Corporate report2023

Introduction

Message from the President

CONTENTS

Introduction

Sustainability

Message from the President������ 1
The 140-year History of TOBISHIMA���� 3
Financial/Non-financial Highlights���� 5

The Environment and Safety������ 13
Realizing Workplaces that Deliver Job Satisfaction� 15
Corporate Governance�������� 17
Risk Management and Compliance���� 18

TOBISHIMA’s Initiatives
Civil Engineering and Construction Business� 7
Building Construction Business����� 9
Growth Business����������� 11

Data Section
Company and Stock Information����� 19

2023 marked the 140th anniversary of TOBISHIMA’s founding in 1883.
We would like to express our sincere gratitude to the long-standing support
and patronage of our stakeholders, who have enabled us to come this far.
Going forward, we will continue to accelerate our efforts to swiftly
establish a next-generation business management structure and securea stable customer base through organizational reforms centered on
productivity improvement by streamlining our business processes.
Driven by the innovative mindset encoded into TOBISHIMA’s
DNA, the entire company will take on the challenge oftransforming our construction production processes aheadof industry peers, and create new businesses that go
beyond the existing boundaries of the constructionindustry. We will also continue our efforts to growas a New Business Contractor that supports andis committed to achieving the creation ofbusinesses by a diverse range of people.
We ask for your continued support andpatronage of TOBISHIMA.

Please visit our website for more
information on our past achievements
and technologies.

Masahiro Norikyo
President

1 TOBISHIMA Corporate Report 2023

TOBISHIMA Corporate Report 2023

2

Introduction

Activities

Sustainability

Data section

Introduction
2013
Celebrated 130th anniversary of theCompany’s founding.

The 140-year History of TOBISHIMA
The foundations of the TOBISHIMA Group date back to 1883, when it was contracted for the demolition of Fukui Castle.
Since then, we’ve continued to grow and respond to social needs.
Drawing on the experience and capabilities accumulated over the past 140 years, TOBISHIMA will continue to evolve andboldly advance to create new value.
Bunkichi Tobishima, the founder instrumental to the subsequent success of Tobishima-gumi, wasborn in 1876 as the first son of Bunjiro Tobishima. At 13, he became a key assistant to his father as astone mason and gradually honed his skills. For a construction project in 1901, at a time when oxcarts
were commonly used to transport earth and sand, he introduced handcarts, the latest invention at thetime. This innovation reduced costs, halved construction times, and won high acclaim.
Work on building hydroelectric power stations added to his reputation. A swelling tide ofhydroelectric power station construction boosted the Company to national prominence and earned it
the reputation as a leading company in water-related facility construction and civil engineering.
Bunkichi Tobishima’s word set forth the following ideal: To benefit oneself, one must first make sacrificesthat benefit others. Coupled with innovations, these sacrifices will be duly rewarded. These words may remind
us of a more modern phrase: The customer’s needs come first. His integrity and strong sense of responsibility
for work won him an outstanding reputation and the trust of those who requested the services of his
company. The company won a steady stream of orders to build electric power stations across the country.
His character and charisma attracted many capable partners, including Santaro Kumagai (founder ofKumagai Gumi) and Matabei Maeda (founder of Maeda Corporation), and generated the driving force
behind Tobishima-gumi.
TOBISHIMA’s foundations lie in the integrity, sincerity, and good faith of these forerunners, qualities
since handed down from generation to generation.

Founding
Period(1883-1919)

Growth Period(1920-1959)

Bunkichi Tobishima
FounderDevelopment
Period(1960-1990)

Tokyo Bay Aqua-Line (1997)
Named the Apollo Project in Civil Engineering, thisproject was completed by integrating the cuttingedge technologies and knowhow available atthe time; by developing and applying numerous
new construction technologies/methods; and by
overcoming the countless challenges posed by
the natural conditions at the site, including the soft
seabed, strong winds and tides, and earthquakes,
as well as complications related to environmental
concerns and measures to ensure the continuing
safe passage of ships in Tokyo Bay.

Urayama Dam (1997)
Located in Chichibu City, Saitama Prefecture, thisis Japan’s second-highest gravity dam. Utilizing
the world’s longest layer construction method, theRCD method, the world’s first one-meter lift, andbelt conveyor technologies to transport raw stone,
aggregate, and concrete materials for the first timein Japan, this challenging project applied several
unprecedented technologies. The dam is now afamiliar site open to the public.

Transformation
Period(1991-2010)

Wacoal New Kyoto Building (2016)
Designed to serve as a new marketing base, the building
with its external fins and other design features expresses tact,gentleness, refinement, and purity. Incorporating a toggle
brace seismic damping structure, the building attained S
rank class, signifying Superior quality by CASBEE.

National Highway No. 45, Rikuzentakata Road (2018)
This 10 km limited highway was planned as a leading earthquake
disaster reconstruction project. We constructed the 7.0 km
section on the side of Rikuzentakata. Completion of the roadwill strongly help afflicted areas move forward with local
reconstruction and is expected to play a major role in thedevelopment of local industries encompassing Iwate andMiyagi prefectures.

Co-creation Period(2011-)

2019
Formulated Medium-Term Five-Year Plan with the basic policyof establishing foundations for our status as a New BusinessContractor.

Demolition of Fukui Castle (1883)
Bunjiro Tobishima founded Tobishima-gumi, which wascontracted to demolish Fukui Castle as its first job.
1905
Contracted to construct Kyoto Electric’s Nakao power
plant (Fukui Prefecture) as its first hydroelectric power
plant project.

Haneda Airfield (1931)
Contracted to execute reclamation work for Tokyo
Airfield, Japan’s first national airfield for aircraft on a
53-ha site. The airfield featured one runway measuring
300 meters in length and 15 meters in width.

Seikan Tunnel (1982)
This 53.8 km railway tunnel runs below the Tsugaru
Strait, connecting Honshu (the Japanese mainland)and Hokkaido. Tobishima completed the 5.5 km
Sanyoushi section on the Honshu side. Fraught withheavy technical challenges and constant flooding
hazards, this project had significant consequences
for integrating the nation and was selected as one of
the 20 Selections of Japan’s 20th Century Heritage.

Shizuoka Prefectural Fuji Swimming Pools (2001)
With an external profile that recalls a giant waterdrop,
this building contains swimming pools equippedwith movable floors and walls that change depths
and distances. The facility is open to the public,
including children, adults, and the elderly, as a fully
equipped sports center. In 2003, it served as themain venue for the Summer National Sports
Festival held in Shizuoka Prefecture.
2003
Celebrated 120th anniversary of the Company’s founding.

1940
Headquarters moved from Fukui City to Kudan, Kojimachi
Ward, Tokyo.

Echizen Electric Railway (1915)
Construction of Nakao power plant was completed,and the supply of power began, enabling plansfor construction of the Echizen Electric Railway
to commence. Undertook the construction work
between Fukui and Ohno.
1916
Tobishima-gumi Corporation (representative director;
Bunkichi Tobishima) founded with 100,000 yen in capital,
with headquarters located in Toyoshimanaka-cho, Fukui City.

