オンライン カジノ 入金 Expanding of the Overseas Business
Strategic Expansion of Overseas Business
The Comprehensive Strategy for the Rebirth of Japan, approved by the Cabinet オンライン カジノ 入金 July 2012, pledged that the construction industry would receive new orders totaling two trillion yen or more オンライン カジノ 入金 overseas markets per year by FY2021.3. Furthermore, the Infrastructure Systems Export Strategy, compiled by the Management Council for Infrastructure Strategy オンライン カジノ 入金 May 2013, set a target of winning infrastructure system orders amounting to 30 trillion yen by 2020.
オンライン カジノ 入金 this context, the company’s Medium-Term Business Plan ’12 set forth “further strategic global expansion” as a means for diversifying the earnings base. The Plan aimed to increase the ratio of overseas net sales オンライン カジノ 入金 the construction business to 20 percent オンライン カジノ 入金 FY2015.3 and to 25 percent to 30 percent オンライン カジノ 入金 the medium to long term.
The company established priority regions to concentrate management resources オンライン カジノ 入金 select areas. The three regions of Southeast Asia, North America, and the Middle East as well as Oceania were designated, as legal systems, business practices, and socio-economic infrastructure have been established to a certain extent and political and security risks were relatively small. The company decided to expand business strategically, considering the characteristics of each region, through M&As and joint ventures, drawing on the knowledge of local companies.
オンラインカジノ entered overseas markets at an early stage. オンライン カジノ 入金 Southeast Asia, the building construction business was carried out by creating local subsidiaries to conduct activities rooted オンライン カジノ 入金 each region. On the other hand, the civil engineering business was conducted under the head office’s direct control. オンライン カジノ 入金 North America, the company expanded its business by forging partnerships with experienced local companies or by incorporating local companies into the Obayashi Group.
The overseas business was formerly overseen by the Overseas Business Division, with businesses divided into the civil engineering and building construction businesses and by country (the civil engineering business was managed at the project level, except for North America). However, large-scale overseas construction projects, such as the construction of the Dubai Metro, led to losses that significantly impacted the company’s performance.
To counter such risks オンライン カジノ 入金 overseas projects, the company promoted localization, integrated management of regional information and knowledge, and pursued greater and more stable profitability. To this end, it established the North American Regional Headquarters and the Asian Regional Headquarters under the Overseas Business Division オンライン カジノ 入金 July 2010 and assigned officers オンライン カジノ 入金 charge. This setup was designed so that the company could correctly gauge the risks and take measures against them, thereby reducing risks at the local level.
オンライン カジノ 入金 North America, where there are continuous opportunities to win orders for public works projects, the company decided to further promote localization through M&As オンライン カジノ 入金 FY2013.3 and beyond, and to increase contracts while reducing construction risks through partnerships with outstanding local general contractors. The company’s strategy for Asia was to work closely with the domestic sales and marketing department to understand the intentions of Japanese companies with regard to capital investments, thereby increasing contracts, オンライン カジノ 入金 addition to increasing contracts from global companies.
The breadth of the customer base オンライン カジノ 入金 Japan and the global network for information sharing were expected to be trump cards for winning contracts. オンライン カジノ 入金 particular, the company aimed to diversify its business portfolio. Its strategy オンライン カジノ 入金 the civil engineering business was to focus on large-scale public works projects, such as those requiring the use of shield tunneling excavation, where it can utilize its world-class technology. オンライン カジノ 入金 the building construction business, it sought to focus on the building of production bases for Japanese companies with proven track records. It also set its sights on gaining contracts from global companies.
Withregard to human resources, the company actively employed locally hired employees (national staff) to managerial and executive positions at overseas group subsidiaries. The company has created a personnel system, salary system, and career paths that are suited to the characteristics of each country, and has worked to improve future productivity and management capabilities by homing オンライン カジノ 入金 on developing and retaining human resources who will become executive candidates.
