- HOME
- ESG Data and Comparisons
- ESG Data
ESG Data (FY2023)
Environmental Data
Social Data
Human Capital Data
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Number of employees (consolidated / full-time employees) | Persons | 14,562 | 14,620 | 14,518 | 14,466 | 16,285 | Consolidated |
Civil Engineering business | 4,161 | 4,257 | 4,263 | 4,268 | 5,472 | Consolidated | |
Building Construction business | 8,163 | 8,160 | 8,103 | 8,133 | 8,804 | Consolidated | |
Real Estate Development business | 2,074 | 2,044 | 1,979 | 1,898 | 1,875 | Consolidated | |
Other businesses | 164 | 159 | 173 | 167 | 134 | Consolidated | |
Male | 11,971 | 11,959 | 11,822 | 11,722 | 13,249 | Consolidated | |
Female | 2,591 | 2,661 | 2,696 | 2,744 | 3,036 | Consolidated | |
Japanese employees | 13,720 | 13,747 | 13,645 | 13,611 | 15,278 | Consolidated | |
Non-Japanese employees | 842 | 873 | 873 | 855 | 1,007 | Consolidated | |
Number of non-regular employees | — | — | 3,993 | 4,035 | 4,286 | Consolidated | |
Number of employees (full-time employees) | 8,507 | 8,572 | 8,579 | 8,613 | 8,720 | Non- consolidated |
|
Civil Engineering business | 2,273 | 2,323 | 2,324 | 2,333 | 2,354 | Non- consolidated |
|
Building Construction business | 6,072 | 6,084 | 6,084 | 6,109 | 6,188 | Non- consolidated |
|
Real Estate Development business | 162 | 165 | 171 | 171 | 178 | Non- consolidated |
|
Male | 6,937 | 6,970 | 6,955 | 6,939 | 6,976 | Non- consolidated |
|
Female | 1,570 | 1,602 | 1,624 | 1,674 | 1,744 | Non- consolidated |
|
Japanese employees | 8,456 | 8,512 | 8,514 | 8,538 | 8,638 | Non- consolidated |
|
Non-Japanese employees | 51 | 60 | 65 | 75 | 82 | Non- consolidated |
|
Twenties | % | 17.1 | 18.0 | 18.5 | 18.6 | 19.2 | Non- consolidated |
Thirties | 19.2 | 19.7 | 20.4 | 21.3 | 21.5 | Non- consolidated |
|
Forties | 26.3 | 22.9 | 21.0 | 19.7 | 19.1 | Non- consolidated |
|
Fifties and over | 37.4 | 39.4 | 40.1 | 40.4 | 40.2 | Non- consolidated |
|
Number of non-regular employees | Persons | 1,173 | 1,217 | 1,173 | 1,284 | 1,348 | Non- consolidated |
Number of hires (new graduates) | 264 | 329 | 302 | 276 | 316 | Non- consolidated |
|
Male | 215 | 270 | 253 | 218 | 246 | Non- consolidated |
|
Female | 49 | 59 | 49 | 58 | 70 | Non- consolidated |
|
Ratio of hired new graduate female | % | 18.6 | 17.9 | 16.2 | 21.0 | 22.2 | Non- consolidated |
Ratio of hired new graduate female engineers | 16.7 | 16.1 | 13.6 | 18.7 | 20.1 | Non- consolidated |
|
Number of mid-career hires | Persons | 27 | 11 | 28 | 69 | 107 | Non- consolidated |
Male | 22 | 11 | 23 | 60 | 84 | Non- consolidated |
|
Female | 5 | 0 | 5 | 9 | 23 | Non- consolidated |
|
Average annual salary | Thousand yen | 10,103 | 9,850 | 9,635 | 9,929 | 10,246 | Non- consolidated |
Average age | Years old | 43.0 | 43.0 | 43.0 | 43.0 | 42.9 | Non- consolidated |
Male | 43.3 | 43.3 | 43.3 | 43.4 | 43.4 | Non- consolidated |
|
Female | 41.8 | 41.6 | 41.5 | 41.2 | 40.9 | Non- consolidated |
|
Average service years | Years | 18.3 | 18.3 | 18.2 | 18.1 | 17.9 | Non- consolidated |
Male | 18.7 | 18.8 | 18.8 | 18.7 | 18.6 | Non- consolidated |
|
Female | 16.5 | 16.2 | 15.9 | 15.6 | 15.2 | Non- consolidated |
|
Turnover rates (Full time staff voluntary turnover rates) | % | — | — | 2.1 | 2.3 | 3.4 | Taisei Gourp companies* |
Turnover rates (Full time staff voluntary turnover rates) | 1.2 | 1.2 | 1.5 | 1.6 | 1.8 | Non- consolidated |
|
Turnover rates (Full time staff voluntary turnover rates employees within three years of hiring) |
7.4 | 7.6 | 8.3 | 10.0 | 8.6 | Non- consolidated |
- *The scope of coverage: TAISEI Corporation and seven major Group companies. In FY2023, TAISEI Corporation and nine major Group companies.
