TAKENAKA
Corporate Report 2019

HEAD OFFICE
OSAKA
1-13, 4-chome, Hommachi, Chuo-ku, Osaka 541-0053, Japan
Tel: 06-6252-1201 Fax: 06-6271-0398
MAIN OFFICES
TOKYO
1-1, 1-chome, Shinsuna, Koto-ku, Tokyo 136-0075, Japan
Tel: 03-6810-5000 Fax: 03-6660-6012
OSAKA
1-13, 4-chome, Hommachi, Chuo-ku, Osaka 541-0053, Japan
Tel: 06-6252-1201 Fax: 06-6266-0012
BRANCH OFFICE LOCATIONS
Sapporo, Sendai, Yokohama, Chiba, Saitama, Nagoya,
Kyoto, Kobe, Takamatsu, Hiroshima and Fukuoka
TAKENAKA RESEARCH & DEVELOPMENT INSTITUTE
5-1, 1-chome, Otsuka, Inzai-shi, Chiba 270-1395, Japan
Tel: 0476-47-1700 Fax: 0476-47-3050
OVERSEAS OFFICES AND SUBSIDIARIESTHAI TAKENAKA INTERNATIONAL LTD.
BANGKOK
Silom Complex, 26th Floor, 191 Silom Road, Bangrak,
Bangkok 10500, Thailand
Tel: 66-2-266-2800 Fax: 66-2-266-2808
THAI TAKENAKA INTERNATIONAL LTD.
MYANMAR BRANCHYANGON
Room No.4(A),138(D), New University Avenuue,Bahan Township, Yangon, Myanmar
Tel: 95-9-771-371-169
PT. TAKENAKA INDONESIA
JAKARTA
MidPlaza 1, 18th Floor, Jl. Jend.
Sudirman Kav. 10-11, Jakarta 10220, Indonesia
Tel: 62-21-573-5660 Fax: 62-21-574-1684
TAKENAKA (MALAYSIA) SDN. BHD.
KUALA LUMPUR
E-17-08, Menara SUEZCAP 2, KL Gateway, No.2, Jalan Kerinchi,
Gerbang Kerinchi Lestari, 59200 Kuala Lumpur, Malaysia
Tel: 60-3-7931-6800 Fax: 60-3-7931-5800

www.takenaka.co.jp

This publication uses paper certified by FSC® and vegetable oil ink
as well as environmentally friendly waterless printing.

TAKENAKA CORPORATION SINGAPORE OFFICESINGAPORE
15A Changi Business Park Central 1, Eightrium #03-04
Singapore 486035
Tel: 65-6899-8989 Fax: 65-6276-7333
TAKENAKA INDIA PRIVATE LTD.
GURGAON
1st Floor, Tower C, First India Place, Mehrauli Gurgaon Road,
Gurgaon 122002, Haryana, India
Tel: 91-124-483-5900 Fax: 91-124-483-5999
TAKENAKA VIETNAM CO., LTD.
HO CHI MINH CITY
4th floor, HD Tower, 25bis Nguyen Thi Minh Khai, District 1,
Ho Chi Minh City, Vietnam
Tel: 84-28-3822-7730 Fax: 84-28-3822-7740
TAKENAKA (CHINA) CONSTRUCTION CO., LTD.
SHANGHAI
Room 3902, 39F Longemont Yes Tower 399 Kaixuan Road,
Changning District, Shanghai, 200051 P.R. China
Tel: 86-21-6859-1201 Fax: 86-21-6859-1203
TAKENAKA EUROPE GmbH (European Headquarters)DÜSSELDORF
Grafenberger Allee 136, D-40237 Düsseldorf, Germany
Tel: 49-211-167940 Fax: 49-211-1679444
TAKENAKA CORPORATION (U.S.A.)
CHICAGO
555 Pierce Road, Suite #190, Itasca, IL 60143, U.S.A.
Tel: 1-630-250-3400 Fax: 1-630-250-3433
TAK DEVELOPMENT, INC.
NEW YORK
70 East, 55th Street, 4th Floor, New York, NY 10022, U.S.A.
Tel: 1-212-489-6001 Fax: 1-212-489-6002
SAN FRANCISCO
222 Mason Street, 5th Floor, San Francisco, CA 94102, U.S.A.
Tel: 1-415-398-0232 Fax: 1-415-398-0322
TAK HAWAII, INC.
HONOLULU
Topa Financial Center-Fort Street Tower, 745 Fort Street, Suite
708 Honolulu, HI 96813, U.S.A.
Tel: 1-808-523-5899 Fax: 1-808-523-9082

Cat.No.010001e 301905CA

We will inform all of our stakeholders through our report and website
about the operations and initiatives that the Takenaka Group ispursuing with the aim of realizing a sustainable society.

CONTENTS
About Us

■ Editorial policy
We have compiled this Takenaka Corporate Report 2019 for the purpose of presenting the Takenaka Group CSR Visionand describing the projects undertaken by our corporate group as a whole with maximum clarity. Its contents primarily
comprise details related to activities conducted by Takenaka Corporation. Contents, case examples and data that cannot becovered in the report due to space constraints will be featured on the Takenaka Corporation website. This report integrates
our corporate brochure (introductory overview of our businesses) and sustainability report (CSR activity report), which wereformerly issued as separate publications. It also seeks to obtain the full understanding of our stakeholders by incorporating
our medium-term management plan as well as our principal financial and nonfinancial data in order to present the business
operations implemented by our group on a global scale.

3
5
7
9
11

Management Perspectives
Company/Group Overview
Group CSR Vision
Takenaka, the Past and the FutureGroup Growth Strategy

Special Feature
1. Increasing the Number of Mid-Rise Buildings Made of Japanese Timber
2. Innovating Productivity of the Entire Process from Design to Construction
3. Dreams into Reality for a Sustainable Future – "Work Style Reform"

Business Activities
Architecture

21

International Operations

25

Development

27

Engineering

29

Technological Development

31

Group Companies

32

Turning Customer Dreams into Reality

Corporate Website(Japanese/English)
www.takenaka.co.jp

Supporting the Business Activities of Our Customers

Corporate Publications (Japanese/English)

Creating New Value Through Urban Creation
建築作品集

TAKENAKA Financial Report 2019

竹中工務店

TAKENAKA
Corporate Report 2019

Delivering Ideal Solutions to Help Customers Solve Their Problems

Major Works of TAKENAKA 2019

TAKENAKA Financial Report 2019

竹中工務店 建築作品集

Fiscal Year Ended December 31, 2018

Forging the Future with Technology

Business Activities Conducted by Principal Domestic Takenaka Group Companies• Major Works• Solutions• Corporate Information• CSR Activities

Corporate Report(Japanese/English)

Major Works Report(Parallel Japanese/
English)Financial Report(English)Financial and nonfinancial information concerning thecompany is presented in an integrated, compact format.
Its business operations and results (works) are introduced in greater detail.
*Separate technology and solutions publications are also available.

The report provides detailed coverage of financial and nonfinancial information across a wide range.

■ Period of coverage
January–December 2018. Some contents
concern activities conducted outside thisperiod.
■ Scope of coverage
The contents include the activities of the
Takenaka Group centered on the activities ofTakenaka Corporation.

1

TAKENAKA Corporate Report 2019

■ Reference guidelines
Environmental Reporting Guidelines, 2012
the Ministry of the Environment, andthe Japan Standards Association’s drafttranslation, ISO26000 (Guidance on Social
Responsibility), 1st edition, November 1,
2010, were employed as references incompiling this report.

■ Date of issue
April 2019 (next issue April 2020).
We have also published this report on our
website to make it available to larger
numbers of readers.

15
17
19

CSR Action Plan: 2018 Results & 2019 Targets

33

Sustainable Urban Creation and Social System Development

35

Prepare a foundation for promoting sustainable production
Response to the global environment and biodiversity
Promotion of social contribution activities
Development of industrial and social infrastructure through technical innovation

43

Sustainable Growth
Realization of healthy and rewarding workplace environments
Promotion of diversity

45
47
47
48

Fair Corporate Activities
Achievement of Targets Through Partnerships
Corporate Governance
External Perspective

Financial and Nonfinancial Highlights

49■ Inquiries
Public Relations Department
Tel: 81-3-6810-5140

TAKENAKA Corporate Report 20192

Business Activities

Special Feature

About UsManagement Perspectives

Honorary
ChairmanPresident

Seeking realization of a sustainable society“Urban Creation” with prosperity and peace of mind

Since the founding of our business, we have consistently provided architectural
structures that respond to the expectations of our customers based on ourmanagement philosophy, “Contribute to society by passing on the best works to future
generations.”
The role that corporations are called on to play in society changes with the times.
Today they are being asked to contribute to solving large numbers of problems
confronting our world on a global scale, including such issues as climate change
and overpopulation. As we wish to maintain a sensitivity to change at all times, wewill continue our ongoing dialog with people everywhere and our diligent efforts toimprove our technologies with the aim of providing optimal solutions to meet theneeds of the era. By leveraging the strengths of our entire corporate group, we willcontribute to urban creation by building cities and towns where people can live insafety and security, and to achieving a sustainable society with the goal of establishinga path to a better future for the earth.

Architectural firms such as ours are required to meet constantly changing challenges.
These include preparing for natural disasters, dealing with limits imposed on us byenvironmental and energy issues, developing more stable and abundant national lands,
fostering regional revitalization, and constructing cities and infrastructure around theworld. Meanwhile, cities and buildings are expected to fulfill even more sophisticatedand diversified functions in today’s era of changing lifestyles and corporate activities,
where companies are increasingly globalizing their operations and ICT is developing indramatic ways as demonstrated by AI and big data.
Being a company engaged in the construction industry, we believe that it is our
responsibility to properly meet the needs of modern society, and to continue to satisfy
continual expectations for safety and security in an honest and reliable manner. As wecelebrate the 120th anniversary of our company founding in 2019, we will persist in our
pursuit of "Takenaka Quality Management (TQM)" based on our corporate philosophy,
which is the cornerstone of our business. We remain committed to promoting activities
that contribute to a sustainable society through “urban creation” with prosperity andpeace of mind, thereby continuing to enable people to lead happy, fulfilling lives.

Financial and Nonfinancial
Highlights

Stakeholders

Chairman

April 2019
April 20193

TAKENAKA Corporate Report 2019

TAKENAKA Corporate Report 20194

Company/Group Overview

Working as a group to satisfy customer expectations at every stage of urban creation

Other businesses

Development business

52.7

59.0
International
construction business

141.1

Other businesses

1,617

184
International
construction business

1,975

Consolidated sales

1,353.6

Number of group
employees

13,042(2018)(2018)

Domestic
construction business

Domestic
construction business

1,100.7

9,266

Planning
and Design

Architectural Design

Production

Takenaka Corporation

Head Office

1-13, 4-chome, Hommachi,
Chuo-ku, Osaka, Japan

Capital¥50 billion (as of March 31, 2019)

Construction
Licenses

Ministry of Land, Infrastructure and Transport Construction
License (Special-26, Special-28) No. 2744 (General-26) No. 2744

Number of
Employees

7,500 (as of January 1, 2019)

Affiliates

49 subsidiaries, 15 affiliates, and 1 related company

LicenseHolders

Licensed first-class architects..........................2,466
Licensed first-class building works
execution managers.............................................2,337
Licensed professional engineers .....................185
Ph.D.s..................................................................................120(as of January 1, 2019)

After-Sale Service

Main
Businesses

1. Undertaking, design, and supervision ofarchitectural and civil engineering works
2. Studies, research, surveys, planning, evaluation,
diagnosis, and other engineering and management
services for construction, regional and urban
development, ocean development, spacedevelopment, energy supply, environmental
preservation, and other projects
3. Land preparation and housing construction
4. Sales and purchasing, leasing, brokerage,
maintenance, management, and appraisal ofreal estate as well as real estate investment
management

Main BanksMUFG Bank, Ltd.
Sumitomo Mitsui Banking Corporation
Mizuho Bank, Ltd.
Resona Bank, Ltd.
Mitsubishi UFJ Trust and Banking Corporation
Sumitomo Mitsui Trust Bank, Ltd., others

Technological Development and Engineering

Stakeholders

Development Business and Other Businesses

Corporate Organization (as of April 1, 2019)

Domestic Affiliates

General Meeting of
Shareholders

Architectural Design

Construction Planning,
Estimation/Procurement

Construction

Facility Management

TAK Systems Corporation(CAD)

TAK-QS Corporation(Quantity surveying)

Asahi Build Corporation (Reinforced concrete andformwork)
Tokyo Asahi Build Corporation (Reinforced concreteand formwork)
TAK E-HVAC Corporation (MEP)
TAK Living Corporation (Millwork, interior designs andinterior finishing)
Asahi Corporation (Interior and exterior finishings,
construction materials, and greening)

Asahi Facilities Inc.
(Building management)

Head Office

Hokkaido Branch Office

Corporate Strategic Planning Department
Public Relations Department

Resort and Hotel Operation

CSR Promotion Department
TQM Promotion Department
Group ICT Promotion Department

Thai Takenaka International Ltd.
Takenaka Vietnam Co., Ltd.

PT. Takenaka Indonesia
Takenaka (China) Construction Co., Ltd.

Takenaka (Malaysia) Sdn. Bhd.
Takenaka Europe GmbH

Personnel Department

Smart Community Promotion Department

Finance & Accounting Department

BIM Promotion Department

Technological Development
Technology Department

Investment and Development Business
TAK Development, Inc. (New York, San Francisco)
TAK Realty UK Ltd (London)
TAK California, Inc. (San Francisco)

TAK Hawaii, Inc. (Hawaii)
TAK Realty NY, Inc. (New York)Engineering Department

Facility Management Department

Management

Takenaka India Private Ltd.
Takenaka Corporation (U.S.A.)

PPP/PFI Promotion Department

Legal Affairs Department

TAK Systems Corporation (ICT)

Construction Business

Project Development Department

General Affairs Department

Urban Creation Strategy Department

Asahi Facilities Inc. (Insurance agency)
TAK Engineering Inc. (Staffing agency)

Marketing
Healthcare & Educational Facilities Department

Environmental Engineering Department
ICT Engineering Department
Manufacturing & Logistics Engineering Department
Power Engineering Department
Advanced Structural Engineering Department
Wooden Architecture Promotion Department

Subsidiaries & Affiliates Department

OthersCreate Life Corporation (Employee welfare programs)
TAK Capital Service Inc. (Finance and accounting services)

MarketingMarketing Department

Planning

Takenaka Road Construction Co., Ltd. (Road construction)

Research & Development Institute

DesignMain
Branches

Tokyo Main Office
Yokohama Branch Office
Higashi Kanto Branch OfficeConstruction Project Offices
Area Facility
Management Centers
Regional Branches

Kita Kanto Branch Office
Nagoya Branch OfficeOsaka Main Office
Kyoto Branch OfficeStandard Main Office Organization

Kobe Branch Office

General Affairs Department

Shikoku Branch Office
Hiroshima Branch Office
Kyushu Branch OfficeInternational Department
Investment and Development
Department

Accounting Department
Personnel Department
Business Promotion Department
Facility Management Department
Design Department
Estimate Department
Procurement Department
Cost Control Department

Design Department

Construction Engineering Department

Workplace Produce Department
Advanced Design Department

Metropolitan Area Project
Development Department

Construction Document Department

Construction
Construction Department
Safety & Environment Department

TAKENAKA Corporate Report 2019

Tohoku Branch OfficeOsaka Station North District
Development Department

Procurement Department

5Main/Branch Offices

Audit Department
Secretarial Department

Urabandai Kogen Hotel

Overseas Affiliates

Board of Directors

President
Executive Vice Presidents

Civil Engineering Business
Takenaka Civil Engineering & Construction Co., Ltd. (Civil engineering works)

Board of Corporate Auditors

Financial and Nonfinancial
Highlights

Takenaka
Corporation

Principle Operations of Main Affiliates

Company
Name

About Us

Development business

Takenaka Corporation Corporate Data

Special Feature(People)(Billions of yen)

Business Activities

Takenaka Group’s Business Size

Yumeshima Development
Department
2025 Japan World Expo Promotion
Yumeshima Development Department
MICE/IR Promotion
Yumeshima Development Department

Mechanical & Electrical Engineering Department
Safety & Environment Department
Quality Department
Residential Service Center
Engineering Depot

TAKENAKA Corporate Report 20196

Group CSR Vision

Management
Philosophy

Contribute to society by passing on the best works to future
generations.

Company
PolicyTake the path of truth, keep good faith and be steadfast;
Be industrious and fulfill your responsibilities;
Devote yourself to your work with discipline;
Act in harmony with the organization; andPursue prosperity for all of society.

Management supporting f ields of activity in which the aspirations ofstakeholders are fulfilled to provide a legacy for the future

Leaving a beautiful earth tofuture generations

Contributing to thesustained progress of
local communities

Special Feature

In response to stakeholder expectations, we are promoting awareness of world trends, including SDGs, definition ofissues through continual dialog with stakeholders in various fields of activities, and establishment of management
initiatives that support these while maintaining consistency with our corporate code of conduct. By steadily advancing
these efforts, we will continue to resolve a variety of social issues and contribute to the realization of a sustainable society
through urban creation.

Stakeholders

Corporate
Philosophy

Activities to achieve our business vision

Business Activities

We consider our management philosophy, “Contribute to society by passing on the best works to future generations,” to be
our corporate mission.
To achieve it we follow our company policy and handle every architectural project we undertake with the utmost care. This
ensures quality management, which earns customer satisfaction and society’s trust, and raises the company’s value to society.
More than ever before, we are required to engage in many activities that share our corporate values with society as
stakeholders diversify and the functions of architecture change. Moreover, society is facing various problems, such as global
warming and climate change, safety and security, an aging social infrastructure, and a declining birthrate and aging population.
The potential impact of these issues requires today’s corporations to shoulder more social responsibility. Accordingly, weformulated the Takenaka Group CSR Vision and the Takenaka Group Message, which incorporate this vision in communicating
our corporate philosophy based on a concept of quality management, to express our commitment to deploying our group’s
concerted efforts and cooperating more closely with stakeholders and society to resolve social issues and realize a sustainable
society. Each Takenaka employee will take our corporate philosophy, the cornerstone of our business, to heart and promote
quality management in accordance with the CSR Activity Guidelines presented in our corporate code of conduct in order torealize this vision.

About Us

Dreams into Reality for a Sustainable Future

Takenaka GroupCSR Vision

Groupwide
PolicyTakenaka Group
Message

Health and Safety Policy

Realizing asustainable society
through urban creation

We, the Takenaka Group, will enhance dialog withstakeholders, turn those dreams into reality through urban
creation, and connect a sustainable society to the future.

Quality Policy

Environmental Policy

Human Rights Policy
Procurement Policy
Personal Information Protection Policy

Dreams into Reality for a Sustainable Future

Realizing the combined aspirations of the
Takenaka Group CSR Vision and Takenaka Group Message
Besides responding to the expectations of our stakeholders, who include the global environment, local communities,
customers, employees and partner companies in our efforts to realize a sustainable society, we believe that the cities
in which they all gather and pursue their various activities must be safe, prosperous and easy to live in both today andtomorrow. To assure this, we will enhance our dialog with stakeholders even further. We will combine the businesscapabilities of our corporate group in construction, civil engineering, real estate and development, facility management andurban renewal in order to realize a sustainable society of the future through urban creation with new added value.
7

TAKENAKA Corporate Report 2019

Financial and Nonfinancial
Highlights

Corporate Code of Conduct
Earn client satisfaction and society’s trust throughTotal Quality
Management Policy management that persists in stressing quality andchallenging creation of new environments.

