Sixth Medium-Term Management Plan
(FY2022-FY2024)– Moving into the Next Phase of Growth –May 20, 2022

Contents

１

Corporate Philosophy and Management Vision

２

Review of Fifth Medium-Term Management Plan (1)-(3)３Business Environment and Longer-Term Vision (1)-(2)４Basic Policy of Sixth Medium-Term Management Plan

５

Earnings Targets (1)-(2)６Capital Policy

７

Business Strategy (1)-(7)８Business Base Strategies (1)-(5)９Investment Plans and Cash Flow Projections

11. Corporate Philosophy and Management VisionCorporate philosophy
Contribution to society and the public, and soundmanagement

Corporate philosophy

Management vision
Realization of long-term protection of bridges

Management vision multifaceted steel structure engineering creation of a resilient social environment and harmonious
coexistence with the natural environment

Roles of YBHD Group construction of a robust operational foundation
as well as the pursuit of sustained expansion

Roles of YBHD Group Creating value for society and the public by building and protecting high-quality products and connecting themto future generations
 Contributing to the improvement of regional convenience and the development of social life and logistics
through infrastructure development
 Contributing to and driving the development of each business segment as a leading company
 Contributing to the development of the human talent that underpins national and regional economic
development by transferring technology and knowledge through our overseas business22. Review of Fifth Medium-Term Management Plan (1):
Sales and Operating Profit
Despite changes in the business environment since the plan was formulated, we achieved the operating
profit target one year early by conducting business activities in line with the plan’s basic policy.

FY2021 performance targets
Net sales(Billion yen)

180.0

Net sales¥160.0 billion

EPS

¥230

Operating profit¥14.0 billion

ROE

8% or higher

Bridge BusinessEngineering Business
Other Businesses

Operating profit

Fifth Medium-Term Management Plan targets

160.0

13.7

140.0

100.0

102.7
88.2
26.1 6.5

40.0
20.0
0.0

33.9
6.9

30.0

80.0
60.0

105.7

6.4

69.3

58.6

FY2013

FY201468.4

FY2015

Third Medium-Term
Management Plan

16.0

14.7
138.1

141.9

131.0

120.0

(Billion yen)

15.9

113.4

12.8

136.0

136.9

10.5

8.0

63.3

50.9

52.9

48.3

54.4

14.0
14.0
12.0
12.0
10.0
10.0
8.0
8.0

42.8

6.0
6.0

65.0

73.9

FY2016FY2017

73.3

82.4

81.2

76.4

4.0
4.0
2.0
2.0

FY2018Fourth Medium-Term
Management Plan

FY2019FY2020

FY20210.0
0.0

Fifth Medium-Term
Management Plan3

2. Review of Fifth Medium-Term Management Plan (2):
EPS and ROE
Earnings per share (EPS) surpassed the plan’s ¥230 target one year early
Return on equity (ROE) is trending around 10%, above the plan’s target of 8% or higher

FY2021 performance targets

Net sales¥160.0 billion

EPS

¥230

Operating profit¥14.0 billion

ROE

8% or higher

Earnings per share (EPS) (Yen)

Return on equity (ROE)
11.9%
10.6%

10.4%
Fifth Medium-Term Management Plan targets:
¥230

9.2%
Fifth Medium-Term Management Plan targets:
8% or higher

182

FY2018218

FY2019273

268

FY2020

FY2021Fifth Medium-Term Management Plan

FY2018FY2019FY2020

FY2021Fifth Medium-Term Management Plan

4

2. Review of Fifth Medium-Term Management Plan (3):Progress vs. Goals
The engineered structure system business, which is on track to become a second key source of earnings,
missed its targets; the core bridge business secured major bridge construction and maintenance orders,and other segments broadly achieved their targets.

Basic policy

1

Optimize and maintain growth in thebridge business by reinforcing
maintenance business tocomplement new construction work

Progress and Attainment
 Strong orders for new bridge construction and maintenance,such as projects to expand highways to four lanes andmajor upgrade projects; performance outpaced targets,with record earnings and orders in FY2020

2

Establish a dual-plant framework and Work on establishing the dual-plant system generally
strengthen profit-loss management
proceeded as planned; orders started recovering in 2H
to drive further growth in the
FY2021, but earnings underperformed targets due to theengineered structure system
impact of the COVID-19 pandemic
business3