3 TOBISHIMA Corporate Report 2023

1946
Tobishima-gumi applied for rehabilitation under the
Corporate Reorganization Law and was dissolved.
Kanagawa Science Park: KSP (1989)
Developed by Kanagawa Prefecture, Kawasaki City,and TOBISHIMA, this collection of facilities serves as
an international center where R&D companies are
incubated and developed, gather, and interact, toformulate creative R&D movements. The project wasrecognized by various honors, including the BCS
Special Prize and the Prize of the Society of Heating,
Air-Conditioning, and Sanitary Engineers of Japan.

Mega Solar Park (2020)
To make the most of renewable energy and to achieve carbon
neutrality, we installed 122,000 solar panels on a vast 65 hasite developed as part of a mega solar power plant projectwith an output power of 45 MW in Miyagi Prefecture.

Kesennuma Disposal Site (2022)
The forest in the Kujo district and surrounding areas wascleared to make way for this new final disposal site for municipal
solid waste. The entire structure involved the following work:
195,040 m3 of soil excavation and embankment, constructionof a 410 m reversed T-type retaining wall, laying 23,792 m2
of waterproof sheets, installing 321 m of groundwater collection
pipes, installing 2,017 m of guttering, construction of a 4,014 m2
concrete dam for the regulation pond used for disasterprevention, construction of a landfill gas treatment facility
with five vertical pipes, and asphalt paving work for the 8,305 m2
passageway. We also constructed a 9,760 m2 storage facility
covered with a roof (steel truss).

Surikamigawa Dam (2006)
This rock-filled dam with a center core, one of thelargest in the Tohoku region, supplies city water,
including drinking water and water for othereveryday uses to three cities and four towns,
including Fukushima City. It also provides irrigation
for rice paddies and agricultural land along the
Surikami River and Abukuma River to support thethriving agriculture of this region.

TOBISHIMA Corporate Report 2023

4

Introduction

Activities

Sustainability

Data section

Introduction

Financial/Non-financial Highlights■ ■Financial ■ ■Orders received/completed (non-consolidated)

103.3

112.1

billion yen■■ Orders received

125.9

billion yen■■ Orders completed

2,000

1,000

1,240

1,067

1,160

Number of employees taking childcare leave(Unit: persons)(Unit: persons)

1,176

1,172

1,259

2,000

1,394

1,351

1,500

1,483

1,450

1,425

500
500
0

2018

2019

2020

2018

Operating profit/Operating profit ratio (consolidated)

4.1

billion yen%

Operating profit ratio
(%)

100

10.0

78

8.0

5.8
39

40
20

6.0

45

3.4

3.9

2020

2021

41
3.3

0

4.0
2.0

2019

billion yen
10.9%

2022 (Fiscal Year)

400

364

300

33.2

32.4

415

438

50.0

38.3

35.7

30.0

200

20.0

100

10.0

0

0

2018

2019

5 TOBISHIMA Corporate Report 2023

2020

2021

17

15

12

3

10

5

4

5

8
2

7

6

7

2022 (Fiscal Year)

2021

2018

2019

2020

2022 (Fiscal Year)

Rate of annual paid leave taken (non-consolidated)

14

17

Rate of annual paid leave taken

47.3

51.9

53.2

58.0

0.94

1.00

0.71

0.80

37.2

40

2022 (Fiscal Year)

Occupational accident rate

(%)

60

2021

0.62

%

0.60

0.52

0.39

0.62

0.40

0

2019

2020

2021

2022 (Fiscal Year)

60.0

42.6

■■ Total CO2 emissions - Scope 1+2 (consolidated)■■ Total CO2 emissions - Scope 3 (consolidated)(t-CO2)(t-CO2)1,500,000

35.1

20.0

13.5

2018

2019

2022 (Fiscal Year)

31,017

31,40530,0001,275,860

1,193,891
878,5221,000,000

20,00019.9

14.9

32,216

2021

t-CO2

40,00043.3

20201,193,891

t-CO2

Dividend payout ratio

2019

Total CO2 emissions - Scope 3 (consolidated)

31,405

%

40.0

2018

Total CO2 emissions - Scope 1+2 (consolidated)

42.6

(%)

21.5

11

4

Occupational accident rate (non-consolidated)

58.0

2018

40.0

34.2

2020

0

ROE
(%)

394

21

20

0.20

6.8

Capital adequacy ratio

2019

20

%

457

2018

ROE (consolidated)/Dividend payout ratio (non-consolidated)(Unit: 100 million yen)500

billion yen
49.9%

49.4

%

■■ Net assets

62.8

Building
construction
business

35.7

billion yen

Civilengineeringandconstruction
business

13.7

Net assets/Capital adequacy ratio (consolidated)

45.72022 (Fiscal Year)billion yen
39.2%

0

2018

2021

Growth business(Unit: 100 million yen)

72
5.6

2020

Sales component ratio (consolidated)

3.3■■ Operating profit

2019■■ Female002022 (Fiscal Year)2021■■ Male

25

1,000

0

60

1,348

1,288

1,000

1,045 1,033 1,121

21■■ Number of employees

500

80

1,425

billion yen(Unit: 100 million yen)

1,500

1,224
1,057

Number of employees taking childcare leave (non-consolidated)■■ Net sales (consolidated)

1,506
1,221

Non-financial ■ ■Number of employees (consolidated)

Net sales (consolidated)(Unit: 100 million yen)

1,500

■ ■

6.1

7.5

6.8

2020

2021

2022 (Fiscal Year)0500,000

10,000002020(Base Year)

2021

2022 (Fiscal Year)

2020(Base Year)

2021

2022 (Fiscal Year)TOBISHIMA Corporate Report 2023

6

Introduction

TOBISHIMA’s Initiatives

Activities

Sustainability

Data section

Examples of completed projects
Akamine Tunnel North Section (Okinawa Prefecture)
Client: Development Construction Department, Okinawa General Bureau, Cabinet Office

Overview by BusinessWe completed the northern section of the up and down lanes in the road tunnel
to be constructed southwest of the Ajimine intersection along National Route 331(length of up lane = 485 m, length of down lane = 362 m).
Since the Okinawa Urban Monorail and the Naha Airport Expressway run above
the tunnel, the excavation was conducted alongside displacement control measures.