Growing together
with employees
and partnercompanies

Contributing to thebusiness growth ofcustomers

Issues for management

TAKENAKA Corporate Report 2019

8

2011

Takenaka, the Past and the Future

Takenaka Corporation (U.S.A.)
established.

2003 Germany

Tobei-Masataka Takenaka establishes
a business in Nagoya to engage inshrine and temple construction.

1874

Mitsui Bank Nagoya branchcompleted.

1897

Mitsui Spinning Mill completed in
Nagoya.

1900

1909

1912

1974

1941

2017 Indonesia

Takenaka Civil Engineering &Construction Co., Ltd. established.

1916

Osaka Asahi Shimbun Head
Office Building, a steel reinforced
concrete structure, completed.

1957

Pacific Century Place Jakarta completed anddistinguished for outstanding environmental
features with LEED Platinum certification.

333-meter high Tokyo Tower
completed.

Meiji Seimeikan (Marunouchi, Tokyo)
completed.

1937

Takenaka Corporation established.
Capital ¥1,500,000.

Takenaka (Malaysia) Sdn. Bhd.
established.

1983 Tokyo

Ote Center Building completed
and opened.

1991 Hawaii

Grand Hyatt Kauai Resort and Spacompleted and opened.

1978 West Germany

Deutsch-Japanisches Center
completed.

1963

Takenaka awarded first prize in
National Theatre Design Competition.

1990 Osaka

Crystal Tower completed andopened.

1986

Takenaka awarded Best Design Prize
in New National Theatre, Tokyo
International Design Competition.

2006

World’s tallest superhigh-rise baseisolation condominium City Tower
Nishi-Umeda completed.

2007

Chubu region’s tallest skyscraper
Midland Square completed.

Takenaka awarded the Japan
Quality Control Medal.

1993

FUKUOKA YAHUOKU! DOME,Japan's first multipurpose stadiumwith a retractable roof, completed.

1979

Takenaka awarded Deming Application Prize.
Ashiyahama Seaside Town, proposed by
the ASTM Group, of which Takenaka was amember, completed.

2008

World's first high-rise condominium
comprising three interconnected skyscrapers,
Island Tower Sky Club, completed.

2014

Takenaka awarded Architectural Institute ofJapan Award (Architectural Design) for Meiji
Yasuda Life Insurance New Toyocho Building.

2009

Mitsubishi Ichigokan andMarunouchi Park Building completed.

1997

Asahi Facilities, Inc. established,
expanding our building management
and insurance businesses.

Grand Front Osaka completed and opened
as a large-scale “city” connected directly to therailway station.

1992

Yurakucho Marion completed.

1969

2013

ABENO HARUKAS completed, the tallest buildingin Japan, in a high-density urban environment.

1987

Nagoya Dome completed.

写真提供 国立劇場

P21

Oita Sports Park Oita Bank Domeand Sapporo Dome completed.

Large-scale integrated Tokyo
Midtown and Shin-Marunouchi
Building completed in central Tokyo.

Hotel Nikko San Francisco
completed and opened.

Architecture

2001

1987 San Francisco

Antarctic Exploration Research
Facilities produced.
Patent acquired for Takenaka Caisson
Construction Method.

1958

1990

1996 Thailand
Bank of Ayudhya
Head Office
Building completed.

Thai Takenaka International Ltd., PT.
Takenaka Indonesia, and Takenaka
Corporation Singapore Office established,
expanding business into Southeast Asia.

1960

1941

1934

TAKENAKA Corporate Report 2019

Takenaka Europe GmbH established,
expanding business into Europe.

Takashimaya Kyoto Store completed Takenaka & Associates, Inc.
as Japan’s first retail store building.
established in San Francisco, starting
full overseas business operations.

Mitsui Bank Warehouse completed
in Onohama district of Kobe.

9

1973

1901

1899

14th-generation head of family
Touemon Takenaka journeyed to
Kobe, which marked the first year of
the company’s foundation.

Changi International Airport Terminal 4completed, to handle the flow of people
and economic activities as Southeast
Asia’s hub airport.

Takenaka India Private Ltd. established.

Nagoya Garrison barracks featuring Unlimited Partnership Takenaka
Western-style architecture adapted to Komuten established withthe postrestoration era completed.
headquarters in Kobe and a branch in
Nagoya.

1884

2017 Singapore

PT. Takenaka Doboku Indonesia
established.

2010

1961

P27

Stakeholders

1610

Takenaka Vietnam Co., Ltd.
established.

Hyundai Motor Europe R&D
Center completed.

Changi International Airport
Terminal 1 completed.

1610

Development

2017

Special Feature

1981 Singapore

1993

Takenaka (China) Construction
Co., Ltd. established.

CapitaGreen awarded the CTBUH
2015 Best Tall Building Award for
the Asia & Australia Region.

Business Activities

1981

1991

2003

2015 Singapore

Financial and Nonfinancial
Highlights

Since its founding in 1610, Takenaka has specialized in architecture to produce a multitude of buildings that have become
landmarks, and in this way we have played a vital role in the development of our society.
Architecture creates vessels to protect life and property that are at the same time social assets. They carry the culture of their times
and pass it on to future generations. The pride inherent in such work permits us to refer to the buildings we are involved with asarchitectural "works.” We have participated in major projects that deeply affect Japan’s society, economy, and culture, and we havedelivered a great number of these works and related engineering and technological developments to the world.
Our philosophy of always placing our customers’ dreams first and maintaining high technological levels as an architectural specialist
lives on from the days of our founder Tobei-Masataka Takenaka, who was a master builder of shrines and temples. Today this spirit
is embodied in a variety of works, not only in Japan, but all over the world.

2001

P25

About Us

2001

Takenaka, the Past

International
Operations

1988

Chairman Renichi Takenaka awarded
the Deming Prize.
Tokyo Dome, Japan’s first multipurpose
stadium with an air-supported
membrane structure completed.

2017

Global Gate complex opened to serve as the core of Sasashima
Live 24, the redevelopment project targeted as an international
center for exchange and interaction with foreign visitors.

Takenaka “into the Future”

We will provide the services and solutions that the times demand, and while adhering toour master builder spirit, works principle and integrated design-build system, the "works"
we handle will transcend architecture and extend to "urban creation." We will continue tolive up to the trust society has placed in us and contribute to prosperous "urban creation" by
pursuing the best for everyone from a long-term perspective.
TAKENAKA Corporate Report 201910

New value creation• Study of construction techniques• Large-scale and qualitative
expansion into service fields• Challenge new fields of business

Services• Facility management• Design/Engineering• Project/Construction management• Real estate/Development

Becoming thebest partner
for society andcustomers

Takenaka Corporation
Takenaka Civil Engineering& Construction
Takenaka Road Construction
Asahi Build
Tokyo Asahi Build
TAK E-HVAC
TAK Living
Asahi Corporation

Construction• Buildings• Civil engineering(New construction/Renewal)

Asahi Facilities
TAK Systems
TAK Engineering
TAK-QS
Create LifeTAK Capital Service
Urabandai Kogen HotelGroup Growth Strategy for 2025
Steps toward growth

We at the Takenaka Group have been conducting activities bytreating groupwide areas of business as “cities.” Throughout every
stage of urban creation and throughout the life cycle of thesecities from planning and design to construction, maintenanceand operation, we will continue to deepen dialog with our

stakeholders and work to meet various challenges both in Japanand abroad based on close collaboration among all our groupcompanies. We will do this with an eye to realizing a sustainable
society where people can live with peace of mind.

Realizing a Sustainable Society• Consideration for the elderly• Environmental friendliness/Economic efficiency• Safety/Security• Intelligence/Improved production systems

Offering the best works
and architectural solutions
Valuing both tradition and innovation, we provide
global customers and local communities
with the best products and solutions asJapan’s No. 1 architectural firm.

We deploy construction technologies
appropriate to the times to build astrong foundation for a safe,
secure society, and we seek
to cultivate green
infrastructure in
symbiosis with theglobal environment.

Design/Engineering

Facility
Management

Engineering

Planning/Design, Construction
and Maintenance Operations
Leasing
for the Urban Life Cycle
Energy Supply
Maintenance

Development & Planning Stage

11 TAKENAKA Corporate Report 2019

STEP

3

2020~2022

STEP

2

2017~2019

STEP

1

2014~2016

READY TO JUMPGROUP POWER

CHALLENGE

BEST PARTNER

Best partner forsociety and customers

Challenging new fields
and achieving results

Using our comprehensive group capabilities to
add value to society

Securing financial stability
and preparing to jump

Review of last year and activities to be conducted toward the next step

Project/Construction management

Real Estate/
Development

Investment

4

Architecture

RenewalResearch/Planning/Proposals

STEP2023~2025

Design and Construction

Construction Stage

Building a strong foundation
for symbiosis between
society and nature
Civil

All our group members will work in unison toprovide society and our customers with newvalue through individual efforts by each of us torefine the quality of our specialized technologies
and services on a path toward growth. In STEP 1,
we sought to promote collaboration among ourgroup companies and improve our revenue baseto enhance our production capabilities, therebybuilding the basis for urban creation. Based on theseresults, we will steadily strive for progress toward2025 with a collective groupwide effort to promote
activities in STEP 2 that provide value to society.

Financial and Nonfinancial
Highlights

Participation as a group in urban creation on a global scale

Special Feature

President

Contributing “throughout every stage of urban
creation” requires pursuing activities with close
collaboration among Takenaka Group companies
and stakeholders in the peripheral areas ofconstruction projects. In our rapidly changing
society, even better stock and business continuity
need to be secured. The expansion of PPP, PFI
and other projects, acceleration of measures forrenewable energy, and AI, robots and big data areexerting tremendous influence over urban creation,
substantially changing the very roles played bybuildings and infrastructure. We intend to establish
ourselves as the best partner for society and ourcustomers by providing new value through new
solutions realized by a fusion of architectural
technologies and services.

Business Activities

Masato Sasaki

New value creation

Stakeholders

We seek to provide the best solutions for our customers’
business activities in order to contribute to therealization of a sustainable society through theconcerted efforts of our entire group.

About Us

Group Growth Strategy

Nurturing urban assets

We foster superior facility environments,
employ the facilities to provide all people
with optimal working and living spaces,and pass these environments and spaces
on to the future.

Maintenance & Management Stage

Delivering optimum renewal forchanging environments
We propose renewal that responds to changes in social environments andcustomers' businesses, and we deliver comfortable living and working spaces.

Designing smart communities through technology

We deploy leading-edge construction technologies to deal with such issues as energy conservation,
an aging society and natural disasters, and we design and provide smart, safe, efficient business and living environments.

This year, 2019, is the final year of our threeyear plan (STEP 2) that commenced lastyear. In STEP 2, we set a target for clarifying
the Takenaka Group’s vision by developing
a clear picture of the kind of sustainable
society the Group Growth Strategy for2025 is aiming for. We will work hard to
be "No.1" in the architectural industry,
valuing both tradition and innovation. To
that end, we have created environmentallyfriendly sustainable works and accelerated
efforts to achieve radical improvement incompanywide productivity and work-lifebalance (WLB).
Last year, which was the second year of theplan, we expanded activities throughout
the company, which were centered on the"Work-Life Balance Committee for Radical

Productivity Improvements Companywide."
After formulating "11 Work-Life Balance
Promotion Measures," we implemented
various initiatives, such as holding dialogs
at all offices, activities for model workplaces
promoting work-life balance and for twoday weekends at district FM centers,
and review of management meetings.
We also attempted further productivity
improvements through labor-saving
construction by promotion of BIM (building
information modeling) and smart work, etc.
In terms of business performance, we were
mostly able to achieve our targets with arobust domestic construction market in the
background.
This year, which is the final year of the threeyear plan, falls on the commemorative

120th anniversary of our company. In
addition to efforts to improve work-lifebalance, which is the top priority issue, weplan to improve our ability to offer newvalue to customers and society throughattractive work styles. In the construction
business, which forms the core of the
Takenaka Group’s business, we plan toeliminate all serious public disasters andworkplace accidents while at the sametime continue to work toward creating thebest works. To contribute to every stage ofurban creation, which is the Group Growth
Strategy, we are introducing new ways of
promoting our urban creation business andoffering solutions to social issues, which will
create new value globally across our group.

TAKENAKA Corporate Report 201912

Group Growth Strategy

arrangement of issues with urban areasfrom the viewpoint of geographical locationand population. Then, we communicatedwith stakeholders through this department,
which is the core organization of the
Takenaka Group’s urban creation business,
to identify social issues in urban areas.

Declining birthrate
and aging population
Changes in mobility
Increase in medical andnursing care costs
Safety and security

Solving social issues
Global warming andclimate change
Decline inlocal industries

Government
NPOs

MACHInnovation

Maintenance andrenewal of
public facilities

By conducting open innovation suchas demonstration experiments throughdialog with stakeholders, we will advance
MACHIinonovation (Matinonovation), which
explores and practices methods for solving
problems.

Experts

Local residents

Urban innovation throughdemonstration tests, etc.

Decline in local communities

Companies

Takenaka Group
Identifying social issues andpursuing solutions through dialog
with stakeholders

Efforts in urban areas
Business Scope of the Integrated Engineering Firm for Urban Creation
Societylevel

Our Tokyo Main Office, which is locatedin an urban area, set three steps towork on urban creation, "hypothesis

Urban
area
level

Dialog with stakeholders

planning" → "demonstration experiments
based on these hypotheses" → "social
implementation. It then concentrated its

efforts on putting forth a futuristic vision,"East Bay Concept," in the canal and bay
areas of Koto Ward where urban creationof coastal areas is expected on theoccasion of the 2020 Olympic Games.
In the 2018 example of this case, we helda workshop caravan involving residents
and companies called “A meeting thatentertains the local waterfront” and began
to build a network in the area. We willcontinue to develop activities such as
symposiums in the future.

regional revitalization and resolving social
problems.
In the course of sharing various issues, westarted to work together with relevant parties

in Unnan City on a comprehensive campaign
for local community development, which wasnamed "Special Challenge for Opening the
Future of Unnan."

Takenaka Group’s urban creation

Sustainable urban areas to be realized

Business model and solutions to realize a sustainable society

Urban creation strategies
Infrastructure that strongly supports enrichedand diverse lifestyles, and industries• Leading-edge information infrastructure and security provided with perfectdisaster management• Development of traffic and logistic networks to support people’s lives andindustrial growth• Smart communities based on the use of highly efficient renewable energy̶ Our expertise ̶

Design urban infrastructure
Compact
Urban
Area/town
city +
planning management network Infrastructure
Naturerestoration
andconservation

Cities and communities where local tradition andcharacteristics are revitalized and experienced

Energy• Development of local industries and cultures to be a wellspring forJapan’s competitiveness• Ensuring the natural capital and living infrastructure of rural areas• Cities that give unique cultural messages

Design economy and culture

Places where people can lead diverse andhealthy life, work and learning styles• Exchange of a range of people based on diversity• International center featuring advanced education and open innovation• Enhancement of childcare and education systems for a brighter future• Safe and peaceful living supported by health, welfare and medical services

Pioneering the future by taking on ambitious
and unprecedented challenges• Creating the future through cross-field collaboration using advanced
technologies

13 TAKENAKA Corporate Report 2019

About UsAs an integrated engineering firm for urban
creation, we identify social needs that alterwith the changing times and issues facedby society and local communities so that
we can offer new value in construction andsuggestions for further value creation.
In 2017, we performed analysis and problem

Special Featurenecessary social systems. In doing so, wewill create value that we can share withsociety.
We will expand our managerial resources
including human resources, skills and
ICT to exert more expertise as well as
technological and managerial capabilities,
drive open innovation, and promote theprovision of attractive workplaces as wellas the establishment of functions andorganizational systems with advanced
engineering capabilities.

Business Activities

while taking a global perspective andcommunicating the creative direction inits “urban creation strategies,” thereby
contributing to the creation of sustainableurban areas.
Based on these urban creation strategies,
we will add new solutions to theconstruction business as an "integrated
engineering firm for urban creation" fromthe viewpoints of “urban infrastructure,”“economy and culture,” “quality oflife (QOL)” and “the future” to create
new business models while designing

Stakeholders

For the sustainable society we are seeking
to realize in and after 2025, we will further
improve our international competitivenessand the “compact city + network” plan tohelp stop population decline, create newjobs, and foster local revitalization.
It is assumed that social issues to besolved, social systems to be built, andpaths for conversion to a sustainable
society will differ greatly from city tocity. As such, the Takenaka Group will
deepen its dialog with the communityand stakeholders in each urban area

Developing an urban creation strategy and future prospects

Financial and Nonfinancial
Highlights

Promoting urban creation aiming for a sustainable society

ZEB

Traffic

Stock

Resource Safety andBiodiversity circulation
security

Manufacturing Agriculture, Industrial Tourism
Inboundandandforestrytransportation and fisheries promotion commerce

TraditionandcultureDesign quality of life (QOL)
LivingWork
style

Health & Community Education
andlongevity
research

Design the future
Advanced
technology Frontier

Big data

AI androbotics

Woodstructures

WelfareandlivingsupportInformation/
ICT

Regional initiatives
The first step in development of regional
communities is gathering knowledge of thecommunity's characteristics, problems andother current conditions. For this purpose,
we had the opportunity for direct dialog withheads of local governments and employees,
persons involved in local community
development activities and local residents
in Nichinan City, Miyazaki Prefecture, Unnan
City, Shimane Prefecture, Nishiawakura-mura,
Okayama Prefecture and Kamaishi City, Iwate
Prefecture. This was done in coordination
with ETIC, which is a top NPO in the field of

TAKENAKA Corporate Report 201914

Special Feature 1

Constructing wooden buildings in urban areas

Replacing the concrete and steel frames used to form mid-rise buildings with timber requires
great efforts to deliver the same capabilities as concrete and steel, such as aseismatic performance,compliance with fire and disaster safety regulations, and procurement of high-quality robust materials.
In 2011, we developed a fire-resistant laminated lumber, Moen-Wood (patented) with a fireresistance capability of up to one hour,*2 and since then, we have utilized the material in a number ofbuildings designed for different purposes.
Moen-Wood boasts a highly fire-resistant performance yet it has a surface quality that can confidently
be used for exposed finishes. In addition to Moen-Wood, we have been developing a range oftechnologies—including building techniques specialized for Cross Laminated Timber (CLT)—inorder to build mid-rise wooden buildings in urban areas.

About Us

Takenaka is furthering urban creation that realizes a low-carbon society and fosters regional revitalizationby promoting the use of Japanese timber in various projects and by applying our innovative technologies.
Working to build a sustainable society that links forests and cities
by constructing wooden buildings in urban areas, we are utilizing
CLT structural techniques and advanced timber construction technologies,
including Moen-Wood, which is our exclusive fire-resistant laminated lumber.

Development of structural technology for mid-rise wooden buildings

In the PARK WOOD TAKAMORI, two-hour fire-resistant MoenWood is used for columns, and CLTs are used for floors and walls.

*2 One-hour fire-resistance capability: According to the Certificate of Fireproof Construction
by the Minister of Land, Infrastructure, Transport and Tourism (one-hour fire resistance).
Fire-resistant laminated lumber,Moen-Wood
Load-bearing column

CLT structural techniques

Number of stories and fire-resistance specifications
Topmost four floors(laminated lumber)

Forested areas occupy approximately two-thirds of Japan's land area. As 40 percentof these forests were planted soon after World War II, forestry resources available
for cutting have increased five times over the last 50 years, suggesting that these
artificial forests in Japan are now ready for full use. At the same time, however, theforestry industry is experiencing a range of problems, such as a decreasing numberof forestry workers and prolonged low demand for domestic timber.
For this reason, invigoration of the forestry industry and promotion of domestic
timber usage have been set as priority policies in Japan’s regional revitalization,and the construction market is accordingly making a considerable shift toward
active usage of domestic timber. Forest resource utilization, which is a renewable
resource with low-carbon emissions, has also been incorporated into the CO2
emissions reduction scenario of COP21.*1→One-hour fire resistance

Fire-resistant layer(laminated timber)

Fifth to 14th floors(mortar)If using a one-hour fire-resistantmaterial, 30 percent of theoffice buildings in Tokyo could
be built with wood. If using a
two-hour fire-resistant material,
90 percent could be wooden.

