Rebuilding the Earnings Base of the Domestic Construction and Overseas Divisions
First written in FY2016. 20 of 26 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2020: 2 of 12 companies on the "Worse" side.
10 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In the industrial-related business within the construction business, we have received orders for waste treatment facilities.」
Under its policy of operating the construction business across three areas, industrial-related businesses, lifestyle-related businesses, and public-sector businesses including PFI projects, the company received orders for waste treatment facilities in the industrial-related area. - 2026-05-13AdvancedEarnings
「In the building construction business, while focusing on receiving orders for public-sector construction projects, we will continue to apply strict selectivity in accepting orders.」
The Company identifies a focus on public-sector construction projects and continued selectivity in accepting orders as specific policies for strengthening the earnings base of its building construction business. - FY2024ReframedAnnual report
「We will work to achieve our targets based on three core areas in the construction business: industrial-related businesses, covering the environment, production and distribution; a balanced portfolio of lifestyle-related businesses, covering housing, healthcare and welfare, and commercial facilities; and public-sector businesses, including PFI projects.」
The company has reorganized its strategy from the previous wording of rebuilding the earnings base of its domestic construction and overseas segments into a construction business strategy centered on three areas: environment, production and distribution; housing, healthcare and welfare, and commercial facilities; and public-sector businesses, including PFI projects. - FY2022-Q3RestatedAnnual report
「In its construction business, we are working to strengthen our entry into non-residential fields such as logistics facilities and factories.」
The company continues to strengthen its entry into non-residential fields such as logistics facilities and factories through its construction business. - FY2022-Q2RestatedAnnual report
「In its construction business, we are working to strengthen our entry into non-residential fields such as logistics facilities and factories.」
The company continues to pursue a policy of strengthening its entry into non-residential fields such as logistics facilities and factories through its construction business. - FY2022-Q1RestatedAnnual report
「In its construction business, we are working to strengthen our entry into non-residential fields such as logistics facilities and factories.」
The company has reiterated its policy of strengthening its entry into non-residential fields such as logistics facilities and factories through its construction business. - FY2021RestatedAnnual report
「In its construction business, we will seek to strengthen the non-residential business.」
In its construction business, the company continues to pursue a policy of shifting its focus from private-sector housing to non-residential fields such as logistics facilities, factories, schools, government buildings and hospitals. - FY2021-Q3RestatedAnnual report
「Specifically, under “focus on existing businesses,” the Group will place even greater emphasis on disaster prevention and mitigation projects and strengthen its non-residential business.」
The company continues to pursue the strengthening of its non-residential business in domestic construction. - FY2021-Q2RestatedAnnual report
「Specifically, under “focus on existing businesses,” the Group will place even greater emphasis on disaster prevention and mitigation projects and strengthen its non-residential business.」
The company continues to pursue the strengthening of its non-residential business in domestic construction. - FY2021-Q1RestatedAnnual report
「Specifically, under “focus on existing businesses,” the Group will place even greater emphasis on disaster prevention and mitigation projects and strengthen its non-residential business.」
The company has reiterated the previous year's direction of shifting domestic construction toward, and strengthening, non-residential construction. - FY2020ReframedAnnual report
「In anticipation of the arrival of a shrinking-population society, the company believes that its construction business needs to shift from its previous focus on private-sector housing to a focus on non-residential construction. It plans to increase the non-residential share of its construction business by undertaking logistics facilities, plants, factories, and public facilities such as schools, government buildings and hospitals.」
The company has reorganized its policy for rebuilding the domestic construction earnings base as a shift from a focus on private-sector housing to a focus on non-residential construction, including logistics facilities, factories, schools, government buildings and hospitals. - FY2020-Q3RestatedAnnual report
「Under our building business strategy, we position the Tokyo metropolitan area as the market requiring the greatest focus. By strengthening our ability to respond to diverse construction methods, we will improve the competitiveness of the non-residential business, while working to establish and propose labor-saving technologies, introduce ICT technologies and otherwise improve productivity, with the aim of strengthening our sales capabilities and earnings power.」
The company has reiterated, without any material changes, its construction business strategy, which emphasizes the Tokyo metropolitan area, non-residential construction, diverse construction methods, labor-saving technologies, ICT technologies and productivity improvement. - FY2020-Q2RestatedAnnual report
「Under our building business strategy, we position the Tokyo metropolitan area as the market requiring the greatest focus. By strengthening our ability to respond to diverse construction methods, we will improve the competitiveness of the non-residential business, while working to establish and propose labor-saving technologies, introduce ICT technologies and otherwise improve productivity, with the aim of strengthening our sales capabilities and earnings power.」
The company has reiterated its construction business strategy, which emphasizes the Tokyo metropolitan area, non-residential construction, diverse construction methods, labor-saving technologies, ICT technologies and productivity improvement. - FY2020-Q1RestatedAnnual report
「Under our building business strategy, we position the Tokyo metropolitan area as the market requiring the greatest focus. By strengthening our ability to respond to diverse construction methods, we will improve the competitiveness of the non-residential business, while working to establish and propose labor-saving technologies, introduce ICT technologies and otherwise improve productivity, with the aim of strengthening our sales capabilities and earnings power.」
The company has reiterated its construction business strategy, which emphasizes the Tokyo metropolitan area, non-residential construction, diverse construction methods, labor-saving technologies, ICT technologies and productivity improvement. - FY2019RestatedAnnual report
「Under our building business strategy, we position the Tokyo metropolitan area as the market requiring the greatest focus. By strengthening our ability to respond to diverse construction methods, we will improve the competitiveness of the non-residential business, while working to establish and propose labor-saving technologies, introduce ICT technologies and otherwise improve productivity, with the aim of strengthening our sales capabilities and earnings power.」