Further expand the civil engineering  Earnings missed targets due to sluggish orders andproduction, reflecting delays to work schedules for shieldsteel structure engineering business,
as exemplified by tunnel segments
tunneling projects

4

Expand the overseas bridge,
aluminum products, and precisionequipment manufacturingbusinesses The overseas bridge business was weak due to the COVID19 pandemic, but earnings were firm in aluminum products
and precision equipment manufacturing53. Business Environment and Longer-Term Vision (1)The business environment is likely to remain positive for the Group; we forecast expansion in the bridge
construction market over the next three years and longer-term growth in civil engineering demand,
supported by projects related to national resilience, disaster prevention and mitigation, and carbon neutral
strategies

Segment

Long term

Growth in new construction order volume,
driven by projects to expand highways tofour lanes and the start of orders for thewestern extension of the Osaka Bay Road

Moderate decline in new construction
order volume; continued steady level ofmaintenance projects such as
earthquake-proofing and major upgrade
work

Engineered
structuresystemPrivate sector investment contracted dueto the pandemic, but the market isrecovering on moves to bring supply
chains back to Japan

Rising investment in warehouse andlogistics facilities spurred by growth in the
e-commerce market, as well as upgradesto aging facilities and consolidation /redevelopment of existing facilities

Civil
engineering /Construction
and machinery
steel

Firm demand for tunnel segments,
supported by planning andimplementation of major infrastructure
projects such as the maglev Chuo
Shinkansen high-speed rail line

Increase in demand in the carbon neutralrelated market for civil engineering steel
structures such as wind turbines

Flat demand in the mainstay market for
LCD and OLED panel manufacturing
equipment

Continued growth in demand forsemiconductor production equipment

BridgeEngineering

Medium term

Precision Equipment

Key themes
for the Group(1) Tackle ESG issues(2) Implement DX(3) Address labor shortage(4) Eliminate serious workplace
incidents / accidents
63. Business Environment and Longer-Term Vision (2)The Sixth Medium-Term Management Plan is positioned as a period to build the foundations for realizing
our management vision.
Yokogawa’s
120th
anniversary

Net sales¥136.9billionPrecision
Equipment

Promote Groupwide DX

Engineering

Develop new plans for shieldtunneling business

Civil engineering / Construction
and machinery steel

Core businesses

Net sales¥187.0billionEngineered structure system

BridgeSeawall, port facility upgrades
Wind turbine business

Expansion into minimum-cost /multi-level facilities

Post-pandemic recovery inconstruction investment

Engineering

Explore new digitalbusinesses

Strengthen
further

Western extension of Osaka Bay Road /four-lane highway conversion projects
5-year national resilience acceleration plan,disaster prevention / mitigation
Major upgrade projects

Fifth Medium-Term
Management Plan

Sixth Medium-Term
Management Plan

FY2021

Expandbusiness
and move
into newfieldsSeventh Medium-Term
Management Plan

FY2024

Realize management vision

FY20277

4. Basic Policy of Sixth Medium-Term Management Plan
<Basic Policy> Build a Highly Resilient Business Base
(1) Further reinforce core businesses
Bridge business: Reinforce maintenance services, secure orders for major new projects
Engineered structure system business: Develop various management systems to improve coordination
between orders and production, and make additional capital investments to improve productivity(2) Create and develop diverse businesses
Move into new business fields such as seawall / port facility upgrades, wind power generation(3) Establish a robust business base for the next 100 years
Develop new materials, construction methods and other technologies with low environmental
impact, promote wider use of renewable energy, double investment in IT, accelerate DX measures

Business strategy
BridgeSee

for moredetailsP. 12

Engineering

Engineering

Engineered
structure system

Civil engineering/ Construction
and machinery
steel

See

for moredetails

P. 14

Core businesses

Seefor moredetailsP. 17

Business base strategies
Precision
Equipment

See

for moredetails

P. 18(1) DX strategy

See(2) Technology
strategySee(3) Human resources
strategySee(4) ESG Initiatives

Seefor moredetails

for moredetails

for moredetails

for moredetails

P. 19

P. 21

P. 22

P. 23

8

5. Sixth Medium-Term Management Plan:
Earnings Targets (1)Sixth Medium-Term
Management Plan

Fifth Medium-Term Management Plan
FY2021targets

FY2019results

FY2020results

FY2021
results

FY2024targets

Net sales(billion yen)

160.0

138.1

136.0

136.9

187.0

Operating profit(billion yen)

14.0

12.8

15.9

14.7

18.3

EPS
(yen)

230

218

273

268

290

ROE

8% or higher

10.4%

11.9%

10.6%

9% or higher* Cost of equity assumption is roughly 7.3%

9

5. Sixth Medium-Term Management Plan:
Earnings Targets (2)We aim to sharply increase earnings by expanding the bridge business and the engineered structure
systems business.