Combustible layer(laminated timber)

Cross Laminated Timber (CLT) is a large, thick wooden panel commonly usedin the construction of mid-rise wooden buildings in Europe and the US.

● Major wooden building projects
Following our first wooden building project, the Osaka Timber Association Building, built in 2013, the number of large-scale wooden or
wood-based buildings that we have built in urban areas now exceeds 10. Timber is now used in a variety of buildings, including an officebuilding, a commercial facility, a school and a clinic.

4.0
2.86

3.0
1.89

2.0

Stakeholders

Natural forests and others
Artificial forests

5.0

3.48

4.04

4.43

4.9
billion m3

Osaka Timber Association Building (2013)

2.19

Shinkashiwa Clinic (2016)

KOTO Ariakenishi Gakuen (2018)

Takenaka Training Center "Takumi" (2018)

1.0
0

1966

1976

1986

1995

2002

2007

Aiming for taller wooden buildings

2012

Source: Current Status of the Forest Resources, Annual Report on Trends in Forests and Forestry 2016 by the Forestry Agency.

Since olden times, Japanese people have lived with forests throughout the cycleof planting, growing, and usage. Takenaka has presented a concept of the Forest
Grand Cycle, in which the traditional relationship between human beings andforests is enhanced to become a relationship between urban life and forests. Our
aim is to establish this grand cycle through building cities that contain resourcesfrom forests. By constructing buildings made with wood in place of steel andconcrete, we can encourage the cycle of resources, industry, and economy thatconnects cities and regional areas.
CO2
absorption

CO2 emissions
reduction and symbiosis
with nature

Growing

Forestcycle

Harvesting
Forestindustry
activation

Planting

Contribution to asustainable society

Forestresource
cycle

ForestGrand Cycle

Urban
creation

Activation ofregional industry

Regional
promotion

Mr. Shintaro Tajima
The TAJIMAFOREST CORP.
CHAIRMANI am very pleased to have this opportunity to be able
to work with Takenaka Corporation in cultivating
forests and revitalizing mountainous and regional
areas by constructing wooden buildings in Sendai,
Miyagi Prefecture that utilize timber* producedin Oita Prefecture. We will look after the newforests, where we planted trees together at a tree
planting ceremony. We hope that we can continue
constructing wooden buildings as our landmarks forthe “Future with Trees” and the “Forest Grand Cycle.”(* Timber is partially used in construction.)*3 Hybrid wooden structure: A building structure that uses a
combination of wood and steel/reinforced concrete as themain frame.

Takenaka is pursing a variety of action toward
the further usage of domestic timber. In
2018, Takenaka became Japan’s first generalcontractor certified as an enterprise declaring
its active utilization of domestic timber. MoenWood can be made of trees from different
parts of Japan, such as cedar, larch, andcypress, and it has been certified to bear theDomestic Wood Mark. We complied with the
Act on Promoting the Distribution and Use of
Legally Harvested Wood as we actively utilized
such wood in the PARK WOOD TAKAMORI.
With the aim of designing wooden structural
spaces based on a scientific understanding,
we are also conducting research on thepsychological and physiological effects fromthe comforting nature of wooden buildingson their users.

Innovation

Efficient utilization
CO2 fixation

Increasing the number of wooden buildings in urban areas can increase the volume of CO2 fixation and newly
planted trees can encourage CO2 absorption. Through the Forest Grand Cycle, we are aiming for a large-scale
cycle of resources and economy that connects forests and human society beyond the traditional forestry cycle.

15 TAKENAKA Corporate Report 2019

INTERVIEW

Promotion of wooden material usage

The PARK WOOD TAKAMORI completed in February 2019 was a project to build Japan’s first 10-story
hybrid wooden structure*3 using CLTs and Moen-Wood. The two-hour fire-resistance technology utilized
in this project could replace a large part of existing buildings in Tokyo with wooden buildings. Alta Ligna
Tower is a model high-rise wooden building designed with a range of our fire-resistance and wooden
construction technologies. This design enables the construction of a high-rise wooden building as seen in
Europe, while fulfilling the strict earthquake- and fire-resistant requirements specified in Japan. A 12-story
apartment in which some of the Alta Ligna Tower technologies are used will be completed in 2020.

Financial and Nonfinancial
Highlights

Transition of forest growing stock

6.0

Business Activities→Two-hour fire resistance

Fire-resistant layer*1 COP21: An international conference to tackle global warming. Member states signed an agreement
to achieve targets to reduce greenhouse gas emissions by 2030.
(100 million m3)

Special Feature

Increasing the Number of
Mid-Rise Buildings Made of Japanese Timber

2018 〜20192018 〜2020

PARK WOOD TAKAMORIFLATS WOODS KIBA

10

-story building

12-story building

2025

〜

Alta Ligna Tower

20-story building

Takenaka is certified as anenterprise declaring its active
utilization of domestic timber under
an association of six organizations
spanning forest owners, the forestry
industry, and the lumber industry.

Research on psychological andphysiological influences onhuman beings from wooden
structures (conducted at
Shinkashiwa Clinic)

TAKENAKA Corporate Report 201916

Special Feature 2
Background: Roof installation of the Ariake Arena sports facility using the “Traveling Method”

Incorporating building information from the design stage
Having inherited the spirit of a master builder, Takenaka has nurtured its integrated design-build system from sales toafter service. In the process from design to production, we have established a front-loading system where not only
construction departments but also partner companies participate from the design stage. Utilizing this method, we areable to not only offer design plans and a schedule with minimum alterations in the later stages but also incorporatebuilding information, such as construction methods and structural
fabrication drawings from the earliest stages of the construction
process. This streamlines the entire construction procedure,
enabling efficient project planning, improved work-life balanceof workers, enhanced quality, labor savings, and reduction ofenvironmental impact.

Birds-eye-view of the underground work utilizing an
existing building frame

3D stability analysis results of the existing wall

Lean undergound work utilizing existing buildings
In undergound work that involves dismantling an existingbuilding, the positions of the existing building and the newbuilding frame*2, and the order of construction, determine
the construction period and costs. In a project to rebuild the
PARCO store in Shibuya, Tokyo into the new PARCO UdagawaCho Building Complex, we undertook the following researchand incorporated the results into the building design. Firstly,
we made a 3D stability analysis of the outer wall of the existingbuilding in order to use it as a brace*3 to hold the surrounding
ground. Secondly, we carefully studied the scope of the newframes to be built while at the same time dismantling theold building. With this method, we were able to reduce thematerials and labor allocated to building the soil brace.
*2 Frame: Base structure of the building.
*3 Brace: Walls and joists built to support the surrounding ground during excavation.

Foundation design with minimum groundwater influence
When we built a large exhibition hall in Tokoname, Aichi Prefecture, we discovered that the
groundwater level in the construction area was quite close to the surface. Thus, we anticipatedthat costs to drain water during excavation would be high and construction efficiency would besignificantly low if we used a conventional foundation design. To work around these issues, weconstructed the wall of theMain space for
Secondary spacebasement space to be used for
utility facilities
pipes and ducts as the footing
beams so that the bottom of the▽Groundwater
excavation area remained higher
level
than the groundwater level.
Further, we successfully reduced
Excavation rise:
1,650 mmlabor requirements by utilizing
Footing beam shape with
BIM to study frame distribution
conventional designand create construction units
Basement space walls used as the footing beams
based on a life-size model.
Shallow excavation by utilizing the basement spacewalls as the footing beams

17 TAKENAKA Corporate Report 2019

About Us

Enhancing digital fabrication usage
We were commissioned to build Nichia Corporation’s
new factory building, K-6, in Tokushima Prefecture,and the MARK IS Fukuoka Momochi store in Fukuoka
Prefecture based on a third-party design. Utilizing
digital fabrication techniques, we assessed component
fitting details in the early stage by using exterior andinterior models, and transferred the resulting digital

data to factory machines to produce light gauge steel
joists and exterior panels. This successfully reduced
production labor and on-site work.

Exterior fitting simulation model

Linking design models and production models
In our project to build Ikebukuro Cinema Complex inTokyo, we created structural models, frame models,and exterior models in an integrated manner by linking
detailed design models, collaborating with the ProductDepartment and partner companies from an earlystage. One of the factors to be taken into account inbuilding a cinema is delivery of large screens, and thiswas also simulated using precision modeling. When
we commenced the actual construction, the nearly-

Special Feature*4 Precut: Cutting materials at a factory before delivering
them to the work site.
*5 Light gauge steel joists: Joists used inside walls andceilings on which panels are mounted.

complete major working drawings and the on-site
construction plan were already available. In the future,
we will continue to improve construction efficiency byutilizing BIM in building design.

Business Activities*1 Building Information Modeling (BIM): Technology to represent a 3D digital model of a building.

BIM has been used to retain consistency among
structural and facility models. It then evolved tointegrate frame and production models into thedesign stage. Finally, it grew into software to provide
digital fabrication data that connects models to enablefactory production of steel frames, precut*4 pipes, andlight gauge steel joists.*5 To make better use of BIM
by reinforcing the connections between design andthe production model, we established a Production
Department last year to promote front-loading in theconstruction process.

Detailed design, and the integrated structure and exterior BIM model

Stakeholders

The decrease in the number of skilled construction workers and improvements to the work-lifebalance of workers are pressing issues to be addressed in order to reinforce the constructionindustry’s sustainability. To this end, we need to achieve unprecedented productivity
improvements by innovating the entire building process from design to construction with the helpof the latest ICT technologies, including Building Information Modeling (BIM),*1 AI, and robotics.
As a constructor who manages the entire construction process in an integrated manner, we are
actively working on productivity improvements throughout every stage of the process.

Evolution of production BIM and application to fabrication

Development of robotic and automated construction methods, and trial usage of AI
Takenaka has developed a range of automatedconstruction methods. Such methods include theTraveling Construction Method, in which a part ofthe structure (e.g., the roof) is built and laid out as acomponent with the working point travelling across thefoundation beams (the method used with Yokohama
Arena); and the Lift-Up Construction Method, throughwhich the roof and other building components arebuilt on the ground and raised to the destination floor(the method used with Nagoya Dome). At Ariake Arena,
we are attempting the first base-isolated roof structure
through our traveling method, which is also achieving
significant labor savings. We are also undertaking
research on productivity improvements throughutilization of advanced technologies, such as running
an open innovation project for trial usage of a walking

robot at construction sites, development of AI softwarethat supports construction plan management, andgathering information on startup IT companies.
Development of a traveling mechanism for baseisolated roofs
In the Ariake Arena project, construction of the roofthat covers a large area was a critical phase*6 within
the overall construction. We therefore designed theconstruction process on the premise of using theTraveling Construction Method for roofing. However, as
the roof is designed to include a base-isolated structure,
we needed to prepare a traveling mechanism that would
not hinder the base-isolation components. To achieve*6 Critical phase: The most important stage that
determines the rest of the construction process.

Roof support jack

Roof support jack

this, we built a new traveling mechanism containing
the roof support jacks and multiple jacks for traveling,which would not obstruct these components, as well
as a system to control the columns. The results weresignificant labor savings and enhanced safety.

Financial and Nonfinancial
Highlights

Innovating Productivity of the Entire Processfrom Design to Construction

Technological innovation featuring robots and AI
Buildings are generally tailor-made and each of them has
a different shape. Therefore, robots are required to havehighly accurate sensors and be adaptable to a variety ofsituations. Together with two other companies*7, Takenaka
has been conducting demonstration tests using SpotMini,
made by Boston Dynamics with the aim of contributing to
improving productivity and construction efficiency. We arealso developing a structural analysis AI application, and wehave enhanced opportunities for open innovation projects
with startup IT companies in Silicon Valley.
*7 Two other companies: Softbank Robotics Corporationand Softbank Corporation

Roof truss

Traveling rail
Traveling jack
Frame distribution and unit modeling using BIM

Traveling guide

Base isolation mechanism
inserted here

Traveling mechanism for base-isolated roof construction (patent pending)

SpotMini by Boston Dynamics
TAKENAKA Corporate Report 201918

To change working styles, we will innovate the working process and methods
in each process of design, construction, maintenance and management.

Each employee is actively trying out new working styles by using
cutting-edge ICT equipment and reborn workplaces. The fresh
insights that they have gained as a result of trial and error are thenshared across the company through various media to become apart of our collective knowledge.

(1) Workplace reform
Following completion of the Mido Building Innovation Space Seibi(MISS) renovation project at the Osaka Main Office in December 2017,
we continued our office renovations to encourage the emergence ofinnovation, including the 2018 Tokyo Main Office Innovation project, as
well as reform of the Nagoya Branch Ofice and the Takenaka Research andDevelopment Institute. We also started reconstruction of Fukae Chikuyu
Dormitory, converting it into a place to nurture employees to be “newfuture creators.”(1) Utilization of ICT and new office facilities
Our newly renovated offices allow employees to work more freely
with mobile PCs and communication tools like Skype. They are
now able to work in locations they choose, depending upon theirwork, and are liberated from the conventional restrictive and fixedmanners of working. The meeting booth (nicknamed the “Family
Restaurant Seats”) installed in the cocreation space is used as a point
for ad-hoc meetings and a point for innovative activities.

Eleven Measures to Promote Work-Life Balance (main points) and their implementation progress(6) Set productivity indexes.
Setting up companywide productivity indexes and indexes per jobclassification. Disseminating an understanding of labor productivity
and intellectual productivity.

(2) Restructure organizations, systems, business flows, anddistribution of human resources.
Revision of items subject to individual discretion and associatedmaximum expenses, revision of meeting arrangement criteria, including
management meetings, and reduction of stock and usage of paper.

(7) Reinforce management skills.

(3) Establish new working styles at construction project offices.
Improvement of productivity, work style surveys, propagation ofgood practices, and publishing an e-mail magazine to introduce
promotional cases.
(4) Find solutions to individual work problems within eachdepartment.
(5) Restructure workplaces.
Implementing communication tools and promoting their usage, andsetting up satellite offices and touchdown offices.

Meeting space Hirameki(8) Communicate our aim to build a culture of reform insideand outside the company.
Running a website dedicated to WLB topics, planning and holding
related lectures and workshops, and organizing intracompany dialogs.

(2) Trial of new working support system
We are revising our working systems to enable effective working styles
for our diverse human resources, such as reforming the substitute day off
system by allowing more flexible periods and time units, and a trial of offpeak commuting at appropriate construction project offices.

(9) Circulate information to customers and seek theircooperation.
(10) Plan and support diverse working styles for skilledworkers.
Enhancing the Meister Program, promotion of enrollment in the
career advancement system, and support for the transfer from daily
payments to monthly payments.

(3) Fostering a new work style culture
Our WLB improvement activities are often misunderstood as the mere
reduction of overtime hours. To enable individual employees to understandwhat it really means and put this understanding into practice, we areholding a number of lectures and workshops delivered by external speakers.

(11) Encourage employee initiatives and teamwork.

Companywide workplace dialogs for betterworking styles

Ideal work style for
employees and the company

Since 2017, workplace dialogs have been held across the company by a
dedicated committee, led by the president. In these dialogs, employees
in various positions exchanged opinions on how to improve bothlabor and intellectual productivity, reduce working hours, encourage
employees to take holidays, care for children and the elderly, gain
the understanding of stakeholders, and other work-related topics toencourage diverse styles of working.
We are also actively trying out different schemes, including offpeak hour commuting for construction site workers, introducing a
guidebook of construction site arrangements for female workers,
teleworking via mobile PCs, and labor reduction through Robotic
Process Automation (RPA).
As for closure of construction sites, we are sharing effective practices
suggested by different workplaces in order to streamline working styles.
Aiming at realizing a scheme in which workplaces are closed for six daysin every four-week period (six days off every four weeks for renovation) by
2019, we will further
promote fair working
practices throughlabor reduction
with advanced
technologies
and seek theunderstanding ofstakeholders.

We share the concept of an ideal work
style for employees and the company
and are working together to realize it.

Scene of workplace dialog

19 TAKENAKA Corporate Report 2019

The KOMOREBI office lounge withgreenery“Sustainable LIFESTYLE” poster
encouraging us to make efforts
in all our offices.

Sustainable LIFESTYLE
Aim for us and the company with our stakeholders• Use your own time and your coworkers’ time carefully.
• Enjoy healthy and rewarding lives.
• Grow together with the company.
Initiatives Taken by Employees and the Company• Improve labor productivity and intellectual productivity to provide added value to society.
• Increase unity in the workplace while valuing individual aspirations.
• Appeal to stakeholders for our way of working.

Lecture by external speaker

Analysis of motivating moments at work

Mobile PC

Family Restaurant Seats(2) Trial of new working system
We have commenced trials of teleworking in some offices to assess
its efficacy in helping those employees
also engaged in childcare and elderlycare. We are expanding the options forworking styles., such as by offering aworking environment where people canmanage their job and childcare with thehelp of a corporate childcare service.
(3) Expansion of new working styles
Overviews and the progress status of
the WLB measures being implemented
in different workplaces are publishedthrough our internal website to sharethese ideas with employees across thecompany. Additionally, a range of effective
practices carried out by individuals is
disseminated via our e-mail magazine.

Children’s playroom inside aconstruction project officeFinancial and Nonfinancial
Highlights(1) Review human resources management (labor regulations, etc.)
Publishing total working hours on our website, introductionof a flexible working hour system that suits different working
environments, and introduction of an hourly-based time-off system.

WLB website

Dialogs with stakeholders
Customers, design offices, partner companies… These are important stakeholders
for us as a general contractor, and we must promote their understanding of ourbusiness. We are visiting customers and design offices to present a leaflet of our
Basic Policy on the Two-Day Weekend, published by the Japan Federation ofConstruction Contractors (JFCC) in order to gain understanding of construction
process planning that incorporates appropriate working hours. At the same time,
we are gathering opinions from constructuion workers at partner companies
through various dialogs and feeding back their opinions into our activities.

Special Feature

Implementing new working styles

Business Activities

As the Japanese population is aging along with a declining birthrate, efforts for work style reforms promotedby the Japanese government are accelerating with the aim of realizing a society where everyone can be
dynamically engaged in labor. In particular, taking into account that long working hours are habitual in theconstruction industry, Takenaka is giving the highest priority to improving the work-life balance (WLB) among its
employees by implementing work style reforms. We will continue to create an attractive construction company
with business sustainability by drawing out a clear vision of our own future, together with stakeholders, andconducting activities to encourage the motivation of each one of our employees.

