Business Overview and Vision

Aiming to be a function-oriented division that helps raise standards of living by developing the infrastructure for more advanced urban functions and industrial growth

Strengths That Drive Value Creation

Strategies and Initiatives

Sojitz has been developing infrastructure, including industrial parks and condominiums, and various infrastructure management businesses. Having made progress in stabilizing earnings, in addition to achieving sophisticated risk management, we established this division in April 2017 to carry out integrated development, operation and management of infrastructure. Rather than merely developing and selling land and buildings, we consider our division’s role to be adding functions through peripheral facilities and services to create new businesses that help improve standards of living.

One major project is Deltamas City, a comprehensive urban infrastructure development in Indonesia. To deal with the civil issue of how to expand the urban functions of Jakarta, we are simultaneously integrating government, education, commerce, residences and an industrial park, based on a master plan. We have been engaged in development and provision of lots in our industrial parks overseas, development of peripheral infrastructure and support for Japanese companies starting operations in these industrial parks, and have developed the capacity to handle comprehensive urban development projects. The Deltamas City project represents our attempt to work on a larger scale as a general trading company.

On the other hand, the large-scale business conducted by our division is heavily impacted by market fluctuation, making sophisticated risk management and precise portfolio building critical issues for our business. For risk management, we carry out business under a fixed risk ceiling and conduct forward-looking risk management to quickly deal with any risks that arise. For our portfolio, we plan to achieve stable growth in earnings by focusing on a revenue model that balances our development business with businesses centered on peripheral services, such as asset management. Additionally, we will focus on asset diversification to mitigate country risk.

In particular, expanding the peripheral service-related business, such as asset management and comprehensive living support, will continue to be a cornerstone of the division’s growth strategy and a crucial issue directly related to stabilizing earnings. Our new nursery management business is based on this strategy. This business contributes to solving two issues facing Japan – women’s participation and work style reform – and is symbolic of the “two types of value” Sojitz espouses.

I believe that it is crucial to remain creative in achieving the goals of our businesses. We can do so by always keeping time constraints in mind as we engage in business, fine-tuning our professionalism and determining competitive advantages to complete our mission. I would like to work to make our division an organization that draws its strength from creativity in order to vigorously expand our clusters of revenuegenerating businesses.