Targets
- Ratio of hired new graduate female engineers: [FY2030] 25%
- Ratio of hired new graduate female: [FY2026] 27% / [FY2030] 30%
Number of Public Qualification Holders
Unit | Regular workers | Included employees reemployed after leave retirement and contract employees | |||
---|---|---|---|---|---|
2022 | 2023 | 2022 | 2023 | ||
First-class architects | Persons | 2,209 | 2,167 | 2,557 | 2,516 |
First-class civil engineering works execution managing engineers | 1,619 | 1,619 | 1,921 | 1,918 | |
First-class construction accountants | 247 | 238 | 263 | 258 |
- *The scope of coverage: TAISEI Corporation (Non-consolidated).
System for reward to excellent civil engineering skilled workers, systems for first-class foremen and special-class foremen in building construction
(FY2023)
Name of system | Amount of payment (Daily amount) |
Number of times for awarding certification / Number of certified persons (comulative count) | Start of system | ||
---|---|---|---|---|---|
Civil engineering | Excellent Civil Engineer Compensation System (BMT*) | ¥2,000 | 1,408 (annually) |
Construction technicians meeting certain criteria, including certifications; Nationwide | January-2013 |
Building construction | First-Class Foreman System (with some revisions) | ¥2,000 | 874 (annually) |
April-1995 | |
Special-Class Foreman System | ¥4,000 | 104 (annually) |
April-2015 |
- *The scope of coverage: TAISEI Corporation (Non-consolidated).
- *Best Meister of Taiesi
Rate of women in management positions, Rate of taking childcare leave by male employees, and gender wage gap
(FY2023)
Company name | Rate of women in management positions (%)*1 | Rate of taking childcare Leave by male employees (%) | Gender wage gap (%) Note*1 | Description | |||
---|---|---|---|---|---|---|---|
All workers | Regular workers | Part-time and fixed-term workers | |||||
Taisei Corporation | 6.6 | 130.9 | *3 | 57.6 | 58.0 | 57.9 | *4 |
Taisei Rotec Corporation | 0.9 | 105.3 | *3 | 55.3 | 56.4 | 53.6 | *4 |
Taisei-Yuraku Real Estate Co., Ltd. | 1.1 | 59.3 | *2 | 68.6 | 78.6 | 54.4 | *4 |
PS Construction Co., Ltd. | 0.9 | 133.3 | *3 | 51.5 | 51.2 | 54.8 | *4 |
TAISEI U-LEC CO., LTD | * | * | 77.2 | 74.5 | 76.4 | *4 | |
Taisei SETSUBI Co., Ltd. | * | * | 63.0 | 63.6 | 54.7 | *4 | |
J-FAST Co., Ltd. | * | * | 71.4 | 70.7 | 74.2 | *4 | |
Taisei-Yuraku Real Estate Sales Co., Ltd. | 2.1 | 18.2 | *3 | 45.8 | 63.6 | 28.9 | *4 |
Taisei HOUSING CORPORATION | 10.5 | * | 73.7 | 72.9 | 65.6 | *4 | |
SATOHIDE CORPORATION | 2.2 | * | 75.2 | 72.0 | 81.0 | *4 |
- *1Caluculated in accordance with the provisions of the Act on the Promotion of Women's Active Engagement in Professional Life.
- *2The acquisition rate of childcare leave is calculated as set forth in Article 71-4 item (i) in accordance with the Welfare of Workers who Take Care of Children or other Family Members Including Child Care and Family Care Leave and Employment Insurance Act.