Improving the working environment

Stakeholders

Dreams into Reality for a
Sustainable Future – “Work Style Reform”

About Us

Special Feature 3

Realizing WLB
To improve WLB in construction project offices, we promote
Saturday site closures through the following schedule.
Schedule overview (In renovation projects, “closed” means day off)2017
Model office for“Closed for six days
every four weeks”

2018

2019

2020

2021

Expansion of model offices

2022

2023

2024

2025

Elimination of inapplicable offices“Closed for five days every
four weeks” promotion● “Closed for six days every four weeks” ● “Closed for eight days every Application of the revised“Closed for six days every
achieved (Midterm target by JFCC)
four weeks” achieved
four weeks” promotion
Calendar target
Labor Act
(Final target by JFCC)
of our closed Explanation to“Closed for seven days every
four weeks” promotion
office promotion customers and“Closed for eight days every
seeking cooperation“Closed for eight days every four weeks” normalized
four weeks” promotion

Attractive Construction Industry for a Sustainable Future

Monitoring and feedback

Dialog with partner companies

Productivity enhancement

Design that takes into account productivity, and utilization of
BIM and the latest mobile technologies

System/Business process

Reforming the HR system and reviewing business processes

Explanation to customers andseeking their understanding
Partner companies and skilledworkers

Explanation of the closing of the construction site Saturday
Improvement of labor productivity (elimination of inefficiency)
TAKENAKA Corporate Report 201920

Architecture

Considerate
operation
Creating
comfortableenvironments

Collaboration withcustomers
Considerate
construction

Using
buildings formany years

Utilizing energy
wiselyConsiderate
designGate City in concert with the Nakagawa
Canal restoration
In the south side of the area is the terminal(anchorage) of the Nakagawa Canal, which isreminiscent of bygone days at the height ofwater transportation between the 1930s and1960s.

Creating,
maintaining, andcultivating
magnificent
landscapes

When designing the new complex, we anticipated that we would not be able
to create an area bustling with people simply by putting together spaces fordifferent purposes. We therefore made careful structural arrangements, suchas creating an approach to the stores from the outer square that flows into
the space between the two towers like an inlet, and a roof garden at the footof the two towers to create another ground level to guide people in walking
about. Such a layout creates a flow of people and points where they gather,
thereby generating a lively feel in this urban area.

Creating comfortableenvironments

Façade panel with heat
controller for office comfort

The temperature of these office rooms is partially controlled byconfining hot or cold air between the window and the blind.
The blind is semitransparent so that people can see outsideeven when the blinds are closed, thereby reducing any feeling ofconfinement. The precast metal pilasters that cover the building
exterior have a ventilation slit to enable intake of air in spring andautumn. Integrated with an environmental control function, thedesign minimizes air conditioner operations, saving energy spentin controlling the temperature throughout the whole year.

21 TAKENAKA Corporate Report 2019

Using buildings formany years

Broadband vibration absorberand TOFTIn the building core of the West Tower (170 meters),
corrugated steel plate aseizmatic walls were installed.
Combined with viscoelastic dampers, these plates
effectively absorb a wide range of seismic waves (broadband
vibration). In addition, constructing a building on groundreinforced with our Grid-Form Ground Improvement
Method (TOFT) improves the aseismatic performance of theentire building foundation, thereby preventing the building
from sinking even if the soil liquefies during an earthquake.

Creating, maintaining, andcultivating magnificent landscapes

Roof garden generating a place
for people to gather

The commercial facility area of Global Gate has a roof garden
open to the public where anyone can freely stroll. The design
approach to the garden is to offer a feeling of exploration by
guiding people to it naturally when they ascend the stairs
that are randomly placed inside the commercial facilities.
Featuring a “hands-on” vegetable garden and a large
staircase that can also be used as a stage for different events,
we aimed to create a space where people could always findsomething enjoyable every time they visit.

Utilizing energy wisely

Utilization of the DHC system

Global Gate uses cool and hot water, and steam provided bya district heating and cooling (DHC) system installed in thearea. Hot water and exhaust heat from steam are used by adesiccant air-conditioning system installed in the commercial
facilities, and for prewarming of hot water supply for the
hotel and stores. In addition, industrial water, which is lessprocessed and therefore consumes less energy than drinking
water, is used for nondrinking purposes, such as toilet waterand garden watering. In the same way, rainwater collectedin the area is stored and used for nonpotable purposes.

Using things with carerather than discarding

Recycling precast concrete
frames as hallway decorations

We had used precast concrete frames with wood
texture for the exterior of the commercial facilities.
These frames were then recycled as ceiling designin the communal hallway. The frames, which had
a burned texture of wood grain, were used asthey were after some surface cleaning. The ceilingis one of the ecologically advanced features ofthis building, in addition to the green-oriented
design concept of the commercial facility area.

Special Feature

Using
things with carerather than
discarding

Maintaining aclean earth

Business Activities

Our advocacy of “sustainable works” refers
to “activities aimed at creating architectural
spaces that are in harmony with theenvironment in collaboration with ourcustomers.” We have adopted this approachto architecture in order to pass on asustainable society to future generations andas a means of helping customers, who desire
to contribute to the global environment andsociety, and to turn their dreams into reality.
We have devised various methods for“earth-friendly thinking (design)” and “earthfriendly creation (construction)” to enable
our customers to have “earth-friendly
usage (operation).” We assess every aspectof our activities with respect to design,
construction, and operation from the six
perspectives described on the right in close
communication with our customers.

Based on Nagoya City’s Nakagawa Canal
Restoration Plan, this previous anchorage has
been transformed into a canal walk with aboat dock. Water transportation that connects
the area to Kinjo Pier in Nagoya Port has also
been restarted. Global Gate is composed of
the West Tower (170 meters) and the East
Tower (88 meters). Between the two towers,
there is a wind path that accommodates
commercial facilities and features plentiful
greenery. The entire complex is designed toappear as a symbolic gate towering above
the regenerated historic canal.

Stakeholders

Sustainable works

The plot for the Global Gate office and leisurecomplex is located 800 meters to the south of—Creating a new high-rise urban complex— the Nagoya railway station. The area was used as
Design/Construction: Takenaka Corporation (2017) Sasashima station for freight trains belonging toJapanese National Railways until 1986. The area
was then designated as a redevelopment zone
to build a new business hub named “Sasashima
Live 24 Area” that would feature convenient
access to Nagoya station. Located in the centerof this area, Global Gate is a large-scale complex
planned as the main initiative project to embody
the concept of Environmental Capital Nagoya.
The new building contributes to urban renewal
and functions as a communications hub witha CO2 emissions reduction design. This is a newcommunications center in Nagoya, bustlingwith hotel guests and conference centerattendees from inside and outside Japan, andvisitors to the commercial facility area, which is
attractively laid out with lush verdure.

Financial and Nonfinancial
Highlights

Global Gate

The functions required of buildings today are becoming sophisticated and diverse.
Environmental considerations are a given, but facilities must also be safe and secure as well as
strong. We are also taking up the challenge of creating new architectural value with emphasis
from a perspective of being of “people friendly.”

About Us

Turning Customer Dreams into Reality

Maintaining a clean earth

Reducing construction sludge

During ground improvement, heavy equipment will be
set up above ground with excavation work done from theground surface to the actual ground improvement level.
As Global Gate has a two-floor basement, approximately
13-meter-high waste soil was expected to be generated,
so we created a slope to bring in the heavy machineryand carry out the excavated sludge. We then set up
the heavy machinery close to the bottom level of thebuilding foundation. Through this method, we managed
to significantly reduce the amount of waste soil.

TAKENAKA Corporate Report 201922

Architecture

About Us

Turning Customer Dreams into Reality

Design born from ourcomprehensive capabilities

Attractive renewal

Business Activities

The former Mankichi Yamaguchi residence locatedin Kudankita, Chiyoda-ku, Tokyo, is a Spanish-stylemansion completed in 1927. This historical building
was restored to preserve its heritage. We participatedin the restoration project and managed the formerly
privately-owned property into a membershipbased business innovation site. Through this "legacy
utilization project," which is aimed at the preservationand effective use of historic structures while
paying due attention to economic viability, we arecontributing to the creation of a sustainable society.

Stakeholders

kudan house

National Registered Tangible Cultural Properties (2018)
Renovation design: Takenaka Corporation
Renovation construction: Tokyo riken. Co., Ltd. (2018)

Financial and Nonfinancial
Highlights

Pacific Century Place Jakarta, located in the SCBD area of central
Jakarta, is a superhigh-rise office building designed to create valuethat is "timeless and unique" to vie against intense real estatecompetition taking place in an ever-changing urban environment
amid rapid economic development.
The layers of fins on the façade made of highly transparent glass
bring distinctive changes to a simple façade composition by
adapting actively to the regional environment, including marked
thickness on the east and west surfaces to block sunlight in thehorizontal direction.
On the office floors there is a curtain wall system that creates asense of openness with large Low-E glass measuring 3.6 meters by
2.25 meters. The 10.8-meter-wide span, created by CFT structuralcolumns and installed for the first time in Jakarta, creates afunctional and attractive workspace.
The building's outstanding environmental performance, which isproven with LEED Platinum certification, and BCP measures, which
provide 36-hour full load backup, enhance its real estate value.
This superhigh-rise building, with outstanding added value andmade possible through our comprehensive capabilities andcutting-edge technologies, has become a flagship in Jakarta's realestate market.

Special Feature

Buildings, which are essentially receptacles that protect
our lives and possessions, are transformed into social
assets over time. Our concept of “attractive renewal”
refers not only to recovering the functionality andbeauty characterizing architectural structures at thetime of their original construction, but it also extends
to adding new functions to raise their asset value
and improve their business operability. At the sametime, another concept, “from scrap and build to stock
utilization,” which was formulated from the perspectiveof environmental conservation and sustainability, isbecoming increasingly widespread today.
The functions sought in architecture are also
diversifying and growing in sophistication.
This means going beyond improvement of basic
building functions and performance that no longer
meet the needs of the times to include preservingbuildings of historical significance while utilizingthem efficiently by implementing changes in theirfunctions (conversion) that create new value. The
design and technological capabilities Takenaka hasdeveloped over many years are being deployed
for “attractive renewal,” for which we have received
high acclaim, including in the form of awards
from the Building and Equipment Long-Life Cycle
Association (BELCA).

Pacific Century Place Jakarta—TIMELESS AND UNIQUE—

MOA Museum of Art

Design Architect: Takenaka Corporation
Architect: PDW Structural Engineer: GISTAMA MEP Engineer: ASDI
Construction: PT. Takenaka Indonesia, PT. Total Bangun Persada Joint Opereation (2017)

This is a 35-year-old art museum that stands on a hill overlooking Sagami Bay. Without
touching the original exterior made of Indian sandstone, we completely renewed thebuilding with an emphasis on the original features of the lobby and exhibition rooms.
In the exhibition rooms, we utilized recycled timber and black plaster, which havetypically been difficult to use in museums, to rejuvenate the viewing space but keep itsuitable for exhibiting antique artworks.
Award at the 24th BCS Awards
Award in the Long Life Category at the 13th BELCA Awards
Award in the Best Renovation Category at the 28th BELCA Awards
Basic renovation design and design supervision: New Material Research Laboratory (NMRL)
Partial basic renovation design, final design, construction: Takenaka Corporation (2016)

Tsutenkaku
This project represents the world’s first seismic retrofitting of a steel towerbuilding by a mid-story isolation method. While ensuring safety against large
earthquakes, we aimed to convey a message from the past to the future bypreserving the outer appearance of this registered tangible cultural asset as well
as by reproducing the painting on the ceiling of the first Tsutenkaku building.
Fins that have been designed to be thicker on the east and west
sides to block the strong horizontal sunshine that is distinctive ofa tropical climate add an uniqueness to the simple façade design.

23 TAKENAKA Corporate Report 2019

The large unit curtain wall with its outstanding
environmental performance has created a workspacewith a sense of openness and an outstanding view.

The transparent glass screen and louvers that continue out
to the exterior helped create an entrance lobby with anambience of openness that is integrated with the landscape.

Diffusion Award at the 17th Japan Society of Seismic Isolation (JSSI) Awards
Prize at the 50th Japan Sign Design Association (SDA) Awards
Award in the Long Life Category at the 27th BELCA Awards
Renovation design and renovation construction: Takenaka Corporation (2015)
TAKENAKA Corporate Report 201924

International Operations

Supporting the Business Activities of Our Customers–Contributing to Economic and Social Development in Each Country and Region–

Our international operations began in earnest with our entry into the U.S. market in 1960, and our network
now spreads around the world. We have participated in a diverse range of projects in support of our customers,
which include Japanese businesses launching overseas operations and public institutions in various countries
as well as local business enterprises developing projects across a wide spectrum from airports to high-rise officebuildings, hotels, manufacturing plants and museums. Our activities also span a diverse range comprising not
only architectural design and construction works but also technical guidance and consultation services as well as
materials procurement.

EuropeUnited States■ Europe

Asia/China

Chicago (U.S.A.)TAK Development, Inc.* (1993–)
TAK California, Inc.* (2016–)
San Francisco

Brussels (Belgium)
Valenciennes(France)

Düsseldorf(Germany)

Wroclaw (Poland)
Prague (Czech Republic)
Zilina (Slovakia)

Milano (Italy)

Budapest (Hungary)

Bucharest(Romania)

Barcelona (Spain)■ Asia/■ China

This year Takenaka marks the 45th year
since opening its offices in Thailand,
Singapore and Indonesia. In 2017, we set
up an office in Vietnam, and at present areoperating in eight Asian countries. Some
150 expat employees have been assigned
to China and other Asian countries
along with the support of roughly 1,500
local employees. Together they handle
construction projects of all sizes and types.

TAK Hawaii, Inc.* (1993–)
Honolulu

GurgaonYangonAhmedabad
Guangzhou(Myanmar)
Takenaka India
Private Ltd. (2010–)
Bangkok (Thailand) Takenaka Vietnam
Bangalore
Co., Ltd. (2017–)
Ho Chi Minh City

Thai Takenaka
International Ltd. (1974–)
Takenaka (Malaysia)
Sdn. Bhd. (1990–)
Kuala Lumpur

Takenaka Corporation
Singapore Office (1974 –)Singapore
PT. Takenaka Indonesia (1974–)
Jakarta* Development business■ United States

Takenaka began laying the foundation
for its overseas operations in 1960 after
extending its business to the United States
where it mainly provided development
and consultation services.
Locations of main overseas business offices* Development business

Jaguar Land Rover Slovakia New Plant (Slovakia, 2018)

Nexen Tire Europe Technical Center(Germany, 2018)25 TAKENAKA Corporate Report 2019

Nisshin Foods Hungary Factory(Hungary, 2017)

AEON MALL Jakarta Garden City (Indonesia, 2017)

Mitsubishi Motors Indonesia New
Factory (Indonesia, 2016)

Wuxi Yakult Co., Ltd. (China, 2015)

National Gallery Singapore (Singapore, 2015)

Mitsubishi Elevator India New Factory(India, 2016)

FCC Gujarat New Factory(India, 2018)

Stakeholders

Tianjin
Takenaka (China)
Construction Co., Ltd. (2003–)
Shanghai

Indianapolis (U.S.A.)

Business Activities

Takenaka Corporation (U.S.A.) (2001–)

Takenaka Europe GmbH (1973–)
TAK Realty UK Ltd* (2013–)
London (England)
Amsterdam (the Netherlands)

TAK Development, Inc.* (1993–)
TAK Realty NY, Inc.* (2016–)
New York

TAK Seattle, Inc.
SeattleCapitaGreen (Singapore, 2014)

Toyota Buzz Bangkok New Head
Office (Thailand, 2018)

Financial and Nonfinancial
Highlights

Forty-five years have passed since the company opened a business officein Düsseldorf, Germany in 1973. During that time, Takenaka Europe has
undertaken over 1,500 construction projects. Today about 50 employees
dispatched from Japan and some 400 local employees working at
operating bases in 12 countries collaborate closely to support customers
who are considering establishing operations in Europe.

Special Feature

Singapore's Changi International Airport Terminal 4 building opened on October 31, 2017, anda ceremony was held to mark the occasion on August 3, 2018. Through our participation in thedevelopment of Terminal 1, which opened in 1981, we have maintained ties with the airport
for more than 30 years, providing it with maintenance and updates alongside Singapore's
economic development.
The construction period for Terminal 4, a large-scale structure occupying a land area of 400,000
square meters and a total floor space of 280,000 square
meters (including adjoining facilities), was only three
years. In completing a state-of-art terminal, we used BIM
and other cutting-edge methods, which were backed
by our expertise and know-how accumulated over theyears, and we demonstrated our strengths in design andtechnology as well as outstanding productivity.

About Us

Changi Airport Terminal 4: Creating an airport teeming with greenery

Pacific Century Place Jakarta(Indonesia, 2017)

Hamad International Airport
Emiri (Royal) Terminal (Qatar, 2013)
TAKENAKA Corporate Report 201926

Development

Creating New Value Through Urban Creation

PPP and PFI projects
Minato Mirai 21 Civic Center 20 Block MICE Facility ProjectOverseas development projects
Grand Hyatt Kauai Resort and Spa

Based on our proposal for a complex comprising offices and commercial buildings,
residential buildings and a “wooded area” for recreation and relaxation, wewere selected to participate in this joint venture urban redevelopment projectencompassing some 180,000 square meters around Tokyo’s Meguro Station in 2008.
Administrative staff assigned to the project achieved consensus among the 130
landowners and conducted administrative negotiations leading to our selection in2012 as a designated (joint venture) agent for the design and construction work. With
the conversion plan for the rights approved in 2013 and new building construction
started in August 2014, the new Meguro landmark was completed in November 2017.

(Scheduled for completion in 2020)

Under this project implemented by the City of Yokohama, which aims to be a “global
MICE strategic city,” a group of companies led by Takenaka was awarded a contract
in 2015 to design, build and operate a new MICE facility (as a PFI project) and a hotel(as a private for-profit project). The facilities are intended to enhance the functionsof the famous Pacifico Yokohama international convention center and expected to
improve urban amenities for pedestrians as well as enhancing the landscape of theport city. They are scheduled for completion in the 2020 Olympic year.

Takenaka managed everything from development to construction andhas owned the Grand Hyatt Kauai Resort and Spa on Kauai, a Hawaiian
island renowned for its prolific natural environment. Since opening in
1991, the Hyatt has ranked among the top ten resorts in Hawaii every
year. Situated on a 103-hectare site, the facilities include 602 guest
rooms, restaurants serving various international cuisines, a spa and a
PGA golf course. Takenaka has established significant credibility among
Kauai residents through community-based business activities overmany years.

Basic design: Nihon Sekkei
Construction design: Takenaka Corporation

MICE Design and construction: Takenaka Corporation (joint venture)
Hotel Basic concept: Takenaka Corporation

Special Feature* MICE concept (Meeting, Incentive, Conference/Convention, Exhibition)

About Us

Urban redevelopment projects
Meguro Station District Urban Redevelopment Project

Business Activities

We have participated in planning, design andconstruction of numerous urban redevelopment
projects, including projects in metropolitan
districts such as Marunouchi and Nihonbashi
in Tokyo, the Nagoya Station area, and Umeda,
Nakanoshima and Abeno in Osaka. We are also
engaging in urban redevelopment, and PPP and
PFI projects while proactively pursing proprietary
development projects and participating in urban
creation organizations. Contributions madethrough our various urban creation activities also
include enhancement of competitive capabilities
in international arenas, improvement of safety
and security, symbiosis with the environment, andsolutions for a variety of other problems and needs
facing cities today.

*The underlined projects are initiatives implemented through special purpose companies (SPCs) or independently by Takenaka.

Rendering perspective

Financial and Nonfinancial
Highlights

Stakeholders

Design: Wimberly Allison Tong and Goo
Construction: Takenaka Corporation (U.S.A.)