(Reference: Special Contents > Global Presence)
Promotion of M&As and Growth of the North American Business
オンライン カジノ 入金 the U.S. building construction sector, the company developed its business around M&As from early on, based on a policy of deepening market penetration by building partnerships with local companies. The company established James E. Roberts-オンラインカジノ オンライン カジノ 入金 1978 as a joint venture with James E. Roberts, acquiring E.W. Howell オンライン カジノ 入金 1989 and Webcor オンライン カジノ 入金 2007. オンライン カジノ 入金 October 2012, the company established and invested オンライン カジノ 入金 JS Builders, which is engaged オンライン カジノ 入金 the construction of low-rise housing complexes and small-scale commercial facilities オンライン カジノ 入金 the San Francisco Bay area.
The civil engineering business is under the direct control of the head office and implements projects worldwide that require advanced technology. オンライン カジノ 入金 the 1970s, Obayashi became the first Japanese company to win a contract for the San Francisco sewer system, a U.S. public works project. The company has long positioned the United States as an important base for its overseas civil engineering business and has performed mainly public works projects.
The U.S. construction market is large, and not only オンライン カジノ 入金 terms of public investment. Replacement and repair of bridges as a measure against the aging and weakening of infrastructure is promoted, and new investment オンライン カジノ 入金 highway and railroad construction has also been increasing. It was projected as such that the market would continue to remain stable for a while longer.
オンラインカジノ therefore resolved to further increase contracts for infrastructure projects by leveraging the synergy of its credibility, technological capabilities, and management skills オンライン カジノ 入金 large-scale construction projects with the knowledge of local companies, and acquired Kenaidan オンライン カジノ 入金 Canada オンライン カジノ 入金 March 2011. Kenaidan is an Ontario-based company that performs mainly civil engineering work and has had a track record as a joint venture partner. Kenaidan needed a financial foundation to ensure its survival and stable growth into the future. On the other hand, Obayashi hoped to develop its business オンライン カジノ 入金 Canada where there is a strong momentum for infrastructure investment. Therefore, Obayashi decided to conduct an M&A with Kenaidan オンライン カジノ 入金 order to enter the PPP market, which is expected to grow オンライン カジノ 入金 particular.
オンライン カジノ 入金 addition, オンライン カジノ 入金 November 2014, the company acquired Kraemer North America. Kraemer is a construction company based オンライン カジノ 入金 the Midwest of the United States, and has been mainly オンライン カジノ 入金 the business of bridge, road, and railroad construction. It has a proven track record and reputation for advanced technological capabilities, especially オンライン カジノ 入金 the bridge construction field. The company’s acquisition of Kramer was expected to lead to a further increase オンライン カジノ 入金 contracts for infrastructure projects through synergies between highly superior tunnel technology and Kraemer’s bridge technology and expertise as a local company. The scale of the Obayashi Group’s business オンライン カジノ 入金 North America was also projected to expand following the acquisition, through opportunities for collaboration with companies such as Webcor and Kenaidan.
(Reference: Special Contents > Global Presence > Introduction of Overseas Offices: North America)
Localization オンライン カジノ 入金 Asia
オンラインカジノ has taken varied approaches to the building construction business オンライン カジノ 入金 Southeast Asia, depending on the country. オンライン カジノ 入金 Thailand, Indonesia, and Vietnam, locally based Group companies (Thai Obayashi, Jaya Obayashi, and Obayashi Vietnam) have worked collaboratively with the sales and marketing department オンライン カジノ 入金 Japan to help Japanese companies enter the local market, focusing their efforts on winning contracts for construction work from these companies, as well as from global companies. オンライン カジノ 入金 Singapore and Malaysia, however, the company’s overseas offices directly developed business and received many orders from non-Japanese companies and orders for real estate development projects of local companies.
Although the company had long recognized the importance of localization オンライン カジノ 入金 overseas business development, localization オンライン カジノ 入金 Southeast Asia was further promoted after Southeast Asia was identified as a priority region オンライン カジノ 入金 the overseas business strategy オンライン カジノ 入金 the Medium-Term Business Plan ’12.
The company further increased the ratio of orders received from local companies and also increased the number of projects オンライン カジノ 入金 which construction management is performed solely by local national staff. オンライン カジノ 入金 particular, civil engineering work conducted under the company’s direct control requires an オンライン カジノ 入金-depth understanding of the climate and politics of the region. Obayashi collaborated with outstanding local partners who are well versed オンライン カジノ 入金 local conditions and combined their knowledge with the company’s experience and technology to develop its business.
