Re-achieving stable earnings under CA2020
First written in FY2016. 14 of 20 entries say "Restated". Latest entry: FY2022.
9 other companies' latest entry also says "Dropped".
- FY2022DroppedAnnual report
「The Group is pursuing initiatives to achieve the long-term vision “VISION2030,” launched in April 2021, and the medium-term management plan “CN2023 (Challenge to the Next stage 2023),” formulated as the action plan for that long-term vision.」
CA2020 was no longer mentioned in this filing following the previous filing’s disclosure that its final-year numerical targets had not been achieved. The focus of the plans shifted to VISION2030 and CN2023. - FY2021CA2020 final year, numerical targets not achievedAnnual report
「The consolidated results for the fiscal year were as follows.」
Although this was the final year of CA2020, net sales were ¥15.553 billion and the operating loss was ¥40 million, below the previously stated targets of net sales of at least ¥20 billion and operating income of at least ¥1 billion. - FY2021-Q3RestatedAnnual report
「Amid this business environment, the Group focused its efforts on the four priority issues of the CA2020 five-year medium-term plan, launched in fiscal 2016: creating new value toward the realization of MaaS; smoothly reallocating management resources to growth areas; returning the overseas business to profitability; and improving productivity through business-process improvements.」
CA2020’s four priority issues continued to be presented, with no changes to the plan’s framework or targets disclosed. - FY2021-Q2RestatedAnnual report
「Amid this business environment, the Group focused its efforts on the four priority issues of the CA2020 five-year medium-term plan, launched in fiscal 2016: creating new value toward the realization of MaaS; smoothly reallocating management resources to growth areas; returning the overseas business to profitability; and improving productivity through business-process improvements.」
CA2020 and its four priority issues continued to be pursued. No changes to the numerical targets or new achievement milestones were disclosed. - FY2021-Q1RestatedAnnual report
「Amid this business environment, the Group focused its efforts on the four priority issues of the CA2020 five-year medium-term plan, launched in fiscal 2016: creating new value toward the realization of MaaS; smoothly reallocating management resources to growth areas; returning the overseas business to profitability; and improving productivity through business-process improvements.」
Efforts toward CA2020’s four priority issues continued. No significant changes to the plan’s numerical targets or priority issues were disclosed. - FY2020RestatedAnnual report
「We recognize fiscal 2021, the final year of the current medium-term plan, as an important year as we look ahead to the next medium-term business plan, under which we will propose new products and systems through the organic integration of the three business areas of AFC (Automated Fare Collection), TMS (Transit Management System), and SLP (Signage, Lighting and Power).」
The filing explicitly identifies fiscal 2021 as CA2020’s final year and indicates a transition toward the next medium-term business plan. - FY2020-Q2RestatedAnnual report
「Amid this business environment, the Group focused its efforts on the four priority issues of the CA2020 five-year medium-term plan, launched in fiscal 2016: creating new value toward the realization of MaaS; smoothly reallocating management resources to growth areas; returning the overseas business to profitability; and improving productivity through business-process improvements.」
CA2020 and its four priority issues continued. No significant changes to the plan’s numerical targets or priority issues were disclosed. - FY2020-Q1RestatedAnnual report
「Amid this business environment, the Group focused its efforts on the four priority issues of the CA2020 five-year medium-term plan, launched in fiscal 2016: creating new value toward the realization of MaaS; smoothly reallocating management resources to growth areas; returning the overseas business to profitability; and improving productivity through business-process improvements.」
CA2020 and its four priority issues continued. Although first-quarter net sales reached a record high and operating profitability was achieved, no changes to the plan’s numerical targets or new achievement targets were disclosed. - FY2019AchievedAnnual report
「As a result of strong performance in both the transportation equipment business and the industrial equipment business, net sales for the consolidated fiscal year increased by ¥5.789 billion, or 36.8%, year on year to ¥21.538 billion, a record high. In terms of profit, operating income increased by ¥1.256 billion year on year to ¥1.021 billion, compared with an operating loss of ¥235 million in the previous year, primarily due to higher sales.」
The Group exceeded both CA2020 targets during the consolidated fiscal year, achieving net sales above ¥20 billion and operating income above ¥1 billion. - FY2019-Q3RestatedAnnual report
「Amid this business environment, the Group focused its efforts on the four priority issues of the CA2020 five-year medium-term plan, launched in fiscal 2016: creating new value toward the realization of MaaS; smoothly reallocating management resources to growth areas; returning the overseas business to profitability; and improving productivity through business-process improvements.」
The filing continued to describe efforts toward CA2020’s four priority issues, with no substantive change to the plan’s basic framework. - FY2019-Q1RestatedAnnual report
「Amid this business environment, the Group focused its efforts on the four priority issues of the CA2020 five-year medium-term plan, launched in fiscal 2016: creating new value toward the realization of MaaS; smoothly reallocating management resources to growth areas; returning the overseas business to profitability; and improving productivity through business-process improvements.」