Phase 1
Phase 2

Rendering

Udagawa-cho 14 /15
Development Project
implemented as anurban renewal project(To be completed in 2019)

This project is underway as an urban
renewal project to restructure thearea around Shibuya PARCO. The
implementation of the project wasapproved by the government in
2016, and it is slated for completionin 2019. Takenaka is engaged
in design, support for planningproposals for this special urban
renaissance district, and promotionof the urban renewal project as anagent for specific operations.
Design and construction: Takenaka Corporation

27 TAKENAKA Corporate Report 2019

Rendering

City of Yokohama New
Government Building(To be completed in 2020)

The new city hall is expected not
only to provide Yokohama City
with administrative and legislative
functions, but also to provide aroofed public square for cultural andfine arts events and programs. As thearchitect and construction contractor
responsible from the basic design
stage, Takenaka will work on thecreation of an open city hall and a
new urban landscape that is in the
public interest, and it will contributeto the community throughworkshops and symposiums.
Design and engineering: Takenaka Corporation, Maki and		
Associates, NTT Facilities, Inc.
Construction: Takenaka Corporation (joint venture)

Rendering

Global Gate
This urban development complex, comprising
office buildings and commercial facilities aswell as a hotel and a conference center, forms
the core of the Sasashima Live 24 district,which is a center for international exchange
located one kilometer south of Nagoya
Station. Since winning the competitive bid forthe project in 2008, Takenaka was involvedin the planning, design, and construction
work with the project completed in 2017. At
the same time, we acted as a consultant toadministrative bodies on the establishmentof a special urban redevelopment district,conducted an environmental assessment,
and provided project promotional support forcommercial tenant leasing.
Design and construction: Takenaka Corporation (joint venture)

ABENO HARUKAS and
Tenshiba
Japan’s tallest building, ABENOHARUKAS, and the Tenshiba park
renewal project, which include hugegrassy spaces, had a great impact on thelocal area. Takenaka engaged in planningsupport, design and construction, which
contributed to increasing the appeal of
the area and attracting more people.
ABENO HARUKAS
Design and supervision: Takenaka Corporation
Exterior design: Takenaka Corporation and Pelli Clarke
Pelli Architects
Construction: Takenaka Corporation (joint venture)
Tenshiba
Design and construction: Takenaka Corporation

Umekita Development Project

Ote Center Building

400/430 California

An urban creation project covering a zone area of 24 hectares and total development
land area of 1,000,000 square meters for two construction phases combined is currently
underway in the area north of JR Osaka Station. For Grand Front Osaka (Phase 1), Takenaka
has been engaged in planning, design and construction, and we were a joint developer.

This is our own
development projectat Otemachi, the mostprestigious CBD in the heartof Tokyo. Through major
improvement works we areproviding significant newvalue and a comfortablebusiness environment.

Takenaka acquired thisproperty, located incentral San Francisco,USA, in 2016. It is a “valueadded” project utilizing ourstrengths in repositioning
and renovation of historicallandmark buildings withthe goal of attracting
prospective tenants.

Grand Front Osaka (Phase 1)

The Second Development Zone in the Umekita Area

This large-scale urban development project,which was completed in 2013, involved a total
floor area of some 570,000 square meters.

A new urban creation project is being
promoted for integrated development,
administration and management of an urban
park (4.5 hectares), which is located at thecenter of the project zone and combined witha residential area created by land developers.

Basic design: Nikken Sekkei Ltd., Mitsubishi Jisho Sekkei Inc.,NTT Facilities, Inc.
Construction design: Nikken Sekkei Ltd., Mitsubishi Jisho Sekkei Inc.,NTT Facilities, Inc., Takenaka Corporation,
Obayashi Corporation
Construction: Takenaka Corporation (joint venture)

Consortium
Mitsubishi Estate, Osaka Gas Urban Development, ORIX Real
Estate, Kanden Realty & Development, Sekisui House, Takenaka
Corporation, Hankyu Corporation, Mitsubishi Estate Residence andUmekita Development SPC

Design and construction: Takenaka Corporation

The scale of the photographs and actual buildings differ.

TAKENAKA Corporate Report 201928

Engineering

Delivering Ideal Solutions to Help Customers Solve Their Problems

One of the core facilities in urban creation is a railway station. Buildings
constructed over or under a railway carry technical issues different from ordinary
buildings. We are currently building East Japan Railway Company’s YokohamaWest Gate Development Building, which has an
overhang structure above the railway. To ensure
uninterrupted train operations and passenger
Deformation
safety while constructing a sound structure,
Adjusting System
New building
Temporary support
we have developed “Deformation Adjustingbrace
Temporary brace
System for Over-Track Cantilevered Building”, and Station platform“Performance Evaluation Technique of Reinforced
Concrete Slabs Subjected to Impact of Falling
Existing
Objects” with the client. In addition, we are
structure
working on various engineering solutions suchas “Quiescent Capsule,” which achieves a quiet, Deformation Adjusting System for
Over-Track Cantilevered Building
vibration-free space under the viaduct.

Many companies are currently revising their risk countermeasures
following successive earthquakes and flooding incidents. Takenaka
provides comprehensive support for corporate reinforcement of
Business Continuity Plan (BCP)
and disaster prevention from
Risk management process
the early stages of the risk
Establishing the context
management process. We
also offer crime prevention
Risk identification
measures for corporate
premises through ISSOP-C,
Risk analysis
the industry’s number one
risk assessment system, andRisk evaluation
ISSOP-EYE, our CCTV vision
enhancing technology.
Risk treatment
Uniting our comprehensive
capabilities, we support
corporate resilience against
natural and human disasters.

Optimizing the supply chain

Leading-edge pharmaceuticals manufacturing and research facilities

Sports facilities and urban creation

Radiation protection technology

Installation of automation equipment and IoT is progressing in production anddistribution facilities in order to address labor shortages and further enhance
productivity.
In addition to optimizing the physical distribution of materials, components,
and products within a factory, streamlining logistics across the supply chain
is necessary. We are aiming to build next-generation highly streamlined
production facilities, which are consistent with related construction plans
utilizing logistics engineering techniques based on quantitative data.

Aseptic, active ingredient/API, implementation of PIC/S GMP, and biohazard
prevention—the requirements
demanded for pharmaceutical manufacturing
Storage batteries
and research facilities are expanding day by day. In view of manufacturing
regenerative medicine and biomedical products, which are expected to growfurther, we continue developing and testing cutting-edge technologies tobuild advanced, biologically clean and safe environments. Prior to construction,
we optimize the structural design for the facilities by discussing the design
plan in detail with customers, using BIM-based process engineering.

FY2017 Logistics Award

Bioclean and biosafety technology

Starting with Tokyo Dome, Japan’s first all-weather stadium, we
have built a variety of sports facilities from dome stadiums toregional arenas.
Lately, people are becoming more interested in sporting
events and also their own health promotion. Taking advantage
of ample experience and know-how, we will contribute tooperators and users of facilities in design and construction as
well as through urban
creation with thoroughunderstanding ofregional characteristics.

Takenaka is the leader in building PET scanning facilities in Japan. Positron Emission
Tomography (PET), together with advancing medical knowledge, is effective in
identifying early-stage cancers. However, such equipment requires a highly reliableradiation protection structure in the surrounding enclosure. We are also actively
participating in building proton and heavy ion therapy facilities to support tacklingcancer through the latest radiotherapies. We were the builders of the National
Institute of Radiological Sciences’ HIMAC New Particle Therapy Research Facilities,
where the world’s first rotating gantry
equipped with superconducting magnets
is installed and which offer more patientfriendly treatment. One of our current
projects is the East Japan Heavy Ion Center,
Faculty of Medicine, Yamagata University,
which will accommodate a smaller rotating
gantry. Takenaka developed RadBoard and
RadBlock, recyclable radiation shielding
boards and blocks, and these are being
utilized in this project. We plan to further
Heavy particle radiotherapy room
(HIMAC New Particle Therapy
expand their usage in the future.

Kewpie Kobe Factory

Weighed material feed-in process

Logistics engineering

Strategic
review

RC slab test
sampleQuiescent CapsuleMusashino Forest Sport Plaza Main Arena

Visualization experiment

Monitoring and review

Full-scale column drop test

ISSOP-EYE

Financial and Nonfinancial
Highlights

Falling
Steel column

Research Facilities)

Productivity
improvement

Restructuring plan

Corporate
publicity

29 TAKENAKA Corporate Report 2019

Takenaka’s BCR experiment facility

Visualization
systemProduction process construction cases
BCPenhancement

Logistics simulation

Real-time
control system

Special Feature

While economic development has been progressing in recent years, social
issues are becoming increasingly complex, such as an aging population
Cloud platform
Packagingwith a low birthrate, a decrease in the labor force, global warming, industrial
MSEG
sustainability, and natural disasters. Against this backdrop, there are growing
expectations for “Society 5.0,” which is a society where issues like these areresolved with the help of advanced IT, such as the “Internet of Things” (IoT)
Solar cell
Air conditioner
Powerand artificial intelligence (AI) applications. As a first in our industry, we haveconditioner
Lighting equipment
developed an information platform, the Building Communication System (BCS),
systemwhich integrates building utility management data gathered from different
Generator
application systems, and we have now installed this system in several buildings.
The core technology of the BCS platform is I.SEM, which visualizes and predicts
Commercial
power supply
Storageenergy input/output and its usage status in multiple buildings, as well as
Electric vehicles
batteries
controlling their utility facilities in real time. I.SEM also offers a Virtual Power Plant(VPP) function that automatically controls power usage in buildings in response People flow analysis dashboard
to a demand response signal. Through utilization of the BCS platform and I.SEM,
we pursue sustainable urban creation represented by the Decarbonized Model
Town concept that Takenaka has been promoting since 2016.
We are also conducting research and development on a people flow analysis
system that is indispensable to realize the human-centered Society 5.0. In
addition to a building usage status assessment technique based on a people
flow measurement analysis, we have established our own AI-based people flow
prediction technology. Our next aim is to establish technology for people flow
prediction and simulation linked with the BIM system.
Personal DR
systemBusiness Activities

Supporting BCP, disaster prevention, and security

Load prediction
Operation plansystemoptimization system

Stakeholders

Railway-related architecture

I.SEM—Takenaka’s cloud-based energy management system

Communication and consultation

Initiatives in IoT

About Us

Our customers require speedy responses that correspond to market changes, advanced building environments,and various safety and security. We are responding to these customer needs with total engineering from the
project planning stage to building plan development, design, construction and aftercare.

Environmental
improvement

Compliance

Restructuring facilities and functions

Case of syringe manufacturing facility

BIM-based process design

Tokyo Dome City

Heavy Ion Cancer Therapy,
Yamagata University Hospital(Scheduled for completion in 2019)
TAKENAKA Corporate Report 201930

Group Companies

Takenaka Research and Development InstituteTechnologies for living in space
Takanaka is a partner in the research being conducted by the
Research Center for Space Colony, Tokyo University of Science.
The center is studying four categories for living in space undera collaboration between academia, industry and government
with the aim of practical implementation in the future.
Category 1: QOL (Quality of Life) and system designs. 2: Agritechnology. 3: Energy creation and storage technology.
4: Water and air recycling technology.

31 TAKENAKA Corporate Report 2019

Crafting civil works in consideration of people and the environment

Takenaka Civil Engineering and Construction is the Takenaka Group member company responsible forcivil engineering works. Its role is to promote social progress and affluent lives for people by establishingsocial infrastructure in accordance with the group’s management philosophy, “Contribute to society bypassing on the best works to future generations.” It also engages in corporate activities with a focus on
being “people friendly,” and aimed at responding accurately to such needs as environmental protection,energy conservation, urban renewal, declining birthrates, aging population, and a highly networked
information society based on an environmental policy of “Striving to build social infrastructure that coexists
harmoniously with the environment and contributes to sustainable development of society.” The corporate
message defining the company’s mission, “Bridge between people and the earth,” guides all its employees
as they walk alongside their customers in an effort to create sustainable urban areas with a focus on theestablishment of infrastructure that supports various industries and a diverse range of enriched lifestyles.

SHIN-MEISHIN EXPRESSWAY(courtesy of West Nippon Expressway Co., Ltd.)■ Asahi Corporation

Aerial view of the Takenaka Research and Development Institute

In order to conduct research and development that offers new value
to society, the Takenaka Research and Development Institute isundergoing renewal under the following three themes:(1) Business process reform: In order to deepen research and encourage
better communication among researchers, we plan to introduce anactivity-based working style, including free-address workspaces thatenable diverse forms of working according to the details of each
employee’s job. A newly built courtyard will also help create a senseof integration.
(2) Comfortable environment to inspire employees: Greenery will be
introduced both in exterior and interior areas of the building toencourage biodiversity. Eco-friendly workspaces will be built basedon our KENCHIKU (Healthy Community Development) concept.
(3) Realizing open innovation: The new building will be equippedwith an exhibition space and a cocreation area to encourage
partnerships with customers, academia, industry and government.
QTB, seismic isolation bearing with even higher
safety for strong earthquakes
Quake-Thru Bearing (QTB) is a newly developed isolation device
which consists of a conventional lead rubber bearing (LRB)
and a slider bearing in series. QTB behaves as a conventional
LRB which is just friction connected to the building structure
at either of the upper or lower end when subjected to designlevel earthquakes or smaller. In contrast, the sliding behavior
prevents the LRB component from hardening behavior andshear break in earthquakes exceeding the design level.

SPADA-stairs with dynamic vibration attenuator
SPADA-stairs are equipped with dynamic vibration attenuation
technology, through which the membrane actuators installedat both ends of the stringer boards are activated by vibrations
generated from people ascending the stairs, and in response
dynamically vibrate the stringer boards to cancel the original
vibration. Its compact mechanism enables the product to beinstalled in a wide range ofbuildings, including hotels,
factories, and commercial
facilities. In stairs where
design is required, we
use a small piezoelectricelement to achieve both
slim and light design, anddifficulty in shaking. We
plan to expand applicationof this mechanism to otherbuilding areas such as
ceilings.

Asahi Corporation, which provides optimum products and services to customers under the bannerof “consideration and flexibility,” contributes to safe and smooth operations in construction sites bysupplying high-quality construction materials and related products through its wide procurement
networks inside and outside Japan, as well as providing actual construction services utilizing thecompany’s own expertise. Asahi Corporation also has substantial experience in greening work fusedwith construction technology and offers an integrated service for town landscaping and park creation,
covering planning, construction, and maintenance. The company is seeking to expand its futurebusiness areas as an expert group with three core business functions of trading, construction, andprocurement. By doing so, it is aiming to be a highly valued company that drives the growth of the
Takenaka Group as a partner who jointly pioneers and lives the future with consideration and flexibility.

Stakeholders

Providing optimum products and services with consideration and flexibility

Aiming to create new value through open innovation

Construction image of new workspace■ Takenaka Civil Engineering and Construction Co., Ltd.

Wall greening: Vertical Forest Light

Financial and Nonfinancial
Highlights

Since its establishment in 1953, the Takenaka
Research and Development Institute hascontinuously provided value, which satisfies
customers by creating and assessing newtechnologies that respond to the needs of the
future for the entire Takenaka Group. Specialists
in a varied range of fields related to construction
gather here to perform research at the world’s
highest level in collaboration with other research
institutions in Japan and overseas. An exhibition
hall in which visitors experience cutting-edge
technologies firsthand offers customers hints
for discovering solutions and creating new
businesses, and plays a role in disseminating
information that can uncover potential needs.
The institute develops technologies for
future urban creation in the four domains oftechnology, which is contributing to the global
environment, technology supporting safety,
security and comfort, technology creating
leading-edge architectural environments andtechnology enabling advanced construction.

www.takenaka.co.jp/rd

Companies in the corporate group headed by Takenaka Corporation respond tothe varied needs of customers through every stage of a building’s life cycle.

About Us

The Takenaka Research and Development Institute is the group’s principal supplier of leading-edge technologies that society
requires in the areas of environmental preservation, safety and security as well as production innovations and researchand development of innovative proprietary seed technologies. It is contributing to achievement of a sustainable society byproviding the world with industry-leading technologies and solutions in every aspect of urban creation.

Business Activities Conducted by Principal Domestic
Takenaka Group Companies

Special Feature

Forging the Future with Technology

Business Activities

Technological Development■ Create Life

Becoming a trusted partner

Create Life was established in 1995 to respond to diversifying employee welfare needs in
the Takenaka Group with specialized and advanced services.
At present, Create Life offers a broad range of services to support group employees inmaintaining work-life balance, including balancing between work and childcare or nursing
care. At the same time, it serves group companies in the areas of payroll, social insurance,
general affairs, etc. The name of the company expresses the hope of "providing support toall employees for more prosperous lives." It aims to become a close and trusted partner forgroup companies and their employees.
Nursing care seminar and counseling session■ Asahi Facilities Inc.

Preserving the value and safety of customer buildings

Since its establishment in 1969, Asahi Facilities has been engaged in maintenance
operations throughout building life cycles, and it marks its 50th anniversary in 2019. The
longer a building’s operating lifetime is extended, the higher its value as an asset will be.
Asahi Facilities seeks to establish itself as its customers’ best partner by helping them derive
greater value from their buildings, and offering superior, more attentive services designed
to protect and improve their property values. These include operation and maintenanceservices, security services and building management services that optimize care for buildings
in conducting cleaning and other tasks as well as insurance agency services that cover risk
management. The company will continue to provide new value that utilizes advanced
technology, and it intends to live up to the trust customers have placed in it as a company
brimming with hospitality that promptly provides them with one-stop best solutions.

Daily facilities checks

TAKENAKA Corporate Report 201932

CSR Action Plan: 2018 Results & 2019 Targets

Setting an Agenda for Realizing a Sustainable Society

Realizing asustainable society
through urban creation

Development ofindustrial andsocial infrastructure
through technicalinnovationth

Prepare afoundation for
promotingsustainableproduction

Promotionof diversity

Fair corporate
Growing
activities
togetherwith employees
and partnercompanies

Achievement oftargets throughpartnerships

Contributing to thebusiness growth ofcustomers

持続可能な成長（⑧）

S u stain a ble g ro w

Realization ofhealthy andrewarding
workplaceenvironments

2. Promote innovation to resolve issues andestablish a foundation.

P35―

3. Strengthen quality integration and education
system.

P36

consideration for the local environment.
Prepare a
持続可能な建築生産・
foundation
調達活動の推進と5. Recycle and reduce construction by-products.
for promoting
建設産業の構築
sustainable （⑫⑭⑮）
production
6. Promote green procurement.

4. Prevention of public disasters andResponse to theand biodiversity

Promotion of social
contribution activities

社会貢献活動の推進（④）

Realization ofhealthy and健やかで働きがいある
rewarding （③⑧）
職場環境の実現
workplaceenvironments

Promotion ofdiversity （⑤）
多様性の促進Issues for management
*1
*2
*3
*4
*5
*6

*7

The targets and results for 2018 as well as the target for 2019 are nonconsolidated targets for Takenaka
Corporation, except for the number of community contribution programs (which includes those by overseas
subsidiaries).
Icons indicate the targets closely associated with the SDGs goals internationally adopted at the UN Summit in 2015.
The total number of certified individuals as of the end of 2018. Retired workers are not included.
Comprehensive Assessment System for Building Environment Efficiency. The five ranks based on the assessment
indicators are: S (Superior), A (Very good), B+ (Good), B- (Slightly poor) and C (Poor).
I. Smart Energy Management. A new energy management system capable of optimally controlling power
demand. Standing for Interconnection, Interoperability, Interface, and Interaction, “I” represents the concept of acloud system that links a variety of hardware and software tools. (See page 29 for details.)
Takenaka’s own index exponentially calculated from the total actual labor hours against the total standard labor
hours between 2016 and 2018. The total standard labor hours between 2016 and 2018 were determined by aregression equation (2015 standard) based on the labor hours and the value of finished work per building typeundertaken between 2014 and 2016.
Accident frequency rate (Accidents followed by absence of four days or more from work): The number of deathand injuries in occupational accidents that resulted in absence of four days or more from work per one million
work hours in the aggregate.