- *3The acquisition rate of childcare leave, etc. and absence for childcare is calculated as set forth in Article 71-4 item (ii) in accordance with the Welfare of Workers who Take Care of Children or other Family Members Including Child Care and Family Care Leave and Employment Insurance Act.
- *4The Company has applied the same wage system regardless of gender, however, average age causes gender wage gap.
- An asterisk (*) indicates that statement has been omitted as the entity is outside the scape of mandatory disclosure under the Women's Advanement Act and the Childcare and Caregiver Leave Act.
Ratio of Female Wages to Male Wages
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
All employees (full-time employees) | % | — | — | 58.2 | 59.2 | 57.6 | Non- consolidated |
Regular employees | — | — | 57.4 | 59.4 | 58.0 | Non- consolidated |
|
Career-track positions | — | — | 66.0 | 68.7 | 67.4 | Non- consolidated |
|
Professional-grade positions | — | — | 72.1 | 69.5 | 74.0 | Non- consolidated |
|
Minor career-track positions | — | — | 83.3 | 78.8 | 84.4 | Non- consolidated |
|
Non-regular employees | — | — | 58.3 | 58.3 | 57.9 | Non- consolidated |
* The Company has applied the same wage system regardless of gender, however, average age causes gender wage gap.
Diversity, Equity & Inclusion Data
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Number of female managers◎ | Persons | 197 | 236 | 277 | 314 | 355 | Non- consolidated |
Female managers ratio | % | 3.8 | 4.5 | 5.1 | 5.9 | 6.6 | Non- consolidated |
Number of female engineers | Persons | 698 | 738 | 767 | 809 | 877 | Non- consolidated |
Female engineers ratio | % | 9.5 | 9.9 | 10.2 | 10.6 | 11.3 | Non- consolidated |
Rate of employment of persons with disabilities | % | — | — | 2.06*2 | 2.10*2 | 2.15 | Taisei Gourp companies*1 |
Rate of employment of persons with disabilities | 2.35 | 2.20 | 2.27 | 2.35 | 2.48 | Non- consolidated |
|
Number of employees reemployed after leave retirement | Persons | 800 | 862 | 878 | 905 | 903 | Non- consolidated |
Number of former employees who took advantage of the Job-Return system*3 | 3 | 3 | 4 | 4 | 10 | Non- consolidated |
◎Medium-Term Business Plan (2021- 2023) KPI: [FY2023 target] Number of of female managers 330 persons
- *1The scope of coverage:TAISEI Corporation and seven major Group companies.
- *2Retroactively adjusted
- *3A system that offers reemployment opportunities by providing job listings from the Company and its Group companies to employees who have voluntarily retired and wish to return to work due to a change or improvement in their original reasons for retirement.
Targets
- Number of female managers: 10 times by 2025, compared to 2015
- Number of female engineers: 15 % or more by 2030
Diversity, Equity & Inclusion-related Training
Indicators | Unit | Achievements | Subjects | Boundary | |
---|---|---|---|---|---|
Number of participants in diversity management training | Persons | 1,219 | FY2013 - FY2023 | managerial staff | Non- consolidated |
Next Generation Leader Development Training Number of participants | 273 | FY2012 - FY2023 | female employees | Non- consolidated |
|
Number of female position leadership and coaching training participants | 8 | FY2021 - FY2023 | Position holders | Non- consolidated |
|
Number of Non-Japanese employees taking training | 206 | FY2013 - FY2023 | Non-Japanese employees | Non- consolidated |
Childcare and Nursing Care Data
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Number of employees taking leave for childcare | Persons | 290 | 299 | 281 | 298*3 | 309 | Non- consolidated |
Male | 241 | 253 | 232 | 248 | 259 | Non- consolidated |
|
Female | 49 | 46 | 49 | 50*3 | 50 | Non- consolidated |
|
Rate of taking childcare leave | % | 100 | 100 | 100 | 99.6 | 100 | Non- consolidated |
Rate of taking childcare leave by males*1◎ | 100 | 100 | 100 | 119.1 | 130.9 | Non- consolidated |
|
Average number of days of childcare leave taken by males | Days | — | 7.1 | 9.7 | 11.6 | 17.3 | Non- consolidated |
Rate of taking childcare leave by females | % | 100 | 100 | 100 | 97.6 | 100 | Non- consolidated |
Rate of return to work after childcare leave | 99.7 | 100 | 99.7 | 96.6 | 100 | Non- consolidated |
|
Male | 100 | 100 | 100 | 100 | 100 | Non- consolidated |
|
Female | 97.9 | 100 | 97.9 | 95.6 | 100 | Non- consolidated |
|
Number of employees who use flextime for childcare (cumulative)*2 | Persons | 27 | 35 | 45 | 58 | 79 | Non- consolidated |
Number of employees taking nursing care leave | 2 | 1 | 1 | 1 | 1 | Non- consolidated |
|
Number of employees taking days off for nursing care | — | — | 175 | 179 | 241 | Non- consolidated |
◎Medium-Term Business Plan (2021- 2023) KPI: [FY2023 targets] Rate of taking childcare leave by males: 100% / Average number of days of childcare leave taken by males: 14 days or more
- *1For the period from FY2019 to FY2021, calculations are based on an internal system that considers the percentage of male employees who have taken childcare leave during their entitlement period when their child was born.
