Sustainability
SOCIAL
Procurement and Provision of High-Value-added Products, Merchandise and Services
Quality Control of products and merchandise
Acquisition of certification of JIS and industry group
Voluntary quality control activities (QC activities)
Response to complaints
In the event that a complaint is raised, KONDOTEC first has the sales representative meet with the customer and prepare a report. When there is a need to investigate the cause, if the case pertains to a product manufactured in-house, the Quality Control Section in our factory takes the necessary steps, while if the case pertains to procured merchandise, we take steps jointly with the supplier.
We have also sent out warning notices to the Company through a meeting on complaints to share details of complaint cases, and KURIYAMA ALUMINUM Co., Ltd. holds monthly quality control meetings.
Initiatives to provide secure and safe products, merchandise and services
Implementing study groups for customers
Supporting employees in obtaining qualifications
For the purpose of public relations for its corporate image as a lifting equipment manufacturer and improvement in employee knowledge of products and merchandise and abilities to propose and sell, KONDOTEC introduced the “Lifting equipment advisor” system as an internally certified qualification in 2015. Through this system, we are not only supplying lifting equipment at our sales offices nationwide, but also providing knowledge. Until now, technical service personnel at our Osaka head office had been responsible for running lifting equipment training sessions for external participants. With the creation of the Lifting equipment advisor system, it is now possible to hold lifting equipment training sessions nationwide. In addition, our Group company Sanwa Denzai Co., Ltd. encourages sales representatives to acquire qualifications (as electricians, etc.) in order to improve their sales capabilities by improving their merchandise knowledge. At Group companies that handle scaffolding construction, we support the acquisition of licenses and qualifications required for the construction division, to develop human resources with high levels of skills, safety knowledge, and professionalism.
Initiatives for security and safety during scaffolding construction
To maintain the peace of mind and safety with regard to scaffolding and provide reliable construction services, Group companies responsible for scaffolding construction have obtained certification from the Scaffolding and Construction Equipment Association of Japan at major scaffolding equipment centers, and appropriately manage scaffolding equipment. In the process of providing construction services, each company is engaged in various efforts as follows.
| Examples of Initiatives | Description |
|---|---|
| Risk Assessment | Before entering a new site, we check onsite rules and precautions to improve work efficiency and prevent accidents at the site. In addition, in cases of accidents that have occurred within existing customers or at Group companies at committee meetings, we also disseminate information to construction personnel and provide guidance aimed at increasing their sensitivity regarding safety and related behaviors. |
| Worksite Patrol | To improve scaffolding quality and prevent accidents, we conduct patrols at construction worksite and give guidance to maintain quality on a site-by-site basis. |
| Education of Construction Personnel and Management of Qualifications, etc. | In addition to having construction personnel acquire qualifications and take technical training required for each site as necessary, we also require the construction personnel of partner companies to submit qualification and training completion certificates, and have a dedicated person conduct inspections. We strive to ensure safe construction by checking the experience of construction personnel to be appointed, and adjusting the placement and numbers of personnel. |
Provision of Products, Merchandise and Services responding to Changes in the Times and Needs of Customers
In addition to providing necessary materials for construction, KONDOTEC deals with materials for recovery/reconstruction used at the time of disasters and any other items needed at construction sites.
After its foundation, the Company sold hardware for vessels, and subsequently started dealing with construction materials during the high growth period; we currently provide more than 50,000 products and merchandise. At the New Merchandise Committee held every other month, sales staff propose to deal with new products and merchandise based on the needs of customers, generating numerous hot selling products and merchandise from the adopted proposals.
At present, we also operate the “Tsurikata” inspection site for lifting equipment to simplify the individual management and inspection of merchandise centered on cargo handling equipment.
Moreover, we not only sell products and merchandise but also proactively disclose information and provide services on the Company website.
Along with our online catalog and technical information, we have opened an online showroom to display new products and merchandise, drawings, instruction manuals, and usage videos. we will continue to not only sell products and merchandise but to also provide high-value-added services, such as disclosing software to support the selection of wire ropes according to the weight of lifted loads.