33 TAKENAKA Corporate Report 2019

Fair corporate activities

公正な企業活動（⑯）

パートナーシップによるAchievementof targets
目標の達成
（⑰）

through partnerships

Evaluation

About Us
Relevant SDGs goals*2

Targets

Society level result: 5 areas
Urban area level result: 7 areas○ Urban area level result: 3 or more areas

Develop KPIs for expertise and strategy.

Develop strategies in 11 areas andimplement activities.

―

Implement activities.

Implementation rate of humanresources education

100%

100%

○

100%

P37

Number of serious public disasters

0

0

○

0

P37

Rate of mixed waste emissions inconstruction of new buildings (per volume)

17% or lower

12.4%

○

15% or lower

P38

Rate of projects that utilize priority green
procurement items

86% or more

Design 86.9%
Construction 85.4%△

87% or more

7. Create a foundation for the development of asound and attractive construction industry.

P38

―

―

Continue to implement Takenaka
Meister Certification.

8. Promote environmentally conscious designs
and energy conservation.

P39

Rate of projects assessed as CASBEE*4 S or A rank
Number of ZEB projects
Number of I.SEM*5 projects

65% or more
4 or more
3 or more

85.7%
6 projects
3 or more○

70% or more
5 or more
4 or more

WEB―

Disclose information andestablish targets.

Establish targets.

―

Disclose information and establish targets
accompanied by specific measures.

10. Promote measures for biodiversity.
*Newly established

P40

―

―

Implemented the“Seiwadai Forestation Project.”―

Promote the “Takenaka Biodiversity
Promotion Program.”

11. Pass down and disseminate architectural
culture and technology, and contribute to
local communities.

P41

Number of community contribution
programs

200 or more

317○

200 or more

12. Develop and disseminate technologies toreinforce architecture and urban areas.

P42―

Develop advanced technology.

Develop technology related to urban
and architectural development.

―

Develop advanced technology andapply for pilot projects.

13. Popularize wooden structures and buildings andpromote the utilization of domestic timber.

P15
WEB

Number of wooden structures andbuilding projects

Expand the number of projects.

7 projects○

9 or more

14. Improve labor productivity throughinnovation across the entire process.

P42

Labor Productivity Index*6

4.0% improvement (over 2015 level)

6.25% improvement

15. Improve work-life balance through drastic
productivity improvement.

P19
WEB

―

Implement plans.

Implement plans.

―

Follow the implemented plans.

16. Provide training to enhance employee
growth and management skills.

P43―

Improve the quality of management
training.

Organize issues andexamine measures.

―

Implement measures on
management training.

17. Ensure safe, hygienic site work environments.

P43

Accident frequency rate (accidents followed
by absence of four days or more from work)*7

0.45 or less

0.36

○

0.40 or less

18. Promote health and productivity management
to improve physical and mental health.

P43―

Implement measures andexamine targets.

Implement measures andexamine targets.

―

Total evaluation score of survey on health andproductivity management: 50 or more

19. Expand opportunities for active involvementof women and seniors.

P44

Rate of women in managerial positions
Status of activities of Komachi construction work teamConclusion rate for reemployment contracts

3.6% or more
Continuing
80% or more

3.8%
30 teams
90.8%○

4.1% or more
Continuing
80% or more

20. Maintain and reinforce internal controls.

P45

―

―

Review and disseminate corporate code of conduct.

――

21. Promote CSR and compliance.

P45

Number of serious noncompliance cases

0

0

○

0

22. Promote activities for respect of humanrights. *Newly established

P46

―

―

Establish a human rights policy andimplement human rights due diligence.

―

Implement measures based on humanrights due diligence.

23. Reinforce information security.

WEB

Number of data breach incidents

0

0

○

0

24. Develop and reinforce disaster response
systems.

P46―

Revise business continuity plans (BCPs)
on a continual basis, and implement
and follow up with exercises and drills.

Implement joint disaster drills andreview coordination systems.

―

Revise business continuity plans (BCPs)
on a continual basis, and implement
and follow up with exercises and drills.

25. Deepen understanding of social issues
through dialog and confirm policy plans andmeasures.

P47

Number of dialogs, and measures andpolicy plans

Organize stakeholder dialog meetingsand develop measures based on
outcomes of the dialogs: 2 or more.

Dialog: 2
Proposal: 2○

Organize stakeholder dialog meetingsand develop measures based on
outcomes of the dialogs: 2 or more.

低炭素社会に向けた
global environment
環境課題への対応（⑦⑬） 9. Reduce CO2 emissions from the entire supply

chain.

Number of fields in which dialogs and strategies Society level result: 2 or more areas
Urban area level result: 2 or more areas
have been developed to resolve issues

Results

Global/local communities

Markets

Implement Takenaka Meister Certification and other Takenaka Meister Certification*3: 490
measures to support new entrants to the industry.

Employees

Partner companies

Society level result: 1 or more areas

Special Feature

P35

Targets

2019*1Business Activities

1. Identify social and urban problems throughdialog and plan strategy.

2018*1

Stakeholders

Pages

Development ofindustrial and
技術革新による産業とsocial infrastructure
社会基盤の構築（⑨）
through technicalinnovation

Promotion ofsocial contribution
activities

Indicators(KPIs)

Affectedstakeholders

Measures

Financial and Nonfinancial
Highlights

Response
to the global
environment andbiodiversity

Sustainableurban creation andsocial systemdevelopment

Contributing to thesustained progress of
local communities

Sustainable growth

Leaving a beautiful earth tofuture generations

CSR/CSV
objectives
CSR/共通価値課題※1

Sustainable urban creation and social system development

CSV objectives to turn stakeholder dreams into reality
for a sustainable future

CSR Action Plan and Results

持続可能なまちづくり・社会システムの構築（⑪）

Our “dream” is to create a sustainable society through architecture
and urban creation, and we are working to meet the aspirationsof our stakeholders, including the global environment and local
communities, the market (clients and end users), employees andpartner companies.
To realize our dream, we have identified objectives for creating theshared values (CSVs) that we want to address with our corporate
activities (both business and nonbusiness), founded on ourgroup’s “CRS Business Vision” and our “Growth Strategy for 2025.”
We also have established KPIs and targets based on implementing
our “CSR Action Plan.” In 2018, we worked on the measures thisplan encompasses to achieve KPIs and targets, and reviewed
some of our implementation to reflect our “uniquely Takenaka”
view. Here we report on the results for 2018 and our targets for2019. Details on the major activities in each of the measures arereported on page 35 and subsequent pages.
In our efforts to become an “integrated engineering firm for urban
creation” that contributes to the development of a sustainable
society, we will carry out our action plan and develop it further
through interaction and discussions with stakeholders and outside
experts.

○ 6.0% improvement (over 2015 level)* Evaluation in (〇/△/×), for quantitative targets
TAKENAKA Corporate Report 201934

Initiatives for CSR and CSV Objectives

We construct high quality buildings that take communities and the environment into consideration.
We also continue dialogs with stakeholders to develop and provide business models and solutions
that help resolve issues regarding the global environment, society, urban areas, customers, andindustries through our business and nonbusiness activities.

Unnan City,
Shimane Prefecture×

Health andlongevity

We have been engaging in dialogs in urban areas by setting a
specific topic per area of expertise in collaboration with an ETIC.
(Entrepreneurial Training for Innovative Communities) We also holdcommunity dialogs under our own initiative in Koto-ku in Tokyo,
Shiojiri City in Nagano Prefecture, and Ogawa Town in Saitama
Prefecture, to seek solutions for local issues utilizing our skills andpast successes.

Nishi awakura Village,
Okayama Prefecture×

Biodiversity

Koto ku, Tokyo×

Area management

Shiojiri City,
Nagano Prefecture×Tourism andcommerce

Tradition andculture● Society level dialogs

Ogawa Town,
Saitama Prefecture×

Tradition andcultureWood structures

Biodiversity*1 Structural construction method: Structural plan made taking account of production efficiency, suchas actual construction and procurement.
*2 All major projects: New construction, expansions, and renovation projects with order values ofmore than 500 million yen.

• Item 1

KPI• Item 2

KPI• Item X

KPI

Issue

Project plan

Customer

Facility plan▲▲

Project plan

Design order

Phase 0: Order acquisition activities

Takenaka Sales
Corporation activities

Phase 1: Basic plan

Basic
plan

Construction plan,
estimates,
personnel plan

Phase 3: Detailed design

Detailed
designTechnical
review

Check ofapplications
Construction
planPhase 5: Construction

Construction
supervision

Predelivery
examination

Construction
management

Phase 6: After-sales services

CS survey andpostcompletion
inspection● Quality integration education

To pass on skills for integrating quality into production, we provide
training programs for different skills and levels in our practicaltechnology training center (Omoi). In 2018, life-size training models
were supplemented with a hybrid structure, which was made of
precast concrete components, steel frames and base isolation
mechanisms, and a wooden structure using Moen-Wood and
CLT.* The training programs now include the latest construction
methods that participants can learn through actual experience. A
CLT dormitory has also been newly built on the premises to provide
the opportunity to stay in a wooden building made from forest
resources during the training.

Framework for setting KPI

Life-size model of hybrid structure in Omoi
Growing edible greens in an
office with vege-table

Completionand delivery After-carePhase 4: Preparation

Phase gate (position where agreement between the customer and the company is confirmed,
and a decision is made on the advisability of advancing to the next phase)* KENCHIKU: Activities that realize spaces in which people can live actively and healthily, from theviewpoint of communication, physical activity, and sensibility.

35 TAKENAKA Corporate Report 2019

Facility management▲

Conclusion of contract

Phase 2: Basic designBasicdesignConstruction▲

Taking over

3-year goal inbusiness areas

2025 goal inbusiness areas

Items to implement overthree years by 2019

・・・・

Health and well-being

Our
expertise

11 areas
HR-related gap to fill

Results: Developed strategies inand implemented activities

Quality assurance system for architectural design and construction projects

設計施工品質保証体系図

KPI: —

Promote innovation to resolve issues andestablish a foundation.

Checking fittings through a model at committee for examining exterior

Project summary

Measure 2

We set up a road map that leads to innovation and a KPI for eachspecial area for which we create a business model and solution as
an "integrated engineering firm for urban creation." Over the lastyear we have set up these road maps and KPIs in 11 areas, such as
Traffic, Tradition and culture, and Living. We are now monitoring
the progress of our set KPIs. As a KPI for the area of Health andlongevity, for example, we decided to create two solutions that
embody our KENCHIKU* (healthy community development)
concept by the end of 2018. As a part of achieving this KPI, wehave introduced a design to encourage people to think about
their physical condition in AEON Mall Miyazaki shopping center.
Another related activity was growing edible vegetables in offices
to refresh workers’ minds, which in turn should stimulate theircreativity and sensitivity.
In line with the Measure 1 activities, we aim to conduct a field test
to develop an urban area level business model and solution.

Building model with exterior data incorporated

Preparations tostart work

Inviting experts, we have hosted study groups under themes of
Living, Work style, Community, Welfare and living support, andInformation/ICT.

Energyactual construction
To make the best use of our Integrated Design-Build System, theProduction Department and major partner companies are involvedin quality integration from the design stage, and we standardize thisbusiness process as a quality assurance system (ISO9001 certified).
A construction project office manager is appointed from the basic
design stage, and this person is then engaged in determining
the structural construction method.*1 Along with the Production
Department, which manages the process from the detailed design to
the working drawings, our staff members integrate the construction
procedure and working drawings by partner companies into thedesign to ensure quality throughout the project, backed up by
construction expertise. We have also started utilizing BIM in all major
projects*2 to achieve more accurate designs on desktop computers bymatching the facility positions and framework, steel frame distribution,and positioning exterior drainage pathways.

Preparations forconstruction● Dialogs with stakeholders in urban areas (See page 14 for details)● Quality integration from the design stage encompassing

Business Activities

Dialogs in Urban areas and applicable expertise

100 (Target: 100)

Stakeholders

Based on discussions in these groups, we have set up KPIs as future
directions, following the framework of Measure 2 below.

Result:Special Feature

Society level result:Financial and Nonfinancial
Highlights

5 areas (Target: 2 or more areas)
Urban area level result: 7 areas (Target: 2 or more areas)

KPI: Implementation rate of human resources education

Strengthen quality integrationand education system.

Receipt of order

As an "integrated engineering firm for urban creation," we started
holding dialogs with urban areas to identify social issues. Last year,
we actually went out into cities to experience actual social issues
and started to make urban redesign plans toward finding solutions,as well as developing this process into a solution business model.

Measure 3

KPI: Number of dialogs and solution strategies

Start of design
activities

Identify social and urban problems
through dialog and plan strategy.

In order to earn society's trust and continue to grow by solving social issues through ourconstruction activities, we are promoting quality assurance and disaster prevention, andcontributing to local communities and the global environment. We are also advancing
infrastructure improvements through our construction industry.

Receipt of order

Measure 1

Prepare a foundation for promoting sustainable production

About Us

Sustainable Urban Creation and Social System Development* CLT: Cross-Laminated Timber. Wooden materials in which layers of lumber are glued at rightangles to adjacent layers.

TAKENAKA Corporate Report 201936

Initiatives for CSR and CSV Objectives

KPI: Rate of projects that adopt 9 or more priority items

Measure 6

Underground work utilizing an existing solid structure

We specify selection policies and guidelines, and items subject to green procurement toobtain materials with low environmental impact in the stages of design and procurement
as well as at our construction project office. The list also contains our own environmentallyconscious products, such as Evoldan,
Vertical Forest, and ECM concrete aiming
to disseminate their use in various projects.
Evoldan is a collapsible air duct component
made with three layers of highly insulated
cardboard. The product can be delivered
to the construction site as a flat packand assembled into the duct on the site,
significantly reducing CO2 emissions in thetransportation stage.
Vertical Forest wall greening system

About Us

Public disasters cause serious damage to third parties, local
communities, and customers. As disasters tend to be large,
particularly in underground construction work, we put particularemphasis on prior inspection of the construction plan and process
management for deep underground construction. In addition,
excavation work has a great impact on the local environment,such as traffic to carry out sediment and bring in steel braces tosupport the earth, dust pollution during excavation, etc. As there
has been an increasing number of construction projects overexisting underground structures, we are improving safety andreducing construction traffic by streamlining the construction
work, including reinforcing existing structures and designing earth
bracing utilizing BIM and 3D analysis.
We also give consideration to local residents and environments,
such as by making attractive seasonal displays at the corners ofconstruction fences.

0 (Target: 0)

In transportation

After assembly
Cardboard duct pipe Evoldan

Measure 7

Create a foundation for the development of asound and attractive construction industry.

KPI: —
Result: Takenaka Meister Certification

490

Measure 5

KPI: Rate of mixed waste emissions in construction of new buildings (per volume)

Recycle and reduce
construction by-products.

Result:The by-product recycling rate in 2018 reached 95.3 percent (ratio
by weight) by thorough separation and following 3R activities.*
Since 2017, we have specified the KPI for rates of mixed waste
emissions in construction, and the figure in new construction has
dropped to 12.4 percent in 2018 owing to careful waste sorting. We
will continue our efforts with further reduction of construction byproducts in the future.
* 3R activities: Waste reduction activities through “reduce, reuse, and recycle.”● Development of technology to reduce construction by-products

Ground improvement and earth bracing generate construction
sludge, and there is now an insufficient number of final disposalsites for this sludge. Sludge is also generated when we use our GridForm Ground Improvement Method (TOFT). We have developed
a technique to utilize foundation soil mixed with this sludge forground reinforcement to improve seismic resistance and inhibitliquefaction. Enlarging the grid size also reduces the sludge volume.

12.4 % (Target: 17% or lower)

As the scope of BIM application has recently been enhanced to include
facility areas, we have established a pipe preparation center in Kotoku, Tokyo. There, we precut pipes to fit the installation destination anddeliver them to the construction site, thereby reducing poor cuts.
● Recycling asbestos as harmless products

Waste asbestos generated in renovation or demolition projects can bemade harmless by melting. However, most asbestos is disposed of in landfills
as the quantity of the asbestos collected from each project is small and thenumber of processing facilities is limited. We have established a system togather the waste asbestos collected by a transporter company in a storage
facility and then dispatch a bulk load of this asbestos to a treatment facility.
After the asbestos is treated, pellets are formed which are then recycled asa course base material, while metals coated with asbestos (e.g., pipes andduct pipes) are recycled into steel frames. In recognition of these efforts, we
received the Minister of Land, Infrastructure, Transport and Tourism Prize inthe 2018 Awards for Distinguished Services in Promoting the 3Rs.

In 2018, together with Chikuwakai, an association of our partnercompanies, the Nagoya Branch Office held hands-on workshops forhigh school students to experience construction techniques. The
workshops were aimed at promoting interest in the constructionindustry as a future career option, and were attended by 167
students who study construction, and civil and electrical engineering.
Under instruction from skilled supervisors having Takenaka Meister
Certification, the students experienced 10 different skills, including
steel frame assembly, plastering and piping. These were prepared inseparate booths that followed the entire construction process. The students gave us comments
such as, “Despite many activities being completely new to me, I really enjoyed them”; and,“I would like to contribute to the construction of a grand-scale building in the future.”

Stakeholders● Hands-on construction experience workshops

Attractive display on a construction fence

Special Feature

Result:86.9% (Target: 86% or more)
Construction 85.4% (Target: 86% or more)

Target: Design

Promote green
procurement.

Business Activities

KPI: Number of serious public disasters

Prevention of public disasters andconsideration for local environments.

Construction experience workshop at the
Nagoya Branch OfficeFinancial and Nonfinancial
Highlights

Measure 4● Improvement of Takenaka Meister Certification

We certify skilled supervisors and engineers to motivate skilled workers and invigorate theirconstruction site. The certification is being improved in stages, such as by introducing new
qualifications and increasing the incentive of certified workers. In 2018, we established a newcertification, Grand Meister, for 65 year olds and above who already have the Senior Meister
certificate, to encourage participation by skilled workers with long-term expertise.

Initiatives at group companies

Tokyo Asahi Build Corporation

Passing on craftsmanship to the future
Tokyo Asahi Build Corporation, a reinforcement work specialist, has been delivering handson classes, in which its skilled employees provide ferroconcrete reinforcement and formwork
demonstrations in technical high schools. The class has been delivered in 13 schools since2014. We gave demonstrations at technical high schools in Kagoshima, Miyazaki, andKumamoto Prefectures in 2018. Students commented, “I was impressed by the seriousness
and great skill of the professionals—seeing real work being done is very different from aschool class.” We continue to convey the importance of “building with pride.”
Recycling construction sludge mixed into foundation soil

37 TAKENAKA Corporate Report 2019

Precutting work in the pipe preparation center

Delivering a class at a technical high school

Awarded the Minister’s Prize
TAKENAKA Corporate Report 201938

Initiatives for CSR and CSV Objectives

Response to the global environment and biodiversity

Measure 10

KPI: Number of ZEB projects
Result:6 (Target: 4 or more)● Promoting zero-energy buildings (ZEBs)

We are actively expanding our zero-energy buildings (ZEBs)
by promoting “affordable ZEB” features: (1) Comfortable, (2)Economical, (3) Made with general technologies, and (4) Provide
easy and simple energy-saving operations. In the new head
office building of TS TECH Co., Ltd., completed in March 2018, wedelivered a 78 percent reduction in energy consumption (comparedwith a standard building) through combining existing generaltechnologies. The building has been certified to be Nearly ZEB by
BELS*1 and achieved an “S” ranking by CASBEE Saitama Prefecture.
In addition, our Higashi Kanto Branch Office in Chiba Prefecture,
which was renovated in 2016 and achieved Net ZEB after asubsequent one-year actual operation record, has been selected
as the 2019 First Place Winner of ASHRAE Technology Awards
in the category of existing commercial buildings, which will bepresented by the American Society of Heating, Refrigerating, and
Air-Conditioning Engineers. We are the first Japanese company toreceive this award.