Net sales by segment

Net sales by segment(FY2021)(FY2024)Engineering¥54.4 billion

Engineering¥95.0 billion

6.0

7.4
23.0

15.6
Net sales¥136.9 billion
38.7

Operating profit

Net sales¥187.0 billion
76.4

84.6

Operating profit¥18.3 billion¥14.7 billion

72.0

BridgeEngineering

Precision Equipment, otherEngineered structure system
Civil engineering /Construction and machinery
steel

10

6. Capital Policy
We will continue to pay stable dividends while also increasing shareholder returns by raising the target
dividend payout ratio (to 30% or higher) and buying back shares, to maintain and increase ROE.
Capital policy and shareholder returns

Cross shareholdings

The basic goal of our capital policy is to balance sound financeswith capital efficiency. We also aim to maintain dividend
increases based on a payout ratio target of 30% or higher, andbuy back a certain amount of shares depending on conditions.

Yokogawa holds shares in other companies (cross shareholdings)
when doing so is deemed beneficial to increasing corporate value
over the medium and long term by maintaining and strengthening
business relationships and business alliances.
We are working to further reduce cross shareholdings based on
dialogue with the companies in which Yokogawa holds shares.

EPS / Dividend per share■EPS■Dividend per share

273
227

268

Sixth Medium-Term
Management Plan
Dividend payout ratio:
30% or higher

98

103

300

218
200

182

100

(Yen)

103
30

37

100

75

52

11

14

16

16

22

FY2013

FY2014FY2015FY2016FY2017FY2018FY2019FY2020

FY2021

11.1%

14.2%

15.5%

15.5%

9.7%

16.5%

17.0%

19.0%

28.0%

0
Dividend
payout ratio

Third Medium-Term
Management Plan

Fourth Medium-Term
Management Plan

Fifth Medium-Term
Management Plan

FY2022

FY2023

FY202430% or higher

Sixth Medium-Term
Management Plan
11

7. Business Strategy (1)(Bridge Business: Basic Policy and Initiatives)
Bridge Business net sales

PolicyFocus on securing orders for major new bridge projects starting in the next few years;
also, with the new-build market likely to contract in future, strengthen the bridge
maintenance business to capture emerging demand for aging infrastructure repair work
Implement DX to achieve the new “3K” (kyuryo [wages], kyuka [time off] and kibo[prospects]) for construction workers, and reinforce safety measures

Business environment¥76.4
billionFY2021+10.7%¥84.6
billionFY2024

Projects to expand highways to four lanes, ramping up orders for western extension of
Osaka Bay Road
Projected large increase in order volume for the new bridge construction
business
Ongoing major upgrade projects, mainly centered on expressway operators, etc.
Sustained strong levels of demand in the bridge maintenance businessInitiatives
Address engineer shortage, improve productivity
Wider use of ICT (improve worksite efficiency, secure capacity in design
departments, etc.)
Tackle more technically challenging projects (earthquake-proofing truss and archbridges)
Actively respond to demand, including through tie-ups with othercompanies
Use large upgrade projects etc. to stand out in the market
Develop upgrade technology / processes
Develop technologies that help to reduce environmental impact
Development work or new materials that reduce construction times, suchas precast components, accelerated engineering processes

127. Business Strategy (2)(Bridge Business: Maintenance Business Operating Environment)

Large-scale upgrade and maintenance projects - projected market of ¥3 trillion
Deck replacement, girder
replacement, etc.