After FY2022, the calculations are based on the Act on Childcare Leave / Caregiver Leave, using a denominator of employees who had children during the fiscal year in question and a numerator of employees who took parental leave or days off for child-rearing during the fiscal year in question. - *2The name change made from Flextime for Childcare in FY2023.
- *3Retroactively adjusted
Targets
- Rate of taking childcare leave by males: [Annually] 100% / Average number of days of childcare leave taken by males: 14 days or more
Rate of paid leave utilization,milestone leave utilization and refresh leave utilization
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Rate of paid leave utilization | % | 46.2 | 46.5 | 49.3 | 54.5 | 58.3 | Non- consolidated |
Rate of milestone leave utilization*1 | 84.5 | 79.2 | 83.4 | 78.6 | 72.5 | Non- consolidated |
|
Rate of refresh leave utilization | 91.9 | 81.2*2 | 83.2*2 | 85.9*2 | 83.5 | Non- consolidated |
- *1Milestone leave: Special leave able to be taken when employees at construction sites are transferred or reaches certain milestones of the construction project.
- *2Retroactively adjusted
Targets
- Rate of paid leave utilization: [FY2025] 60%
- Rate of milestone leave utilization and Rate of refresh leave utilization: [Annually] 100%
Data on Employees Engagement
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Percentage of all employees covered by collective | % | 90.6 | 90.8 | 90.1 | 89.8 | 89.6 | Non- consolidated |
Labor union participation rate | 100 | 100 | 100 | 100 | 100 | Non- consolidated |
|
Engagement score* | 80.8 | — | 77.6 | B 50.0 | B 50.2 | Non- consolidated |
- *From FY2022, the employee satisfaction rate for union members changed to engagement score for all employees. The engagement survey and its rating assessment by Link and Motivation Inc. are adopted (on a 11-point scale of AAA to DD).
DD | DDD | C | CC | CCC | B | BB | BBB | A | AA | AAA |
33 or less |
39 or less |
42 or less |
45 or less |
48 or less |
52 or less |
55 or less |
58 or less |
61 or less |
67 or less |
67 or more |
Targets
- Engagement score: [FY2026] BBB55 / [FY2030] A60
Data on Working Hours and Holidays
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Total hours worked per month | Hours | 193.9 | 194.1 | 190.9 | 187.5 | 185.2 | Non- consolidated |
Average overtime hours per month | 39.0 | 39.8 | 38.5 | 36.6 | 35.5 | Non- consolidated*1 |
|
Health management overtime hours*2 (Rate of employees who worked more than 720 overtime hours per year)◎ |
% | — | Employees exceeded 25.4 |
Employees exceeded 23.5 |
Employees exceeded 18.2 |
Employees exceeded 16.6 |
Non- consolidated |
Worksite implementation rate of an 8-day site closure per 4 weeks (Building Construction)◎ | — | — | 26.6 | 27.8 | 39.0 | Non- consolidated |
|
Worksite implementation rate of an 8-day site closure per 4 weeks (Civil Engineering)◎ | — | — | 49.5 | 52.2 | 69.6 | Non- consolidated |
◎Medium-Term Business Plan (2021- 2023) KPI: [2023 targets] (Building Construction and Civil Engineering) Health management overtime hours 720 hours / year: 0% (No exceedance) / Worksite implementation rate of an 8-day site closure per 4 weeks: 100%
- *1The scope of coverage: average overtime hours per one month of employees excluding managers
- *2Health management overtime hours:These are the overtime hours used to determine whether preventive measures against health issues, such as one-on-one consultations with physicians, should be implemented. This total includes both statutory overtime hours and working hours on legal holidays.