Online showroom
In 2022, we opened an online showroom for new products and merchandise, drawings, instruction manuals, and usage videos. In line with the recent digital shift by companies and consumers, we created the online showroom to provide additional information on products and merchandise that we were unable to convey via our existing website and catalogs, further enhancing convenience. We invite you to visit the showroom as we continue to increase and enhance its content.
Cultivation of Suppliers and Efficient Purchase, Management and Delivery
To make bulk purchases of merchandise from suppliers, KONDOTEC has logistics center at two bases in Japan (Osaka and Ibaraki) as well as one base in China. We are reducing the cost of purchase by delivering in-demand merchandise to operating sites after purchasing them in bulk from manufacturers in Japan and abroad ,and storing in logistics center.
Moreover, we always take a stance of reviewing costs by having established the Delivery Division to constantly find better suppliers as well as concluding OEM production contracts with manufacturers.
Furthermore, we can search on our own system for the status of inventories at logistics center or individual operating sites. As a result, by grasping the status of inventories at our own sites in real time, we can measure the timing for our own sites to purchase inventories as well as immediately reply to inquiries from customers.
For deliveries, we have a system to deliver to customers safely and quickly by employees of the Company or cooperating companies.
Entry into the new fields
KONDOTEC is actively undertaking entry into new fields in which it expects growth. As the actual case, to expand our business in the field of maintenance and repair of aging social infrastructure, the company has acquired four companies engaged in scaffolding construction (see table below). The company established Nippon Scaffolding Holdings Co., Ltd. as an intermediate holding company to oversee them. Working around this core,
we will expand the areas we handle by sharing the know-how of the companies, which differ in their business areas and the construction properties in which they specialize, and will otherwise aim to achieve synergies among them.
At the same time, there is a tendency in the construction industry to replace the main material of iron with aluminum, which is suitable for weight saving. Therefore, the demand for aluminum is expected to rise. Given this condition,the Company has acquired KURIYAMA ALUMINUM Co., Ltd., which is involved in the manufacturing and development of aluminum extrusions, in aiming to expand our product and merchandise line up with new materials.
Going forward, we will continue striving to enter new fields by utilizing our wide range of business fields as the KONDOTEC Group.
Group companies assumed the maintenance/repair field
| TECBUILD CO., LTD. | TOKAI STEP CO., LTD. | FUKOKU, Ltd. | UEDA CONSTRUCTION CO., LTD. | |
| Location | (Head office) Ota-ku, Tokyo (Business area) Kanto, Hokuriku, Kansai,Chugoku, Kyusyu |
(Head office) Fujieda-shi, Shizuoka (Business area) Kanto, Tokai |
(Head office) Sendai-shi, Miyagi (Business area) Tohoku |
(Head office) Tomakomai-shi, Hokkaido (Business area) Hokkaido |
| Specialty | ・low to mid-rise buildings ・Rental of scaffolding equipment ![]() Detached housing construction |
・mid to high-rise buildings ・low-rise buildings ![]() Accommodation construction |
・Bridge ・mid to high-rise buildings ![]() Aqueduct bridge repair |
・Plants ・mid to high-rise buildings ![]() Biomass power plant construction |
| (Intermediate holding company) Nippon Scaffolding Holdings Co., Ltd. | ||
| Location | (Head office) Koto-ku, Tokyo | |
| Business areas | Management of subsidiaries that provide scaffolding construction services | |
Coexisting with local communities
Operating site Opening Plan
The Company makes sure to establish warehouses to store inventory at operating sites at the time of a new operating site opening. Because we make deliveries, as for the location of operating sites, we select places near expressway ICs, or industrial parks that are unlikely to affect neighboring residents in terms of noise and traffic.
As for personnel, we recruit local people at the time of a new operating site opening to help create employment in the community.
Response to disasters and contribution to them
With the inventories of necessary materials at the time of disasters at operating sites, we have established a system to deliver necessary materials immediately even if the disaster is just local, thereby contributing to the security and safety of local communities.
Examples of disaster-related merchandise
[Flexible Container bag]
[Tarpaulin, sandbag, etc.]
[Net, sheet] and others
Examples for use of container bag
It is used in various scene such as transportation and storage of feed, fertilizer, resin pellets, industrial waste, etc., and as a large-size sandbag for rubble clearing, decontamination, and recovery work after disasters.