Against this backdrop, the company established the Myanmar Office オンライン カジノ 入金 April 2013 and made a full-fledged market entry オンライン カジノ 入金 Myanmar, which was rapidly proceeding along the path to democratization. Japan had resumed its official development assistance (ODA) for Myanmar, and it was expected that private-sector companies would enter the market, and that demand for social infrastructure would lead to long-term construction investments. オンライン カジノ 入金 January 2014, the building construction business オンライン カジノ 入金 Singapore was transferred to a local subsidiary, Obayashi Singapore. オンライン カジノ 入金 the building construction department, group subsidiaries had taken control of most of the key markets オンライン カジノ 入金 Asia.
オンライン カジノ 入金 October 2013, オンライン カジノ 入金 Indonesia, a joint venture consisting of オンラインカジノ, local company PT. Jaya Konstruksi, and another company, was awarded a contract as a sponsor (managing company) for the surface section CP103 (approximately 3.8 kilometers) of the Jakarta Mass Rapid Transit (MRT) Project (Phase 1).
The project, funded by a yen loan from Japan, was to construct Indonesia’s first MRT system, including a subway, which connects the southern suburbs of Jakarta with the city center (approximately 15.7 kilometers) to alleviate serious traffic congestion オンライン カジノ 入金 the Jakarta metropolitan area.
Prior to gaining the joint venture contract, オンライン カジノ 入金 May 2013, the company was awarded a contract for two subsurface sections of the project, CP104 (approximately 1.8 kilometers) and CP105 (approximately 2.1 kilometers), as the joint venture subcontractor. The surface section CP103 constituted the third section.
オンライン カジノ 入金 China, the company founded the local subsidiary Obayashi (Shanghai) Construction オンライン カジノ 入金 September 2003, and marketing activities were conducted. Due to constraints arising from differences オンライン カジノ 入金 legal systems and China’s strict regulations on overseas corporations, allowing foreign companies to obtain only a second-class license to construct medium-sized buildings, however, Obayashi liquidated the subsidiary and withdrew from the Chinese market オンライン カジノ 入金 March 2011.
Starting Anew オンライン カジノ 入金 Australia and Business Expansion オンライン カジノ 入金 Oceania
オンラインカジノ launched its construction business オンライン カジノ 入金 Australia オンライン カジノ 入金 1986 and was involved オンライン カジノ 入金 many domestic projects, including Stadium Australia, which was the main venue for the Sydney Olympics held オンライン カジノ 入金 2000. The local market then shrank, leading to the company’s decision to temporarily suspend its Australian business activities from 2003. However, the Oceanian construction market later picked up, backed by strong investment オンライン カジノ 入金 infrastructure such as roads and subways. The region turned into a promising market that could reap the benefits of the company’s superiority オンライン カジノ 入金 advanced technology and construction experience. The Australian government demonstrated eagerness toward public investment, and this factored into the forecast that the construction market would see continued growth. On the basis of such projections, the company reopened its Australian office オンライン カジノ 入金 Sydney オンライン カジノ 入金 May 2012 and won contracts for a sewer system and other projects.
Prior to its renewed involvement オンライン カジノ 入金 Australian projects, オンライン カジノ 入金 November 2011, オンラインカジノ signed a contract for the Waterview Connection Tunnels and Great North Road Interchange project オンライン カジノ 入金 New Zealand and participated as an alliance member alongside the client, local contractors, and designers. New Zealand laws and regulations require registration of a local office, and accordingly, the company created the New Zealand Office オンライン カジノ 入金 Auckland.
オンライン カジノ 入金 November 2016, the company entered into a business cooperation agreement with Australian company Built Pty Limited. Headquartered オンライン カジノ 入金 Sydney, Built was founded オンライン カジノ 入金 1998 and had been engaged オンライン カジノ 入金 the building construction business mainly オンライン カジノ 入金 major Australian cities. With this agreement, Obayashi aimed to strengthen its competitiveness and expand its business scale オンライン カジノ 入金 Australia by mutually leveraging Obayashi’s technological capabilities and financial strength and Built’s experience and expertise.
Large-Scale Projects オンライン カジノ 入金 the Middle East
オンライン カジノ 入金 the Middle East, オンラインカジノ concentrated efforts on winning mainly large-scale construction projects オンライン カジノ 入金 Qatar, the United Arab Emirates (UAE), and other countries where the political situation is relatively stable and financial resources are abundant.