Civil Engineering and Construction BusinessTransition of orders received

Transition of net sales(Unit: 100 million yen)Transition of gross profit(Unit: 100 million yen)

(Unit: 100 million yen)

835
766

752
645

580

Ishinomaki port drainage pump station and 2 otherfacilities reconstruction work No. 2 (Miyagi Prefecture)

746
629

566

601

628

82

2018

2019

2020

2021

2022(Fiscal Year)

Client: Ishinomaki City

102

2018

2019

2020

2021

2022(Fiscal Year)

2018

79

2019

2020

71

73

2021

2022(Fiscal Year)

Technologies in the Civil Engineering and Construction BusinessThis project was carried out to tackle the widespread subsidence in Ishinomaki
City caused by the Great East Japan Earthquake. As part of efforts to construct pumpfacilities and inflow trunk lines that will forcibly drain rainwater, we newly constructed
two pump stations (Ishinomaki port drainage pump station and Iuchi No.1 drainage
pump station) and Ishinomaki Port No.4 trunk line to pump and carry stormwateraway.

Initiatives by the Civil Engineering and Construction Business

Remote monitoring technology using fully automated drones

Improving work efficiency by creating a digital twin Cyber Construction Site®

To monitory the safety of worksites, we utilize remotemonitoring technology using fully automated drones, which
combine autonomous self-takeoff and landing drones withcloud computing.
Drones that receive flight instructions remotely via theInternet automatically take off, fly, take photos, and land along
the specified route.
Images taken during the flight can be checked in real time,enabling visual confirmation of on-site conditions from aremote location. A 3D model is also created via SfM* using
the photographs taken by the drone, which are automaticallyuploaded to the cloud. This makes it possible to detect grounddeformation and other visuals in detail across a wide area. This
technology is used in tunnel construction carried out directly
underneath operating golf courses, and other similar projects.
In addition to day-to-day patrols by the construction site
supervisor, using this technology enables construction work to be carried out carefully and efficiently while checking the safety around the construction
site frequently and in detail via remote monitoring and 3D modeling.

In the Arakawa regulation pond construction
p ro j e c t o rd e re d b y t h e M i n i s t r y o f L a n d,
Infrastructure, Transport and Tourism, we utilizeda digital twin Cyber Construction Site® that we
produced by digitizing worksite information suchas environmental and dynamic measurement
data, vehicle position, and quality control data, andintegrating it with BIM*/CIM* models. In this way, DX
for infrastructure enabled us to make communication
more vivid and enable site management without
human presence, as advocated by the Ministry ofLand, Infrastructure, Transport and Tourism.

*SfM (Structure from Motion): Image analysis technology that creates a 3D model from multiple photos.

Digital site information

BIM/CIM model*BIM (Building Information Modeling): A process that involves
adding information for a building to a 3D model and managing
the digital representation. This makes the series of processes
from design to construction and maintenance more efficient and sophisticated.
*CIM (Construction Information Modeling): A system created mainly to improvethe efficiency of planning, design, construction, and management of civilengineering facilities and improve the quality of these facilities. Various data isadded to the 3D model of the facility, producing a database that can be used ina variety of ways.

Cyber Construction Site®, controlled via a tablet or PC screen

Promoting work style reforms and invigorating the workplace atmosphere by establishing a centralized site management structure
Research and development of Dr.CORR, a non-destructive diagnostic tool that measures the state of corrosion of rebar in concrete
Dr.CORR is a completely non-destructive tool that can measure the polarization resistance andcorrosion speed of rebar without causing any damage to the structure it is encased in.
The corrosion speed is a criterion used to determine the corrosion status according to different
grades (set according to CEB criterion by default, but the values can be changed as desired).
Regularly monitoring the corrosion state of rebar makes it possible to efficiently maintain andmanage concrete structures.

A large, multi-screen monitor was installed in the Civil Engineering Division at headquarters and at worksites, through which employees held
advanced meetings by looking at BIM/CIM models, 4D models, and other digital site information from various angles. We are aiming to invigorate
the workplace atmosphere by providing remote support for worksites.

● Since measuring is completely non-destructive, no lifting of concrete is required.

● P ower can be supplied from a computer or a mobile battery, eliminating the need for a bulky power supply.

● B
 y using a special gel, the probe can be fixed to the ceiling or wall, enabling hands-free measurement.
● Improves the work environment compared to conventional measuring equipment,

contributing to productivity improvement and work style reform.

Meeting using BIM/CIM models (4D) of the worksite

7 TOBISHIMA Corporate Report 2023

Remote support of the worksite from the headquarters’ Civil Engineering Division

TOBISHIMA Corporate Report 2023

8

Activities

Introduction

TOBISHIMA’s Initiatives

Sustainability

Data section

Examples of completed projects
Tosa City New Government Office (Kochi Prefecture)
Client: Tosa City

Overview by Business

The Tosa City New Government Office, a four-story, steel-framed building, wasbuilt with the aim of ensuring the safety and security of local citizens and to makethem feel a warmer affinity to the city. With a seismic isolation device installed in thebasement and in-house power generation equipment installed on the third floor,
the building serves as an evacuation base in the event of a disaster. Front office
departments that have a large number of visitors on a daily basis are consolidated on
the lower floors, making it easier for visitors to identify the service counter they need.
We also created a warm, inviting space using wood from Kochi Prefecture.

Building Construction BusinessTransition of orders received

Transition of net sales(Unit: 100 million yen)Transition of gross profit(Unit: 100 million yen)

(Unit: 100 million yen)

672

Echizen-Takefu Station on the Hokuriku Shinkansen (Fukui Prefecture)
477

489

515

468

456

478

438

444

Client: Japan Railway Construction, Transport and Technology Agency (JRTT)

494

Echizen-Takefu Station is one of four stations in Fukui Prefecture being constructedalong the 125 km-long track between Kanazawa Station and Tsuruga Station on the
Hokuriku Shinkansen line. Based on the concept of being “a symbol that connects
tradition and culture with the future,” the station’s outer walls were designed toemulate the flow of the nagashi-zuki method used to make Echizen washi (traditional
Japanese paper), and decorated with Echizen tiles. The inside of the station
showcases many local traditional crafts made using Echizen washi paper, Echizen
blades, and Echizen wooden furniture and crafts. It is a station that embodies thedesign idea of serving as a guidepost to a future in which storks come flocking back.

43
33

35

35

2021

2022(Fiscal Year)

22

2018

2019

2020

2021

2022(Fiscal Year)

2018

2019

2020

2021

2022(Fiscal Year)

2018

2019

2020

Technologies in the Building Construction BusinessInitiatives by the Building Construction Business
Construction work

Efforts to achieve ZEB/ZEH and utilize the properties of wood
As a ZEB Planner, we seek to achieve ZEB by saving energy at thedesign stage through the introduction of high-efficiency materials,
devices, and control mechanisms, and the generation of energy via
solar power and other means.
Wooden buildings emit little carbon during construction. Wood also
captures and stores carbon, which is expected to help prevent global
warming. By utilizing our Lag+WOOD® technology, we will promote
the design of fireproof wooden structures.

Reducing CO2 at worksites

Active use of DX technology and BIM

At the zero-carbon office, we havedeveloped the CO2 Reduction Menu
for worksites, through which we willramp up our efforts to reduce CO2
emissions by 25% in a bid to achieve
our goal of reducing Scope 1+2
greenhouse gas emissions.