Development of human resources and encouragement of diversity, equity and inclusion
Securing diverse human resources
KONDOTEC regards the securing and development of diverse human resources as a key pillar in promoting human capital management. For sustainable corporate growth, it is essential that individuals with diverse values, experiences, and skills stimulate one another and create new value. Accordingly, we actively recruit diverse human resources regardless of age, gender, nationality, career background, or life stage. We focus, on both new graduate and mid-career hires while also promoting the active participation of women, hiring of foreign nationals, and supporting athlete employees.
| 2023 | 2024 | 2025 | |
| Number of Mid-Career Hires | 63 persons | 78 persons | 51 persons |
| Number of New Graduate Hires (University Graduates) | 13 persons | 19 persons | 18 persons |
| Of these, Number of Women | 5 persons | 6 persons | 8 persons |
Appointment of a female executive members
Athlete employees active in KONDOTEC
The KONDOTEC Track & Field Club, which was established in 2016, currently has four members who are active athletes.

| Name | Mika Yamamoto | Yuki Noshi | Sara Fujimoto | Mio Tujii |
| Competition Category | Discus Throw | Pole Vault | Hammer Throw | 400m Hurdles |
| Personal Best | 50m51 | 3m90 | 64m83 | 58"10 |
Development of Human Resources
KONDOTEC has established a step-based training system and a career support system to ensure that our employees can fully leverage their abilities and achieve long-term personal and professional growth. By providing training aligned with role expectations and flexible learning opportunities — such as e-learning and optional courses — we are creating an environment where everyone has access to growth opportunities and can experience tangible development. By fostering a culture that respects diversity and leverages each individual’s strengths, we aim to build an organization capable of adapting to a rapidly changing environment.
Working Environment Development
| Those who newly took childcare leave during the period | Return to work rate after childcare leave during the period | Rate of those currently on childcare leave who started childcare leave during the period | |
| 2025 | 17 persons | 47% | 53% |
| 2024 | 5 persons | 80% | 20% |
| 2023 | 13 persons | 100% | - |
Indicators and targets related to diversity
We understand that it is important to ensure the diversity of managerial positions who play central roles in management for the purposes of personnel development, including ensuring their diversity and improving the workplace environment. We strive to create a diversity conscious talent developmental organization.
Indicators |
Actual (As of March 31, 2025) |
Target | Achievement period |
| Ratio of mid-career hires in managerial positions | 55.7% | Maintaining a range of 30%-50% | March 31, 2030 |
| Ratio of women in managerial positions | 2.0% | 5% or higher | March 31, 2030 |
| Ratio of female employees with job titles (excluding managerial positions) |
16.1% | 15% or higher | March 31, 2030 |
| Number of foreign nationals in managerial positions | 1 person | Maintaining of the status quo or higher | March 31, 2030 |
(Notes)Number of foreign nationals in managerial positions only, as an indicator for the Group as a whole.
The three items other than number of foreign nationals in managerial positions are indicators for the Company.
Promotion of Health Management and Occupational Safety and Health
For employees' health and safety
We are taking the following initiatives to ensure the safety and health of employees. Representative matters in need of safety measures in conducting business activities include receiving and shipping operations in warehouses, marketing activities, delivery of products and merchandise, and production activities in factories.
