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Kajima Corporation (鹿島建設株式会社, Kajima Kensetsu Kabushiki-gaisha) is one of the oldest and largest construction companies in Japan. Founded in 1840, the company has its headquarters in Motoakasaka, Minato, Tokyo.[1] The company is known for its DIB-200 proposal.[4] The company stock is traded on four leading Japanese stock exchanges and is a constituent of the Nikkei 225 stock index.[5]

Key Information

Kajima's services include design, engineering, construction, and real estate development. Kajima builds high-rise structures, railways, power plants, dams, and bridges. Its subsidiaries are located throughout Asia, Oceania, Europe, and North America. A downturn in the construction industry during the latter half of the 1990s prompted Kajima to expand its operations to the environmental sector, specifically waste treatment, water treatment, soil rehabilitation, and environmental consulting.

History

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  • 1840 - Iwakichi Kajima, the founder of the present-day company begins carpentry business in Edo (present day Tokyo)
  • 1860 - Kajima pioneers first western-style building in Yokohama (Ei-Ichiban Kan)
  • 1880 - Establishes Kajima Gumi
  • 1899 - Railway construction projects begin in Korea and Taiwan
  • 1923 - Great Kantō earthquake - Kajima participates in the reconstruction work
  • 1930 - Incorporation of the company (issues stock, capitalized at 3 million yen)
  • 1945 - Postwar reconstruction begins with Kajima's support
  • 1949 - Founds Kajima Technical Research Institute (the first construction research facility in Japan)
  • 1950 - Pioneers first joint venture with Morrison-Knudsen
  • 1957 - Completes Japan's first nuclear reactor (Japan Atomic Energy Research Institute's Tōkai JRR-1 reactor)
  • 1959 - Construction of the Tokaido Shinkansen begins
  • 1961 - The company is listed on Tokyo and Osaka Stock Exchanges
  • 1963 - Becomes world no. 1 in construction (total contract value)
Constructs facilities for 1964 Tokyo Olympic Games
  • 1964 - Establishment of Kajima International Incorporated (KII) in Los Angeles, California, U.S.
  • 1968 - Japan's first high-rise building, the Kasumigaseki Building, is completed
  • 1975 - Founds PT. Waskita Kajima, as a joint venture with Waskita Karya[6]
  • 1987 - Establishment of Kajima Europe B.V. (KE) in the Netherlands
  • 1988 - Establishment of Kajima Overseas Asia Pte Ltd. (KOA) in Singapore
The Seikan Tunnel, the world's longest tunnel, is completed
Bought Waskita Karya's shareholding in Waskita Kajima, resulting Kajima as majority shareholder of the company. The company then renamed to Kajima Indonesia[6]

Demolition technology

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The Kajima Corporation developed a building demolition technique that involves using hydraulic jacks to demolish a building one floor at a time. This method is safer, and allows for a more efficient recycling process. In the Spring of 2008, the Kajima Corporation used this technique to demolish a 17-story and 20-story building, recycling 99% of the steel and concrete and 92% of the interior materials in the process.[10]

Film backing

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The Kasumigaseki Building, built by Kajima, is the main subject of the film Chōkōsō no Akebono, which was backed by Kajima.[11]

Scandal

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On March 2, 2018, the head of a division at Kajima was arrested by an investigative team from the Tokyo District Public Prosecutors Office on suspicion of having violated the Act on Prohibition of Private Monopolization and Maintenance of Fair Trade in connection with bidding for the Chūō Shinkansen maglev line.[12] On March 23, the Fair Trade Commission issued a criminal indictment against both the head of the division and Kajima Corporation.[13]

Footnotes

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Kajima

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Kajima Corporation is a Japanese multinational general contractor founded in 1840 by Iwakichi Kajima in Edo (present-day Tokyo), specializing in civil engineering, building construction, architectural design, real estate development, and related engineering services. The firm has grown into one of Japan's oldest and largest construction companies, with headquarters in Minato, Tokyo, and a global network of subsidiaries including Kajima USA, undertaking projects ranging from infrastructure like railways and skyscrapers to innovative technologies in demolition and sustainable building. Key achievements include pioneering Western-style architecture in 19th-century Japan and early overseas ventures such as railway construction in Taiwan during the late 1800s, contributing to essential social infrastructure amid Japan's modernization. Notable for advancements in construction methods, Kajima has developed proprietary technologies for efficient project execution, though it has encountered legal challenges, including convictions for bid-rigging in the Linear Chuo Shinkansen maglev project alongside other firms, highlighting issues of antitrust compliance in Japan's construction sector.