During construction, we use BIM data to carry out interference checks forsteel frame and rebar detailing.
We also use 3D scanner technology in various situations to generate
virtual spaces and use them as digital twins. Making virtual spaces forcondominiums enables workers to check detailing, color, and otherinformation while at the construction site. When a building is completed,data on fixtures and equipment, etc., is embedded in 3D images and used toprovide instructions for use.

Use of damping and earthquake-resistant technologies
By reducing building shaking and damage during earthquakes,
toggle seismic braces protect people‘s lives, and also protect andenable the maintained function and uninterrupted use of the building,a valuable asset. In the Great East Japan Earthquake of 2011, buildings
installed with toggle seismic braces demonstrated improved seismic
per formance. All
the main structuresof these buildings
remained intact, andcontinue to be used
as is today.

Solar houseLens dampers are used in the seismic control of wooden structures.
On each side of the steel plate, the center section is processed in the
shape of a concave lens. This lens shape disperses seismic energy more
efficiently and enables the damper to last for a long time even after
repeated earthquakes.
We also provide disk shear-keys, a joint element that can be used ina wide range of seismic reinforcement applications. Disk-shear keys canbe used in seismic reinforcement structures (such as those using steel
braces) and seismic control structures (such as those using hydraulicdampers), as well as in reinforced walls.
The blast key method is also one of our technologies. It replaces themethod in which the joint surface, such as the additional reinforced
wall, is chipped. It is an eco-friendly construction method with low
vibration and low noise.

Toggle seismic brace

Safety bulletin board made from thinned wood

Interference checking using BIM

Creation of a virtual model room

The Co-Home Zone, where employees
can relax

Workspace cabin (NOHEYA)

Office environments
At our Shinagawa office, we provide various types of workspaces, andhave introduced activity-based working (ABW), a work style in which
individual employees can select their work location. We also provide
NOHEYA private booths, which we jointly developed with Nikkei Panel
System. We offer a work environment that adapts to the changing times
and leads to improved productivity.

Blast key construction method

Lens damper(embedded in wooden section)

9 TOBISHIMA Corporate Report 2023

Adding greenery outside the office

Disk shear-key

TOBISHIMA Corporate Report 2023

10

Activities

Introduction

TOBISHIMA’s Initiatives

Growth BusinessTransition of net sales

Sugita Construction Corporation(Consolidated subsidiary)Business: Aqua-engineering business
Established in December 1973; joined
TOBISHIMA Group in February 2018
Net sales in FY 2022: 2.42 billion yen(Strictly non-consolidated basis)

Sugita Construction
Corporation

Business: Infrastructure business,carbon stock business
Established in March 1963; joined
TOBISHIMA Group in July 2017
Net sales in FY 2022: 2.86 billion yen(Strictly non-consolidated basis)(Equity method affiliate)Transition of gross profit

132

124

(Unit: 100 million yen)

29

27

28

21

20

67

2018

Tequanauts
Co., Ltd.

Business: Various total support
operations for construction site DX,
EC platform business
Established in April 2022

Ind
Axisware, Inc.
(Consolidated subsidiary)

2020

2021

2022(Fiscal Year)

Tequanauts Co., Ltd.
Developing the future with water technology
The company’s business scope covers every aspect of water, from installation and removal of aquatic structures performed underwater to the manufacture and maintenanceof control facilities for dams, marinas, and other structures.
Through activities that protect water, we’re committed tothe preservation and creation of an optimal water environment that will allow humans to live comfortably, safely, andsecurely.

Controlling aquatic ecology

2018

2019

2020

2021

ty

Business: Real estate sales, renting,brokerage, agency, and management;
real estate consultant business
Established in May 1985; joined
TOBISHIMA Group in April 2019
Net sales in FY 2022: 6.79 billion yen(Strictly non-consolidated basis)

e
Lif

ry

NXTField, Inc.

FOR YOU, Inc.

Sugita Construction Corporation

FOR YOU, Inc.
(Consolidated subsidiary)cie

E&CS Co., Ltd.

E&CS Co., Ltd.
(Consolidated subsidiary)Business: Building damping devices
business; construction materials
business
Established in June 1992
Net sales in FY 2022: 8.04 billion yen(Strictly non-consolidated basis)

Axisware, Inc.

2022(Fiscal Year)

Axisware, Inc.

Always creating something from the customer’s
point of view

Helping to safeguard Japan’s exclusive
economic zone

Working with customers to create brandnew IT services

We are a comprehensive real estate company that canapproach the housing industry from all angles, with a focus
on condominiums and detached houses, which have been
our specialty since our founding in 1985. We will address avariety of needs through our integrated in-house system capable of swiftly handling all processes, from land acquisition
to planning and development, design, supervision, sales,
and consulting.

The Ogasawara Islands are located in the Pacific Ocean,some 1,000 km south of mainland Japan.
Since its founding, the company has been involved in thecreation of infrastructure that supports the livelihoods ofChichi-jima and Haha-jima’s approximately 2,600 residents
for about half a century. We support the lives of the islanders
and industries and create comfortable living environments.
As about one-third of Japan’s exclusive economic zone islocated around the Ogasawara islands, we believe
the support we provide is
directly linked to protecting
Japan’s rights and national
interests.

Axisware is a consulting and IT architect firm that supports the promotion and realization of management
strategies and IT strategies. We provide one-stop optimal
solutions from system development proposals through todevelopment. We work in a broad range of fields, such as
web systems and business systems, and also support a diverse range of customer industries. In order to promote DX
for many customers, we will continue to contribute not only
to system development, butalso to many other arenas,such as AI and RPA.

Water quality can be impaired by lack of oxygen in thewater, a state caused by the proliferation of aquatic weeds or
exotic plants in irrigation channels, dams, lakes, and ponds
enriched by global warming and nutrients originating fromdomestic or industrial wastewater. Our activities maintainand enhance water quality to allow native aquatic plants toflourish and to restore the original water environment. Working from a waterweed cutting boat we developed, Weed
Hunter, we work to preserve the water quality environment
and protect the ecosystems that rely on water.

Weaving various connections;
Proposing how people come together
in the future

Promoting DX for underwater operations

Because we want to deliver genuine, long-lasting happiness to the customers in front of us, we will maintain abroad and sustainable perspective on everything that surrounds our customers, including their families, workplaces,
schools, and local communities. We will utilize this to construct buildings that contribute to the improvement of the
global environment and society.

Underwater operations are difficult and fraught withhazards; thus, we promote the improvement in feasibility and safety of this kind of work by actively utilizing DX(digital transformation). Efforts on this front mainly involve
the real-time distribution of underwater conditions using
diver cameras, interactive communication, and the development andintroductionof unmanned
underwater
robots k nown
as Remotely Operated Vehicles(ROVs).

FOR YOU, Inc.

