Rebuilding the business foundation and growth areas, with 2022 as the target year
First written in FY2016. 23 of 37 entries say "Restated". Latest entry: 2026-09-10.
The whole theme swung hardest in 2025: 3 of 6 companies on the "Worse" side.
3 other companies' latest entry also says "Advanced".
- FY2026ReframedAnnual report
「The Group has formulated its new Medium-Term Management Plan 2030, DM Mitsui Group 2.0 — Creating Value Through Transformation, Toward the Next Stage of Growth, covering the fiscal years ending March 2027 through March 2030. It has established consolidated net sales of ¥220 billion, EBITDA of ¥23 billion as a measure of cash-generating capacity, ROIC of at least 9%, and ROE of at least 9% as objective indicators for assessing progress toward its management targets.」
The Group transitioned from Medium-Term Management Plan 2026 to the new Medium-Term Management Plan 2030, setting new quantitative targets of consolidated net sales of ¥220 billion, EBITDA of ¥23 billion, ROIC of at least 9%, and ROE of at least 9%, along with three transformations: transforming the business model, the management platform, and sustainability management. - FY2026-H1RestatedAnnual report
「The Group has worked to achieve the five pillars of Medium-Term Management Plan 2026 Diversify into Nutrition & Health by optimizing businesses within the Group under the Group-wide growth strategy's basic policies of transforming the Group business model and reallocating management resources: ① strengthening the domestic sugar business, ② expanding overseas businesses, ③ growing the Life Energy business, ④ consolidating and strengthening the Group's R&D capabilities, and ⑤ contributing to the realization of a sustainable society.」
Continues to pursue the two basic policies and five pillars of Medium-Term Management Plan 2026 through various initiatives. - FY2025RestatedAnnual report
「The Group will continue working toward achieving Medium-Term Management Plan 2026 Diversify into Nutrition ＆ Health, which has entered its final year.」
Medium-Term Management Plan 2026 has entered its final year, while the existing framework of five pillars and reallocating management resources continues. - FY2025-H1RestatedAnnual report
「The Group has worked to achieve the five pillars of Medium-Term Management Plan 2026 Diversify into Nutrition ＆ Health by optimizing businesses within the Group under the Group-wide growth strategy's basic policies of transforming the Group business model and reallocating management resources: ① strengthening the domestic sugar business, ② expanding overseas businesses, ③ growing the Life Energy business, ④ consolidating and strengthening the Group's R&D capabilities, and ⑤ contributing to the realization of a sustainable society.」
Continues to pursue the two basic policies and five pillars of Medium-Term Management Plan 2026. No new plan change is stated. - FY2024RestatedAnnual report
「Against this backdrop, the Group will continue working toward achieving Medium-Term Management Plan 2026 Diversify into Nutrition ＆ Health by securing high profitability through the stronger domestic sugar business and the real estate business, which generates stable cash, and reallocating management resources to the overseas and Life Energy businesses, which the Group has designated as growth areas, in order to accelerate their further expansion.」
The annual report reconfirms the existing framework of strengthening the domestic sugar business, generating cash through the real estate business, and reallocating management resources to growth areas under Medium-Term Management Plan 2026. - FY2024-Q3RestatedAnnual report
「The Group has worked to achieve Medium-Term Management Plan 2026 Diversify into Nutrition ＆ Health by optimizing businesses within the Group under the Group-wide growth strategy's basic policies of transforming the Group business model and reallocating management resources, thereby pursuing: ① strengthening the domestic sugar business, ② expanding overseas businesses, ③ growing the Life Energy business, ④ consolidating and strengthening the Group's R&D capabilities, and ⑤ contributing to the realization of a sustainable society.」
Reconfirms the two basic policies and five priority areas toward achieving Medium-Term Management Plan 2026. No new plan change or achievement milestone is stated. - FY2024-Q2RestatedAnnual report
「The Group has worked to achieve Medium-Term Management Plan 2026 Diversify into Nutrition ＆ Health by optimizing businesses within the Group under the Group-wide growth strategy's basic policies of transforming the Group business model and reallocating management resources, thereby pursuing: ① strengthening the domestic sugar business, ② expanding overseas businesses, ③ growing the Life Energy business, ④ consolidating and strengthening the Group's R&D capabilities, and ⑤ contributing to the realization of a sustainable society.」
Reiterates the two basic policies and five priority areas toward achieving Medium-Term Management Plan 2026. - FY2024-Q1RestatedAnnual report
「The Group has worked to achieve Medium-Term Management Plan 2026 Diversify into Nutrition ＆ Health by optimizing businesses within the Group under the Group-wide growth strategy's basic policies of transforming the Group business model and reallocating management resources, thereby pursuing: ① strengthening the domestic sugar business, ② expanding overseas businesses, ③ growing the Life Energy business, ④ consolidating and strengthening the Group's R&D capabilities, and ⑤ contributing to the realization of a sustainable society.」
Continues to set out the two basic policies and five priority areas toward achieving Medium-Term Management Plan 2026. - FY2023RestatedAnnual report