Company Overview

Founding and Corporate Structure

Kajima Corporation traces its origins to 1840, when Iwakichi Kajima established a workshop in Masakicho, Nakabashi, (present-day ). The enterprise expanded under subsequent generations, formalizing as Kajima Gumi in 1880 with in Kyobashi, , under the leadership of Iwazo Kajima. This marked the transition from a family-run business to a structured firm amid Japan's modernization. The company was incorporated as Kajima Corporation in 1930, establishing its legal foundation as a (kabushiki kaisha). Headquartered at 3-1 Motoakasaka 1-chome, Minato-ku, , it maintains a centralized model typical of large Japanese constructors, with oversight by a led by a president and representative director. As a publicly traded entity listed on the (ticker: 1812), Kajima's ownership is diversified, with retail investors holding the largest share at approximately 57%, followed by institutions at 35%. Individual insiders, including family descendants such as Kimiko Kajima with about 3% stake, control around 4%, reflecting limited but persistent familial influence since the . Employee share schemes account for nearly 2% of shares. Major institutional holders include trust accounts managed by Custody Bank of Japan, Ltd., at over 9%. This structure supports operational autonomy while aligning with shareholder interests through standard Japanese corporate practices.

Core Business Areas

Kajima Corporation operates primarily in three core business areas: , building construction, and . These segments form the foundation of its operations, with civil engineering and building construction accounting for the majority of its non-consolidated contract awards, while real estate development contributes through leasing and sales activities. The company also engages in ancillary services such as architectural and civil design, but these support the primary segments rather than constituting independent cores. In , Kajima undertakes projects including roads, bridges, tunnels, dams, railways, and power facilities. Notable examples include the Kusaka River New Spillway construction completed in March 2023 and various transport and energy developments across more than 50 countries in , the , and . This segment emphasizes large-scale , leveraging the company's engineering expertise in foundation structures, harbors, and nuclear facilities. The building construction segment focuses on designing and erecting commercial, residential, institutional, and industrial structures, often high-rise buildings. Projects in this area include Kachidoki The Tower in and the Kajima Head Office Building, alongside international efforts such as warehouses and logistics facilities like the Accolade Raben Logistics Stribro Warehouse completed in August 2021. Kajima applies integrated approaches, including design-build and general contracting, to sectors like healthcare, , and . Real estate development involves planning, financing, , and management of properties, with a focus on office buildings, shopping centers, hospitals, and residential complexes. , subsidiaries such as Kajima Development Corporation, established in 1979, have completed projects in states including , , and , exemplified by the Lake Point Condominium in . Domestically and abroad, this segment generates revenue through development sales and long-term leasing, supporting sustainable urban growth.

Global Operations and Subsidiaries

Kajima Corporation conducts its international activities through a network exceeding 100 overseas subsidiaries and affiliates across more than 20 countries, complemented by 50 offices outside , as of March 31, 2024. This structure supports construction, engineering, real estate development, and related services, with regional holding companies establishing localized platforms tailored to market conditions, often via mergers, acquisitions, and partnerships to ensure profitability and adaptation to local regulations. Operations emphasize high-value-added projects for multinational clients, including , logistics facilities, and developments, while integrating Japanese engineering expertise with regional capabilities. In the Americas, operations center on the , where Kajima U.S.A. Inc., a wholly-owned headquartered in , Georgia, functions as the regional overseeing engineering, design, construction, and nationwide. Established to consolidate earlier U.S. entities, it manages subsidiaries such as Kajima International Inc. for construction headquarters, Batson-Cook Company for general contracting, Rodgers Builders Inc. in , and The Austin Company in , , among others focused on specialized building and industrial projects. Real estate arms like Kajima Development Inc. and Core5 Industrial Partners LLC handle and development ventures, reflecting a of short-term turnover models expanded from U.S. to other sectors. Asia represents the largest operational footprint, with subsidiaries in countries including , , , , , , , , , and . In , Kajima Overseas Asia Pte. Ltd. serves as the construction headquarters, alongside Kajima Development Pte. Ltd. for and International Facility Engineering Pte. Ltd. for research and engineering. Other key entities include PT Kajima in for construction, Kajima Pvt. Ltd. in , Thai Kajima Co., Ltd. in , and Kajima Co., Ltd. in , supporting diverse projects from urban infrastructure to like hotels and housing in collaboration with local partners. European activities are coordinated through Kajima Europe Ltd. in , which oversees public-private partnership (PFI) projects and via subsidiaries like Kajima Partnerships Ltd. and Kajima Properties (Europe) Ltd. Presence extends to (Kajima Ireland Ltd. in ), France (Kajima France Development S.A.R.L. in ), Poland (Kajima Poland Sp. z o.o. in ), Germany (Kajima Deutschland GmbH in ), , and others, focusing on and development in , offices, and student housing. In , Kajima Australia Pty Ltd. in , acts as the regional , managing through Icon Co Holdings Pty Ltd. and real estate via Integrated RE Pty Ltd., with operations extending to for infrastructure and development initiatives. This regional model enables Kajima to pursue multinational contracts while mitigating risks through localized execution.

