New Growth and Further Progress Through a Medium- to Long-Term Plan
First written in FY2016. 11 of 24 entries say "Restated". Latest entry: 2026-08-14.
Kasai Kogyo moved to the "Worse" side of this theme in 2021, 1 year before the typical company in this theme (2022).
29 other companies' latest entry also says "Advanced".
- 2026-08-14AdvancedEarnings
「In February 2026, we disclosed the management targets under the medium-term management plan and achieved the operating profit target of ¥4,000 million for the previous consolidated fiscal year under that plan. The management target for the fiscal year ending March 2027 is operating profit of ¥8,000 million. We are continuing to implement measures and appropriately monitor progress toward achieving the plan, addressing the priority issue of improving the performance of the North American business and strengthening the management platform globally.」
Regarding KTA, the Company confirmed that the prior-year target was achieved and continues to pursue the ¥8,000 million operating profit target for the fiscal year ending March 2027, improvement in the North American business and strengthening of its global platform. - FY2026AdvancedAnnual report
「To rebuild its management foundation, which had deteriorated over the past several years, the Group formulated and announced on 28 April 2025 its medium-term management plan, “Kasai Turnaround Aspiration,” which runs through the fiscal year ending March 2028.」
The Group specified the fiscal year ending March 2028 as the final year of KTA and continues to pursue its 3 pillars: a 4% to 5% operating margin in fiscal 2027, improvements in the cash conversion cycle, and the establishment of global organizations and processes. It also achieved its FY2026 operating income target of ¥4 billion. - FY2026-H1AdvancedAnnual report
「The Group formulated the medium-term management plan “Kasai Turnaround Aspiration,” announced in April 2025, and is working to rebuild its business. Through appropriate progress monitoring, results are beginning to emerge globally, in addition to the priority task of reducing losses in the North American business.」
Regarding the business turnaround under KTA, the Group states that it is monitoring progress and that results are beginning to emerge globally, alongside reduced losses in the North American business. - FY2025ReframedAnnual report
「To rebuild its management foundation, which had deteriorated over the past several years, the Group formulated and announced on 28 April 2025 its medium-term management plan, “Kasai Turnaround Aspiration (KTA),” which runs through fiscal 2027.」
The Group reorganized its previous medium-term management plan as “Kasai Turnaround Aspiration (KTA),” with fiscal 2027 as the final year. Its 3 pillars are an operating margin of 4% to 5% in fiscal 2027, centered on North American business restructuring, free cash flow generation through improvements in the cash conversion cycle, and the establishment of global organizations and processes. - FY2023SoftenedAnnual report
「In light of the difficulty of achieving the medium-term management plan due to changes in the external environment, including production cuts and unstable production by major OEM customers resulting from the spread of COVID-19 and semiconductor shortages, the Group is currently formulating a new medium- to long-term management strategy. The aim is to respond rapidly to recent changes in the management environment and maximize the Group’s capabilities under a business strategy aligned with actual external conditions.」
The Group stated that achieving “Athletes Kasai 24+” had become difficult due to production cuts and unstable production by major OEMs, and that it was formulating a new medium- to long-term management strategy. - FY2022ReframedAnnual report
「For its medium-term management plan covering fiscal 2022 to fiscal 2024, titled “Athletes Kasai 24+,” the Group has established the following consolidated performance targets and 3 basic policy areas, and is undertaking initiatives in each area to improve the health of the Company and achieve sustainable growth.」
The Group updated its medium-term plan from “Athletes Kasai 24” to “Athletes Kasai 24+” for fiscal 2022 to fiscal 2024, reorganizing it around 3 areas: a lean corporate structure, comfortable mobility spaces, and KASAI sustainability. It also set annual targets, including revenue of ¥166 billion, ¥177 billion, and ¥181 billion and operating income of ¥1.2 billion, ¥5 billion, and ¥6.5 billion, respectively. - FY2021ReframedAnnual report
「For its medium-term management plan covering 2020 to 2024, titled “Athletes Kasai 24,” the Group has established the following 3 basic policies. To respond to intensifying market competition and structural changes across the industry, including CASE (Connected, Autonomous, Shared, Electric), it is pursuing thorough waste reduction, strengthening its management foundation to secure sustainable earnings, and undertaking initiatives for future growth.」
The Group has given concrete form to its previous medium- to long-term planning framework through “Athletes Kasai 24” for 2020 to 2024, reorganizing it around 3 policies: a lean corporate structure, a stronger management foundation, and future growth. - FY2020-Q2RestatedAnnual report
「Under the philosophy of becoming a global excellent company, the Group has formulated a medium- to long-term plan and is implementing various measures to enhance corporate value in order to establish its position as an automotive interior components manufacturer in global markets.」
