s description.Scale
2200
¥100 millionWording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+0.2%
基準 2,026Target2,030100 million
ROE+4.0pt
基準 2,026Target2,030％
ROIC+4.0pt
基準 2,026Target2,030％
Each line is the climb from the baseline the document states to the target it sets. The slope is scaled against the largest climb in this document. For metrics expressed as percentages, differences are shown in percentage points (pt).The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
What happened to the previous planConsolidated revenue ¥200 billion / Operating income plus equity-method income ¥12.5 billion / EBITDA ¥17.5 billion / ROE At least 7.0% → Consolidated revenue ¥180.1 billion / Operating income plus equity-method income ¥12.8 billion / EBITDA ¥19.9 billion / ROE 3.5％
Total investment plan¥55 billion–¥72 billion (cumulative total for the 4-year plan period)
Investment amount by sectorField Capital expenditure (including ESG-related investment) / Amount ¥20 billion–¥25 billion, Field DX investment / Amount ¥3 billion–¥5 billion, Field Investment in new businesses and research and development (including M&A) / Amount ¥30 billion–¥40 billion, Field Real Estate Investment / Amount ¥2 billion
Statements about the use of capital
Payout ratio / DOE policyTarget fare level Dividends will be paid on a stable and sustained basis, using a consolidated payout ratio of 50% or DOE (dividend on equity) of approximately 5.0% as a guideline. / Period Covered Not disclosedThe payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Treasury share acquisition policyThe company will respond flexibly and as needed, taking into account capital efficiency and market conditions. It will respond flexibly based on its cash position.
Key initiatives
01Restructuring the Business Portfolio
02Structural reform of the Sugar Business and further strengthening of its earnings power
03Expanding the scope of and accelerating growth in the Life & Energy Business
04Focusing on the senior nutrition field
05Focusing on the sports nutrition field
06Research and development, and the creation and expansion of new businesses
07Strengthening human capital and fostering a culture of challenge within the organization
08Improving organizational creativity and efficiency
09Contributing to the realization of a sustainable society
Plan assumptionsChanges in domestic demographics: population aging and market contraction due to population decline, Gradual decline in domestic food consumption, Economic development and market expansion in Asia, Ongoing industry consolidation, Rapid digitalization and technological advances, Growing demands for environmental action and increasing importance of SDG- and ESG-focused management, Increasing geopolitical risks and supply chain instability, Domestic sugar consumption, which fell sharply during the COVID-19 pandemic, has recovered to 1.75 million tonnes
Segment targetSegment Sugar business / Indicator EBITDA (before allocation of common expenses) / Latest results ¥22.4 billion (fiscal year ending March 2026) / Target ¥23 billion (fiscal year ending March 2030), Segment Life & Energy Business / Indicator EBITDA (before allocation of common expenses) / Latest results ¥1.5 billion (fiscal year ending March 2026) / Target ¥4.3 billion (fiscal year ending March 2030)
Non-financial targetsIndicator CO2 emissions / Target value 46% reduction from the fiscal year ending March 2016 / Timing Fiscal year ending March 2031, Indicator Employee engagement and percentage of favorable responses to questions concerning an environment in which employees can thrive / Target value Improvement of 5 percentage points (from the fiscal year ending March 2026) / Timing Fiscal year ending March 2030, Indicator Completion and pass rate for company-designated training courses covering skills required for each job (DX, reskilling, etc.) / Target value 100％ / Timing Fiscal year ending March 2030, Indicator Percentage of Female Managers / Target value 15% or higher / Timing Fiscal year ending March 2030
Size of the Target MarketDomestic sugar consumption: recovered to 1.75 million tonnes. Source: Not disclosed
Risks identified by the company
Market contraction due to domestic population decline
Gradual decline in domestic food consumption
Ongoing industry consolidation
Growing demands for environmental action
Increasing geopolitical risks and uncertainty
Supply chain disruption
Changes in market conditions and demand trends
Reason for revision or withdrawal
The 4-year period is positioned as a period in which the group will advance the three transformations in an integrated manner in response to issues identified by backcasting from where it aims to be in 10 years, continuously create new value and lead the group to its next stage of growth.