Historical Development

Origins in Pre-Modern Japan (1840-1900)

In 1840, Iwakichi Kajima established a carpentry business in the Masakicho district of Nakabashi, —present-day —during the waning , when maintained isolationist policies under the . Specializing in traditional Japanese woodworking and structural techniques, the venture operated as a modest family-run operation focused on local demands. Iwakichi's innovative approach to laid the groundwork for generational continuity, with his sons inheriting and sustaining the trade amid 's transition from feudal isolation to forced Western engagement following Commodore Matthew Perry's arrival in 1853–1854. The of 1868 accelerated modernization, creating opportunities for firms like Kajima to adapt traditional skills to imported architectural needs. In 1860, prior to the Restoration but after Yokohama's opening as a treaty port in 1859, Kajima constructed Japan's first Western-style buildings there: the Ei-Ichiban Kan ("English House No. 1") and America-Ichiban Kan ("American House No. 1"), commissioned by foreign trading entities including Jardine Matheson & Company. These brick-and-timber structures introduced European and American design elements, such as straight walls and glass windows, contrasting with curved Japanese roofs and shoji screens, and demonstrated Kajima's early capacity to integrate novel materials and methods under treaty-era pressures. By the 1880s, under Iwazo Kajima—the founder's son and second-generation leader—the business reorganized as Kajima Gumi, formalizing its structure with headquarters in Kobikicho, Kyobashi, . This shift aligned with Meiji-era infrastructure drives, as Kajima entered railway subcontracting, undertaking earthworks and tunneling for the Tsuruga Railway Line (later the Yanagase Line). The firm's expertise expanded with the 1893 completion of the Usui Line, featuring an Abt rack system for steep inclines between Karuizawa and Usui Pass—a 1,200-meter elevation gain over 11.5 kilometers using cogwheel technology imported from Switzerland. These projects solidified Kajima's role in Japan's rail expansion, which grew from 18 kilometers in 1872 to over 2,400 kilometers by 1900, though operations remained domestically oriented until tentative overseas railway bids in Korea and Taiwan emerged in 1899.

Industrialization and Incorporation Era (1900-1945)

During the early , Kajima Gumi transitioned from traditional carpentry toward large-scale industrial infrastructure, aligning with Japan's Meiji-era modernization and subsequent Taishō expansion. In 1909, the firm entered dam and power plant construction by undertaking the Uji River hydroelectric , marking its shift to heavy projects essential for industrial growth. Overseas, it had begun railway works in Korea and as early as 1899, including the Gyeongin Line, and completed the Siadanshui River Iron Bridge in Taiwan in 1914, demonstrating expertise in tunneling and bridge-building amid imperial expansion. By the 1920s, Kajima pioneered hydroelectric dam construction, completing Japan's first concrete dam, the Ohmine Dam, in 1924. The Great Kantō Earthquake of 1923 provided opportunities for reconstruction, with Kajima Gumi participating in rebuilding efforts that bolstered urban infrastructure resilience. In 1918, it initiated the Tanna Tunnel project, a major tunneling endeavor completed in 1934, which facilitated rail connectivity and exemplified advanced engineering techniques. These projects underscored Kajima's growing role in powering Japan's industrialization through energy and transportation networks, often involving innovative methods in concrete and steel applications previously rare in domestic construction. Formal incorporation occurred on February 22, 1930, as Kajima Construction Company (Kajima Kensetsu Kabushiki Kaisha), with initial capital of 3 million yen and headquarters in Kyōbashi-ku, ; Seiichi Kajima served as the first president. This shift from a family-run gumi () to a joint-stock entity enabled broader financing and stockholder participation, supporting ambitious domestic works like the main structure of , completed in 1932. Leadership transitioned in 1938, with Seiichi Kajima becoming chairman and Morinosuke Kajima assuming the presidency, amid escalating national priorities. From the 1930s through , Kajima contributed to militarist-driven industrial projects, including factories, power facilities, and that enhanced Japan's war production capacity under government directives. These efforts, while advancing technical capabilities in heavy construction, were constrained by wartime resource shortages and mobilization, culminating in postwar reconfiguration by 1945. The era solidified Kajima's reputation as a key player in Japan's infrastructural backbone, blending private innovation with state imperatives.

Postwar Reconstruction and Expansion (1945-1990)

Following Japan's defeat in , Kajima participated in postwar reconstruction efforts, including construction works for the (USFJ). In , the company reorganized under Allied occupation commercial laws and renamed itself Kajima Corporation. To advance technical capabilities amid rebuilding demands, Kajima established the Kajima Technical Research Institute in 1949, the first such facility in Japan's construction industry. The 1950s marked initial expansion into and international ventures. Kajima pioneered a with U.S. firm Morrison-Knudsen in 1950 for projects in Okinawa. Domestically, it constructed the Kamishiiba Dam, Japan's first , starting in 1952 for Kyushu Electric Power Company. Overseas entry began in 1954 with the Baluchaung hydroelectric power plant in Burma (now ). Key achievements included completing Japan's first , JRR-1, in 1957 for the Japan Atomic Energy Research Institute, and restoring with innovative scaffolds in 1956. During Japan's high economic growth era in the 1960s, Kajima listed its stocks on the and exchanges in 1961 and achieved the global No. 1 ranking in value at 136.8 billion yen in 1963. It completed the Shintanna Tunnel on the line in 1964 and established Kajima International Inc. in that year to support U.S. operations. The company began construction on the Fukushima Nuclear Power Plant in 1967 for and finished the 36-story Building in 1968, Japan's first modern high-rise office tower. The 1970s and 1980s saw accelerated domestic and global expansion, fueled by large-scale infrastructure demands. Kajima started work on the Seikan Tunnel in 1972, the world's longest undersea railway tunnel linking Honshu and Hokkaido, completing excavation in 1985 and the full project in 1988. It constructed the New Supreme Court Building (completed 1974), Shinjuku Sumitomo Building, and other landmarks, while entering heavy industry with the One-Million-Ton Dock at Mitsubishi Heavy Industries' Koyagi factory in 1970. Internationally, operations grew across Asia (e.g., Indonesia, Thailand) and into Europe with the East Berlin International Trade Center in the 1970s and establishment of Kajima GmbH in West Germany in 1985, followed by Kajima Europe in 1987. In 1981, Kajima became the first in its industry to secure one trillion yen in annual orders, reflecting rapid scaling during the bubble economy prelude. The company received the Deming Prize for quality control in 1982 and completed projects like ARK Hills (1986), New Kokugikan Sumo Arena (1984), and the Great Seto Bridge (1988). By 1990, leadership transitioned with Shoichi Kajima as Vice Chairman and Akira Miyazaki as President, capping a period of transformation from reconstruction to multinational prominence.

