Takenaka Group Management Vision and Medium-Term Management Plan 2030

Our Management Philosophy of “Contribute to society by passing on the best works to future generations” is our mission. That is why great care goes into creating each and every architectural work that we undertake, based on a spirit of commitment that embodies our Company Policy and Group Message. We also advance activities under our Total Quality Management Basic Policy, which aims to raise social value by ensuring customer satisfaction and winning the trust of society.
As the stakeholders connected to our business become more diverse, the functions and values demanded of architecture and construction are also changing.
Therefore, in order to build the presence of the group in future society, we compiled the Group Management Vision and the Group Policies to indicate the direction each of the group’s businesses should pursue from a medium- to long-term perspective. Each business will develop strategies that embody how it will work to realize the Group Management Vision, which will be reinforced by support under our management foundation strategies. At the same time, each group company will also formulate and enact individual policies and business plans based on its own business strategy.

Moving forward as an integrated engineering firm for urban creation

Initiatives to date

Rather than just constructing individual buildings in a city, urban creation involves engaging an urban area comprised of many buildings in a comprehensive and sustainable manner that incorporates many stakeholders with interests in the area.
Under group growth strategies, formulated from 2014 to 2025, we gained a lead on other companies by engaging in urban creation and construction practices that meet the needs of society and the times. This has enabled us to contribute to the realization of healthy, comfortable, and prosperous lifestyles, and a sustainable society where diversity is respected, and to protect the global environment. Now our urban creation concept is widely understood in society, which we think demonstrates the success of our efforts.

Initiatives going forward

Sustainability activities focus on reducing negative effects by slowing down impact on the global environment, but social and environmental conditions continue to change at a speed that surpasses expectations, including climate change, disasters, conflicts, declining birthrates and aging populations, and accelerating technological development. We are also entering an era in which planetary boundaries are being crossed. It is Rather than just constructing individual buildings in a city, urban creation involves engaging an urban area comprised of many buildings in a comprehensive and sustainable manner that incorporates many stakeholders with interests in the area.
Under group growth strategies, formulated from 2014 to 2025, we gained a lead on other companies by engaging in urban creation and construction practices that meet the needs of society and the times. This has enabled us to contribute to the realization of healthy, comfortable, and prosperous lifestyles, and a sustainable society where diversity is respected, and to protect the global environment. Now our urban creation concept is widely understood in society, which we think demonstrates the success of our efforts.
essential that we respond to these dramatic changes by deliberately creating positive effects.
In order to leave future generations with a healthier and more prosperous planet, we need to take a regenerative approach that consciously strives to generate a positive impact in every domain, including people, organizations, and social systems.

Comprehensively tackling three priority areas as a group through a regenerative approach to create new value and meet the demands of society

Three priority areas for the group

Environmental cocreation—Connecting people with nature

Technological innovation and DX—Taking on the challenge of new value creation

Empowering human resources—Developing people and spaces

Group Management Vision from 2026 and Medium-Term Management Plan 2030

Formulation of a Group Management Vision based on　the regenerative concept

The current group growth strategy reaches a milestone this year, so we have reorganized the group’s philosophical framework, including the Management Philosophy and Company Policy, and updated our vision and various policies.
Within this, we put a particular emphasis on revising the Takenaka Group CSR Vision into the Group Management Vision, which outlines the approach and courses of action that each group business should aim for in the medium to long term based on the three priority areas I mentioned earlier and our　regenerative concept. At the same time, we also formulated Medium-Term Management Plan 2030 following the　reorganization of our philosophical and policy frameworks.

Core business and management foundation strategies

In accordance with the Group Management Vision, we have formulated Medium-Term Management Plan from a life cycle perspective, which considers how the concepts of “build,” “maintain,” and “best utilize” apply to each of the group’s business areas, based on Environmental Strategy 2050.
Medium-Term Management Plan 2030 comprises six Core　Business Strategies and four management foundation strategies. Under our core business strategies, we will advance activities that make use of the unique characteristics of each of our businesses, namely domestic construction, overseas construction, development, civil engineering, and building management businesses, as well as new businesses.
Under management foundation strategies, we will provide support that spans all business strategies in the areas of technology, digitalization, human resources, and PR and branding, and we will strengthen group collaboration.
The Takenaka Group will implement this Group Management Vision and Medium-Term Management Plan 2030 from January 2026.