So

ust

Business: IT system development andmaintenance services
Established in April 2006; joined
TOBISHIMA Group in February 2021
Net sales in FY 2022: 800 million yen(Strictly non-consolidated basis)

2019

nt

me

on
vir
En

GrowthBusiness

137

106

11 TOBISHIMA Corporate Report 2023

TOBISHIMA Platform

NXTField, Inc.

(Unit: 100 million yen)

Data section(Consolidated subsidiary)

Tequanauts Co., Ltd.

Overview by Business

Sustainability

In the future, communities connected by common interests will likely appear in various scenes of life. Our condominium brand LANKA proposes new connections between
people, communities, and society.

Contributing to the future prosperity of people,
communities, and the global environment
through our business activities

E&CS Co., Ltd.
Supporting future lifestyles by preparing for disasters
Japan is one of the most earthquake-prone countries
in the world. Amid growing awareness of seismic countermeasures, E&CS has adopted toggle damping devices totransform public facilities, where people tend to gather, into
buildings that are resilient to disasters and can continue tooperate after an earthquake. We also successfully reduced
noise and shortened construction times by using disk shearkeys (seismic reinforcement joints) in building construction.
E&CS also carries out other businesses, including building
material support and insurance agency operations.
Through our various operations, we will contribute to
the support of our customers across a wide range offields.

NXTField, Inc.
Striving to create the next fields
in the construction industry
By supporting DX in the construction industry, we will
resolve issues in the industry, contribute to achieving asustainable society and to regional revitalization, and helptransform fields in the construction business for the next
generation. By leveraging NTT Group’s cutting-edge ICT
technology capabilities and TOBISHIMA’s knowledge of theconstruction business, we will provide new value by proposing optimal DX solutions to address construction site issues
such as improving productivity, work style reform,
standardizing on-site operations, and ensuring safety.

TOBISHIMA Corporate Report 2023

12

Introduction

Sustainability

Activities

Data section

Sustainability(Japanese Only)

The Environment and Safety
Climate information disclosure based on TCFD Initiatives

Environmental policy

As part of activities related to TOBISHIMA SX, we intend to strengthen corporate
value by promoting social sustainability based on management that accounts for
ESG and the SDGs. We believe it is essential to disclose information concerning
our climate performance and activities and have formally agreed with theproposals submitted by the Task Force on Climate-Related Financial Disclosures(“TCFD(*)”).
We will disclose information concerning our climate-related actions andperformance in accordance with the information disclosure framework proposedby TCFD (governance, strategy, risk management, and metrics and targets). We
will identify risks and opportunities related to climate changes based on the
scenario analyses for the disclosure items proposed by TCFD and strengthen ourgovernance and business areas to facilitate the transition to a decarbonizedsociety.

Basic principles
Recognizing the pressing need to conserve the richness and blessings of the world environment, our company will
act in all our activities with due consideration for the global environment.

Guidelines for actions
1. We will actively engage in environmental conservation in all
corporate activities and ensure that these activities take root.
・Maintain and improve the organization needed to promote
environmental conser vation and constantly update
environmental management systems.
・Implement internal environmental audits and make sustained
efforts to improve the internal environment.
・Document implementation items related to environmental
conservation and review and confirm information shared
among all employees.
・Promote environmental conservation in design, construction,and research on technology for civil engineering structuresand buildings as well as in management activities.
2. We will comply with all environmental laws and the provisionsof agreements with customers, the construction industry, andneighborhood residents.

3. We will continue to work on the following
environmental efforts:
・Efforts to reduce pollutants・Efforts to conserve energy
・Efforts to promote resource recycling and natural resource
conservation
・Efforts to reduce construction by-products
・Efforts to reduce global greenhouse gas emissions
・Efforts to promote green procurement
・Efforts to conserve and restore the natural environment
4. We will play an active role in activities involving environmental
conservation to fulfill our societal obligations.

*TCFD: International framework established by the Financial Stability Board (FSB) in 2015 following a request from the G20
to consider how information concerning climate change-related actions and performance should be disclosed andsubsequent actions taken by financial institutions.

Metrics and targets

Metrics and targets for evaluating and managing the risks
and opportunities posed by climate change● We have been granted SBT(*) certification

for setting long-term CO 2 reduction
targets for a zero-carbon society.
Item

Coverage

TargetScopes 1, 2

25% reduction from 2020 levels
by 2023

Scope 313% reduction from 2020 levels
by 2030

Greenhousegas(*) SBT (Science Based Targets): GHG emission reduction targets set
by each enterprise aligned with the levels required by the Paris
Agreement

Received a B score in response to the CDP Climate Change 2022 Questionnaire
Following our response to the Carbon Disclosure Project (CDP) Climate Change 2022 Questionnaire, we received a B score, the third
highest out of eight scores. The B score we received indicates environmental management; that we are aware of the environmental
risks and impacts of the company, and are taking action. Going forward, we will continue to promote social sustainability throughmeasures to address climate change as outlined in our environmental policy and climate information disclosure based on TCFD
Initiatives, as well as conduct corporate management in consideration of ESG and SDGs. We will also actively disclose information
through other means, such as in our responses to CDP questionnaires, on our website, and in integrated reports, as we work to achievesustainable growth for both society and the company.

Environmental accounting(Unit: million yen)

Section

Item

2018

2019

2020

2021

2022

Basic principles for safety management

Environmental conservation costs within the business areas
Pollution prevention costs

Preventing water, noise, vibration, and air pollution

310.2

217.9

446.9

316.8

238.8

Resource recycling costs

Waste sorting, reducing volumes of construction byproducts, reuse,and disposal costs

1,091.2

1,920.2

2,442.4

1,242.0

1,061.4

Upstream and downstream costs

Green procurement and environmentally friendly designs, etc.

21.8

51.4

39.7

156.9

53.6

Management costs

Environmental education and management personnel costs, etc.

86.6

87.6

84.7

92.3

57.4

Research and development costs

Research and development for environmental conservation, etc.

69.0

82.1

87.9

0.0

176.6

Social contribution activity costs

Nature conservation, community activities, and donations

14.2

26.1

21.1

22.1

12.4

Environmental damage costs

Restoration of natural environments and compensation, etc.

1.6

12.4

2.2

10.9

3.4

Other

17.2

17.2

0.1

0.0

0.0

Total

1,611.8

2,414.9

3,124.9

1,841.0

1,603.5

Promoting decarbonization

Small- and medium-scale hydroelectric power generation business

The LP-LiC and LP-SoC carbon stock methods

Effective use of locally produced and consumed renewable energy

Trees absorb carbon dioxide from the atmosphere via
photosynthesis. They discharge oxygen and fix carbon withinthemselves. Carbon stock technologies apply this naturalprocess to construction technologies by moving lumber
underground while promoting the construction business. This
reduces greenhouse gas emissions and mitigates climatechange.
We contribute to decarbonization via the LP-LiC Method(piling logs into soft ground to solidify the ground and preventliquefaction) and the LPSoC Method (piling logs
into soft ground, such as
cohesive soil, to improve
the load bearing capacityof and reinforce the local
ground surface).

