Taki Kensetsu Kogyo, a Small Yet Remarkable Multinational Company

International attention is focusing on Chitose City in Hokkaido, thanks to Rapidus. This is a national initiative focused on manufacturing next-generation semiconductors. Also amid this surge of interest, Taki Kensetsu Kogyo Co Ltd, a small local construction company, is making a name for itself. With annual sales of ¥500 million JPY ($ USD), it is emerging as a multinational player. 

Among Taki Kensetsu's 67 employees, 27 are foreign nationals. They come from Vietnam, Bangladesh, Sri Lanka, Indonesia, Laos, India, and Myanmar. From October 2024, the company plans to add 24 more employees. They are expected to include nationals of countries such as Peru, Cambodia, Nepal, Thailand, and Uzbekistan.

Yuichi Taki, 39, Taki Kensetsu's second-generation president, took charge in 2015. In 2016, facing a severe labor shortage in Hokkaido, the company hired its first two foreign workers. They were Vietnamese, and both left abruptly without notice, effectively "running away." 

Reflecting on the experience, President Taki said, "I lacked empathy. We should have paid closer attention to differences in work attitudes and living conditions."

The Ultimate Custom-Made Manual

Taki was nevertheless determined to retain foreign employees and address the persistent labor shortage. He revamped the company’s approach to hiring. This led to the creation of a straightforward and practical manual tailored to foreign workers, fostering a supportive and considerate work environment.

Taki Kensetsu Kogyo specializes in constructing temporary scaffolding for construction and civil engineering projects. Its employees work at various sites, including those for Rapidus and the Hokkaido Shinkansen. 

Their jobs mainly involve high-altitude tasks that are both dangerous and skill-intensive. To help foreign workers adjust, the company has developed two multilingual manuals over the past few years.

The first manual, titled "Living in Japan," offers practical advice for daily life. It covers essential topics like preventing indoor condensation during Hokkaido’s harsh winters, keeping shared entrance areas free of personal items, and properly folding cardboard before disposal. Illustrated with pictures, this manual was created by Japanese staff. It was then translated into multiple languages using apps and reviewed by native speakers.

The second manual, "Preparing for Work," focuses on clear communication and safety. For example, it advises workers to say "I understand" only when they genuinely do. It further reminds them to ask questions immediately if they are unsure about a task, with the of preventing injuries. 

The manual also explains safety gear, such as full-body harnesses. Furthermore, it details site tools with diagrams of belts and scaffolding components. It ends with an encouraging note: "There will be challenges and hardships, but overcoming them will bring you valuable experience. For your family and your future, prioritize safety and do your best."

Toward Multicultural Coexistence

While multicultural coexistence is a commendable ideal, the reality often proves challenging. Across Japan, language barriers, differences in daily habits — such as religious practices and waste disposal — and racial prejudices contribute to growing tensions. 

Despite these hurdles, the acceptance of foreign workers is unavoidable as Japan faces a rapidly aging and shrinking population. Young Asian workers have become increasingly vital across various sectors, including construction. That applies equally, however, to work in convenience stores, caregiving, agriculture, electronics assembly, and food processing.

However, the work environment is important. Some foreign workers face harsh conditions, including long hours and low wages. These can lead to serious human rights violations. Improving the work environment is essential not only for securing a reliable workforce but also for addressing these urgent concerns. 

Meanwhile, immigration policies are being revised in response to the need for workers. There are useful updates, such as new specified skilled workers visas, and a comprehensive overhaul of the technical intern training program.

President Taki emphasizes, "Japanese employees must also shift their mindset. They must understand the ethnic and racial dynamics, including tensions between different groups in various countries. Our goal is to build teams of foreign workers who can independently manage sites."

​​Young Workers from Asia

Rahaman, 27, came to Japan from Bangladesh five years ago. Currently, he holds a Specified Skilled Workers (Type 1) visa. He is working toward obtaining a Type 2 visa, which could eventually lead to permanent residency. "As a Muslim, I can’t eat popular Japanese dishes like tonkotsu ramen or yakisoba because they contain pork, which is disappointing." 

Rahaman has also noticed that Chitose has more foreign residents now. "We don't feel so out of place anymore," he says.

Ruwan, 25, from Sri Lanka, is in his third year with the company. He shares that "Japan is my dream country.  I want to save money, return home, and start my own business." 

Oki, a 24-year-old from Indonesia is the youngest of five siblings. He is in his second year with the company. "My family is doing well with my financial support. I find the work meaningful and fulfilling," he says.

In Europe, particularly in the United Kingdom, France, and Germany, refugee and immigration issues have become significant national challenges. They risk social division and national fragmentation. 

Meanwhile, Japan continues to rely on short-term solutions to address its labor shortages. However, Japan now faces a critical question: Will it accept foreign workers as immigrants? I believe it’s time for Japan to seriously debate this issue, as it will be crucial to the country’s future.

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(Read the report in Japanese.)

Author: Hideaki Ota  

Hideaki Ota is the Representative Director of JAPAN Forward association, Inc, and a special advisor to The Sankei Shimbun.