Group Growth Strategy for 2025
Participation as a group in urban creation on a global scale
We at the Takenaka Group have been conducting activities by treating groupwide areas of business as “cities.” Throughout every stage of urban creation and throughout the life cycle of these cities from planning and design to construction, maintenance and operation, we will continue to deepen dialog with our stakeholders and work to meet various challenges both in Japan and abroad based on close collaboration among all our group companies. We will do this with an eye to realizing a sustainable society where people can live with peace of mind.
New value creation
Contributing “throughout every stage of urban creation” requires pursuing activities with close collaboration among Takenaka Group companies and stakeholders in the peripheral areas of construction projects. In our rapidly changing society, even better stock and business continuity need to be secured. The expansion of PPP, PFI and other projects, acceleration of measures for renewable energy, and AI, robots and big data are exerting tremendous influence over urban creation, substantially changing the very roles played by buildings and infrastructure. We intend to establish ourselves as the best partner for society and our customers by providing new value through new solutions realized by a fusion of architectural technologies and services.
Steps toward growth
All our group members will work in unison to provide society and our customers with new value through individual efforts by each of us to refine the quality of our specialized technologies and services on a path toward growth. In STEP 1, we sought to promote collaboration among our group companies and improve our revenue base to enhance our production capabilities, thereby building the basis for urban creation. Based on these results, we will steadily strive for progress toward 2025 with a collective groupwide effort to promote activities in STEP 2 that provide value to society.
Review of last year and activities to be conducted towards the next step
This year, 2019, is the final year of our threeyear plan (STEP 2) that commenced last year. In STEP 2, we set a target for clarifying the Takenaka Group’s vision by developing a clear picture of the kind of sustainable society the Group Growth Strategy for 2025 is aiming for. We will work hard to be "No.1" in the architectural industry, valuing both tradition and innovation. To that end, we have created environmentally friendly sustainable works and accelerated efforts to achieve radical improvement in companywide productivity and work-life balance (WLB).
Last year, which was the second year of the plan, we expanded activities throughout the company, which were centered on the "Work-Life Balance Committee for Radical Productivity Improvements Companywide." After formulating "11 Work-Life Balance Promotion Measures," we implemented various initiatives, such as holding dialogs at all offices, activities for model workplaces promoting work-life balance and for twoday weekends at district FM centers, and review of management meetings.
We also attempted further productivity improvements through labor-saving construction by promotion of BIM (building information modeling) and smart work, etc. In terms of business performance, we were mostly able to achieve our targets with a robust domestic construction market in the background.
This year, which is the final year of the threeyear plan, falls on the commemorative 120th anniversary of our company. In addition to efforts to improve work-life balance, which is the top priority issue, we plan to improve our ability to offer new value to customers and society through attractive work styles. In the construction business, which forms the core of the Takenaka Group’s business, we plan to eliminate all serious public disasters and workplace accidents while at the same time continue to work toward creating the best works. To contribute to every stage of urban creation, which is the Group Growth Strategy, we are introducing new ways of promoting our urban creation business and offering solutions to social issues, which will create new value globally across our group.
Promoting urban creation aiming for a sustainable society
For the sustainable society we are seeking to realize in and after 2025, we will further improve our international competitiveness and the “compact city + network” plan to help stop population decline, create new jobs, and foster local revitalization.
It is assumed that social issues to be solved, social systems to be built, and paths for conversion to a sustainable society will differ greatly from city to city. As such, the Takenaka Group will deepen its dialog with the community and stakeholders in each urban area while taking a global perspective and communicating the creative direction in its “urban creation strategies,” thereby contributing to the creation of sustainable urban areas.
Based on these urban creation strategies, we will add new solutions to the construction business as an "integrated engineering firm for urban creation" from the viewpoints of “urban infrastructure,” “economy and culture,” “quality of life (QOL)” and “the future” to create new business models while designing necessary social systems. In doing so, we will create value that we can share with society.
We will expand our managerial resources including human resources, skills and ICT to exert more expertise as well as technological and managerial capabilities, drive open innovation, and promote the provision of attractive workplaces as well as the establishment of functions and organizational systems with advanced engineering capabilities.
Developing an urban creation strategy and future prospects
As an integrated engineering firm for urban creation, we identify social needs that alter with the changing times and issues faced by society and local communities so that we can offer new value in construction and suggestions for further value creation.
In 2017, we performed analysis and problem arrangement of issues with urban areas from the viewpoint of geographical location and population. Then, we communicated with stakeholders through this department, which is the core organization of the Takenaka Group’s urban creation business, to identify social issues in urban areas.
By conducting open innovation such as demonstration experiments through dialog with stakeholders, we will advance MACHIinonovation (Matinonovation), which explores and practices methods for solving problems.
Efforts in urban areas
Our Tokyo Main Office, which is located in an urban area, set three steps to work on urban creation, "hypothesis planning" → "demonstration experiments based on these hypotheses" → "social implementation. It then concentrated its efforts on putting forth a futuristic vision, "East Bay Concept," in the canal and bay areas of Koto Ward where urban creation of coastal areas is expected on the occasion of the 2020 Olympic Games.
In the 2018 example of this case, we held a workshop caravan involving residents and companies called “A meeting that entertains the local waterfront” and began to build a network in the area. We will continue to develop activities such as symposiums in the future.
The first step in development of regional communities is gathering knowledge of the community's characteristics, problems and
other current conditions. For this purpose, we had the opportunity for direct dialog with heads of local governments and employees, persons involved in local community development activities and local residents in Nichinan City, Miyazaki Prefecture, Unnan City, Shimane Prefecture, Nishiawakura-mura, Okayama Prefecture and Kamaishi City, Iwate Prefecture. This was done in coordination with ETIC, which is a top NPO in the field of regional revitalization and resolving social problems.
In the course of sharing various issues, we started to work together with relevant parties in Unnan City on a comprehensive campaign for local community development, which was named "Special Challenge for Opening the Future of Unnan."