「From the current consolidated fiscal year, the Group has launched Medium-Term Management Plan 2026 Diversify into Nutrition ＆ Health, covering the fiscal years ending March 2023 through March 2026. The plan establishes transforming the Group business model and reallocating management resources as its basic policies and seeks to optimize businesses within the Group in order to achieve five pillars: ① strengthening the domestic sugar business, ② expanding overseas businesses, ③ growing the Life Energy business, ④ consolidating and strengthening the Group's R&D capabilities, and ⑤ contributing to the realization of a sustainable society. The DM Mitsui Group has worked together to implement various initiatives.」
The annual report reconfirms the period, two basic policies, and five pillars of Medium-Term Management Plan 2026. No change to the plan or new achievement milestone is stated. - FY2023-Q3RestatedAnnual report
「From the current fiscal year, the Group launched Medium-Term Management Plan 2026 Diversify into Nutrition ＆ Health. Under the basic policies of transforming the Group business model and reallocating management resources, which together form the Group-wide growth strategy, we are optimizing businesses within the Group and pursuing: ① strengthening the domestic sugar business, ② expanding overseas businesses, ③ growing the Life Energy business, ④ consolidating and strengthening the Group's R&D capabilities, and ⑤ contributing to the realization of a sustainable society.」
Restates the start of Medium-Term Management Plan 2026, its two basic policies, and its five priority areas, without indicating a new plan change or achievement milestone. - FY2023-Q1RestatedAnnual report
「Against this backdrop, the Group formulated and launched Medium-Term Management Plan 2026 Diversify into Nutrition ＆ Health, covering the fiscal years ending March 2022 through March 2026. Under the basic policies of transforming the Group business model and reallocating management resources, which together form the Group-wide growth strategy, we will optimize businesses within the Group and pursue: ① strengthening the domestic sugar business, ② expanding overseas businesses, ③ growing the Life Energy business, ④ consolidating and strengthening the Group's R&D capabilities, and ⑤ contributing to the realization of a sustainable society.」
Restates the period, basic policies, and five priority areas of Medium-Term Management Plan 2026. No new plan change or achievement milestone is stated. - FY2022ReframedAnnual report
「Against this backdrop, the Group formulated Medium-Term Management Plan 2026 Diversify into Nutrition ＆ Health, covering the fiscal years ending March 2023 through March 2026. Under the basic policies of transforming the Group business model and reallocating management resources, which together form the Group-wide growth strategy, we will optimize businesses within the Group and pursue: ① strengthening the domestic sugar business, ② expanding overseas businesses, ③ growing the Life Energy business, ④ consolidating and strengthening the Group's R&D capabilities, and ⑤ contributing to the realization of a sustainable society.」
The Group moved from the plan targeting 2022 to a new medium-term plan covering the fiscal years ending March 2023 through March 2026, reorganized around the basic policies of transforming the Group business model and reallocating management resources, with five priority areas. - FY2022-Q3AdvancedAnnual report
「As the first stage of this integration, the Group will eventually reorganize its subsidiaries and equity-method affiliates into business-specific groups under the holding company, with the aim of becoming a more efficient and profitable corporate group.」
Sets out a specific direction for rebuilding the post-integration business foundation: mergers among subsidiaries as the first stage, followed by reorganization into business-specific groups of subsidiaries and affiliates. - FY2022-Q1RestatedAnnual report
「Going forward, under a unified management strategy following the integration, we will concentrate the management resources of Group companies, strengthen the domestic sugar business, our core business, and reallocate management resources to the overseas sugar business and the Life Energy business, a growth area renamed from the food science business effective 1 April 2021.」
Reconfirms the post-integration unified strategy, strengthening of the domestic sugar business, and reallocation of management resources to the overseas sugar and Life Energy businesses. - FY2021ReframedAnnual report
「Against this backdrop, through the management integration of Mitsui Sugar Co., Ltd. and Dainippon Meiji Sugar Co., Ltd. effective 1 April 2021, we changed our corporate name to DM Mitsui Sugar Holdings Co., Ltd. and transitioned to a holding company structure. Under a unified management strategy, we will concentrate the management resources of both companies and pursue greater efficiency by reviewing the supply chain and business operations and strengthening the sugar production system, while maintaining a safe, secure and sustainable supply system and seeking to further enhance corporate value.」
The description shifted from the plan targeting 2022 to a new execution framework centered on the post-integration holding company structure, concentration of management resources, supply-chain efficiency, and a stronger sugar production system. - FY2021-Q3RestatedAnnual report
「During the nine-month period ended December 31, the Group promoted collaboration among its companies and continued working to strengthen the foundation of existing businesses and expand businesses in growth areas.」
Reconfirms the established execution policy of collaboration among Group companies, strengthening existing businesses, and expanding businesses in growth areas. - FY2020-Q3RestatedAnnual report
「In December 2019, the Group continued working to strengthen its new business foundation, including by establishing Liaoning Changhe Sugar Co., Ltd., a joint venture with Yingkou Xinbeifang Sugar Co., Ltd. in China.」
Continues strengthening the new business foundation, including through the establishment of a joint venture in China. - FY2020-Q1RestatedAnnual report