Maintenance work such as
reinforcement of bridge piers,
girders, decks

Functional improvements
such as road widening,
addition of connecting roads

East Nippon, Central Nippon, West Nippon
Expressway Companies
Large-scale upgrade and repair projects (girder and deck replacement, girder reinforcement) worth roughly ¥2.2 trillion

Metropolitan Expressway Company
Large-scale upgrade and repair projects (bridge replacement, widening, deck replacement, deck, pier and girder reinforcement) worthroughly ¥630 billion

Hanshin Expressway Company
Large-scale upgrade and repair projects (deck replacement, deck, pier and girder reinforcement) worth roughly ¥370 billion

Ministry of Land, Infrastructure and Transport(existing bridges)
Replacement of reinforced-concrete decks: around 2,100 bridges, repair steel decks: 370 bridges

Five-year program to accelerate disaster prevention /mitigation and national resilience set to get underway
13

7. Business Strategy (3)Engineered
structuresystem(Engineering Business)

Fifth Medium-Term
Management Plan
Review

Sharply underperformed targets in plan’s first two years due to limits put on orders and project delays
caused by the pandemic; orders recovered from 2H FY2021, with 4Q order volume reaching record levels
Decision made to build
second plant (Feb 2018)
after rapid growth inordersLimits put onorders, whichwere outpacing
capacity

Sep 2019: New plant in Mobara opens
COVID-19
pandemic

Drop in enquiries, contraction indemandOrders by area (Million m2)

Recovery inenquiries anddemandInitial target

1.20

Initial target
Initial target

0.60

0.71
0.00

FY20160.93

0.96

FY2017FY2018Fourth Medium-Term Management Plan

0.77

0.80

FY2019FY20201.01

FY2021Fifth Medium-Term Management Plan
14

7. Business Strategy (4)Engineered
structure system(Engineering Business)

Market Trends
and Targets

Trends in construction starts by area
 Construction of warehouses with rampways continue to lift overall construction start area and demand for lowrise warehouses also still firm; demand for factories clearly recovering on normalization of economy, return ofoffshore manufacturing to Japan

Targets
 Secure orders for more than 1.3 million m2 by steadily promoting adoption of engineered structure systemconstruction for low-rise warehouses and factories
Warehouses(Million m2)

Factories

yess (Yokogawa Engineered Structure System) orders by area

11.00
10.00
9.00
8.00
7.00
6.00
5.00
4.00
3.00
2.00

0.57

0.55

0.66

0.71

0.93

0.96

FY2013

FY2014FY2015FY2016FY2017FY20180.77

0.80

FY2019FY2020

1.01

1.00
0.00

FY2021

FY2022

FY2023

FY2024

Source: Statistics of Building Construction Starts Report
Order area compiled from “Number of buildings and floor area by structure, application and size (steel frame),” “Factories and workshops,” and “Warehouses.”

ActualThird Medium-Term
Management Plan

Fourth Medium-Term
Management Plan

Forecasts
Fifth Medium-Term
Management Plan

Sixth Medium-Term
Management Plan

15

7. Business Strategy (5)(Engineering Business)

Engineered
structure system

Basic Policy andInitiatives

Engineering Business(Engineered structure system) net sales

PolicyTargeting annual orders of at least 1.3 million m2 by expanding orders andproduction
Achieve the above target by using ICT etc. to drive DX

Initiatives
Initiatives to increase market share¥38.7
billionFY2021+86.0%¥72.0
billionFY2024

Step up proposal-based marketing (identify customer needs,
develop proposals that combine sales and technology)
Lower prices (reduce costs by introducing ICT across all divisions)Shorten construction times (adopt new engineering processes andproject management systems)
Reinforce plant and worksite production systems
Improve coordination between dual-plant system (Mobara, Chiba)
and other Group plants
Expand worksite support activities, identify and foster new partnercompanies
Use ICT to improve productivity
Develop sales management and production management systems to
improve business efficiency and productivity

16

7. Business Strategy (6)(Engineering Business)

Civil engineering /Construction andmachinery steel

Engineering Business (Civil engineering /Construction and machinery steel) net sales

PolicyIn the civil engineering business, continue to secure orders and production workfor tunnel segments and make preparations to move into new areas such asseawalls, port facility upgrades and wind turbines

Business environment
Continued growth in demand for deep underground tunnels in major cities¥15.6
billionFY2021+47.4%¥23.0
billionFY2024

Tokyo: Haneda Airport Access line, maglev Shinkansen lines;
Osaka: Naniwasuji line, etc.
Wind power market expected to expand, spurred by carbon-neutral initiatives
Many port facilities in Japan have aging bridge-type piers approaching the end of
their lifespanIn the construction market, many redevelopment projects and special large-scale
projects (sports stadiums, etc.) are in the pipeline, mainly in large cities