Business Policy
Cocreate Regenerative Works ｰRealize a future of well-being and regenerationｰ

Mission
Through decarbonization, resource circulation, and coexistence with nature, we will revive and regenerate the earth’s bounty and work together with stakeholders to realize a society of abundantly creative lifestyles.

Domestic Construction Business Strategy

Business Policy
Build, maintain, and best utilize appealing works (buildings and services) to provide society and customers with the best value.

Mission
Develop business models that make full use of our strengths in design and construction, represented by “design-build—evolve × deepen.”

Overseas Construction Business Strategy

Business Policy
Spread a global Takenaka brand that realizes our Corporate Philosophy in a way that aligns with overseas market characteristics.

Mission
Create a foothold in various overseas business environments and cater to diverse customers, both Japanese and non-Japanese, by delivering construction that is grounded in Takenaka’s traditional spirit, including our Management Philosophy. Secure high levels of customer satisfaction and appropriate profits by demonstrating a competitive edge that pursues skillful design and engineering, digital innovation, and environmental consideration while taking into account the market characteristics of each country. Advance toward steady, sustainable growth by repeating this process to build a global Takenaka brand, and strengthen the development of global talent by carrying out such activities in each region.

Development Business Strategy

Business Policy
Contribute to the enhancement of the Takenaka brand by generating resources for group growth investments through expanding stable long-term income from real estate business.

Mission
＜Basic Policy＞Secure income gains through a long-term holding strategy that is resilient to short-term economic fluctuations.
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＜New initiatives＞ Further expand business revenue through multiple strategies: Creating legacy properties through life-cycle extension, value-added investments, short-term investments, fund investments, and fee-based business.

Civil Engineering Business Strategy

Business Policy
Improve the group’s overall capabilities by strengthening the civil engineering contracting business and pursuing new businesses.

Mission
Grow orders. Strengthening existing businesses

Enhance our competitive edge and strengthen our position in specialist fields while developing technologies that contribute to improved productivity, coexistence with nature, and decarbonization.

Grow new markets. Taking on the challenge of new markets

・Aid the development of infrastructure overseas with a focus on ODA projects.
・Grow new markets by taking on the challenge of large-scale group collaborative projects.

Engaging in decontracting business. Developing new businesses

・Launch renewable energy projects with a view to realizing an in-group supply of electricity to help achieve the 2050 group target of zero CO2 emissions.
・Expand business areas by advancing initiatives in fields outside of contracting (such as public-private partnerships).

Building Management Business Strategy

Business Policy
Maintain a sustainable foundation for our building management business and contribute to stable group management.

Mission
Practice sound management for steady growth.

New Business Strategy

Business Policy
Resolve social issues and diversify our revenue base by providing comprehensive solutions that go beyond construction.

Mission
Contribute to the enhancement of brand power, synergies with the construction business, and employee empowerment.

We will provide support that spans all Core Business Strategies in the areas of technology, digitalization, human resources, and PR and branding, and we will strengthen group collaboration.

Technology strategy

Management Foundation Policy
Cultivate an inspiring future by evolving and deepening technology to create appealing buildings and abundant value

Mission
Strategy 1: Deepen technology that can create appealing buildings and abundant value.

Develop and implement applications for technologies and products that contribute to resolving issues in the group’s business.

Strategy 2: Evolve technologies to cultivate an inspiring future.

Develop and demonstrate technologies now in preparation for the future.

Digital strategy

Management Foundation Policy
Work toward an exciting future society by using digital capabilities to connect people, organizations, and knowledge.

Mission
Apply digital technologies to enhance group collaboration and our strengths to generate greater value from construction and urban creation and to contribute to resolving issues facing customers and society.

Human resources strategy

Management Foundation Policy
Actively invest in people, work environments, and opportunities supporting corporate activities that reflect Takenaka’s corporate philosophy.

Mission
Cultivate people and organizations who can maintain and evolve Takenaka’s quintessential qualities in order to lead the way within a rapidly changing environment.

PR and branding strategy

Management Foundation Policy
Be a group that stakeholders continue to choose by sharing information on priority areas (environmental cocreation, technological innovation and DX, and empowering human resources) in a way that gains social resonance and recognition, raising the value of our six core businesses.

Mission
Promote the Group Management Vision through our people, technologies, designs, and projects.
Enhance the influence of the Takenaka brand by effectively sharing information on the group’s strengths and achievements.