13 TOBISHIMA Corporate Report 2023

Large-scale housing complex site
(Chiba Prefecture)

Hydroelectric power is a renewable and eco-friendly energy
source based on water resources which are plentiful in Japan.
We’re advancing the small- and medium-scale hydroelectric
power business through processes ranging from research anddesign to operations management.
We’re developing this business nationwide to meet thedemands of local communities, alongside community support
ac tivities that seek tore v i t a l i ze a gr i c u l t u r a l
infrastructures anddialogue with local
government based on theconditions of each region.

Basic principles: Since humans constitute a driving production force, it is impossible to improve quality andproductivity without maintaining harmony among products, equipment, and humans. For any company, ensuringsafety is a social responsibility that cannot be considered apart from the company’s primary production activities.
Thus, we uphold respect for human lives as a basic safety tenet.
Basic policy for managing safety and health: We seek to promote comprehensive risk awareness and thoroughimplementation of necessary measures. All site workers work to strengthen risk awareness and strive to remain
constantly vigilant of work-related risks and take proactive measures to eliminate all occupational accidents,
including those attributable to unsafe behavior.

Health and safety management targets

Priority implementation items
1. Assured implementation of the healthand safety management PDCA
2. Preventing fall accidents
3. Preventing accidents associated withheavy machinery/equipment

Target to be attained Fatal accidents: 0
Disaster prevention Frequency rate: 0.50 or lesstargets
Severity rate: 0.05 or less

4. P re venting tr ipping/stumbling
accidents
5. Preventing accidents due to unsafe
behavior
6. P reventing accidents leading todamage/injury outside the company

Safety patrol
Personnel perform on-site inspections from multiple
perspectives to enhance site safety management systems.
Tunnel accident elimination inspection
Inspection by management members

June/November
July

Accident elimination inspection

DecemberTerm-end intensive inspection

February

Central safety and health diagnosis

September/October

Ochiai Hiraishi small-scale hydroelectric
power station (Gifu Prefecture)
TOBISHIMA Corporate Report 2023

14

Introduction

Sustainability

Activities

Data section

Sustainability

Realizing Workplaces that Deliver Job Satisfaction
Health management® initiatives —TOBISHIMA’s Health Management Declaration
Alongside its employees, TOBISHIMA will work to create a company in which all employees can work actively
in sound health, both mentally and physically.
We launched our health management efforts in fiscal 2019, and in March 2020 we were certified by the Ministry of Economy, Trade,and Industry as an outstanding health management corporation. We continue to refine our health management practices maintaining
and promoting the good health of all our employees.
No company can achieve sustained growth without considering the health of its employees. We share the Health Management
Declaration with all employees through the collective efforts of both the Company and its workers.

Major initiatives■ Both the Company and all its employees will continue to grow through ongoing management-employee joint efforts to pursue
work style reforms in an open-minded spirit. This approach seeks to question things taken for granted to date; to create a supportive
working environment for all; and to achieve both productivity enhancements for the Company and a work-life balance foreveryone.
■ We acknowledge and respect diverse values and ways of thinking to invigorate organizations and accelerate innovation. We seek topromote environments in which everyone can fulfill their potential.

Major actions

Preventing and halting the onset of lifestyle diseases

Promoting work-life balance(1)Encouraging employees aged 30 and older to undergo
thorough health screenings
The Company provides financial assistance for employees
aged 30 and older to get thorough health screenings. The
Company also designates individual worker health examination
dates as days off and provides employees with transportation
and accommodation expenses to encourage them to get theirhealth examinations.
(2)Thorough Company support for follow-up exams
Follow-up exams that need to be taken during work hours,
based on the results of regular health checkups and thoroughhealth screenings, etc., are treated as hours worked. Employees
are required to report the results of follow-up exams, based on
which industrial doctors can provide health guidance toprevent or treat lifestyle diseases and to prevent the
progression of any other conditions.
(3)Events to promote physical exercise
We hold companywide exercise promotion events,
including the Arukatsu walking event, in which teams andindividual participants compete for pedometer readings
over specified periods and the Radio Gymnastics Grand Prix,
in which groups compete on radio gymnastics perfection
and planning. These activities encourage employees tomake exercise a habit and promote employee interaction.
(4)Encouraging smokers to quit smoking and subsidizing
the cost of smoking cessation treatment
As part of our plans to encourage smokers to quit smoking andto support employees that are trying to quit, we subsidize the costof smoking cessation treatment when employees successfully
abstain from smoking for a certain period of time after beginning
the treatment.

Our goal is to become a company in which a diverse groupof employees can make the most of their capabilities andeffectively fulfil their responsibilities; in which business
continuity is assured even under emergency conditions; and inwhich employees are empowered to achieve a work-lifebalance. To this end, we are working to create a work
environment that enables flexible work styles.
(1)We seek to improve teleworking work environments andstrive to enhance communication, issues often identified as
challenges in such environments.
(2)After encouraging the use of flextime across the company,
from fiscal 2021 we introduced the Super Flex-time System thathas no set flex time or core time hours.

■ Health Management Report

We are continuously implementing various measures to improve employee awareness and action toward maintaining andpromoting the good health of all our employees.
■ TOBISHIMA Health Improvement Challenge(1) Carry out healthy activities

Track steps

Improve sleep hygiene

Undergo thorough health screening

Smoking cessation, etc...

(2) Record activities on a PC or smartphone(3) Receive point-based awards!

*Employees earn points for the activities geared toward maintaining and promoting good health they carry out over the year, and receive awards based on the number of points earned.

15 TOBISHIMA Corporate Report 2023

Promoting work style reforms and diversity management● In July 2019, we introduced the mandatory retirement age of 65 to provide our employees with the option to continue working past

the age of 60.

● Encourage the use of teleworking, flextime, and job return systems.
● Encourage employees to take childcare leave and family care leave (in particular, encouraging male employees to take childcare

leave).

● Establish a diversity promotion committee to identify the current state of and challenges in diversity management and to plan andpromote necessary measures.

■ Indicators concerning “work style reforms and diversity promotion” (2023 targets and status)

FY 2023 targets

Achievements

ActionIndicator

100%

76.80%

74.60%

Achieving work style reforms throughimproved productivity

Rate of achieving eight full days off every four weeks
at construction sites
Employees over time work (annual average ofunscheduled work hours)

300 hours orless in a year

329 hours
in a year

335 hours
in a year

Ratio of annual paid holidays taken

60% or more

53.20%

58.00%

Employing diverse human resources andproviding effective workplaces

Diversity ratio (Ratios of female workers, mid-career
recruits, and non-Japanese wor k ers among all
employees)

30% or more

28.20%

28.70%

Providing workplaces where women can
thriveRatio of female workers among new recruits

25% or more

22.00%

30.90%

Ratio of male workers taking childcare leave

50% or more

63.60%

65.40%FY 2021

FY 2022

Active participation of diverse human resources

A workplace where women can thrive

Building Construction DivisionM u s a s h i k oy a m a R e c o n s t r u c t i o nPlanning Works

Building Construction Division
Building Construction FSC Department
Construction GroupJames Fransisco Tandyary

Megumu Sekikawa▶What led you to start working at TOBISHIMA?
I joined a tour of the company when I was job hunting. The
atmosphere was much better than that of other general contractors,
and I felt no discrimination against foreign workers. That’s why I
decided to work here.
▶In what areas are you able to demonstrate your individuality
and strengths in your work?
My ability to communicate with technical intern trainees atworksites in a language other than Japanese. I feel that I am
contributing to the smooth operation of the site by eliminating
language barriers.
▶Please tell us about the challenges you want to take on andyour goals for the future
I’d like to acquire a qualification (first-class architect) while I’m young
so that I can be involved in various worksites and further improvemy skills.