TS TECH new head office building in Saitama.

*1 BELS: Building-Housing Energy-efficiency Labeling System. The energy efficiency of buildings iscertified in the following three ranks. ZEB Ready: 50 percent or more energy savings compared toa standard building; Nearly ZEB: ZEB Ready plus 25 percent or more energy savings from energy
creation; Net ZEB: 100 percent energy reduction compared to a standard building.

ASHRAE award ceremony

About Us

The Takenaka Biodiversity Program was set
up as a specific means of implementing our
Biodiversity Action Guidelines, which were
established in 2012. As a part of this program,
we host the “Seiwadai Forestation Project”
on the premises of the Takenaka Training
Center, making the best use of its location to
the proximity of Kurokawa, Kawanishi City in
Hyogo Prefecture. Kurokawa is known as thebest satoyama (village forest area) in Japan.
The “Seiwadai Forestation Project” has four
activities, which are described below. In 2018,
we opened the Field Center where mostforestation activities take place. Soliciting
participants from among our employees
across Japan, we conducted a hands-on
forestation training program with support
from the Museum of Nature and Human Activities, Hyogo. The forestation workshops aredesigned to provide knowledge that can be utilized in construction work, along with practicalforestation skills, such as vegetation surveys and logging. Through these activities, we aim
to discover and improve employees’ skills and abilities, which can then be applied to socialand community contributions. Another aim of the program is to cultivate next-generation
leaders who can address a wide range of social issues. By increasing the number of training
participants, we aim to realize forest maintenance and conservation led by our employees andthereby promote engagement with local stakeholders. Eventually, we hope that the Seiwadai
Forest will become a model site for the practice of ecosystems and biodiversity conservation.

Special Feature

Promote environmentally conscious
designs and energy conservation.

Result: Implemented the“Seiwadai Forestation Project.”

All participants in front of the Field Center

Business Activities

Measure 8

KPI: —

Stakeholders

Promote measures for biodiversity.

Financial and Nonfinancial
Highlights

Based on our Environmental Policy, in 2010 we presented our Environmental
Message, “Connecting People with Nature,” and our “Environmental Concept,”
which aimed for a carbon-neutral society. Since then, we have been
constructing energy-saving buildings and cities and protecting biodiversity.

Activity 1:
Activity 2:
Forest maintenance andHands-on forestationconservation led
workshop
Four activities
by employeesof Seiwadai
Forestation
Activity 3:
Project
Activity 4:
Workshop program
Collaboration
withdevelopment and dissemination
stakeholdersof environmental technologies
Forestation workshop● Multifaceted and efficientenergy management
Combining hydrogen energy andrenewable energy with our own energy
management system, I.SEM, we areworking toward realizing a Decarbonized
Model Town. We have been carryingout technical demonstrations in the
Shinsuna area of Koto-ku, Tokyo, and in
2018, we conducted a test of continuous
electricity supply to a building from plugin
hybrid vehicles (PHVs) in the event of an
emergency.
Providing electricity to a building for more than 72 hours from 2 PHVs

Initiatives at group companies

Takenaka Civil Engineering & Construction Co., Ltd.

Civil engineering with consideration for thesurrounding natural environment and ecosystems
Civil engineering in the natural environment requires extra consideration to preserve
ecosystems. In our project to build the foundations for a wind power plant at a nature parkin Kochi Prefecture, we applied a range of natural preservation measures. One example wasa waterway with slopes so that small creatures, such as frogs, could climb out. We also used
seeds of domestic plants for the greening of the slopes. These plants have grown well on theslopes, providing sufficient protection against erosion, while the deep green merges into thebackground and is pleasing to the eye.
Takenaka Civil Engineering & Construction Co., Ltd. will continue to protect the naturalenvironment through civil engineering in a number of construction project offices across Japan.

Waterway with slopes to protect small creatures

Slope greenery with mixed domestic plants

39 TAKENAKA Corporate Report 2019

TAKENAKA Corporate Report 201940

Initiatives for CSR and CSV Objectives

Promotion of social contribution activities

Development of industrial and social infrastructure through technical innovation

Under the slogan “with the local community,” we undertake social contribution
activities in collaboration with various local stakeholders. We nurture people
who can solve social issues with a sense of public good and have the aim oflocal development and cultivation of next-generation human resources.

We will challenge state-of-the-art technology development toinnovate construction production by fusing the latest technology
with environments, safety and security, and the spirit ofcraftsmanship, which are being called for by our society.

Measure 11

Measure 12

Disseminating knowledge and technology, communication
with local communities, and social contribution activities● Support for local educational activities
At the Kobe Branch, employee volunteers gathered to teach guest
school classes, and in cooperation with "Naniwa Delivery School"and "Oedo Delivery School," we conducted hands-on learning
such as experimental building structures for local junior highschool students and production of offices where they wanted
to work. At Ariake Nishi Gakuen School, a new wooden structure
school opened last year in Koto-ku, Tokyo, the project manager
responsible for building the school presented a workshop
entitled, “How Ariake Nishi Gakuen School Was Built” for the
students. In addition to these, we provide numerous workshops
on construction knowledge and technologies to schools andcommunities across Japan.

Passing down and disseminating construction culture● Support for charitable foundations
We provide support to activities of the following three local
community interaction foundations in order to connect the past,present and future by promoting culture, art and education:
Takenaka Carpentry Tools Museum (passing on traditional
technologies and skills to present and future generations); Gallery
A Quad (conveying information about contemporary architectural
culture to society); and the Takenaka Scholarship Foundation(developing tomorrow's leaders.).

We have been working toward “building support technology fora District Continuity Plan (DCP) in a smart community” to ensure
continuation of community activities in an emergency situation.
(1) Infrastructural technology for safety and security: Implementationof measures against liquefaction, base isolation artificial groundreaching the size of a city block, and superlong-life concretethat supports such foundations, long-term ground motion
countermeasures for superhigh-rise base isolated buildings, etc.
(2) Self-sustaining lifeline technology: Formulating alternative lifelinebuilding methods through efficient investment, etc.
(3) Disaster simulation and monitoring technology: Developmentof an evacuation behavior prediction model based on grouppsychology, evacuation simulations utilizing CCTV images (ofpeople and the environment), guide monitoring system during an
emergency, etc.

About Us

Result: Develop technology related tourban and architectural creation.
Demandcontrol

PV and storage
cell control

V2X management
Solar power
generation

PCS

AC

V2B

Takenaka Carpentry Tools Museum (permanent exhibition)
Kobe Higashi Area FM Center

Ariake Nishi Gakuen School in Tokyo● Contribution to communication with local residents

Jointly with neighboring companies, we hosted “Wood Education
Square” at the Environmental Fair held in Koto-ku, Tokyo, where
our Tokyo Main Office is located, and offered a hands-on children’s
workshop for how to use a plane. We also hosted a birdhousemaking workshop at the Toyo Park Green Festival, along with apresentation on local bird life. In Ishinomaki City, Miyagi Prefecture,
we participated in the seventh earthquake recovery event andguided children in making a house with biscuits and sweets astheir “Future Ishinomaki.”● Opening Chochikukyo (an important cultural property) to the public

Now 90 years old, Chochikukyo in Oyamazaki Town, Kyoto, is awooden house that represents Japanese modernism of the 1920s.
It was built by Koji Fujii, who once worked with us, as his own
residence. With the help of local residents, we have opened thishouse to the public to promote architectural culture.

Autumn leaf viewing in Chochikukyo
Toyo Park Green Festival

41 TAKENAKA Corporate Report 2019Children’s Town—Ishinomaki

Improve labor productivity throughinnovation across the entire process.
The constructionindustry must intensify
implementationof automation andmechanization to copewith a rapidly decreasing
number of skilled workers.
We invite the Production
Details of steel foundation
Department and partnercompanies to work together from the earliest design stage of aconstruction project, aiming to incorporate highly productive
building methods and construction expertise. Additionally, thedesign and working drawings are matched at an early stage toreduce rework. We are also working to expand the application of BIM
to digital fabrication and utilization of AI and robots in construction,
looking toward the future. With regard to foundation work that
requires extremely high numbers of man-hours, we have madesignificant productivity improvements by incorporating production
information into design, such as usage of steel foundations andfootings, and unitizing the footings.

DC

Storage cells

EV/PHV
Solar power
generation
Solar power
generation

PCS

AC

DC

Storage cells

EV/PHV

V2G

PCS

AC

Storage cells

DC

EV/PHV* District Continuity Plan: Strategy to maintain community services during and after a disaster.

Measure 14

Special Feature

317 (Target: 200 or more)

Business Activities

Result:

KPI: —

Technological development and evolution
centered on fortifying towns and buildings.

Stakeholders

KPI: Number of local community contribution programs* See page 15 for further details.

Self-sustaining lifeline example

KPI: Labor Productivity Index (over 2015 level)

6.25% improvement
Result:(Target: 4.0% improvement)

Financial and Nonfinancial
Highlights

Pass on and disseminate architectural
culture and technology, andcontribute to local communities.

Measure 13: Popularize wooden
structures and buildings and promote
the utilization of domestic timber.

Usage of steel foundation and steel footings, and flattened work floor

TAKENAKA Corporate Report 201942

Initiatives for CSR and CSV Objectives

Sustainable Growth

Promotion of diversity

Realization of healthy and rewarding workplace environments

Measure 19

Measure 16

Provide training to enhance employee
growth and management skills.

KPI: —

Result: Organize issues and examine
measures.

Our new employees spend a year in a company dormitory while experiencing OJT in
different departments in order to acquire our traditional spirit, as well as a professional
mindset and necessary knowledge. In 2018, we reorganized our job classification
education program, which is provided in the second year and onwards, so that the
program will raise employees' recognition of their roles when they are promoted andimprove their management skills. We continue developing human resources to suit thesocial environment and our business strategy.
SDGs group work in training for newly promoted mangers

Measure 17

Ensure safe, hygienic site work
environments.

KPI: Accident frequency rate (accidents followed
by absence of four days or more from work)
Result:0.36 (Target: 0.45 or less)

We redesigned our uniforms in 2018 to respond to new demands, such as breathability
for summer, female-sized ranges, and with large pockets for tablet devices, while at thesame time making them more stylish. Depending on the type of workers and work at
our construction project offices, it is mandatory to wear a full-body safety harness, which
distributes the load across the entire body in case of a fall. We also provide companywide
training programs on how to use double-hook safety harness lanyards,* and implement a
penalty system for failing to use such safety equipment.

Result:3.8% (Target: 3.6% or more)

Special Feature

We offer a range of training programs, including those to improveline leaders’ skills to support the careers of female workers, andtraining workshops for women who have been selected to takeleading roles in the workplace. A total of 22 female workers were
promoted to managerial positions in 2018, aiming to achievea ratio of 4.5 percent for women in managerial positions by
2020. The number of projects registered under the Komachi
construction work team* is now more than 30, resulting in thedevelopment of the Guidebook for Positioning of Women in Work
Site Environments to support women working at construction
project offices.
Our endeavors were rewarded in 2017 when we received the
Excellence Prize of the Minister of Health, Labor and Welfare under
the category of Equal Opportunity Promoting Company, the firsttime this had been achieved by a construction company
Following the introduction of the Expectation (Role, Position, &Issues) Confirmation Sheet for reemployed workers, which clarifies
the performance expected of them, we revised the reemployment
system in 2018 to enhance work opportunities for senior workers
and offer better working conditions and multiple-year contracts.
We also provide a support program to summarize their career,knowledge, and skills prior to reemployment.

KPI: Rate of women in managerial positions

Business Activities* See page 19 for further details.

Expand opportunities for active involvementof women and senior workers.

Members of the Komachi construction work team ATG54

Stakeholders

Measure 15: Improve work-lifebalance through drastic productivity
improvement.

Financial and Nonfinancial
Highlights

Our vision is to foster a corporate culture in which employees can maintaina good physical and mental state in their work. We aim to build healthy
and rewarding workplace environments that develop the skills of each
employee, which in turn contribute to productivity enhancements.

With the watchwords of “dialog” and “take responsibility,” we aim to createa working environment in which individuals can exert their abilities to thefullest extent according to their personalities in a diverse manner.
About Us

We are working to create safe and comfortable workplace environments, where employees are motivated and haveforesight, and diverse personalities and individuality are respected. To this end, we share an understanding of issues
and collaborate on resolving them through close communication with employees and partner companies.

* Komachi construction work team: A registration scheme operated by the Japan Federationof Construction Contractors for groups of people actively working to increase female workers
at construction sites through improving their working environments. (In Japan, komachi issynonymous with feminine beauty based on several historical literary figures who had this name.)

Site management using a tablet device* Double-hook safety harness lanyard: A safety lanyard that incorporates two hooks to attach to a supporting structure.

Stylish and functional new uniforms

Measure 18

Promote health and productivity management
to improve physical and mental health.

KPI: —

Result: Implement measures andexamine targets.

While our joint research with Chiba University on an office environment for healthy
working has been continuing since 2016, we also commenced the Healthy Work Style
Demonstration Project with FiNC Technologies Inc, and we have been studying thecorrelation between new employees’ lifestyles in the dormitory and their working styles.
Combining the study results with results of the employees’ regular health and stresschecks, we run a PDCA cycle for working environment improvements. These efforts wererecognized by the 2019 Certified Health and Productivity Management Organization
Recognition Program.
43 TAKENAKA Corporate Report 2019

The 2019 Certified Health and Productivity Management
Organization Recognition Program

Initiatives at group companies

Asahi Facilities Inc.

Engineer training in Minori and social contribution
Asahi Facilities Inc. provides all of their employees with theoretical and practical building
maintenance studies using actual facilities at our technical training center, Minori.
This aims to nurture building maintenance and management professionals who canunderstand customer needs accurately and possess a good knowledge of management
methods appropriate to different types of buildings. The company also opens its training
facilities for internships and hands-on experience for students to spread understandingof the importance of building maintenance and management.

Practical training at Minori

TAKENAKA Corporate Report 201944

Initiatives for CSR and CSV Objectives

Fair Corporate Activities

Measure 22

Takenaka Corporate Code of Conduct
Realization of a sustainable society through customer satisfaction andurban creation
Article 2 Compliance with laws and social norms
Article 3 Disclosure and protection of information
Article 4 Respect for human rights
Article 5 Creation of workplace environments where it is easy to work
Article 6 Contribution to global environment
Article 7 Contribution to society
Article 8 Comprehensive crisis management
Article 9 Respect for international norms and contributions to each country and region
Article 10 Implementation system, and response to violation
Article 1

Measure 21

KPI: Number of serious noncompliance cases

Promote CSR and compliance.

Result:0 (Target: 0)

Establishment of framework for CSR and compliance, and implementation of awareness development activities
We established a CSR Promotion Council headed by the president as a central organization for CSR.
We also established a compliance committee headed by the executive officer in charge of complianceunder the council as well as CSR and compliance committees at each of our branches. Furthermore, wehave established multiple consultation and reporting contacts for Takenaka employees as well as thoseat other group companies and partner companies. A liaison officeCSR
for counseling and whistleblowing was also set up to provide a
CSR
CSR
CSR
service in this area for suppliers and other business partners.
The CSR and Compliance News is delivered to all employees eachmonth for specific training and awareness development for CSR
and compliance. November has been designated as AwarenessCopies of “CSR and Compliance News”
Month with various programs conducted during the period.
Vol.

Vol.

CSR Compliance NewsCSR Compliance NewsCSR Compliance NewsCSR Compliance News

Vol.

89

90

Vol.

92

Human Rights Policy
Based on the United Nations' "Guiding Principles on Business and Human Rights," respect internationallyrecognized basic human rights and labor standards, strive for mutual understanding and respect so that people
are not treated unfairly from discrimination and harassment due to race, gender, religion, gender identity or
disability, and realize healthy and rewarding work environments.

About UsWe established our Human Rights Policy on
September 1, 2018. Based on the UN Guiding
Principles on Business and Human Rights andin compliance with our corporate philosophy
and corporate code of conduct, we are taking
concrete action on respect for human rights.
In November, a seminar on "Business andHuman Rights: Issues for the Construction
Industry" was held with Mr. Saul Takahashi,
Japan Representative of the Business & Human
Lecture on human rights by Mr. Takahashi
Rights Resource Centre, as the guest speaker.
He spoke on corporate activities aimed at respect for human rights, and gave a commentaryon the UN Guiding Principles and key points of note for the construction industry.
This was followed by a workshop on human rights due diligence by Mr. Hidemi Tomita of
Lloyd's Register Japan. Staff members from relevant departments participated and worked
to identify human rights risks concerning extended working hours, overseas procurement,
foreign workers, etc., and to examine appropriate measures. In the future, we will reflect
these measures in our corporate policies, etc., and continue implementing activities such as
monitoring and information disclosure.

Special Feature

Based on the basic policy for internal control,
we have developed a corporate organizationalframework and implemented awarenessbuilding and training, promoted CSR activities
and compliance, introduced disaster prevention
activities to respond appropriately when risks are
high, and promoted crisis management to be
conducted under ordinary circumstances. Each of
our group companies formulates its own corporate
code of conduct that complies with our own toensure optimal maintenance of the management
organization. In response to demands from theinternational community in recent years, we revised
our Corporate Code of Conduct in July 2018. The
Code has been distributed among employees and is
now well established through e-learning.

Result: Review and disseminate corporate
code of conduct.

Result: Established a human rights policy andimplemented human rights due diligence

Workshop by Mr. Tomita

Business Activities

KPI: —

Maintain and reinforce internal
controls.

KPI: —

Group presentations

Action Guidelines(1) We have constructed a human rights due diligence system and are implementing it continuously including
solving issues and providing relief to people whose human rights have been violated.
(2) We publicize our initiatives for respecting human rights on our website and by other means.
(3) We request our suppliers and customers to understand this policy and to respect human rights and not toviolate them.
(4) We undertake education and enlightenment activities so that this policy is implemented in our business activities.
Commentary on the presentations

Stakeholders

Measure 20

Promote activities forrespecting human rights.

Financial and Nonfinancial
Highlights

Based on our corporate philosophy, we practice “Total Quality Management” in order toobtain customers satisfaction and earn the trust of society. Together with raising our value tosociety as a corporation, we will fulfill our social responsibilities.

Measure 24

Develop and reinforce disaster
response systems.

94

・ コ ン プ ラ イ ア ン ス ニ ュース・ コ ン プ ラ イ ア ン ス ニ ュース・ コ ン プ ラ イ ア ン ス ニ ュース・ コ ン プ ラ イ ア ン ス ニ ュース
いつもCSR・コンプライアンス活動にご理解・ご協力いただきありがとうございます。

CSR・コンプライアンスニュースVol.94を発行しましたので、ご覧ください。
いつもCSR・コンプライアンス活動にご理解・ご協力いただきありがとうございます。

CSR・コンプライアンスニュースVol.92を発行しましたので、ご覧ください。
いつもCSR・コンプライアンス活動にご理解・ご協力いただきありがとうございます。

CSR・コンプライアンスニュースVol.90を発行しましたので、ご覧ください。
いつもCSR・コンプライアンス活動にご理解・ご協力いただきありがとうございます。

KPI: —

Result: Implemented joint earthquake disaster
drills and reviewed coordination systems.