| Category | Description | |
|---|---|---|
| Marketing/ delivery |
Implementation of safety driving training | Upon the increase in traffic accidents involving new employees who were not accustomed to driving company cars, we implemented safety driving training at the time of new employee training, reducing accidents involving young employees. |
| Marketing/ delivery |
Implementation of no accident campaign | Sending warning notice to all operating sites when an accident occurs at other sites. Notifying monthly the cumulative number of accidents at all operating sites in the past year even if there was no accident. |
| Marketing/ delivery |
Introduction of safety driving device (Telematics) Installation of the drive recorder |
When dangerous driving (sudden braking, speeding, etc.) is detected by G Sensor/GPS, immediately give a warning notice by voice guidance to the driver each time while sending a notifying e-mail of dangerous driving to the head office. |
| Factory/ warehouse |
Implementation of Safety and Health Committee Implementation of safety patrol |
Holding a Safety and Health Committee at head office and factories monthly. Implementing safety patrols by employees to prevent industrial accidents. |
Work-Life Balance
We are reviewing our working environments and work styles to enable employees to balance rewarding, high-quality work with a fulfilling personal life. Beginning with operational efficiency training for all branch managers in 2014, we have continued to reduce overtime and improve productivity. We also promote the use of paid vacation, creating a healthy work environment where employees can maintain a sound work-life balance. In 2024, we conducted Human Capital Integration Training for managers and managerial candidates to enhance understanding of human capital management. The training aimed to improve engagement, clarify role expectations, and encourage participants to address human resource challenges within their departments. These initiatives are also reflected in the KONDOTEC CAREER GUIDEBOOK. Believing that human capital management cannot be achieved by the management division alone, we will continue to carefully listen to frontline employees and implement effective initiatives.
| Paid vacation utilization rate | |
|---|---|
| 2025 | 79.9% |
| 2024 | 80.5% |
| 2023 | 81.7% |
Promotion of communication with stakeholders
Constructive dialogues with shareholders and investors
KONDOTEC recognizes the importance of having stakeholders gain an understanding of the KONDOTEC Group. The Company therefore organizes General Meeting of Shareholders, participates actively in IR events for individual investors, and discloses IR materials via the Company’s website as a way to enhance dialogues with shareholders and investors. The Company endeavors to give careful explanations to stakeholders and to disclose information quickly in consideration of fairness, accuracy, and timeliness. Comments, etc. obtained through dialogue with institutional investors and analysts are shared with the President and General Manager of Management Headquarters and reported to the Board of Directors as necessary.
Track records of dialogue with institutional investors and analysts (FY 2025)
| Event | Frequency |
|---|---|
| Individual meetings | 22(total) |
| Company briefings for analysts | 2 |
| Main themes of dialogue | Topics for the fiscal year, business environment, Medium-term Management Plan, etc. |
|---|
Actual coverage (June 2025)
| IwaiCosmo Securities | Rating: A |
Actual participation in IR events for individual investors (FY 2025)
| Name | Visitors to our booth |
|---|---|
| Nikkei IR/Investment Fair 2024 (Held in August 23rd through August 24th, 2024) |
344 |
| Nomura IR Fair 2025 (Held in January 9th through January 28th,2025) |
8,544 |
IR Site Awards
| Gomez IR website ranking 2024, hosted by BroadBand Security, Inc. |
“Excellent Company Bronze Award” |
| All Japanese Listed Companies’ Website Rankings 2024, hosted by Nikko Investor Relations Co., Ltd. |
“AA Website” |
Invigoration of the General Meeting of Shareholders
KONDOTEC regards the General Meeting of Shareholders as an important opportunity to communicate with shareholders. In order to invigorate the General Meeting of Shareholders we strive to have as many shareholders as possible participate the General Meeting of Shareholders, understand us, and secure a sufficient period for examining proposals for the Meeting.
| Setting of the General Meeting of Shareholders by avoiding concentrated dates | We schedule our General Meeting of Shareholders by avoiding dates when other companies' equivalent meetings are concentrated in order to enable more shareholders to attend our meeting. |
| Earlier dispatch of convocation notice of the General Meeting of Shareholders | Notice is dispatched 22 days before the Meeting (FY2025) |
| Voting by electromagnetic means | We have adopted a system allowing the exercise of voting rights over the Internet, or through other electromagnetic means. As part of initiatives to facilitate the exercise of voting rights by institutional investors, we participate in the electronic voting platform for institutional investors maintained by ICJ, Inc. |
| Provision of the Notice of Convocation (Summary) in English | The English version of the Notice of Convocation of the Annual General Meeting of Shareholders and Reference Documents for the General Meeting of Shareholders is published on our website, and the homepage of the Japan Exchange Group. |
| Other | For our Company to be fully understood, we visualize the reporting items on power points in the explanation.
We also publish a notice of convocation on an early date.
FY 2025, we disclosed it on our website on May 28, six days earlier than the date of dispatch. |