Modern Globalization and Challenges (1990-present)

In the , Kajima responded to Japan's and declining domestic investment by localizing its overseas operations, particularly in , where it adapted Japanese techniques to local markets amid reduced Japanese capital outflows. This shift was necessitated by a severe downturn in Japan's sector, which contributed to revenue and profit declines in fiscal 1998 and a pretax loss of approximately $2.6 billion in fiscal 1999, attributed to bad loans and asset write-offs from earlier speculative excesses. To mitigate these pressures, Kajima launched strategic plans emphasizing cost-cutting, R&D, and diversification, including the establishment of an environmental division in 2000 focused on , , and soil remediation, targeting Japan's projected ¥22 trillion waste-to-resource market by 2010. Overseas, the company tested resilience during events like the UK's property crash, which impacted its early European foothold established in the . Entering the 2000s, Kajima accelerated through targeted regional expansions. In , operations resumed in in 2003 following its WTO accession, prioritizing manufacturing facilities via subsidiaries like Kajima Corporation (). In , focus shifted to Central and Eastern markets with offices opened in in 2001 and the in 2002, leading to projects in warehouses and housing by the 2010s. North American efforts emphasized e-commerce infrastructure, constructing data centers and large-scale warehouses ("big boxes") post-2000; this included forming Core5 Industrial Partners LLC in 2015 for development and acquiring Flournoy Development Group LLC in 2018 for multifamily . saw entry via Kajima Australia, with office and residential projects starting around 2015, alongside Southeast Asian ventures like Singapore's Woodleigh mixed-use complex. These moves diversified revenue streams, with subsidiaries spanning Kajima Ltd., Kajima Overseas Pte. Ltd., Kajima U.S.A. Inc., and others operating across , North , , and . From the 2010s onward, Kajima deepened sustainability integration amid global challenges like the and rising climate demands, advancing renewable energy projects such as facilities in the UK and since 2021 while strengthening financial resilience—reducing its debt-equity ratio to 0.8 by fiscal 2015 through prudent management. Ongoing issues include human resource development in competitive international markets and adapting to decarbonization pressures, prompting innovations like public-sector partnerships via Kajima Partnerships. Despite these, the company's global footprint has grown steadily, with overseas operations contributing to recovery from domestic seismic events and economic volatility by leveraging localized expertise in high-demand sectors like and renewables.

Technological Innovations

Advanced Demolition Methods

Kajima Corporation developed the Cut and Take Down (C&TD) Method, also known as the Daruma Otoshi Method, as an innovative approach to demolishing tall buildings from the bottom up, inspired by a traditional Japanese stacking toy. This technique employs hydraulic jacks with an 800-ton capacity and 1,200-ton load-bearing strength to support and incrementally lower the structure, replacing severed columns floor by floor while maintaining seismic and wind resistance through a core wall system and load-transferring frame. The process begins by installing temporary support columns and jacks at the base; columns are then cut to a length of 70 cm, jacks are extended by the same amount, and the entire floor is lowered by 675 mm per cycle before beams, slabs, and interior elements of the next upper floor are removed from ground level. Each floor typically requires about six days to process, enabling controlled dismantling without the need for high-elevation scaffolding or heavy overhead cranes. Compared to conventional top-down , the C&TD Method minimizes environmental impact and safety risks by confining noisy and dusty operations to ground level, reducing propagation of vibrations and debris fallout. It facilitates superior material , sorting up to 30 types of interior components for over 90% recovery rates, and achieving an overall rate exceeding 99% when including and —contrasting with traditional methods' typical 55% rate across 10 materials. The approach completes 15% faster overall, though at a 5-10% higher due to specialized and sequencing. Applicable primarily to steel-frame structures up to 20 stories, it incorporates wedge control devices to ensure stability during lowering, particularly in seismically active regions like . The method's inaugural application occurred at Kajima's former headquarters in Tokyo's Minato Ward, where two towers—Building No. 1 (75 m, 20 stories, 7,139 tons) and Building No. 2 (65 m, 17 stories, 9,973 tons)—were demolished between 2007 and 2008 on an 85 m by 60 m site. This project demonstrated the technique's efficacy in urban settings, 93% of materials while avoiding disruptions from explosives or wrecking balls. Subsequent evaluations by Kajima indicate potential scalability to taller buildings with refinements to offset costs and expand structural compatibility.

