Becoming a true comprehensive facilities contractor
First written in FY2016. 5 of 12 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「We will further strengthen our ability to undertake and carry out contracts covering plumbing and sanitation facilities, air-conditioning facilities, hot-water supply and heating, electrical work and other services, and further enhance our value as a comprehensive facilities contractor.」
The transition to a comprehensive facilities contractor continued through ongoing efforts to strengthen the integrated contracting and construction structure, and progress was made in monetizing the building facilities business. - FY2025RestatedAnnual report
「We aim to further promote our integrated contracting and construction structure by leveraging the expertise and technologies we have developed.」
The policy of further promoting the integrated contracting and construction structure continues under the new medium-term plan as part of the transition to a comprehensive facilities contractor. - FY2024RestatedAnnual report
「We are developing a structure capable of undertaking and carrying out contracts covering plumbing and sanitation facilities, air-conditioning facilities, hot-water supply and heating, electrical work and other services, and aim to raise awareness of the company as a “comprehensive facilities contractor that can be entrusted with all work inside a building, not only gas construction.”」
The policy of making the building facilities business a core business and raising awareness as a comprehensive facilities contractor through integrated contracting and construction continues. - FY2023AdvancedAnnual report
「In addition to strengthening information sharing and cooperation between the sales and construction divisions through the introduction of systems, we will further strengthen our integrated contracting and construction structure so that we can respond to a broad range of customer needs, and seek recognition by society as a comprehensive facilities contractor rather than as a gas construction company.」
The transition to a comprehensive facilities contractor was given concrete form through stronger coordination between the sales and construction divisions following the introduction of systems and a stronger integrated contracting and construction structure. - FY2022AdvancedAnnual report
「To achieve sustainable development and growth, we have made the development of our building facilities business, which handles facilities construction inside buildings, into one of our new core businesses and identified it as the most important measure under our business strategy. We reorganized our sales and construction divisions in April this year to share information more closely, integrate sales and construction, and respond to a broad range of customer needs. We will further strengthen our integrated contracting and construction structure and seek recognition by society as a comprehensive facilities contractor rather than as a gas construction company.」
Specific measures were presented for the transition to a comprehensive facilities contractor, including developing the building facilities business as a new core business and reorganizing the sales and construction divisions in April 2022 to strengthen the integrated contracting and construction structure. - FY2021RestatedAnnual report
「We are implementing the three-year medium-term management plan, “Evolution Plan 21,” which set as its basic policy the development of company-wide multifunctionality and further cost competitiveness in order to achieve an early transition to the “true comprehensive facilities contractor” set out in our corporate vision, in response to these changes in the business environment and to achieve further growth.」
The early transition to a “true comprehensive facilities contractor,” company-wide multifunctionality and the development of cost competitiveness remain the basic policies of the medium-term plan. - FY2020RestatedAnnual report
「To respond to these changes in the business environment and achieve further growth, we set as our basic policy the development of company-wide multifunctionality and further cost competitiveness in order to achieve an early transition to the “true comprehensive facilities contractor” set out in our corporate vision.」
The early transition to a “true comprehensive facilities contractor” and the development of multifunctionality and cost competitiveness continued to be identified as core policies. - FY2019RaisedAnnual report
「We formulated the three-year medium-term management plan, “Evolution Plan 21,” beginning in FY2019, with the basic policy of developing company-wide multifunctionality and further cost competitiveness and achieving an early transition to the “true comprehensive facilities contractor” set out in our corporate vision.」
The former corporate vision was linked to the new medium-term plan’s objectives of developing company-wide multifunctionality and cost competitiveness and achieving an early transition. - FY2017RestatedAnnual report
「We aim to become a true “comprehensive facilities contractor” that continually develops its expertise and delivers services through outstanding personal capabilities and strong on-site execution.」
It continues to be explicitly stated as part of the corporate vision. - FY2016First statedAnnual report
「We aim to become a true “comprehensive facilities contractor” that continually develops its expertise and delivers services through outstanding personal capabilities and strong on-site execution.」
Identified as a core objective under the corporate vision.