1. Target direction
Continuous evolution of business activities and enhancement of corporate value through high added-value competition - Resilient -(i)Globalization: Establishment of world-class management, human resources, operations, and organizational systems
(ii)Branding: Dissemination of information to stakeholders and self-reform through evaluation
(iii)Innovation: Creation of differentiated value through the formation and utilization of intangible assets, etc.
* Intangible assets, etc.: Assets that are useful to society and indispensable for strengthening the Group’s brand power, such as information, technology and know-how, human resource development, and the results of ESG/SDGs management initiatives
2. FY2024 Group performance targets
1) Consolidated net sales, operating income, etc.
| FY2020 results | FY2024 targets | |
| Consolidated net sales | 507.1 billion yen | Approximately 600.0 billion yen |
| Operating income | 27.6 billion yen | At least 42.0 billion yen |
| Operating margin | 5.5% | At least 7.0% |
| Return on equity (ROE) | 6.8% | At least 8.0% |
| Labor productivity (non-consolidated) |
15.28 million yen | At least 17.50 million yen |
* Labor productivity = Amount of added value (operating income + total personnel expenses) ÷ number of employees (average for the period, including temporary employees, etc.)
2) Net sales and profit by business
| FY2020 results (Billions of yen) |
FY2024 targets (Billions of yen) |
||
| Consolidated net sales | 507.1 | 600.0 | |
|---|---|---|---|
| Architectural construction business | 328.6 | 380.0 | |
| Civil engineering business | 136.3 | 140.0 | |
| Strategic business |
Investment development / new fields | 15.0 | 45.0 |
| Group companies | 55.8 | 48.5 | |
| Consolidated elimination | (28.0) | (13.5) | |
| Operating income | 27.6 [5.5] | 42.0 [7.0] | |
| Architectural construction business | 9.1 [2.8] | 22.0 [5.8] | |
| Civil engineering business | 14.1 [10.3] | 13.0 [9.3] | |
| Strategic business |
Investment & development / new fields | 3.1 [21.2] | 4.0 [8.9] |
| Group companies | 2.2 [4.1] | 3.0 [6.2] | |
| Consolidated elimination | (1.0) [-] | - [-] | |
* New fields include energy-related business and other new businesses.
* Profit margins are shown in brackets [].
* Profit margins are shown in brackets [].
3) Shareholder returns
The Company will provide continuous and stable shareholder returns, while comprehensively taking into account the dividends on equity ratio (DOE) and the dividend payout ratio.
| FY2020 results | FY2024 targets | |
| Dividends on equity ratio (DOE) | 2.1% | Around 2.0% |
| Dividend payout ratio | 31.1% | Around 30.0% |
* DOE (dividends on equity ratio) = total dividends ÷ equity
4) Investment plan
The Company will provide continuous and stable shareholder returns, while comprehensively taking into account the dividends on equity ratio (DOE) and the dividend payout ratio.
| Field | Investment policy | Total for period of the plan |
|---|---|---|
| Investment development | Generation of new revenue through the adoption of smart technologies | 130.0 billion yen |
| New fields | Solving global social issues and expanding business domains | 25.0 billion yen |
| Technology and ICT | Promoting high added value and a revolution in safety and productivity | 5.0 billion yen |
| Dividend payout ratio | 160.0 billion yen | |
* DOE (dividends on equity ratio) = total dividends ÷ equity
3. Business policies
1) No.1 in safety and productivity
Conduct thorough prior verification through front-loading at the design and planning phases.Implement measures based on mechanized construction, use of new technologies and ICT, behavioral analysis and visualization, etc.
Provide safety education that reaches the subconscious mind (hazard prediction, brain science, behavioral psychology, etc.).
2) Provision of high added value
(i)Construction business (architectural construction business and civil engineering business)Create differentiated value in focus areas.
| Architectural construction business | Hospitals and schools, high value-added offices, redevelopment, logistics facilities |
|---|---|
| Civil engineering business | Tunnels and shields, renewable energy, lot development, large-scale infrastructure |
Improve construction capabilities and profitability on a company-wide basis, through the development of a system for expanding overseas construction projects.
(ii)Strategic business
Make our businesses and earnings base more globalized, multidirectional and diversified by making focused investments in “investment development,” “new fields,” and “Group companies.”
Promote smart offices at the New Toda Building (tentative name; under construction, scheduled to be completed in 2024) and realize the provision of new value (BaaS: building as a service) through this approach.
| Business | Key initiatives |
|---|---|
| Investment development | ·Acquire real estate for development and effective use of held assets ·Strengthen the leasing business through portfolio management ·Promote smart offices at the New Toda Building |
| New fields | ·Participate in development projects in North America, Southeast Asia, etc. ·Commercialize floating offshore wind power generation and wind farms ·Invest in renewable energy projects and agricultural sixth industrialization projects ·Establish new revenue streams through data utilization (sales and use) |
| Group companies | ·Demonstrate the comprehensive capabilities of the Group throughout the construction life cycle ·Acquire special technologies through M&A, etc. |
(iii) Practicing ESG/SDGs management to enhance corporate value
Implement problem-solving activities aimed at decarbonization, resource recycling, environmental conservation, and regional revitalization
Strengthen our organizational capabilities by nurturing and securing diverse and talented human resources, while promoting the development of the working environment and working style reform
Strengthen risk management (environment, natural disasters, investment, compliance, etc.) and leverage the knowledge obtained from it to promote technological development, products and services.
| Quantitative evaluation indicators | FY2024 targets | |
|---|---|---|
| Environment (E) | CO2 emission reduction rate (compared to FY2019) | A 10% reduction or more |
| Social(S) | Total frequency rate | A 10% reduction or more |
| Work sites: rate of 8 closures in 4 weeks | 1.00 or lower | |
| Construction career advancement registration rate | 100% | |
| Employees’ average total actual working hours | 1,900 hours or less | |
| Governance(G) | Proportion of Outside Directors and Outside Corporate Auditors | 50% or more |
| Proportion of non-Japanese employees (non-consolidated) | 1.5% or more | |
| Risk assessment implementation rate | 100% | |
| Serious violations of laws and regulations | 0 cases | |
* Total frequency rate = total occupational accidents ÷ total working hours (1,000,000 hours)
* Risk assessment implementation rate: Implementation and execution status of quantitative and qualitative assessments of investment projects (projects approved by the Management Meeting), as well as exit strategies by the Investment Committee
* Risk assessment implementation rate: Implementation and execution status of quantitative and qualitative assessments of investment projects (projects approved by the Management Meeting), as well as exit strategies by the Investment Committee