オンライン カジノ 入金 Dubai オンライン カジノ 入金 UAE, Obayashi was a member of a consortium of five companies that constructed the Dubai Metro urban rail network which has a total length of 75 kilometers, consisting of viaducts and tunnels (including 45 stations, depots, and multi-level car parks). オンライン カジノ 入金 September 2009, the Red Line (Phase 1 construction) was inaugurated, and オンライン カジノ 入金 September 2011, the Green Line (Phase 2 construction) was completed and commenced service. The Dubai Metro is the longest fully automated, unmanned rail system オンライン カジノ 入金 the world. However, an increase オンライン カジノ 入金 the contract amount to cover the rise オンライン カジノ 入金 construction costs was not approved due to differences オンライン カジノ 入金 opinion with the client regarding the scope of contractual responsibility, including design responsibility. As a result, the company posted a large loss for the fiscal year ended March 2010. The Dubai Management Office, founded オンライン カジノ 入金 2007, was オンライン カジノ 入金 charge of the negotiations for the Dubai Metro construction project, coordination among joint venture members, and management of profits and losses. Its role ended with the completion of the project. The company continued to identify the Middle East as a priority region, and オンライン カジノ 入金 July 2011, the Dubai Management Office was reorganized into the Middle East Office to expand the company’s overseas business.
オンライン カジノ 入金 May 2012, Obayashi Qatar was founded, and オンライン カジノ 入金 May 2013, a joint venture with HBK Contracting Company was awarded a contract for Phase 3 construction of the Msheireb Downtown Doha project, a large-scale redevelopment project オンライン カジノ 入金 Qatar’s capital of Doha. The project was Obayashi’s first オンライン カジノ 入金 Qatar. It was implemented by Msheireb Properties, a real estate development group subsidiary funded by the Qatar Foundation, and involved the redevelopment of an old commercial district オンライン カジノ 入金 central Doha. オンライン カジノ 入金 Phase 3, buildings were constructed, such as offices, residential units, a hotel, commercial facilities, and a mosque.
Training Global Talent and National Staff
The construction industry is a community-based industry, and the success or failure of local business, be it オンライン カジノ 入金 Japan or overseas, depends on a company’s ability to build a solid network of partner companies, clients, designers, suppliers and subcontractors, and local staff. オンライン カジノ 入金 particular, オンライン カジノ 入金 the overseas construction business, the company’s goal is to train national staff (locally hired staff) who will become future executive candidates, and to promote the further localization of overseas subsidiaries to create a business model that handles both Japanese and local businesses. Therefore, it is important to train not only Japanese employees stationed overseas but also staff of local subsidiaries.
International staff must understand the legal systems, business practices, lifestyles, ways of thinking, and values of the respective countries they are involved with. オンラインカジノ seeks global leaders who have the skills necessary to promote overseas strategies and who can demonstrate leadership and lead the organization. The Global Leadership Training Program is designed for selected associate-level employees who have been with the company for around four to ten years to teach them basic knowledge necessary for global business and to make them aware of the issues they will individually face.
Several young staff members from overseas group subsidiaries are also selected every year to receive Japanese language training locally and are then dispatched to Japan for a period of one to three years. The purpose of the training is for national staff to learn Japanese construction techniques and establish human network オンライン カジノ 入金 Japan. The training also enhances motivation, as personnel who complete the training are often subsequently promoted to executive positions オンライン カジノ 入金 group subsidiaries.
For example, Thai Obayashi, which was founded オンライン カジノ 入金 1974 and was preceded by オンラインカジノ’s representative office オンライン カジノ 入金 Bangkok, has continuously sent national staff to Japan since 1977 to instill the Obayashi DNA. オンライン カジノ 入金 2003, President Sompong Cintawongvanich, a Thai national with experience working at Japanese construction sites, was appointed the first non-Japanese president of an Obayashi local subsidiary. Through collaboration with オンラインカジノ, Thai Obayashi has grown to become a leading company オンライン カジノ 入金 the Thai construction industry. オンライン カジノ 入金 recent years, contracts from non-Japanese companies account for 80 percent of Thai Obayashi’s sales. This is a concrete example of a successful targeted business model.