Construction Engineering Techniques

Kajima Corporation employs modularization technologies in the construction of specialized facilities, such as biopharmaceutical plants, to enhance operational flexibility, ensure consistent quality, and shorten construction timelines by prefabricating modules off-site. These methods allow for expandable and modifiable room configurations, reducing on-site assembly risks and enabling rapid adaptations to production needs. The A4CSEL (Automated/Autonomous/Advanced/Accelerated Construction System for Safety, Efficiency, and Liability) represents a core technique, integrating AI-driven , machine remodeling, and remote coordination to operate multiple pieces of general-purpose equipment autonomously. By transmitting optimized work data to modified machinery like vibrating rollers, A4CSEL simulates skilled operator actions via AI, enabling fewer personnel—such as four operators controlling 20 machines from a remote location—to manage tasks at sites including the Naruse and Seisho Experimental Field as of 2021. This system boosts productivity, minimizes human exposure to hazards (noting construction's 32% share of fatal industrial accidents in ), and adapts to diverse projects like tunnels and disaster recovery. In infrastructure renewal, Kajima applies the Smart Deck Renewal (SDR) system for road bridges, which substantially cuts traffic restrictions by allowing deck replacement without full closures, thereby extending asset lifespans while limiting societal disruptions. For high-rise structures, the D³SKY seismic control technology deploys dual-direction dynamic dampers with pendulum-shaped tuned mass dampers (TMDs) on rooftops to suppress vibrations from earthquakes, preserving usable floor space and reducing occupant interruptions compared to base-isolation alternatives. Kajima's engineering also incorporates ICT-enabled machinery and optimized management protocols to streamline civil works, such as excavation, where techniques prevent collapses and deformations to avoid delays. These methods, developed through the Kajima , integrate empirical testing for applications in bridges, nuclear facilities, and earthquake-prone environments, prioritizing and efficiency over traditional labor-intensive processes.

Integration of AI and Digital Tools

Kajima Corporation has integrated (AI) and digital tools into its construction processes as part of its "Kajima Smart Future" vision, established in 2019, which seeks to overhaul productivity across project lifecycles through automation, data analytics, and advanced technologies. This initiative emphasizes the adoption of (BIM), (IoT) sensors, and AI-driven optimization to address labor shortages and efficiency challenges in Japan's aging construction workforce. In March 2022, Kajima partnered with ALICE Technologies to deploy AI-based construction scheduling software, enabling the generation of thousands of optimized schedule variants for large-scale projects by simulating , sequencing, and constraints that manual methods cannot feasibly evaluate. This tool has been applied to major works, reducing planning time and mitigating delays from unforeseen variables like weather or supply disruptions. Further advancements include the July 2023 development of an AI-drone system in collaboration with AI inside Inc., which automates inventory tracking of materials and equipment on-site via , enhancing worker safety by minimizing manual inspections in hazardous areas and boosting operational efficiency through real-time data feeds. Complementing this, Kajima's adoption of CONXAI for document processing has achieved a 70% reduction in reconciliation time for complex contracts and reports, transitioning from paper-based to AI-extracted digital workflows. Kajima's proprietary technologies, such as the A4CSEL system, integrate AI with modified machinery for automated execution of optimized work plans, transmitting data to enable precise operations like earthmoving without human intervention. In , the 3D K-Field platform leverages BIM for digital twins, allowing simulation and using integrated sensor data from through operations. By 2024, the company reported incorporating generative AI for broader efficiency gains, including code generation and prototyping, as outlined in its integrated report promoting global R&D in . Recent collaborations, such as the February 2025 launch of in-house AI solutions via CodeWith, focus on secure, custom generative models tailored to construction-specific needs like and compliance checking. These efforts extend to physical AI applications, including partnerships with AI for sensor-fused systems that embed expert into machinery for waste reduction on projects like canal expansions. Kajima's digital push also incorporates and 5D BIM tools like Glodon's CubiCost, adopted since 2019 for quantity surveying and cost management in Asian operations.