「Against this backdrop, while strengthening the profitability of existing businesses, the Group worked diligently to implement various measures to secure a solid business foundation by reallocating management resources to growth businesses.」
Continues the execution policy of strengthening the profitability of existing businesses, reallocating management resources to growth businesses, and securing a solid business foundation. - FY2019ReframedAnnual report
「The urgent challenges are to generate returns quickly from investments made using past earnings and to establish a new earnings structure, and we will work diligently to implement the following measures.」
The focus shifted from rebuilding the existing business foundation and growth businesses to the urgent challenges of generating early returns on investments funded by past earnings and establishing a new earnings structure. - FY2019-Q3AdvancedAnnual report
「Against this backdrop, while strengthening the profitability of existing businesses, the Group invested in SIS’88 Pte Ltd and 中糧糖業遼寧有限公司 to secure a solid business foundation by reallocating management resources to growth businesses.」
Provides specific examples of implementing the policy of strengthening existing businesses and reallocating management resources to growth businesses through investments in SIS’88 Pte Ltd and 中糧糖業遼寧有限公司. - FY2019-Q2RestatedAnnual report
「Against this backdrop, while strengthening the profitability of existing businesses, the Group worked diligently to implement various measures to secure a solid business foundation by reallocating management resources to growth businesses.」
Reconfirms the execution policy of strengthening the profitability of existing businesses, reallocating management resources to growth businesses, and securing a solid business foundation. - FY2019-Q1RestatedAnnual report
「Against this backdrop, while strengthening the profitability of existing businesses, the Group worked diligently to implement various measures to secure a solid business foundation by reallocating management resources to growth businesses.」
Reconfirms the execution policy of strengthening the profitability of existing businesses, reallocating management resources to growth businesses, and securing a business foundation. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group has worked diligently to implement each measure toward achieving the Sixth Medium-Term Management Plan, Mitsui Sugar Revolution Phase３ (The Road to Mitsui Sugar 2022), covering April 2016 to March 2018.」
Reconfirms the period of the Sixth Medium-Term Management Plan and the continued implementation of each measure toward achieving it. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the Group has worked diligently to implement each measure toward achieving the Sixth Medium-Term Management Plan, Mitsui Sugar Revolution Phase３ (The Road to Mitsui Sugar 2022), covering April 2016 to March 2018.」
Reconfirms the policy of implementing each measure toward achieving the Sixth Medium-Term Management Plan. - FY2017RestatedAnnual report
「Continuing to use 2022 as the target year, we have identified areas to pursue for business expansion, areas to consolidate to establish a solid business foundation, and areas to support the execution of both. We have established the following five key initiatives: ① global expansion (China and Thailand), ② the food science business, ③ developing Incubation into a new core business, ④ J-Sugar2022 (domestic sugar), and ⑤ strengthening human resources and the organization, and will implement these measures with a sense of urgency to achieve our objectives. We will also change the organizational structure, concentrating authority and functions to accelerate achievement of the above objectives.」
Reconfirms the Sixth Medium-Term Management Plan, 2022 as the target year, and the five key initiatives, while setting out an execution policy that includes changing the organizational structure. - FY2017-Q3RestatedAnnual report
「Against this backdrop, in April last year the Group launched its Sixth Medium-Term Management Plan, Mitsui Sugar Revolution Phase３ (The Road to Mitsui Sugar 2022), covering April 2016 to March 2018, and worked diligently to implement new measures to achieve the first-year plan.」
Reconfirms the period of the Sixth Medium-Term Management Plan and the continued implementation of measures to achieve the first-year plan. - FY2017-Q2RestatedAnnual report
「Against this backdrop, in April this year the Group launched its Sixth Medium-Term Management Plan, Mitsui Sugar Revolution Phase３ (The Road to Mitsui Sugar 2022), covering April 2016 to March 2018, and began implementing new measures to achieve the first-year plan.」
Reiterates the launch of the Sixth Medium-Term Management Plan and the implementation of its first-year measures. - FY2017-Q1AdvancedAnnual report
「Against this backdrop, in April this year the Group launched its Sixth Medium-Term Management Plan, Mitsui Sugar Revolution Phase３ (The Road to Mitsui Sugar 2022), covering April 2016 to March 2018, and began implementing new measures to achieve the first-year plan.」
The Sixth Medium-Term Management Plan began in April 2016, and the Group moved into the implementation phase for the first-year plan. - FY2016First statedAnnual report
「The Group has formulated its Sixth Medium-Term Management Plan, Mitsui Sugar Revolution Phase3 (The Road to Mitsui Sugar 2022), covering April 2016 to March 2018. Continuing the approach of the Fifth Medium-Term Management Plan and with 2022 as the target year, we have identified areas to pursue for business expansion, areas to consolidate to establish a solid business foundation, and areas to support the execution of both. We have established the following five key initiatives: ① global expansion (China and Thailand), ② the food science business, ③ developing Incubation into a new core business, ④ J-Sugar2022 (domestic sugar), and ⑤ strengthening human resources and the organization, and will work diligently to achieve our objectives.」
Specifies the period of the Sixth Medium-Term Management Plan, 2022 as the target year, and the five key initiatives.