CA2020 and its four priority issues continued to be pursued. The previous net sales and operating income targets were not reiterated in this filing. - FY2018SoftenedAnnual report
「Against this backdrop, the Group pursued short-term earnings generation alongside upfront investment from a medium- to long-term perspective, in line with the growth strategy set out in the current medium-term management plan, CA2020.」
CA2020 continued, but the previous numerical targets of net sales of at least ¥20 billion and operating income of at least ¥1 billion were not reiterated in this filing. The emphasis shifted to balancing short-term earnings with medium- to long-term investment. - FY2018-Q3RestatedAnnual report
「Against this backdrop, the Group continued to focus on initiatives addressing the five priority challenges of the CA2020 medium-term plan, which began in the previous consolidated fiscal year: planning and expanding sales of new products that lead the industry through innovation; improving customer satisfaction by strengthening after-sales services; establishing a business base overseas; securing customer trust through quality improvements; and improving QCD through greater visibility into projects.」
The Group continued to pursue CA2020 and its five priority challenges. No change to the numerical targets or specific achievement milestone was disclosed. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the Group continued to focus on initiatives addressing the five priority challenges of the CA2020 medium-term plan, which began in the previous consolidated fiscal year: planning and expanding sales of new products that lead the industry through innovation; improving customer satisfaction by strengthening after-sales services; establishing a business base overseas; securing customer trust through quality improvements; and improving QCD through greater visibility into projects.」
The Group continued to pursue CA2020 and its five priority challenges. No change to the numerical targets or achievement milestone was disclosed. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the Group continued to focus on initiatives addressing the five priority challenges of the CA2020 medium-term plan, which began in the previous consolidated fiscal year: planning and expanding sales of new products that lead the industry through innovation; improving customer satisfaction by strengthening after-sales services; establishing a business base overseas; securing customer trust through quality improvements; and improving QCD through greater visibility into projects.」
The Group continued to pursue CA2020 and its five priority challenges. No change to the numerical targets or new achievement milestone was disclosed. - FY2017AdvancedAnnual report
「During the consolidated fiscal year under review, net sales in both the transportation equipment and industrial equipment businesses continued to run ahead of the previous year. Profitability also improved as we completed the project in Washington State, United States, bringing North American development investment to a turning point, while pursuing company-wide cost reductions and expense cuts.」
The CA2020 numerical targets remained unchanged. Net sales were ¥16.985 billion and operating income was ¥483 million, marking measurable progress through a return to profitability from the previous year’s operating loss. - FY2017-Q3RestatedAnnual report
「Against this backdrop, the Group focused on initiatives addressing the five priority challenges of the CA2020 medium-term plan, which began this fiscal year: planning and expanding sales of new products that lead the industry through innovation; improving customer satisfaction by strengthening after-sales services; establishing a business base overseas; securing customer trust through quality improvements; and improving QCD through greater visibility into projects.」
The filing states that the Group continued to focus on CA2020’s five priority challenges, with no material change to the plan’s basic policy. - FY2017-Q2RestatedAnnual report
「During the second quarter, the Group continued to focus on initiatives addressing the five priority challenges of the CA2020 medium-term plan: planning and expanding sales of new products that lead the industry through innovation; improving customer satisfaction by strengthening after-sales services; establishing a business base overseas; securing customer trust through quality improvements; and improving QCD through greater visibility into projects.」
The filing states that initiatives addressing CA2020’s five priority challenges continued during the second quarter. - FY2017-Q1RestatedAnnual report
「During the second quarter, the Group continued to focus on initiatives addressing the five priority challenges of the CA2020 medium-term plan: planning and expanding sales of new products that lead the industry through innovation; improving customer satisfaction by strengthening after-sales services; establishing a business base overseas; securing customer trust through quality improvements; and improving QCD through greater visibility into projects.」
The filing states that CA2020 continued to be pursued during the period, with the Group focusing on its five priority challenges. - FY2016First statedAnnual report
「We have formulated a new five-year medium-term plan, “CA2020 (Challenge Again 2020)” (fiscal 2016 to fiscal 2020), which began this April. The title CA2020 reflects our renewed challenge to achieve the stable earnings targets set out in the previous medium-term management plan: net sales of at least ¥20 billion and operating income of at least ¥1 billion.」
First introduced as a plan covering fiscal 2016 through fiscal 2020, again targeting stable earnings of at least ¥20 billion in net sales and ¥1 billion in operating income.