Major Projects and Achievements

Domestic Infrastructure Milestones

Kajima Corporation has played a pivotal role in Japan's domestic development, contributing to railways, tunnels, dams, bridges, and expressways since the late . Early efforts focused on pioneering lines and hydroelectric facilities, evolving into postwar megaprojects that supported economic recovery and high-speed connectivity. In 1880, Kajima began railway construction with the Tsuruga Railway Line (later Yanagase Line), marking its entry into . By 1893, it completed the Usui Line, Japan's first Abt system , facilitating steep mountain traversal. The company advanced into power infrastructure in 1909 with the Uji River hydroelectric power station, Japan's initial large-scale project of its kind. Tunneling expertise emerged prominently with the Tanna Tunnel, constructed from 1918 to 1934 over 16 years, which bypassed mountainous detours on the Tokyo-Kobe route. Dam construction milestones include the Ohmine Dam in 1924, Japan's first dam, followed by the Kamishiiba Dam starting in 1952, the nation's inaugural designed for seismic stability. In transportation, Kajima completed the Shintanna Tunnel in 1964 for the , enabling through challenging geology and shortening travel times between and . The , finished in 1970, represented Japan's first modern highway, spanning to and catalyzing postwar industrial growth. Major bridge and tunnel feats followed, with Seikan Tunnel construction commencing in 1972 and completion in 1988, the world's longest undersea railway tunnel at 53.85 km connecting and . The Great Seto Bridge, part of the Honshu-Shikoku linkage, opened the same year, integrating rail and road across the . In 1997, Kajima bored through the , a 15.1 km hybrid tunnel-bridge crossing reducing Tokyo-Chiba commute times. The opened in 1998, holding the record as the longest central span at 1,991 meters. Recent innovations include the completion in 2012 on the , alleviating traffic, and the Yokohama North Route opening in 2017. Kajima achieved a global first in 2023 with fully automated at Naruse Dam using A4CSEL systems, enabling remote operation of machinery to enhance safety and efficiency in harsh winter conditions.

International Engineering Feats

Kajima's international engineering endeavors demonstrate proficiency in executing complex projects across diverse geopolitical and environmental contexts, often involving innovative adaptations of Japanese construction methodologies abroad. Early feats included works such as power plants and dams in during the postwar period, expanding into high-rise and developments by the . A landmark achievement was the 1976 construction of the International Trade Center Building in , then part of . Kajima received complete contractual autonomy from the East German government, without interference from local authorities, to erect this 30-story office complex completed in 1978; the project facilitated the establishment of over a dozen Japanese firms in and exemplified cross-ideological collaboration during the . In , Kajima contributed to 's skyline with the Overseas Union Bank Centre (now ), a pair of towers completed in the early featuring steel-framed structures up to 280 meters tall, engineered to withstand tropical winds and urban density constraints. The firm also undertook urban redevelopment initiatives in and during the 1980s and , integrating with infrastructure enhancements. Further afield, Kajima joined a Japanese in to build a 400-kilometer, six-lane segment of Algeria's East-West , part of a 1,200-kilometer national network traversing desert regions; this undertaking underscored capabilities in large-scale transport infrastructure amid logistical challenges in . Overseas operations have since encompassed projects in over 50 countries, including railways, power facilities, and recent offshore wind foundations, adapting technologies like automated systems to global sites.

Contributions to Nuclear and Energy Sectors

Kajima Corporation entered the sector in the post-World War II era, constructing Japan's first , the JRR-1 at the Japan Research Institute, which was completed in 1957. This project marked the company's initial foray into atomic energy infrastructure, leveraging its expertise to build reactor buildings and associated facilities. By the 1970s, Kajima had established itself as one of Japan's primary constructors for plants, participating in civil works for major sites including Kashiwazaki-Kariwa. The company played a significant role in the construction of the Fukushima Daiichi Nuclear Power Plant, handling the building of all six reactor units in the 1960s and 1970s under designs from and architectural input from Ebasco. Following the 2011 Tohoku earthquake and tsunami, Kajima contributed to decommissioning and recovery efforts, including the installation of a frozen wall—comprising 1,550 pipes forming a 1.5-kilometer perimeter—to block groundwater inflow into contaminated reactor buildings, completed in phases by 2016 at a cost of approximately 34.5 billion yen. More recently, Kajima has focused on seismic reinforcements, such as the 2023 earthquake-proofing of the roof truss in Unit 2 at Onagawa Nuclear Power Station and ongoing work to enable operational resumption there by 2024. It also supported at the Ohma Plant using proprietary all-weather methods to accelerate building enclosure. In broader energy infrastructure, Kajima has constructed thermoelectric power plants, hydroelectric facilities, LNG tanks, and oil storage bases, contributing to Japan's through large-scale projects like the civil works for coal-to-hydrocarbons conversion in . The company has expanded into renewables, securing contracts for monopile foundations in the 315 MW Oga Katagami Akita offshore , set for 2028 operation, while navigating cost challenges that led to withdrawal from other Japanese offshore wind consortia in 2025. In solar, subsidiaries completed an 11.6 MW photovoltaic plant in in 2025, featuring 20,000 panels over 51,000 square meters. Emerging efforts include investments in closed-loop geothermal systems via Eavor in (2024) and the Fukushima Hydrogen Energy Research Field for demonstration labs (ongoing). These initiatives align with Kajima's carbon neutrality goals by 2050, emphasizing energy-efficient technologies and decarbonization in .