CSR・コンプライアンスニュースVol.89を発行しましたので、ご覧ください。

■ 特

■ 特

集

集

特 集

今年も11月は「竹中グループCSR・コンプライアンス月間」

特 集
時 代と結ぶ「 企 業 行 動 規 範 」改 定
6月は「環境月間」〜サステナブル社会の実現に向けて〜〜 を実践〜「SDGs」〜 課題解決のために世界が動き出している〜社会と価値観を共有し 竹中らしさ

アンケートはここをクリック

アンケートはここをクリック■2018.10.24 発行：竹中工務店経営企画室CSR推進部

アンケートはここをクリック■2018.7.25 発行：竹中工務店経営企画室CSR推進部

アンケートはここをクリック■2018.6.5 発行：竹中工務店経営企画室CSR推進部■2018.4.25 発行：竹中工務店経営企画室CSR推進部

Seminar on SDGs for executive officers responsible for CSR

Activities to support compliance with the Construction Business Act
We are making ongoing efforts to make sure that our employees are aware of relevant laws
and ordinances to ensure that our corporate activities are conducted properly and legally. In
association with the Fair Construction Transactions Promotion Month designated by the Japanese
government, we have confirmed full legal compliance at all of our partner companies.
Activities to achieve fair procurement and continuous measures against antisocial forces
To fulfill our social responsibility, we have formulated a procurement policy and action guidelines,
based on which we are working with our business partners to implement procurement that
responds to the needs of society and our customers. We ask our business partners to take specificaction based on this policy and guidelines.
45 TAKENAKA Corporate Report 2019

Explaining procurement policy and action guidelines
at a general meeting of Chikuwakai

We have established a business continuity plan (BCP) for
preparedness in the event of large-scale earthquakes anticipatedin the near future, and we have set up a disaster management
headquarters to confirm the safety of employees and their families
and to confirm and repair damage to construction project offices,company facilities and buildings that we have constructed for ourcustomers. In 2018, disaster simulation drills were conducted ateight project offices as training for our initial response. Additionally,
training for joint disaster measures was organized to verify theeffectiveness of the companywide mutual cooperation system.
These drills were participated in by some 12,000 employees,
including those from 17 group companies. We will continue to
conduct drills for major disasters and improve our BCP to increase
our emergency preparedness.

Joint disaster measures training

Earthquake disaster practical training (transport of stockpiled supplies)
TAKENAKA Corporate Report 201946

Initiatives for CSR and CSV Objectives

External Perspectives

Achievement of Targets Through Partnerships

KPI: Number of dialogs, and measures and policy plans

2

2

Result: Dialogs / Proposals(Target: Organize stakeholder dialog meetings and develop measures
based on outcomes of the dialogs: 2 or more.)

Mr. Takashi Nawa

In May 2018, two experts were invited to a dialog to assess the level of management
and progress made with promoting CSR at Takenaka, get suggestions on what should
be strengthened, and define future directions. Mr. Naoki Adachi, president of Response
Ability, Inc., spoke on "sustainable buildings and urban creation" and "CSR procurement
and management." Mr. Takashi Nawa, Professor at Hitotsubashi University Graduate
School, described the latest trends in "growth strategies, and strategy and management."
In the course of our discussions on these topics, we identified areas we should explore in
the future, including our approach to the lumber supply chain, creating business models
and reinforcement of external communications.

Building a fan base that changes commitment
into strength

Mr. Naoki Adachi

Corporate Governance
We are working to develop a corporate governance organization and effective management of the system throughactivities aimed at improving the quality of our overall corporate activities to satisfy the demands of our customers,
earn the trust of society at large, and raise our social value.

Organizational governance—Improving management quality and confirming governance for rapid, accurate decision making
Corporate Governance Organization
General Meeting of Shareholders[Board ofCorporate Auditors]
Corporate auditors
Outside corporate
auditors

Audit

Selection■ Board of Corporate Auditors and Corporate Auditors’ Office

The Board of Corporate Auditors, which consists of four
corporate auditors including two outside corporate auditors,
audits the execution of duties by the directors, including
attendance at Board of Directors meetings.
In addition, the board is subject to fair, unbiased auditing by
an accounting and auditing firm acting as an independent
auditor. We have also established a Corporate Auditor’s Office
as an internal auditing organization to verify the accuracy
and justifiability of the state of the company’s operational,
accounting and financial activities.
47 TAKENAKA Corporate Report 2019

[Board of Directors]
Directors

Financialauditing

Appointment

ReportPresident
CSR Promotion
Council
Crisis Management
CouncilManagement
Council
Executive Board

Corporate officers
Corporate
Auditors’ Office

Main Offices/
Branch offices
Operational
headquarters

CSR Promotion
Department

Operations auditing Group companies Compliance
guidance

Guidance

Corporate
auditors

Appointment

Appointment

Guidance

Appointment

Corporate attorneys(basic concept)
The board of directors meets once a month or more
often as needed in its capacity as a supervisory body fordecisions concerning corporate management and businessadministration. The corporate officer system was also
adopted in 2010 to accelerate the management decisionmaking process and enhance business administration andsupervisory functions.

Report■ System of Board of Directors and Corporate Officers

The impression of a variety of elements being essential in urban
creation suggests that Takenaka should move onto a higher
level in examining the basic nature of each element and clearly
define the company's concept of "what the commitments are
and what Takenaka intends to address in earnest." Attractive
Renewal Project presents glimpses of Takenaka's commitment totradition. The two aforementioned activities likewise represent
that "this commitment is truly Takenaka" and are expressions tocommunicate this message.
In the assessment of materiality from the perspective of "importancefor the stakeholder" and "importance for the company," the issues
that are classified as very high in importance from both aspects arevery much the same for every company. It is important to have afirm grasp of what is included in the range regarded as important
for the company, even when the level of importance is low atpresent for stakeholders. I believe that Takenaka's uniqueness, itscommitment and the earnestness of its drive will lay a foundationthat will eventually draw the support of all stakeholders. The highrise wooden building built in Sendai with lumber from Oita, forexample, was a project that symbolized the "Grand Cycle" linking
forests and urban areas. The narrative that organically creates asingle ecosystem and lays down the connections shows what is
uniquely Takenaka vis-à-vis its close relationship with woodenarchitecture. In terms of BIM, the description "state-of-the-art" maysound overused by companies in the industry, but Takenaka has put
its own unique touch to the latest technologies. If the commitment
to tradition, commitment to wood and wooden structures, and thecommitment seen in cutting-edge technology show the uniqueaspects of Takenaka, I believe that the message will serve as a focal
point in stimulating empathy and reach a larger range of people,
and will drive progress into important areas for both.

For instance, local cities are populated with modern buildings thatsuggest a Tokyo landscape, diminishing the local characteristics
they had possessed to our disappointment. What is expected from
Takenaka is urban creation that is not identical, but uniquely its
own, designed to enhance its local characteristics and qualities. I
believe it is an image of progress as a "comprehensive engineering
firm for urban creation," not from the conventional standpointof a real estate developer, but based on its firm foothold in the
traditional concept of urban areas. To do so, it is necessary to build
human resources that fulfill the role of "the producer," creating andenhancing the community's distinctive characteristics, to build anenvironment in which Takenaka-ism is passed on to succeeding
generations through a process of community development that
requires a very long period of time.

Communicate a message that has “human warmth”
Amid greater sophistication and diversification in building
functions, the focal point for Takenaka Corporation is undoubtedly
its emphasis on "people friendly," represented by the creation ofhealthy and comfortable environments, happiness and joy, andnurturing. The future issues for the company lie in how to enrichpeople’s lives and express human warmth—communication ofhuman and emotive aspects in words that are bold and daring.
Through repeated efforts in executing this process, I believe that
Takenaka will be able to create its own "icon of specialty" notfound among the SDGs' 17 targets, leading to the emergence ofthe essence of its corporate message.

Special Feature

Deepen understanding of social issues through dialog andconfirm policy plans and measures.

After reading the latest report, I could see that specific action has
started across a wide range of activities in just a year, showingthat steady progress is being made toward growth. I wasparticularly impressed by the assembly-type cardboard duct thatcuts down on CO2 during transport and the "Takenaka Meister
Certification” organized in cooperation with partner companies
to certify outstanding engineers and team leaders. Furthermore,
the concept of "restoring history to the present" found in the
Attractive Renewal Project provides the means to build a stockbased society that enables both the preservation and utilization of
traditional structures, and is a wonderful message providing the
key to local revitalization.

Business Activities

Measure 25

Further progress with an approach that is possible
only for Takenaka that is embracing people andlocal communities

Stakeholders

Wide range of activities that show accelerated
evolution in action

Financial and Nonfinancial
Highlights

Partnerships with all stakeholders will be activated, issues identified
and solutions explored through business activities to contribute to
the development of a sustainable society.

About Us

Moving the warmth of wood and wooden structures,and the human touch into the corporate message

Takashi Nawa
Adjunct Professor,
International Corporate Strategy,
Hitotsubashi University

Born in 1957 in Kumamoto Prefecture, Professor Nawa has a Bachelor of Arts degreein Law and Political Science from the University of Tokyo and an MBA from Harvard
Business School (as a Baker Scholar). He has work experience of roughly 10 years
in the industrial plants and infrastructure sectors at Mitsubishi Corporation, andapproximately 20 years of consulting experience as a director at McKinsey & Company
until 2010. He has been involved in a wide range of projects, including nextgeneration growth strategy planning and companywide restructuring in numerous
industries in Japan, other Asian nations, the United States, etc. He was appointed
to his current post in June 2010. His books include CSV Management Strategy andPrinciples of Growth Businesses: Theory of 21st Century Business Management Observedin 100 Top Global Businesses, Full Spectrum of Techniques in Problem-solving and Value
Creation that Transcend Consulting, Textbooks on Corporate Reform, etc.
TAKENAKA Corporate Report 201948

Financial and Nonfinancial Highlights

80th term
2017

81th term
2018

Orders received

1,418,103

1,295,029

1,291,682

1,391,442

1,397,818

Revenues

1,150,663

1,284,362

1,216,570

1,295,951

1,353,627

27,741

59,88391,367

107,988

85,063

2.4

4.7

7.5

8.3

6.3

Ordinary income

38,367

68,666

93,572

115,304

93,977

Net income

23,54544,14061,43275,762

63,638

Net assets

471,436

521,011566,470652,033

671,189

Total assets

1,240,256

1,342,971

1,318,055

1,450,191

1,476,490

Operating income
Operating margin (%)

Other Financial Data (Consolidated)
78th term
2015

79th term
2016

80th term
2017

81th term
2018

Cash flow from operating activities

14,67440,032

87,88388,476

107,719

Cash flow from investing activities△5,207△20,119△48,695△42,847△40,772

Cash flow from financing activities

12,984

2,415

△147

△14,235△32,662

Research and development expenses (Billions of yen)

5.7

6.2

7.0

7.7

8.4

Capital investment (Billions of yen)

27.2

25.3

62.3

56.5

27.0

Return on equity (ROE) (%)

5.2

9.0

11.4

12.6

9.7

Revenues by Business (Consolidated)

(Millions of yen)

77th term
2014

78th term
2015

79th term
2016

80th term
2017

81th term
2018

Construction business

1,063,666

1,188,308

1,104,999

1,193,475

1,241,868

Development business

48,287

46,74359,86849,65359,045

Others38,70949,30951,70352,822

52,713

Orders Received/Revenues(Consolidated)

Ordinary Income/Ordinary
Income Ratio/Net Income(Consolidated)(Billions of yen)(Billions of yen)

1,600

120

1,200

1,391.4 1,397.8
1,353.6
1,291.6
1,295.9
1,216.5

(%)

115.3

90

93.5

60

7.5

2016

Orders Received

2017

81th term

5.0

2.5

0

2018

Revenues

49 TAKENAKA Corporate Report 2019

79th term

2016

Ordinary Income
Net Income

80th term

2017

1,043,880

1,128,429

1,180,889

Asia

129,903

134,923

117,939

91,84787,339Europe33,30827,783

26,11446,35352,678

North America

25,92130,701

28,63629,32032,719Others

1,086

–

–

–

–

77th term
2014

78th term
2015

79th term
2016

80th term
2017

81th term
2018

Number of employees(Consolidated)

7,133(12,187)

7,195(12,328)7,307(12,592)

7,400(12,982)

7,500(13,042)

Average age of employees

44.7

44.4

44.3

44.0

44.0

Average length of continuous
employment (Years)
Number of women in
managerial positions
Accident frequency rate
(Accidents followed by absenceof four days or more from work)*1
CO2 emissions intensity during
construction work
(t/100 million yen)*2

20.2

19.8

19.6

19.2

19.1

68

78

86

100

121

0.55

0.47

0.33

0.41

0.36

10.8

10.6

10.5

10.0

10.4

Rate of final disposal of
construction waste (Wt. %)*3

3.2

2.7

2.7

2.3

4.7

Rate of number of CASBEE
S- and A-rank projects (%)*4

61.2

52.0

67.1

77.3

85.7

*1 Percentage of the number of occupational injuries caused by industrial accidents accompanied by an absence of four days or more from work for every million man hours of labor*2 Per value of completed work
*3 Does not include construction sludge and specially controlled industrial waste.
*4 Total number of S- and A-rank projects among the company’s design projects. The number for 2014 was revised.

(Billions of yen)

(Persons)(Persons)

1,600

80

16,000120121

CO2 Emissions Intensity
During Construction Work
(Nonconsolidated)

Number of CASBEE S- and
A-Rank Projects/Rate(Nonconsolidated)(t/100 million yen (per value of completed work))(Cases)

(%)

12

80

100

1,200

62.3

60

12,00056.5

12,982

12,59210.5

100

13,042

90

10.0

9

86

85.7

10.4
77.3

60
67.1

58

75
54

51

0
80th term

1,090,954(Billions of yen)

6.9

30

79th term

960,443

Number of Women in
Managerial Positions(Nonconsolidated)

800

8,000

40
652.0

0

Japan

Number of Employees(Nonconsolidated andConsolidated)

671.1

566.4

400

81th term
2018

Research and Development
Expenses/Capital Investment(Consolidated)

1,318.0

63.6

61.4

80th term
2017

1,450.1 1,476.4
93.9

7.7

79th term
2016

Net Assets/Total Assets(Consolidated)

8.9

75.7

800

10.0

78th term
2015

Nonfinancial Data (Nonconsolidated)(Millions of yen)

77th term
2014

77th term
2014

About Us

79th term
2016

Business Activities

78th term
2015(Millions of yen)

Stakeholders

77th term
2014

Revenues by Region (Consolidated)

Special Feature(Millions of yen)

Financial and Nonfinancial
Highlights

Income Statement and Balance Sheet (Consolidated)

81th term

2018

Ordinary Income Ratio

7,500

4,000

20

0

7.0

7.7

8.4

79th term

80th term

81th term

0079th term
Net Assets

7,400

60

6

40

50

30

3

20

25

27.0

400

2016

7,307

80th term

2017

Total Assets

81th term

2018

2016

2017

Research and Development Expenses

2018

Capital Investment

079th term

2016

80th term

Nonconsolidated

2017

81th term

2018

Consolidated

079th term

2016

80th term

2017

81th term

2018

0

0
79th term

2016

80th term

2017

81th term

2018

79th term

2016

80th term

2017

Number of Cases

81th term

2018

Rate

TAKENAKA Corporate Report 201950

TAKENAKA
Corporate Report 2019

HEAD OFFICE
OSAKA
1-13, 4-chome, Hommachi, Chuo-ku, Osaka 541-0053, Japan
Tel: 06-6252-1201 Fax: 06-6271-0398
MAIN OFFICES
TOKYO
1-1, 1-chome, Shinsuna, Koto-ku, Tokyo 136-0075, Japan
Tel: 03-6810-5000 Fax: 03-6660-6012
OSAKA
1-13, 4-chome, Hommachi, Chuo-ku, Osaka 541-0053, Japan
Tel: 06-6252-1201 Fax: 06-6266-0012
BRANCH OFFICE LOCATIONS
Sapporo, Sendai, Yokohama, Chiba, Saitama, Nagoya,
Kyoto, Kobe, Takamatsu, Hiroshima and Fukuoka
TAKENAKA RESEARCH & DEVELOPMENT INSTITUTE
5-1, 1-chome, Otsuka, Inzai-shi, Chiba 270-1395, Japan
Tel: 0476-47-1700 Fax: 0476-47-3050
OVERSEAS OFFICES AND SUBSIDIARIESTHAI TAKENAKA INTERNATIONAL LTD.
BANGKOK
Silom Complex, 26th Floor, 191 Silom Road, Bangrak,
Bangkok 10500, Thailand
Tel: 66-2-266-2800 Fax: 66-2-266-2808
THAI TAKENAKA INTERNATIONAL LTD.
MYANMAR BRANCHYANGON
Room No.4(A),138(D), New University Avenuue,Bahan Township, Yangon, Myanmar
Tel: 95-9-771-371-169
PT. TAKENAKA INDONESIA
JAKARTA
MidPlaza 1, 18th Floor, Jl. Jend.
Sudirman Kav. 10-11, Jakarta 10220, Indonesia
Tel: 62-21-573-5660 Fax: 62-21-574-1684
TAKENAKA (MALAYSIA) SDN. BHD.
KUALA LUMPUR
E-17-08, Menara SUEZCAP 2, KL Gateway, No.2, Jalan Kerinchi,
Gerbang Kerinchi Lestari, 59200 Kuala Lumpur, Malaysia
Tel: 60-3-7931-6800 Fax: 60-3-7931-5800

www.takenaka.co.jp

This publication uses paper certified by FSC® and vegetable oil ink
as well as environmentally friendly waterless printing.

TAKENAKA CORPORATION SINGAPORE OFFICESINGAPORE
15A Changi Business Park Central 1, Eightrium #03-04
Singapore 486035
Tel: 65-6899-8989 Fax: 65-6276-7333
TAKENAKA INDIA PRIVATE LTD.
GURGAON
1st Floor, Tower C, First India Place, Mehrauli Gurgaon Road,
Gurgaon 122002, Haryana, India
Tel: 91-124-483-5900 Fax: 91-124-483-5999
TAKENAKA VIETNAM CO., LTD.
HO CHI MINH CITY
4th floor, HD Tower, 25bis Nguyen Thi Minh Khai, District 1,
Ho Chi Minh City, Vietnam
Tel: 84-28-3822-7730 Fax: 84-28-3822-7740
TAKENAKA (CHINA) CONSTRUCTION CO., LTD.
SHANGHAI
Room 3902, 39F Longemont Yes Tower 399 Kaixuan Road,
Changning District, Shanghai, 200051 P.R. China
Tel: 86-21-6859-1201 Fax: 86-21-6859-1203
TAKENAKA EUROPE GmbH (European Headquarters)DÜSSELDORF
Grafenberger Allee 136, D-40237 Düsseldorf, Germany
Tel: 49-211-167940 Fax: 49-211-1679444
TAKENAKA CORPORATION (U.S.A.)
CHICAGO
555 Pierce Road, Suite #190, Itasca, IL 60143, U.S.A.
Tel: 1-630-250-3400 Fax: 1-630-250-3433
TAK DEVELOPMENT, INC.
NEW YORK
70 East, 55th Street, 4th Floor, New York, NY 10022, U.S.A.
Tel: 1-212-489-6001 Fax: 1-212-489-6002
SAN FRANCISCO
222 Mason Street, 5th Floor, San Francisco, CA 94102, U.S.A.
Tel: 1-415-398-0232 Fax: 1-415-398-0322
TAK HAWAII, INC.
HONOLULU
Topa Financial Center-Fort Street Tower, 745 Fort Street, Suite
708 Honolulu, HI 96813, U.S.A.
Tel: 1-808-523-5899 Fax: 1-808-523-9082

Cat.No.010001e 301905CA