Business Expansion and Transition to the Next Stage under the Medium-Term Plan TANAKEN2020

「Against this backdrop, we launched the new TANAKEN “Vision NEXT 10” Secondary Phase (2026-2028 fiscal years) Medium-Term Management Plan in April of this year. Following the preceding three-year Primary Phase, this plan is positioned as a “growth strategy” to further strengthen our foundation and construction capabilities. During the interim accounting period, we steadily implemented various measures contributing to the enhancement of the TANAKEN brand, strengthening human resources and reinforcing the safe construction framework, including aggressive advertising to increase awareness, improvements in employee compensation starting with higher initial salaries, expansion of training programs, and events for exchanges with partner companies to strengthen alliances.」

「当社は本年４月より新中期経営計画「TANAKEN“Vision NEXT 10” Secondary Phase（2026年～2028年度）」をスタートさせました。本計画は前３ヵ年計画「Primary Phase」を受けて、更なる基盤強化と施工力強化を図る「成長戦略」の位置づけになります。当第１四半期は、積極的な広告展開、初任給引上げ、研修制度拡充、アライアンス強化のための協力会社交流会の実施等、TANAKENブランドの価値向上、人財強化、安全施工体制強化に資する各種施策を着実に実施してまいりました。」

「In addition to clarifying our desired state 10 years ahead under TANAKEN “Vision NEXT 10,” formulated in May 2023, we formulated the TANAKEN “Vision NEXT 10” Secondary Phase Medium-Term Management Plan in May 2026. Beginning in fiscal 2026, the Secondary Phase is positioned as a “growth strategy” and is a three-year plan to further strengthen our foundation and construction capabilities, based on the preceding three-year Primary Phase plan for building the foundation.」

「Against this backdrop, we clarified our desired state 10 years ahead under the long-term vision TANAKEN “Vision NEXT 10,” which looks toward further growth, and formulated the TANAKEN “Vision NEXT 10” Primary Phase (2023-2025 fiscal years) Medium-Term Management Plan to realize it. The Primary Phase is a “three-year plan for building the foundation” to achieve further growth while maintaining our growth trajectory. As its final fiscal year, in the fiscal year ending March 2026 we are focusing on expanding our human resources, technologies and alliances, the sources of our competitiveness, and seeking to enhance the value of the TANAKEN brand, based on improvements to the working environment resulting from the company name change and head-office relocation.」

「The Primary Phase is a “three-year plan for building the foundation” beginning in fiscal 2024. In addition to expanding human resources, technologies and alliances, the company is seeking to enhance the value of the TANAKEN brand. Related branding initiatives include changing the company name to TANAKEN株式会社 in April 2025.」

「Against this backdrop, we clarified our desired state 10 years ahead under the long-term vision TANAKEN “Vision NEXT 10,” which looks toward further growth. To realize this vision, we formulated the TANAKEN “Vision NEXT 10” Primary Phase (2023-2025 fiscal years) Medium-Term Management Plan. The Primary Phase is a “three-year plan for building the foundation” to achieve further growth while maintaining our growth trajectory. In the fiscal year ending March 2025, based on improvements to the working environment resulting from the relocation of our head office, we are focusing on expanding our human resources, technologies and alliances, the sources of our competitiveness, and seeking to enhance the value of the TANAKEN brand.」

「The Primary Phase is a “three-year plan for building the foundation” to achieve further growth while maintaining our growth trajectory. In the fiscal year ending March 2025, based on improvements to the working environment resulting from the relocation of our head office, we are focusing on expanding our human resources, technologies and alliances, the sources of our competitiveness, and seeking to enhance the value of the TANAKEN brand.」

「Against this backdrop, on the occasion of our 40th anniversary and the achievement of the medium-term plan’s targets two fiscal years ahead of schedule, we clarified our desired state 10 years ahead under the long-term vision TANAKEN “Vision NEXT 10,” which looks toward further growth. To realize this vision, we formulated the TANAKEN “Vision NEXT 10” Primary Phase Medium-Term Management Plan. The Primary Phase is a “three-year plan for building the foundation” to achieve further growth while maintaining our growth trajectory.」