Initiatives
Win tunnel segment orders using strengths of new products developed with
proprietary technologies
Develop new types of tunnel segment for soil remediation projects
that utilize underground spaces
Develop new technologies to rapidly launch businesses in new fields with good
growth prospects, such as wind power generation and port facility upgrades
Step up efforts to capture demand for tsunami protection projects,
including precast concrete seawalls
Continue to target special construction projects such as redevelopment work andsports stadiums

Expressway tunnels

Phovare ‒ Pitch Hovering Arena17

7. Business Strategy (7)(Precision Equipment Business / New Businesses)
PolicyThe advanced technology business will step up efforts in semiconductor
production equipment, demand for which continues to grow, and in panel
manufacturing equipment; the information processing business will support theGroup’s DX strategy and digitization, and maintain and expand sales of existing
softwareIn new businesses, we will leverage proprietary technology, develop newtechnology using the latest advances, and explore new business opportunities

Precision Equipment Business (Precision equipment
manufacturing / Information processing) net sales¥5.4
billionFY2021+24.1%¥6.7
billionFY2024

Business environment
Demand for LCD / OLED panel manufacturing equipment is flat
Semiconductor production equipment likely to see continued modest growth
Aiming to use DX to gain competitive advantages in the Group’s business fields
Uncover dormant potential in the Group (needs and business seeds) to support
new businesses

Highly damped structures – product made by theprecision equipment manufacturing businessInitiatives
In the advanced technology business, continue to put forward technological ideas
for high-end products, and actively target production of high-volume productsContinue to develop software that realizes i-Construction
Explore alliances in business fields where Yokogawa has limited experience

Bridge construction plan using 3D modeling18

8. Business Base Strategies (1)(DX Strategy: Harnessing Digital Tools to Transform, Grow and Support)
DX vision
1. Use DX to reform work practices, improve productivity and deliver the new “3Ks” at worksites (kyuryo[wages], kyuka [time off] and kibo [prospects])
2. Use digital tools to reinforce safety measures
3. Use digital tools to preserve and utilize the skills of Yokogawa’s master engineers
4. Use DX to support and accelerate growth in the engineered structure systems business
5. Use DX to explore new business opportunities

Realize our DX vision
Upgrade core IT systems
Promote user-led DX at Group companies[Money]Expand IT-related investment[Assets]
Build IT infrastructure[People]Cultivate DX specialists

Establish user rules for IT services
Implement IT security measures
Promote DX[Information]
Acquire knowledge and tech

Yokogawa Techno-Information Service Inc.

Establish a DX platform

Utilize know-how as the Group’s
information processing company tosupport Groupwide DX19

8. Business Base Strategies (2)(DX Strategy: Harnessing Digital Tools to Transform, Grow and Support)
Channel business resources into DX and build an implementation framework to create a DX platform andrealize our DX vision

Cultivate DX specialists
To promote DX in back office departments, cultivate
expert IT engineers through a select  train 
certify process; establish an in-house certification
system for employees that attain a certain level ofexpertise; aim to certify around 50 employees
Groupwide during the Sixth Medium-Term
Management Plan

DX KPIs
Bridge business
Construction project performance
Average of 80 points or higher
Engineered structure system business
Activate management systems on schedule andsecure orders and production of at least 1.3 million m2
by FY2024

Build IT infrastructure
Introduce new networks, PCs and other IT
equipment and new technologies, products andservices that support information sharing andteamwork
Build a new core IT system during the Sixth MediumTerm Management Plan to promote DX in backoffice departments, i.e. shift to paperless systems
and improve workflow

20

8. Business Base Strategies (3)(Technology Strategy)
Basic Policy on R&D
1.
2.
3.
4.

Raise technology level to maintain competitiveness
Develop technologies to support moves into new markets
Provide environmentally friendly technology to support society’s decarbonization
Actively promote Construction DX to improve quality, productivity and safety

Technology strategies in each businessBusiness
BridgeEngineering

Precision
Equipment

Technology strategies in Sixth Medium-Term Management Plan

New bridge
construction /Maintenance1. Further develop technologies to support maintenance and upgrade work
2. Increase added value in bridge-related products and develop new
products

Engineered
structuresystem

1. Reduce costs and improve functionality to boost sales of engineered
structure systems (Streamline designs, adopt multi-level designs)

Civil
engineering /Construction
and machinery
steel

1. Expand applications for civil engineering steel structures (floating windturbines, etc.)
2. Promote R&D in environmental technologies (next-generation waterprocessing facilities)
3. Commercialize Phovare – Pitch Hovering Arena