The company has reiterated its construction business strategy, which emphasizes the Tokyo metropolitan area, non-residential construction, diverse construction methods, labor-saving technologies, ICT technologies and productivity improvement. - FY2019-Q3RestatedAnnual report
「Under our building business strategy, we position the Tokyo metropolitan area as the market requiring the greatest focus. By strengthening our ability to respond to diverse construction methods, we will improve the competitiveness of the non-residential business, while working to establish and propose labor-saving technologies, introduce ICT technologies and otherwise improve productivity, with the aim of strengthening our sales capabilities and earnings power.」
The company has reiterated, without any material changes, its construction business strategy, which emphasizes the Tokyo metropolitan area, non-residential construction, diverse construction methods, labor-saving technologies, ICT technologies and productivity improvement. - FY2019-Q2RestatedAnnual report
「Under our building business strategy, we position the Tokyo metropolitan area as the market requiring the greatest focus. By strengthening our ability to respond to diverse construction methods, we will improve the competitiveness of the non-residential business, while working to establish and propose labor-saving technologies, introduce ICT technologies and otherwise improve productivity, with the aim of strengthening our sales capabilities and earnings power.」
The company has reiterated, without any material changes, its construction business strategy, which emphasizes the Tokyo metropolitan area, non-residential construction, diverse construction methods, labor-saving technologies, ICT technologies and productivity improvement. - FY2019-Q1RestatedAnnual report
「Under our building business strategy, we position the Tokyo metropolitan area as the market requiring the greatest focus. By strengthening our ability to respond to diverse construction methods, we will improve the competitiveness of the non-residential business, while working to establish and propose labor-saving technologies, introduce ICT technologies and otherwise improve productivity, with the aim of strengthening our sales capabilities and earnings power.」
The company has reiterated its construction business strategy, which emphasizes the Tokyo metropolitan area, non-residential construction, diverse construction methods, labor-saving technologies, ICT technologies and productivity improvement. - FY2018-Q3RestatedAnnual report
「Under our building business strategy, we position the Tokyo metropolitan area as the market requiring the greatest focus. By strengthening our ability to respond to diverse construction methods, we will improve the competitiveness of the non-residential business, while working to establish and propose labor-saving technologies, introduce ICT technologies and otherwise improve productivity, with the aim of strengthening our sales capabilities and earnings power.」
The company has reiterated its construction business strategy, which emphasizes the Tokyo metropolitan area, non-residential construction, diverse construction methods, labor-saving technologies, ICT technologies and productivity improvement. - FY2018-Q2RestatedAnnual report
「Under our building business strategy, we position the Tokyo metropolitan area as the market requiring the greatest focus. By strengthening our ability to respond to diverse construction methods, we will improve the competitiveness of the non-residential business, while working to establish and propose labor-saving technologies, introduce ICT technologies and otherwise improve productivity, with the aim of strengthening our sales capabilities and earnings power.」
The company has reiterated its strategy of emphasizing the Tokyo metropolitan area, non-residential construction, diverse construction methods, labor-saving technologies, ICT implementation and productivity improvement in its construction business. - FY2018-Q1RestatedAnnual report
「Under our building business strategy, we position the Tokyo metropolitan area as the market requiring the greatest focus. By strengthening our ability to respond to diverse construction methods, we will improve the competitiveness of the non-residential business, while working to establish and propose labor-saving technologies, introduce ICT technologies and otherwise improve productivity, with the aim of strengthening our sales capabilities and earnings power.」
The company has reiterated its strategy of emphasizing the Tokyo metropolitan area, non-residential construction, diverse construction methods, labor-saving technologies, ICT implementation and productivity improvement in its construction business. - FY2017ReframedAnnual report
「Under our building business strategy, we position the Tokyo metropolitan area as the market requiring the greatest focus. By strengthening our ability to respond to diverse construction methods, we will improve the competitiveness of the non-residential business, while working to establish and propose labor-saving technologies, introduce ICT technologies and otherwise improve productivity, with the aim of strengthening our sales capabilities and earnings power.」
The former policy of rebuilding the earnings base of the domestic building and overseas businesses has been made more specific for the building business, with a focus on the Tokyo metropolitan area, non-residential construction, diverse construction methods, labor-saving technologies and ICT. No comparable individual strategy for the overseas business is presented in this filing. - FY2017-Q3RestatedAnnual report
「For the domestic building and overseas businesses, the Group aims to generate stable earnings and, from a medium- to long-term perspective, build its underlying strength and earnings-generating capabilities.」
For its domestic construction and overseas businesses, the company has reiterated its policy of targeting reliable earnings generation and strengthening its underlying capabilities and earnings-generating capacity over the medium to long term. - FY2017-Q2RestatedAnnual report
「② From a medium- to long-term perspective, the domestic building and overseas segments will focus on rebuilding their earnings bases to support future expansion of business operations.」
For the domestic construction and overseas segments, the company continues to pursue a rebuilding of its earnings base to support future business expansion. - FY2017-Q1RestatedAnnual report
「For the domestic building and overseas businesses, the Group aims to generate stable earnings and, from a medium- to long-term perspective, build its underlying strength and earnings-generating capabilities.」
The Group reiterates its policy of targeting stable earnings in the domestic building and overseas businesses and strengthening their earnings bases and earnings-generating capabilities over the medium to long term. - FY2016First statedAnnual report
「The domestic building and overseas businesses will focus, from a medium- to long-term perspective, on rebuilding their earnings base to support future expansion of the business scope.」
The domestic building and overseas businesses are pursuing the rebuilding of their earnings base to support future expansion of the business scope.