「Against this backdrop, on the occasion of our 40th anniversary and the achievement of the medium-term plan’s targets two fiscal years ahead of schedule, we clarified our desired state 10 years ahead under the long-term vision TANAKEN “Vision NEXT 10,” which looks toward further growth. To realize this vision, we formulated the TANAKEN “Vision NEXT 10” Primary Phase Medium-Term Management Plan. The Primary Phase is a “three-year plan for building the foundation” to achieve further growth while maintaining our growth trajectory.」

「Against this backdrop, on the occasion of our 40th anniversary and the achievement of the medium-term plan’s targets two fiscal years ahead of schedule, we clarified our desired state 10 years ahead under the long-term vision TANAKEN “Vision NEXT 10,” which looks toward further growth. To realize this vision, we formulated the TANAKEN “Vision NEXT 10” Primary Phase Medium-Term Management Plan. The Primary Phase is a “three-year plan for building the foundation” to achieve further growth while maintaining our growth trajectory.」

「Under this medium-term plan, by steadily accumulating safe and reliable construction management practices and implementing sales initiatives, we achieved our ¥10 billion sales target two fiscal years ahead of schedule in the fiscal year under review. On this occasion, we clarified our desired state 10 years ahead under the long-term vision TANAKEN “Vision NEXT 10,” which looks toward further growth, and formulated the TANAKEN “Vision NEXT 10” Primary Phase Medium-Term Management Plan.」

「In May 2020, we formulated the TANAKEN “Vision 100” Medium-Term Plan and positioned the current fiscal year as the year in which we would set the course for achieving the plan’s goals of “building a solid corporate foundation” and “early achievement of the near-term ¥10 billion sales target.” Through the steady implementation of key measures, including further strengthening sales capabilities, strengthening construction management and on-site backup systems, and accelerating the personnel plan, we are seeking to expand our business and enhance corporate value while reinforcing our operational foundation.」

「In May 2020, we formulated the TANAKEN “Vision 100” Medium-Term Plan, with the current fiscal year being the third year of the plan, and positioned it as the year in which we would set the course for achieving the plan’s goals of “building a solid corporate foundation” and “early achievement of the near-term ¥10 billion sales target.” We are working to secure during the current fiscal year the planned final workforce, particularly a team of 60 construction managers, while seeking to expand our business and enhance corporate value by reinforcing our operational foundation through key measures including “further strengthening sales capabilities,” “strengthening the construction management and backup systems,” “further expanding the use of BIM three-dimensional models,” “improving administrative efficiency through the full-scale operation of an ERP system,” and “strengthening corporate governance through a stronger management structure.”」

「In May 2020, we formulated the TANAKEN “Vision 100” Medium-Term Plan. As the second year of the plan, we have positioned the current fiscal year as the year in which we will set the course for achieving the plan’s goals of “building a solid corporate foundation” and “early achievement of the near-term ¥10 billion sales target.” We are working to secure during the current fiscal year the planned final workforce, particularly a team of 60 construction managers, while seeking to expand our business and enhance corporate value by reinforcing our operational foundation through key measures including “further strengthening sales capabilities,” “strengthening the construction management and backup systems,” “further expanding the use of BIM three-dimensional models,” “improving administrative efficiency through the full-scale operation of an ERP system,” and “strengthening corporate governance through a stronger management structure.”」

「In May 2020, we formulated the TANAKEN “Vision 100” Medium-Term Plan. As the second year of the plan, we have positioned the current fiscal year as the year in which we will set the course for achieving the plan’s goals of “building a solid corporate foundation” and “early achievement of the near-term ¥10 billion sales target.” We are working to secure during the current fiscal year the planned final workforce, particularly a team of 60 construction managers, while seeking to expand our business and enhance corporate value by reinforcing our operational foundation through key measures including “further strengthening sales capabilities,” “strengthening the construction management and backup systems,” “further expanding the use of BIM three-dimensional models,” “improving administrative efficiency through the full-scale operation of an ERP system,” and “strengthening corporate governance through a stronger management structure.”」