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan 2030: ＤＭ三井グループ 2.0 — Creating Value Through Transformation, Toward the Next Stage of Growth |
| Plan period | 4 years from the fiscal year ending March 2027 through the fiscal year ending March 2030 (103rd to 106th fiscal years) |
| Progress against the plan | Formulated |
| Sales Target | Actual for the fiscal year ending March 2026: ¥180.1 billion → Target for the fiscal year ending March 2030: ¥220 billion（Increase of approximately 22.2%） |
| ROE target | Actual for the fiscal year ending March 2026: 3.5% → Target for the fiscal year ending March 2030: at least 9% |
| ROIC target | Actual for the fiscal year ending March 2026: 7.3% → Target for the fiscal year ending March 2030: at least 9% |
| Payout ratio / DOE policy | Target fare level Dividends will be paid on a stable and sustained basis, using a consolidated payout ratio of 50% or DOE (dividend on equity) of approximately 5.0% as a guideline. / Period Covered Not disclosed |
| Treasury share acquisition policy | The company will respond flexibly and as needed, taking into account capital efficiency and market conditions. It will respond flexibly based on its cash position. |
| Total investment plan | ¥55 billion–¥72 billion (cumulative total for the 4-year plan period) |
| Investment amount by sector | Field Capital expenditure (including ESG-related investment) / Amount ¥20 billion–¥25 billion, Field DX investment / Amount ¥3 billion–¥5 billion, Field Investment in new businesses and research and development (including M&A) / Amount ¥30 billion–¥40 billion, Field Real Estate Investment / Amount ¥2 billion |
| Segment target | Segment Sugar business / Indicator EBITDA (before allocation of common expenses) / Latest results ¥22.4 billion (fiscal year ending March 2026) / Target ¥23 billion (fiscal year ending March 2030), Segment Life & Energy Business / Indicator EBITDA (before allocation of common expenses) / Latest results ¥1.5 billion (fiscal year ending March 2026) / Target ¥4.3 billion (fiscal year ending March 2030) |
| Non-financial targets | Indicator CO2 emissions / Target value 46% reduction from the fiscal year ending March 2016 / Timing Fiscal year ending March 2031, Indicator Employee engagement and percentage of favorable responses to questions concerning an environment in which employees can thrive / Target value Improvement of 5 percentage points (from the fiscal year ending March 2026) / Timing Fiscal year ending March 2030, Indicator Completion and pass rate for company-designated training courses covering skills required for each job (DX, reskilling, etc.) / Target value 100％ / Timing Fiscal year ending March 2030, Indicator Percentage of Female Managers / Target value 15% or higher / Timing Fiscal year ending March 2030 |
| Plan assumptions | Changes in domestic demographics: population aging and market contraction due to population decline, Gradual decline in domestic food consumption, Economic development and market expansion in Asia, Ongoing industry consolidation, Rapid digitalization and technological advances, Growing demands for environmental action and increasing importance of SDG- and ESG-focused management, Increasing geopolitical risks and supply chain instability, Domestic sugar consumption, which fell sharply during the COVID-19 pandemic, has recovered to 1.75 million tonnes |
| Key initiatives | Restructuring the Business Portfolio, Structural reform of the Sugar Business and further strengthening of its earnings power, Expanding the scope of and accelerating growth in the Life & Energy Business, Focusing on the senior nutrition field, Focusing on the sports nutrition field, Research and development, and the creation and expansion of new businesses, Strengthening human capital and fostering a culture of challenge within the organization, Improving organizational creativity and efficiency, Contributing to the realization of a sustainable society |
| Results under the previous plan | Consolidated revenue ¥200 billion / Operating income plus equity-method income ¥12.5 billion / EBITDA ¥17.5 billion / ROE At least 7.0% → Consolidated revenue ¥180.1 billion / Operating income plus equity-method income ¥12.8 billion / EBITDA ¥19.9 billion / ROE 3.5％ |
| Reason for revision or withdrawal | The 4-year period is positioned as a period in which the group will advance the three transformations in an integrated manner in response to issues identified by backcasting from where it aims to be in 10 years, continuously create new value and lead the group to its next stage of growth. |
| Size of the Target Market | Domestic sugar consumption: recovered to 1.75 million tonnes. Source: Not disclosed |
| Risks identified | Market contraction due to domestic population decline, Gradual decline in domestic food consumption, Ongoing industry consolidation, Growing demands for environmental action, Increasing geopolitical risks and uncertainty, Supply chain disruption, Changes in market conditions and demand trends |
| Publication date | 15 May 2026 |
Items this document does not state (6)
Operating profit targetOperating profit margin targetNet income targetCost of capitalSelf-assessment of PBR and share priceDate of board resolution
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.To realize the corporate philosophy, the group will pursue three transformations in an integrated manner, namely its business model, management platform and sustainability management, addressing issues identified by backcasting from where it aims to be in 10 years, in order to create new value and lead the group to its next stage of growth.
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