Construction and business process reforms aimed at becoming No. 1 in productivity
First written in FY2016. 11 of 16 entries say "Advanced", first in FY2018. Latest entry: FY2026.
The whole theme swung hardest in 2025: 1 of 6 companies on the "Worse" side.
1 other company's latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Under these circumstances, in the Medium-Term Management Plan 2027, the group will accelerate digitalization and fundamentally transform its production processes through front-loading.」
The Company presented a framework for linking existing measures involving BIM, ICT and front-loading to earnings growth in the construction business through the acceleration of digitalization and fundamental transformation of production processes under Medium-Term Management Plan 2027. - FY2025AdvancedAnnual report
「The Company is also accelerating production process reform and the shift to data-driven management as part of its digital transformation strategy.」
In addition to construction reform using BIM, ICT and other technologies, the Company accelerated production process reform and the shift to data-driven management. - FY2024AdvancedAnnual report
「With the number of skilled construction workers declining, transforming production processes is essential. The Company is advancing the development of labor-saving and mechanized construction technologies while accelerating full-scale efforts in digital transformation based on BIM.」
The Company accelerated labor-saving and mechanized construction and digital transformation based on BIM. In the building business, it swung from a segment loss of ¥1.4 billion in the previous fiscal year to a profit of ¥6.5 billion. - FY2023AdvancedAnnual report
「The main initiatives during the consolidated fiscal year included enhancing full-scale, company-wide implementation of BIM to transform production processes as part of the digital transformation strategy. The Company also established a Cost Integration Center and strengthened its cost management structure by creating a system for centralized management of estimating and procurement information from all offices.」
The Company advanced full-scale, company-wide implementation of BIM and began centralized management of estimating and procurement information through the Cost Integration Center. - FY2022AdvancedAnnual report
「The main initiative during the consolidated fiscal year was to enhance the full-scale, company-wide implementation of BIM to establish a new building production process as the foundation for digital transformation.」
As a productivity improvement measure, the Company advanced full-scale, company-wide implementation of BIM. Under Smart Innovation, it is defining a concrete approach to incorporating mechanized construction, ICT, automated and unmanned construction, BIM/CIM and other technologies into the building and civil engineering production processes. - FY2021AdvancedAnnual report
「The main initiatives during the consolidated fiscal year included promoting front-loading and the use of ICT to improve construction capabilities and productivity at worksites. The Company also advanced organizational restructuring and other measures to accelerate efforts involving BIM, the foundation for future digital transformation.」
The Company continued front-loading and the use of ICT, while advancing organizational restructuring to accelerate BIM, the foundation for digital transformation. In the building business, the segment profit margin declined from 5.5% to 2.8%. - FY2020AdvancedAnnual report
「Thoroughly conduct advance verification through front-loading during the design and planning stages. Execute measures based on mechanized construction, the use of new technologies and ICT, behavioral analysis, visualization and other initiatives.」
Productivity improvement measures were systematized as business policies under the new plan, with advance verification during the design and planning stages, mechanization, ICT, behavioral analysis and visualization identified as specific means of implementation. - FY2019AdvancedAnnual report
「Initiatives to improve productivity also progressed, with the segment profit margin increasing 0.7 percentage points from the previous consolidated fiscal year to 7.1%.」
Progress in productivity improvement initiatives was reported for the domestic building business, with the segment profit margin rising 0.7 percentage points from 6.4% in the previous year to 7.1%. In domestic civil engineering, the Company continued developing technologies and reforming production systems using ICT and other tools. - FY2018AdvancedAnnual report
「Under the medium-term management plan, the Company is currently promoting construction innovation using the latest technologies and ICT under the name Toda Innovation Site. Accordingly, it will promote front-loading of operations from the initial stages of projects and collaboration across organizations, while working to further improve productivity through the early resolution of construction-related issues.」
Construction innovation was developed into the Toda Innovation Site concept, with front-loading from the initial stages of design-build projects and collaboration across organizations promoted. The profit margin on completed construction projects increased 0.3 percentage points from the previous fiscal year to 12.8%. - FY2018-Q3RestatedAnnual report
「Although consolidated net sales declined as described above, gross profit increased 5.4% year on year to ¥40.9 billion, owing to the thorough implementation of a profitability-focused order intake policy and initiatives to improve productivity.」
It was stated that the policy of prioritizing profitability in order intake and initiatives to improve productivity were continuing. - FY2018-Q2RestatedAnnual report
「Although the environment surrounding the construction business, the Group's main business, remained uncertain due to the concerns described above, gross profit was ¥25.9 billion, up 3.6% year on year, owing to the thorough implementation of a profitability-focused order intake policy and initiatives to improve productivity.」
It was stated that the policy of prioritizing profitability in order intake and initiatives to improve productivity were continuing. - FY2018-Q1RestatedAnnual report
「Regarding operating income, the environment surrounding the construction business, our main business, remains uncertain due to the concerns described above. However, through strict adherence to a contract-award policy focused on profitability and initiatives to improve productivity, gross profit amounted to ¥13.2 billion, up 4.4% year on year.」
It was stated that the policy of prioritizing profitability in order intake and initiatives to improve productivity were continuing, but no material changes to the specific measures were indicated. - FY2017ReframedAnnual report
「We will promote the front-loading of work during the design and construction phases, including basic and detailed design, construction planning, and improvement of the working environment.」
As productivity-enhancing measures, the Company specified front-loading during the design and construction phases and automated and mechanized construction, in addition to the existing use of BIM, ICT, and labor-saving construction methods. - FY2016First statedAnnual report
「We aim to strengthen value creation capabilities and cost competitiveness through the expansion of negotiated and design-build projects, the development and application of differentiated technologies, and improvements in procurement methods.」
The measures listed include labor-saving construction, BIM, business process re-engineering and ICT restructuring, and expanded collaboration with partner companies to increase construction capacity and work speed.