Precisionequipment
manufacturing

1. Improve performance of highly damped structures

Information
processing

Groupwide technology
strategy

1. Increase competitiveness by adding / improving functions of softwareaided bridge design and manufacturing
2. Support DX rollout at Group companies
1. Actively promote use of Construction DX at production sites
2. Reduce Scope 1 and 2 environmental impact

Steel-C.A.P road bridge deck
replacement method
Tablet measurement

Point group
data

Using tablet devices to measureanchor bolts (Construction DX)

21

8. Business Base Strategies (4)(Human Resources Strategy)

Chronic labor shortage due to Japan’s aging / shrinking population
Basic policy Improve business efficiency across thewhole Group Attract, retain and train human resources,
secure work for employees Reform work practices

Attract human resources
 Pass on technological skills and know-how
Hire people with the goal of maintaining theGroup’s longer-term competitiveness Further improve the retention rate
Create motivating workplaces

Personnel plan
Increase Group headcount by around 200 toroughly 2,150 by FY2024 in line with businessexpansion

Train human resources Enhance personnel assets
Step up training initiatives

Create a diverse workforce
 Hire people from different backgrounds (newgraduates, mid-career) Work with overseas Group subsidiaries to train
and utilize talented personnel
 Explore career design paths for female staff ingeneral and managerial roles
228. Business Base Strategies (5)(ESG Initiatives)
Continue to support the environment and society through the Group’s business activities, such as
maintaining and upgrading public infrastructure

Environment

Social Capture demand from national resilience plans Promote diversity
 Reform work practices
 Train human resources, pass on technical skills
 Support disaster recovery, carry out emergency

Develop underground river structures, seawalls, bridge deck
replacement methods

 Develop green energy and technologies with low
environmental impact
Make effective use of floating wind turbines, next-generationwater treatment facilities, low-carbon materials, etc.

 Eliminate serious workplace accidents andincidents
Enforce safety measures, improve onsite installations, use
DX to improve safety

 Reduce CO2 emissions

Switch to renewable energy, install solar power facilities,
etc.

FY2024FY2030FY2050checks, provide temporary bridges

20% reduction
50% reduction
Carbon neutral

Governance Reinforce risk management
Group internal control system, voluntary audits Enforce compliance
Compliance Committee, internal whistleblower system* vs. FY2020, Scope 1, 2

 TCFD-based information disclosure Strengthen corporate governance system
Evaluate board effectiveness, improve cooperation withoutside directors

 Implement IT security measures
Reevaluate and strengthen current measures23

9. Investment Plans and Cash Flow Projections
Key investments during Sixth Medium-Term
Management Plan
Investments in IT and decarbonization● Invest a total of ¥7 billion in IT over three
years to drive DX● Invest ¥0.33 billion in solar powersystems at offices and plants

Projected cash flow during the Sixth
Medium-Term Management Plan
We forecast cash inflow of ¥31 billion over three
years.
Roughly 60% is to be allocated to capex, with theremaining 40% for shareholder returns

Cash inflow

Cash outflow

Key investments (three-year total)
PurposeAmount(Billion yen)

Additional capacity

1.6

Rationalization, labor saving

0.6

Maintenance, upgrades

4.2

Environmental initiatives

0.4

DX / IT related

7.0

Other

4.2
Total

18.0

Capex
Operatingcash flow¥18.0 billion¥31.0 billion(interest-bearing debt
to cover any shortfall)

Shareholder
returns
Approx.

¥13.0 billion* Three-year totals
24

(Reference)
Composition of Yokogawa HD Group segments
New bridge construction  Design, manufacture, and on-site construction of new bridges
BridgeBusinessEngineering
Business

Precision
Equipment
Business
Real EstateBusiness

Maintenance Maintenance and repair of existing bridges

Overseas Design, manufacture, and on-site construction of bridges outside Japan

Engineered structure
system Design, manufacture, and on-site construction of system structures (“yessbuildings”)

Civil engineering Design and manufacture of tunnel segments
 Design and manufacture of off-shore and port structures

Construction andmachinery steel Construction of steel frameworks and forge work for high-rise buildings, etc.
 Design, manufacture, and on-site construction of moveable building
systems (YMA) Water treatment equipment manufacturing business

Precision equipment
manufacturing

 Production of high-precision frames for manufacturing equipment for LCD
panels, OLED panels, and semiconductors

Information processing

 Software development
 Leasing some real estate owned as logistics warehouses, etc.

25