Targets
- Implementation rate of an 8-day site closure per 4 weeks (Building Construction and Civil Engineering): [FY2026] 100% [FY2030] 100%
Data on Training and Career in Capacity Development
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Cumulative training hours for capacity development*1 | Hours | 261,059 | 233,143 | 231,706 | 566,424 | 563,353 | Non- consolidated |
Cumulative training hours for capacity development | — | — | — | — | 757,224 | Taisei Gourp companies*2 | |
Training hours per person*1 | 30.5 | 27.0 | 26.7 | 65.0 | 63.8 | Non- consolidated |
|
Training hours per person*1 | — | — | — | — | 50.3 | Taisei Gourp companies*2 | |
Total training budget*1 | Million yen | — | — | 299 | 406 | 711 | Non- consolidated |
Total training budget*1 | — | — | — | — | 892 | Taisei Gourp companies*2 | |
Cumulative number of training attendees*1 | Persons | — | — | 4,360 | 76,585 | 78,113 | Non- consolidated |
Cumulative number of training attendees*1 | — | — | — | — | 148,151 | Taisei Gourp companies*2 | |
Number of regular employees promoted from non-regular employees | 28 | 20 | 38 | 30 | 29 | Non- consolidated |
|
Implementation rate of career development review | % | 86.5 | 88.0 | 89.0 | 88.2 | 94.4 | Non- consolidated |
Training hours per person for new employee | Hours | 281.1 | 176.3 | 176.7 | 511.5 | 496.9 | Non- consolidated |
- *1Up to FY2021, data from training programs sponsored by the head office were collected. From FY2022, the results of training programs sponsored by branches and companywide e-Learning are also included in the data.
- *2The scope of coverage: TAISEI Corporation and nine major Group companies.
Target
- Implementation rate of career development review: [anuually] 100%
Data on Training in Career Development
(FY2023)
Number of subjects | Number of attendees | Participation rate | Attendance hours in total | Per person | Boundary | ||
---|---|---|---|---|---|---|---|
Persons | Persons | % | Hours | Hours | |||
Introduction training for new employees | all | 348 | 348 | 100 | 13,485 | 38.8 | Non- consolidated |
Introduction training for new employees | all | 897 | 897 | 100 | 77,314 | 86.2 | Taisei Gourp companies* |
Step-Up Training for managerial positions | Promoted employees | 232 | 232 | 100 | 4,176 | 18.0 | Non- consolidated |
Step-Up training for managerial positions | — | 409 | 408 | 99.8 | 7,949 | 19.5 | Taisei Gourp companies* |
Training for employees who are to be appointed managerial positions | — | 179 | 179 | 100 | 2,760 | 15.4 | Taisei Gourp companies* |
Power-Up Management training | Newly-appointed general managers | 105 | 105 | 100 | 2,048 | 19.5 | Non- consolidated |
Training for newly-appointed head of department | Promoted employees | 54 | 54 | 100 | 756 | 14.0 | Non- consolidated |
Training for senior managerial positions | — | 302 | 299 | 99.0 | 4,134 | 13.8 | Taisei Gourp companies* |
Global training | Employees endorsed by the department | 27 | 27 | 100 | 405 | 15.0 | Non- consolidated |
- *The scope of coverage: TAISEI Corporation and nine major Group companies.
Data on Safety Performance
(year)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Occupational accident frequency rate | — | 0.64 | 0.37 | 0.56 | 0.38 | 0.64 | Taisei Gourp companies*1 |
Occupational accident frequency rate | 0.62 | 0.35 | 0.44 | 0.32*2 | 0.51 | Non- consolidated |
|
Accident severity rate | 0.26 | 0.34 | 0.08 | 0.01 | 0.01 | Non- consolidated |
|
Number of occupational accident leaves (excluding fatal accident) | Cases | 74 | 35 | 45 | 35 | 62 | Non- consolidated |
Number of fatal accidents◎ | — | 5 | 1 | 1*2 | 0 | Taisei Gourp companies*1 | |
Number of fatal accidents | 4 | 5 | 1 | 0 | 0 | Non- consolidated |
|
Number of regular employee fatalities caused by occupational accident | Persons | 0 | 0 | 0 | 0 | 0 | Non- consolidated |
Of the above, number of contract workers | 0 | 0 | 0 | 0 | 0 | Non- consolidated |
|
Number of contractor fatalities caused by occupational accident | 4 | 5 | 1 | 0 | 0 | Non- consolidated |
- Notes:Frequency rate is the number of casualties due to occupational accident per cumulative one million actual work hours, and indicates the frequency of accidents occurring.