▶When do you feel that TOBISHIMA is a supportive place forwomen to work?
Thanks to the company’s well-developed work system, such as
flextime and teleworking, I can fit my working hours around mylifestyle, such as picking up my son from school and going to thehospital. This makes me feel supported by the company.
▶Do you have any difficulties in balancing work and yourprivate life?
Working during the day on weekdays and doing housework in themornings and evenings limits the time I can spend with my two sons. If
I’m honest, I’d like more time to enjoy playing with them. I make sure toplay with them a lot when I use flextime to finish work early or on mydays off.
▶Please tell us about the challenges you want to take on andyour goals for the future
I’d like to fully utilize Field Success Centers (FSCs) to carry out
fundamental reforms to facilitate the smooth execution of work by
young employees and reduce the workload of the entire site. Thisshould reduce the disparity in workload between worksites andoffices.

TOBISHIMA Corporate Report 2023

16

Introduction

Sustainability

Activities

Data section

Sustainability

Corporate GovernanceRisk Management and Compliance

Basic approaches to corporate governance

Basic approaches to risk management and compliance

Having established Our Actions addressing Corporate Governance Codes to respond effectively to changes inthe business and social environments, we seek to improve the efficiency, soundness, and transparency ofmanagement to enhance corporate governance.
(Japanese Only)

Board of corporate auditors and accounting auditors

Risk Management Committee

Corporate auditors attend the Board of Directors’ meetings,
executive board meetings, and management conferences,where they audit the status of business execution by directors.
Additionally, corporate auditors, the Internal Control and Audit
Office, and accounting auditors work closely with one anotherthrough liaison meetings and information exchange, striving to
improve the effectiveness and efficiency of audits.
As an accounting auditor, we have appointed Deloitte
Touche Tohmatsu LLC, who handles our audits in a fair mannerbased on the Companies Act and the Financial Instruments
and Exchange Act.

Training for directors and corporate auditors
To ensure that directors and corporate auditors canadequately fulfil their roles and responsibilities, we provide
them with internal information, as required, and opportunities
to participate in external training sessions, as well as lecturesand other training opportunities involving outside experts. For
outside directors and outside corporate auditors, we provide
various opportunities to deepen their understanding ofbusiness operations, including site visits.

■ Organizational chart

Shareholders’ Meeting
ReportAppoint

Board of Directors
Supervision

ReportInternal Control and
Audit Office

Audit

Audit

ReportManagement Conference
Instruct

ReportReportVarious committees

Report■ Compliance promotion system

Internal Control Committee
Instruct

ReportRisk Management Committee

Internal
audit

Direction/
adviceCompliance Committee
IT Promotion Meeting
Direction/
supportExecutive officers
Various business divisions/group companies

Position and assignment at TOBISHIMA

President, Representative Director and Chief
Executive Officer
Director and Senior Managing Executive Officer, Chief ofTakuji Arao
Building Construction Division, and in charge of quality
Director and Executive Vice President, and in charge
Seiichi Okuyama
of private sector
and Senior Managing Executive Officer, andMitsuhiko Takahashi Director
Chief of Corporate Planning Division
Director and Managing Executive Officer, and Chief ofShiro Takeki
Civil Engineering Division

Masahiro Norikyo

Corporate management/ Technology/quality/
management strategies
environment

●

●

●

●

●
●
●

●

Akitaka Saiki

Outside Director●

Takako Masai

Outside Director●

17 TOBISHIMA Corporate Report 2023

International business/overseas
insights and knowledge

●

●

●

Outside Director

Legal/
compliance

●

●

Audit

President
Compliance officer (officer in charge)
Compliance Committee

Actions to eliminate anti-social forces
As part of our corporate social responsibility, the Corporate
Code of Conduct stipulates the elimination of all ties to any
antisocial forces. We have also appointed a department
responsible for handling unjustifiable demands from antisocial
forces, which will respond in accordance with the Crisis
Management Regulations and the Anti-social Forces Handling
Manual.
We share information about anti-social forces to ensure that
all employees are fully aware of how to handle them. When
concluding contracts, we constantly include provisions
concerning the elimination of organized crime syndicates.

ReportWe implement compliance e-learning via the intranet for all
officers and employees. We also implement complianceeducation in various ways, including new employee orientationand group training according to status and business division.
To further promote compliance, we publish the monthly
Compliance Communication as an in-house newsletter to help
raise employees’ awareness of compliance.

Compliance departments(Compliance Management Department, Internal Control and Audit Office)Report/consultation

Report/consultation

Employees, etc.
(full-time company staff/contract employees/dispatched employees/part-timers, etc.)●●

I n accordance with the enforcement of the 2006
Whistleblower Protection Act, we set up a reporting contact
office and established an internal reporting regulation toprevent misconduct. Following the 2022 revision of said Act,
we provide practical training for employees engaged inwhistleblower handling operations to ensure our whistleblower
system functions effectively.

Compliance training

Board of Directors

Control manager of department compliance(Headquarters/branches/group companies)●●

Takashi Aihara

Finance/accounting/banking

Whistleblower system

Shareholders (Shareholders’ Meeting)

Report/proposal■ Director skills matrix

Name

Our Compliance Committee, chaired by an executive president incharge of compliance, formulates compliance promotion plans andsupervises actions concerning corporate ethics, including legal
compliance. It also establishes Anti-monopoly LegislatureCompliance Rules and Collusive Bidding Prevention Manual andundertakes continuous education/training for the relevant
personnel to enhance our actions against collusive bidding. For
insider trading, we have established the Insider Trading Prevention
Management Regulations and are carrying out preventative
measures.

Board of Corporate
Auditors

ReportCompliance Committee

Corporate lawyers

Accounting Auditor

Appoint

Board of Corporate
Auditors

ReportAppoint

To respond to companywide risks, we have established the Risk
Management Committee, chaired by a managing executive officer.
This body determines annual priority risks to be managed by top
management, based on conceivable potential risks; undertakes
quarterly inventory/evaluations and revisions; and acts to ensure
thorough communication to and understanding by all employees.
For annual priority risks, risk management measures are planned
and implemented for individual risks, incorporated into operational
processes, and adjusted and coordinated among different sections
and departments.
The management status of these priority risks is reported to the
top management by the various sections and departments. The
Crisis Management Regulations specify how to anticipate risks andrespond to any risks that manifest to preserve corporate assets andminimize consequences for business management.