Controversies and Regulatory Issues

Bid-Rigging and Industry Collusion Cases

Kajima Corporation has faced multiple allegations and convictions for bid-rigging and collusion in Japan's construction sector, often involving coordination with other major contractors to allocate public contracts. These practices, known as dango in Japanese, have historically been prevalent among general contractors bidding on infrastructure projects procured by government entities. A prominent case involved the Linear Chuo maglev line project. In December 2017, prosecutors raided Kajima's headquarters alongside those of over suspected antitrust violations in bidding for tunneling contracts on the Tokyo-Nagoya route. The Japan Fair Trade Commission (JFTC) filed criminal accusations in March 2018 against Kajima, , , and , determining that the firms had exchanged bid price information and predetermined winning bidders for 21 contracts worth approximately 210 billion yen starting from 2011, thereby restricting competition. In December 2020, the JFTC issued cease-and-desist orders and surcharge payment orders to these companies, including Kajima. A convicted Kajima and Taisei of violating the Antimonopoly Act in March 2021, imposing fines of 250 million yen (about $2.3 million) on each company and suspended prison sentences of two years on two former executives from Kajima. The High Court upheld these sentences in March 2023, rejecting appeals that argued insufficient evidence of . Earlier, in February 2007, the JFTC conducted a into bid-rigging for the extension of City's subway lines, leading to the of executives from Kajima, Obayashi, Shimizu, Okumura Gumi, and Maeda Corporation. The firms had coordinated bids to ensure specific companies secured contracts for work on the Meijo and Tsurumai lines, with consultations held via and meetings to allocate winners and adjust prices. Internationally, in September 1994, the U.S. Department of Justice filed a civil antitrust suit in against Kajima and 52 other Japanese construction firms for bid-rigging on over 100 projects in from 1987 to 1993, which disadvantaged foreign competitors including U.S. companies seeking entry into the market. The scheme involved pre-arranging bid winners through industry associations and compensating losers via subsequent contracts, resulting in damages estimated at tens of millions of dollars to non-Japanese bidders. More recently, in June 2024, a dismissed Kajima's lawsuit to revoke a JFTC cease-and-desist order for an Act violation, with the upholding the dismissal in May 2025 despite Kajima's contention that no competitive restraint occurred due to the absence of actual bidding competition. The case involved unspecified construction-related , though Kajima maintained no legal infraction and filed for final .

Bribery and Kickback Incidents

In 1993, Shinji Kiyoyama, then-vice president of Kajima Corporation, was arrested and indicted for bribing Fujio Takeuchi, the former of , with 20 million yen (approximately $190,000 at the time) as compensation for securing contracts favorable to Kajima. Kiyoyama faced additional charges in 1994 for providing 10 million yen (about $95,000) to Kishiro Nakamura, a former construction minister, to influence the Japan Fair Trade Commission's oversight of industry practices. Nakamura was subsequently charged with accepting the bribe, highlighting patterns of corporate influence over regulatory decisions in Japan's contracting. In 2004, Kiyoyama received an 18-month sentence, suspended for five years, in connection with the governor bribery case. The same 1993 scandal extended to allegations of illegal political donations by Kajima to Ichiro Ozawa, a prominent political figure and secretary-general of the at the time, including a reported 5 million yen that exceeded legal contribution limits for corporations to politicians. Prosecutors searched Kajima offices as part of the investigation into Ozawa's funding, with two Kajima accountants arrested for allegedly destroying records of secret donations to political entities. These actions reflected broader practices in the Japanese sector, where firms like Kajima reportedly funneled unreported funds to secure policy advantages, though Ozawa maintained the donation was a legitimate personal . In reconstruction efforts following the 2011 Great East Japan Earthquake, a former senior employee at Kajima's Tohoku branch was investigated in 2021 for receiving substantial kickbacks from selected subcontractors involved in Kajima-managed projects in . The employee, who influenced subcontractor selections, accepted payments disguised as entertainment expenses, prompting Kajima's internal probe and his subsequent dismissal. Authorities pursued charges related to these kickbacks, which exploited public funds allocated for disaster recovery, underscoring vulnerabilities in oversight of post-disaster contracting. More recently, in January 2025, prosecutors questioned Kajima executives as part of an inquiry into slush funds and within the industry, focusing on unreported payments potentially tied to influence. This probe, involving multiple teams, examined systemic dependencies on hidden funds for securing contracts, though specific outcomes for Kajima remain pending as of October 2025.

Responses and Industry Context

In response to the 2017-2021 maglev bid-rigging scandal involving the Linear Chuo project, Kajima Corporation cooperated with investigations by the Fair Trade Commission (JFTC) and paid a 250 million yen fine imposed by the in March 2021, with the ruling upheld by the Tokyo High Court in March 2023. The company acknowledged raids by authorities and emphasized its ongoing compliance training programs aimed at preventing anticompetitive practices, including bid manipulation. Following earlier internal probes, such as a 2021 investigation into excessive subcontractor entertaining linked to public funds, Kajima dismissed implicated executives to enforce . Regarding 1990s bribery cases tied to contracts, Kajima's senior executives faced arrests for allegedly paying officials, including mayors and former Construction Minister Kishiro Nakamura, to secure favors; the firm responded by leadership and enhancing internal controls, though specific remediation details from that era remain limited in . Today, Kajima maintains a formal compliance framework prohibiting and mandating transparent competition, as outlined in its policies, which prioritize "fair, transparent and free competition" in . The Japanese construction sector, dominated by an of five major firms including Kajima, has a history of systemic known as or kansei-dango, where contractors and officials pre-arrange bids to allocate projects and inflate costs, persisting despite antitrust laws. Scandals like the 2005 bridge bid-rigging involving 47 firms and the 1990s U.S. DOJ suits against Japanese contractors for international rigging highlight entrenched practices, often facilitated by public procurers to control budgets or ensure stability. Regulatory responses include JFTC criminal referrals and calls for harsher penalties, yet empirical studies show remains prevalent in public procurement, with firms repeatedly indicted across decades, underscoring limited deterrence in a market reliant on long-term relationships and keiretsu-like ties.

