TOBISHIMA Integrated Report 2022

17/50

ssenisub snoituos tramSmroftalPAMHSIBOTehTeroCeroC▶ Promoting digital transformation for accelerated transition to next-generation sCivil engineering and construction sReal estate development businessessensessensessennoituovEnoitargetnessenisubisubnoisnapxEisubisubweN lI l: I htworGManagement VisionStructural reform implementation stagePreceding Medium-Term Three-Year PlanCivil engineering/ Building construction business▶ Maintaining core businesses and pursuing business structural reformsConstruction concierge business▶ Promoting one-stop services by enhancing real estate development functions and their integration with existing building construction business (base) functions▶ Enhancing the branding business with existing technologies; providing diverse solution Smart solutions businessservices to realize super smart Society 5.0Management basebusiness processesCivil engineering business(Infrastructure solutions business)Construction concierge business(One-stop building construction business)Smart solutions business(TOBISHIMA branding business)ActionImproving profit per worker in core business (compared to FY 2018)Maintenance of stable profit basesIncreasing number of retained private sector customers in core business (compared to FY 2018)Transformation to high productivity businessImproving completed work productivity per worker in core business (compared to FY 2018)Expanding growth businesses(Assessing investment progress based on comprehensive evaluations of strategic feasibility, synergy, yields, etc.)Promoting active business investmentsPromoting digital transformation(Assessing progress in introducing digital technologies, etc. for business process transformation)Improving employee satisfaction(Assessing satisfaction with sense of fulfilment in work, with working conditions, and other aspects among Group employees)Establishing supportive working environmentsEnhancing financial foundationsCapital adequacy ratio Stable shareholder returnsDividend payout ratio16<> Establishment of foundation for New Business ContractorNew Business ContractorFive years later (2023)A roadmap for becoming a New Business Contractor, the Medium-Term Five-Year Plan promotes three pillars: the core business (civil engineering and building construction); the growth business (new businesses); and the management base.Civil engineering and construction businessBuilding construction businessStock disaster readiness and renewal businessInfrastructure management businessDisaster prevention branding businessNatural disaster mitigationEnvironmental load reductionSixth sector industrialization (agriculture)StrategyContinuing/sustained pursuit of business structural reformsCore businessesGrowth businessesExpanding new profit-making basesManagement Establishing management system to achieve New Business Contractor statusbasebusiness (construction)(Expansion of area of business based on construction abilities)Building construction business (construction)(Further expansion of customer base)(Real estate development, management, redevelopment)Branding business(Expansion of technologies possessed)Reconstruction of business processes through the proactive use of digital technology to establish the TOBISHIMA PlatformRelated SDGsCivil engineering businessConstruction concierge businessIoT platform businessKPIAqua engineering businessAsset operations businessBuilding damping devices businessRenewable energy businessFY 2023Up 5%Up 10%Up 8%45%30% or moreMajor activities for realizing the goals of the Medium-Term Five-Year PlanBasic approaches to the Medium-Term Five-Year Plan— To Become a Company that Supports Future Industrial Promotion and Development — Promoting corporate transformation from Tobishima Corporation to TOBISHIMA to evolve into a New Business Contractor Structural reform entrenchment stageMedium-Term Five-Year PlanMedium-Term Five-Year Plan: 2019-2023Establishing the foundations for evolving into a New Business ContractorBasic policyBasic strategyDigital transformation (DX)