As part of efforts to foster a culture of respect for human rights,
we also actively promote training and dissemination activities toenable employees to properly recognize and gain a deeper
understanding of human rights.

Consultation/
notification

As a company with a board of company auditors, we haveestablished a management system that allows directors tomake decisions and execute business affairs expeditiously andpromotes effective management and supervision, thereby
enabling and enhancing effective corporate governance.
In principle, the Board of Directors meets once a month or asnecessary to deliberate and determine basic management
policies and important matters. With the aim of increasing theeffectiveness of supervisory functions and the efficiency ofbusiness execution by separating the supervisory function overbusiness execution status, we’ve introduced an executive
officer system.
To enhance the efficiency of business execution, amanagement conference consisting of representative directors,
executive officers, general managers of divisions, and otherexecutive officers, etc. holds a meeting once a week orwhenever necessary. This organization is responsible formaking decisions related to strategic matters and daily tasks, aswell as for summarizing management-related reports fromeach department.

Commission/appointment

Business execution system

Risk management and compliance are among the top corporate management issues. We have established proper management
systems through various means, including having respective sections or departments establish relevant regulations and manuals toensure that they are thoroughly communicated and understood by employees. Furthermore, to promote compliance management
practices, we revise the Compliance Manual in response to the changing social environment and take steps to ensure thoroughcommunication to and understanding by all employees.

●●
TOBISHIMA Corporate Report 2023

18

Introduction

Activities

Data section

Sustainability

Data Section

Company Information

Organizational chart (as of April 1, 2023)(as of March 31, 2023)

Company overview

Sapporo BranchPresident

Company nameTOBISHIMA CORPORATION
1883

Number of
employees(consolidated)

1,425 (non-consolidated: 1,147)

Year ofestablishment
Month and yearof incorporation

March 1947

Representative

Masahiro Norikyo,
President and Representative Director

Paid-in capital

5,519,942,968 yen

Address

LicenseConstruction license: grantedby Minister of Land, Infrastructure
and Transportation(Toku-04) No. 1400
(License date: April 25, 2022)

W Bldg., 1-8-15, Konan, Minato-ku, Tokyo,
108-0075, Japan

Branches
and research
institutes

Sapporo Branch, Tohoku Branch, Tokyo
Metropolitan Area Branch, Nagoya Branch,
Hokuriku Branch, Osaka Branch, Chugoku
Branch, Shikoku Branch, Kyushu Branch,
International Branch, Research Institute ofTechnology

Tohoku Branch
Hokuriku BranchInternal Control and Audit Office
Safety & Environment Department

Corporate Planning Department
Finance Planning Department
Corporate
Planning
Division

Affiliates Administration Department
Business Innovation Department

Sapporo Branch

Shikoku Branch
Tohoku Branch

Chugoku BranchTokyo Metropolitan
Area Branch
Nagoya Branch

Nagoya Branch
Hokuriku Branch

Osaka Branch

Public Relations OfficeOsaka Branch

Secretarial Office

Chugoku Branch

General Administration FSC Department

Headquarters
Tokyo Metropolitan
Area BranchInternational Branch

Kyushu Branch

Pakistan

MyanmarShikoku Branch

Brunei

Accounting Department
Kyushu Branch

Directors (as of July 1, 2023)

Corporate
Administration
Division

Directors and corporate auditors
President and Representative Director
Representative Director

Masahiro Norikyo
Takuji Arao

Executive officers (* indicates concurrent position as director)* Chief Executive Officer* Executive Vice President* Senior Managing Executive Officer

Takuji Arao

Director

Mitsuhiko Takahashi* Senior Managing Executive Officer

Mitsuhiko Takahashi

Director

Shiro Takeki

Senior Managing Executive Officer

Shinichiro Sato

Director

Takashi Aihara* Managing Executive Officer

Shiro Takeki

Director

Akitaka Saiki

Managing Executive Officer

Kazuya Taniguchi

Director

Takako Masai

Managing Executive Officer

Junichi Fukada

International
BranchCompliance Management Department
Business Planning Department

Seiichi Okuyama

Seiichi Okuyama

Personnel Department

Stock Information(as of March 31, 2023)

Information Systems Department

Masahiro Norikyo

Director

General Affairs Department

Business
Promotion
Division

Civil Engineering Business Promotion Department
Engineering Planning Department

Status of stocks
Total number of authorized shares 40,000,000 shares
Total number of outstanding shares 19,310,436 shares
Number of shareholders

29,505

Listed securities exchange

Prime Market, Tokyo Stock
Exchange

Civil Engineering FSC Department

Securities code

1805

Civil Engineering Technology Development Department

Shareholder registryadministrator

Mizuho Trust & Banking Co.,
Ltd.

Construction Business Promotion Department
Civil Engineering Planning Department

Civil
Engineering
Division

Civil Engineering Design Department
Green Infrastructure Department

Distribution of shares constituting one unit by shareholder type

Building Construction Planning Department

Standing Corporate Auditor

Hiroshi Ito

Managing Executive Officer

Toshimori Souma

Standing Corporate Auditor

Kiyoshi Usui

Managing Executive Officer

Toshiyuki Matsubara

Corporate Auditor

Toshiya Natori

Managing Executive Officer

Yasunori Inaba

Corporate Auditor

Aki Nakanishi

Managing Executive Officer

Kazuhiro Tashiro

Executive Officer

Akiyoshi Ban

Executive Officer

Kunji Nakagawa

Executive Officer

Masahiro Yamagami

Executive Officer

Katsuo Shimada

Building
Construction
Division

Building Construction FSC Department

Financial instruments
business operators

Construction Design Department

Other corporations

Zero-carbon Office

National/local governments

0.00%

3.0%
8.2%

Research Institute of Technology

19 TOBISHIMA Corporate Report 2023

Overseas business office

Brunei, Pakistan, Myanmar

Account closing month

March

Annual General Meetingof Shareholders

June

Major group companies

E&CS Co., Ltd.
Sugita Construction Corporation
Tequanauts Co., Ltd.
FOR YOU, Inc.
Axisware, Inc.
NXTField, Inc.

18,835,200
sharesOverseas
corporations, etc.

11.2%

Individuals and others

54.7%

Financial institutions

22.9%*The number of shares constituting one unit held as treasury shares is included in“Individuals and others”; the number of shares constituting one unit held by Japan
Securities Depository Center, Inc. (unregistered) is included in “Other corporations.”

TOBISHIMA Corporate Report 2023

20

W Bldg. 1-8-15, Konan, Minato-ku,
Tokyo, 108-0075, Japan
https://www.tobishima.co.jp/english