Feature

｜Feature｜
Summary of Kanamoto’s new long-term vision “BULL55” and status and key policies of the Medium-term Corporate Management Plan “BULL53”

The Kanamoto Group has named its new long-term
vision “BULL55” - Build Up a Legendary Leading company plan for the 55th -. This vision takes a future perspective, positioning 2019 (Kanamoto’s 55th Business Period) as a target year to serve as a guidepost for establishing the Kanamoto brand.
For this new long-term vision, Kanamoto’s approach was to prepare a phased execution plan. To cover the first phase from 2015 (51st Business Period) to 2017 (53rd Business Period), it formulated the Medium-term Management Plan (BULL53). The Kanamoto Group will proactively expand its base of operations in the Kanto & Shinetsu Region, where major projects including infrastructure construction and various redevelopment projects related to the Tokyo Olympics and Paralympic Games to be held in 2020 are planned, and work to establish an organization aimed at increasing sales and earnings in the Tokyo metropolitan area based on the medium to long-term demand outlook. As a long-term engine of growth, the Company also will strategically pursue the creation of overseas bases of operations, primarily in ASEAN countries where there is strong latent demand.
At the same time, to improve risk resilience and react quickly to changes in its operating environment, Kanamoto will work to enhance corporate performance management, strengthen its governance organization, and build the management systems that will enable it to grow continuously over the long-term.

１　Domestic

Expansion of domestic base of operations

In addition to focusing on the Tokyo metropolitan area where much of Japan’s public and private sector demand is concentrated, Kanamoto will undertake branch development, pursue M&A and remain on a growth track in areas west of the Kanto Region, while maintaining net sales in the Hokkaido and Tohoku regions.

２　Overseas

Overseas development

Kanamoto will maintain or expand its existing subsidiaries in Shanghai, Hong Kong, and Singapore, further expand overseas operations in the rapidly developing ASEAN countries and take steps to develop business operations in countries such as Indonesia, Thailand, Vietnam and Philippines where demand is anticipated for
specialized equipment for engineering works such as ground improvement and the shield tunneling method, sectors in which the Kanamoto Group possesses unique expertise.

３　Internal

Optimization of internal operational processes

Kanamoto considers its construction equipment management system and improvements in operating efficiency to be the wellspring of the Kanamoto Group’s earnings, and seeks to increase operating efficiency and reduce costs through stronger control over rental unit prices and the pursuit of operational process improvements.
Kanamoto will also further boost the efficiency of operations through the expansion of its business unit support functions and systems integration with related Group companies.

To understand the operating environment surrounding the Kanamoto Group, starting from the next page we take a closer look at some of the major domestic and overseas projects for which concentrated investment is anticipated. We also report on the vigorous construction demand that will provide a fair wind driving the Kanamoto Group’s performance.