「In May 2020, we formulated the TANAKEN “Vision 100” Medium-Term Plan. As the second year of the plan, we have positioned the current fiscal year as the year in which we will set the course for achieving the plan’s goals of “building a solid corporate foundation” and “early achievement of the near-term ¥10 billion sales target.” We are working to secure during the current fiscal year the planned final workforce, particularly a team of 60 construction managers, while seeking to expand our business and enhance corporate value by reinforcing our operational foundation through key measures including “further strengthening sales capabilities,” “strengthening the construction management and backup systems,” “further expanding the use of BIM three-dimensional models,” “improving administrative efficiency through the full-scale operation of an ERP system,” and “strengthening corporate governance through a stronger management structure.”」

「In May 2020, we formulated the TANAKEN “Vision 100” Medium-Term Plan. As the second year of the plan, we have positioned the current fiscal year as the year in which we will set the course for achieving the plan’s goals of “building a solid corporate foundation” and “early achievement of the near-term ¥10 billion sales target.” We are working to secure during the current fiscal year the planned final workforce, particularly a team of 60 construction managers, while seeking to expand our business and enhance corporate value by reinforcing our operational foundation through key measures including “further strengthening sales capabilities,” “strengthening the construction management and backup systems,” “further expanding the use of BIM three-dimensional models,” “improving administrative efficiency through the full-scale operation of an ERP system,” and “strengthening corporate governance through a stronger management structure.”」

「In the fiscal year under review, the first year of the medium-term plan, we implemented key measures including further strengthening sales through the establishment of the Sales Development Department and the opening of the Osaka Sales Office, improving and visualizing on-site operations by introducing an IT-based field support system, strengthening our occupational health and safety management framework by obtaining ISO 45001 certification, implementing work-style reforms, and strengthening corporate governance through the introduction of an executive officer system, while focusing on expanding our business and enhancing corporate value by reinforcing our operational foundation.」

「Beginning this fiscal year, we formulated the TANAKEN “Vision 100” Medium-Term Plan, setting out the company’s desired state five years ahead and aiming for the early achievement of our near-term sales target of ¥10 billion.」

「Beginning this fiscal year, we formulated the TANAKEN “Vision 100” Medium-Term Plan, setting out the company’s desired state five years ahead and aiming for the early achievement of our near-term sales target of ¥10 billion.」

「Beginning this fiscal year, we formulated the TANAKEN “Vision 100” Medium-Term Plan, setting out the company’s desired state five years ahead and aiming for the early achievement of our near-term sales target of ¥10 billion.」

「Taking this listing as an opportunity, in May 2020 we formulated the new TANAKEN “Vision 100” Medium-Term Plan, setting out the company’s desired state five years ahead and aiming for the early achievement of our near-term sales target of ¥10 billion.」

「To further expand our business and move up to the next stage, we launched in November 2016 the TANAKEN2020 Medium-Term Plan, whose final fiscal year is the fiscal year ending March 2020.」

「To further expand our business and move up to the next stage, we launched in November 2016 the TANAKEN2020 Medium-Term Plan, whose final fiscal year is the fiscal year ending March 2020.」

「To further expand our business and move up to the next stage, we launched in November 2016 the TANAKEN2020 Medium-Term Plan, whose final fiscal year is the fiscal year ending March 2020.」

「In particular, redevelopment projects generated steadily increasing orders in both the previous and current fiscal years and have become a new customer segment.」

「Against this backdrop, we formulated and launched the TANAKEN2020 Medium-Term Plan in the fiscal year ended March 2019 to further expand our business and move up to the next stage.」