Sustainability and Strategic Outlook

Environmental and Recycling Initiatives

Kajima Corporation has integrated resource recycling into its broader environmental strategy under the Kajima Environmental Vision 2050plus, which targets "" by 2050 as part of its Triple Zero goals—encompassing zero carbon emissions, , and zero environmental impact—updating the original 2013 Triple Zero 2050 framework. This vision emphasizes constructing a in the resource-intensive sector by promoting the 3Rs (reduce, , recycle), including efficient material procurement to minimize , of surplus soil through public-private matching programs, and development of low-impact materials like eco-friendly incorporating blast-furnace to lower usage and CO2 emissions. The company employs proprietary (LCA) tools to evaluate and optimize waste and across project lifecycles, while implementing manufacturer-led for materials such as , converting paper components to cardboard and gypsum to new panels. In October 2000, Kajima established a dedicated environmental division to handle , water management, and remediation, supporting these efforts. Operations adhere to an ISO 14001-certified , with three-year cycles (e.g., FY2024–2026) setting benchmarks for recycled material usage at 40% and overall rates at 97%. In FY2023, Kajima achieved a non-consolidated rate of 96.2% and a consolidated rate of 95.9% for totaling 1,805,406 tons, with final disposal amounting to 54,000 tons (3.0% rate), aligning closely with targets under 3% final disposal. reached 40% for main materials that year, with category-specific rates including 99.8% for remnants and 96.7% for wood scrap. Longer-term projections include 60% and 97% by FY2030, escalating to 100% and full adoption of sustainable wooden structures by FY2050. These metrics reflect ongoing reductions in dependency, though lagged at 77.8% in FY2023.

Recent Technological Adoptions

Kajima Corporation has integrated (AI) into scheduling through its 2022 adoption of ALICE Technologies' platform, which simulates and optimizes project sequences to enhance efficiency on large-scale developments. This tool employs generative AI to evaluate millions of construction scenarios, reducing delays and resource conflicts based on empirical data from past projects. In robotics, Kajima jointly developed a concrete-floor-finishing , recognized in the 2025 Singapore International Construction Conference Awards for automating labor-intensive tasks and improving surface quality precision. The , tested in collaboration with government entities like , addresses manpower shortages by enabling consistent, high-speed finishing operations. Kajima advanced smart building technologies in August 2025 via a partnership with in , deploying IoT sensors, AI analytics, and data platforms under "The GEAR by Kajima" to deliver KPI-driven insights for and . This initiative integrates real-time monitoring to optimize building performance, drawing on causal links between sensor data and outcomes. Building information modeling (BIM) adoption includes Kajima's use of Glodon's CubiCost solution for 5D quantity surveying since 2019, extended through a 2025 memorandum of understanding to promote digital education and cost management accuracy. Complementing this, Kajima's research incorporates AI for , achieving a 70% reduction in handling time via of complex verification tasks. Broader R&D efforts emphasize fusing AI, (ICT), and for autonomous construction vehicles, as outlined in Kajima's 2024 integrated report, to realize with minimized human error. These adoptions align with industry trends toward digital twins and , prioritizing verifiable efficiency gains over unproven hype.

Future Growth Projections

Kajima Corporation projects modest revenue growth for 2025 (April 2025–March 2026), forecasting consolidated of ¥2,950 billion, representing a 1.3% increase from the prior year, alongside of ¥130 billion. Operating income is expected to reach ¥159 billion, with the company anticipating further profit expansion through improved gross margins and increased property in the second half of the . These targets reflect steady progress in the first quarter, where achieved 22% of the full-year forecast, though construction cost poses a noted without expected major disruptions from external factors like U.S. trade policies. Under its Medium-Term Business Plan (FY2024–2026), announced May 14, 2024, Kajima aims for consolidated net income of at least ¥130 billion by FY2026, escalating to ≥¥150 billion by FY2030, while maintaining (ROE) above 10%. Growth strategies emphasize strengthening core domestic construction via and design-build proposals, expanding and global operations, and fostering innovation through enhanced R&D and initiatives like the Kajima Environmental Vision 2050plus. The plan includes significant investments recouped via external capital to boost efficiency, alongside shareholder returns such as a 40% payout and share buybacks. Analyst projections align with tempered optimism, estimating annualized revenue growth of 6.3% through 2026, supported by Japan's broader sector forecast of 3% CAGR to USD 810 billion by 2034 amid infrastructure and demands. Kajima's emphasis on technology-driven value creation and diversified revenue streams positions it for sustained expansion, though realization depends on navigating domestic labor shortages and global economic volatility.

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