The Group continues to describe its framework for implementing measures to enhance corporate value based on a medium- to long-term plan. - FY2020-Q1RestatedAnnual report
「Under the philosophy of “Establishing a Global Excellent Company,” the Group has formulated a medium- to long-term plan and is implementing various measures to enhance corporate value in order to establish its position as an automotive interior components manufacturer in global markets.」
The Group continues to describe its framework for implementing measures to enhance corporate value based on a medium- to long-term plan. - FY2019-Q3RestatedAnnual report
「Under the philosophy of becoming a global excellent company, the Group has formulated a medium- to long-term plan and is implementing various measures to enhance corporate value in order to establish its position as an automotive interior components manufacturer in global markets.」
The Group continues to describe its framework for implementing measures to enhance corporate value based on a medium- to long-term plan. - FY2019-Q2RestatedAnnual report
「Under the philosophy of becoming a global excellent company, the Group has formulated a medium- to long-term plan and is implementing various measures to enhance corporate value in order to establish its position as an automotive interior components manufacturer in global markets.」
The Group continues to describe its framework for implementing measures to enhance corporate value based on a medium- to long-term plan. - FY2019-Q1RestatedAnnual report
「Under the philosophy of becoming a global excellent company, the Group has formulated a medium- to long-term plan and is implementing various measures to enhance corporate value in order to establish its position as an automotive interior components manufacturer in global markets.」
The Group has reiterated its framework for implementing measures to enhance corporate value based on a medium- to long-term plan. - FY2018-Q3RestatedAnnual report
「Under the philosophy of becoming a global excellent company, the Group has formulated a medium- to long-term plan and is implementing various measures to enhance corporate value in order to establish its position as an automotive interior components manufacturer in global markets.」
The Group has reiterated its framework for implementing measures to enhance corporate value based on a medium- to long-term plan. - FY2018-Q2RestatedAnnual report
「Under the philosophy of becoming a global excellent company, the Group has formulated a medium- to long-term plan and is implementing various measures to enhance corporate value in order to establish its position as an automotive interior components manufacturer in global markets.」
The Group has reiterated its framework for implementing measures to enhance corporate value based on a medium- to long-term plan. - FY2018-Q1RestatedAnnual report
「Under the philosophy of becoming a global excellent company, the Group has formulated a medium- to long-term plan and is implementing various measures to enhance corporate value in order to establish its position as an automotive interior components manufacturer in global markets.」
The Group has reiterated its framework for implementing measures to enhance corporate value based on a medium- to long-term plan. - FY2017Defining Specific Earnings TargetsAnnual report
「The Group aims to secure the earnings necessary for further business growth and development, and has set a medium- to long-term target of achieving a consolidated operating margin of 8%.」
The Group added the specific numerical target of an 8% consolidated operating margin to its previous theme of growth through a medium- to long-term plan. - FY2017-Q3RestatedAnnual report
「Under the philosophy of becoming a global excellent company, the Group has formulated a medium- to long-term plan and is implementing various measures to enhance corporate value in order to establish its position as an automotive interior components manufacturer in global markets.」
The Group has reiterated its framework for implementing measures to enhance corporate value based on a medium- to long-term plan. - FY2017-Q2RestatedAnnual report
「Under the philosophy of becoming a global excellent company, the Group has formulated a medium- to long-term plan and is implementing various measures to enhance corporate value in order to establish its position as an automotive interior components manufacturer in global markets.」
The Group has reiterated its framework for implementing measures to enhance corporate value based on a medium- to long-term plan. - FY2017-Q1RestatedAnnual report
「Under the philosophy of becoming a global excellent company, the Group has formulated a medium- to long-term plan and is implementing various measures to enhance corporate value in order to establish its position as an automotive interior components manufacturer in global markets.」
The Group has reiterated its framework for implementing measures to enhance corporate value based on a medium- to long-term plan. - FY2016First statedAnnual report
「Competition among companies worldwide is becoming increasingly intense. To achieve further growth, the Group has formulated a medium- to long-term plan and is undertaking the following initiatives to make a new leap forward.」
The Group has established a framework based on a medium- to long-term plan aimed at achieving a new leap forward.