All industry and construction industry define one day or more time off (Aggregated from the calender year) / the Company difines four days or more time off (Aggregated from the fiscal year).
◎Medium-Term Business Plan (2021- 2023) KPI: [2023 target] Number of fatal accidents 0 cases
- *1The scope of coverage: Taisei Corporation and six major Group companies.
- *2Retroactively adjusted
Targets
- Number of fatal / serious accidents: [FY2026] 0 cases / [FY2030] 0 cases
Data on Training in Health and Safety
(year)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Number of employees receiving safety and health training*1 | Persons | 1,049 | 1,063 | 1,200 | 1,298 | 1,457 | Non- consolidated |
Off-site training for head office in-house employees | — | — | — | — | 503 | Non- consolidated |
|
Basic, intermediate and supervisory management courses | — | — | — | — | 726 | Non- consolidated |
|
Training for General Safety and Health Supervisors, General Safety and Health Managers, and Principal Safety and Health Managers | — | — | — | — | 137 | Non- consolidated |
|
Training for construction site managers | — | — | — | — | 57 | Non- consolidated |
|
Training for newly-assigned patrol duty | — | — | — | — | 34 | Non- consolidated |
- *1Aggregated from the fiscal year (April to March)
Data on Health Relations
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Implementation rate of stress checks | % | 90.2 | 91.6 | 91.0 | 92.0 | 92.6 | Non- consolidated |
Response rate of health awareness survey | — | — | 100 | 100 | 88.4 | Non- consolidated |
|
Number of empoyees using the consultation services for female health problem (Femtech)(cumulative) | Persons | — | — | — | 136 | 268 | Non- consolidated |
Targets
- Implementation rate of stress checks: [Annually] 100%
- Response rate of health awareness survey: [Annually] 100%
Worksites / Employees Taking Measures on Health and Safety
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Percentage of employees who are covered by the official safety and health committee of joint labor among all employees | % | — | — | — | — | 91.1*1 | Consolidated |
Percentage of employees who are covered by the official safety and health committee of joint labor among all employees | — | — | — | — | 100*2 | Non- consolidated |
|
Percentage of employees covered by the official collective bargaining agreement on conditions of work among all employees | — | — | — | — | 86.6*3 | Consolidated | |
Percentage of employees covered by the official collective bargaining agreement on conditions of work among all employees | — | — | — | — | 100*4 | Non- consolidated |
|
Percentage of employees who regularly have evaluation on performance and career development among all employees | — | — | — | — | 95.7*5 | Consolidated | |
Percentage of employees who regularly have evaluation on performance and career development among all employees (Implemantation rate of career development review) |
86.5 | 88.0 | 89.0 | 88.2 | 94.4*6 | Non- consolidated |
- *1Number of members 15,971 / Applicable persons 17,530
- *2Number of members 9,355 / Applicable persons 9,355
- *3Number of members 10,970 / Applicable persons 12,674
- *4Number of members 8,402 / Applicable persons 8,402
- *5Number of members 15,284 / Applicable persons 15,965
- *6Number of members 7,916 / Applicable persons 8,387
Targets
- Implementation rate of a career development review: [Annually] 100%
Data on CCUS and Productivity
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Worksite registration rate of Construction Career Up System (CCUS*1)◎ | % | 75 | 100 | 100 | 100 | 100 | Non- consolidated |
Business operator registration rate | — | 83 | 90 | 95 | 99 | Non- consolidated |
|
Skilled worker registration rate | — | 71 | 81 | 88 | 96 | Non- consolidated |
|
Accumulation of employment history rate | — | 67 | 79 | 87 | 96 | Non- consolidated |
|
Productivity (net sales per person)◎ | Billion yen | — | 0.67 | 0.65 | 0.67 | 0.70 | Taisei Gourp companies*2 |
◎Medium-Term Business Plan (2021- 2023) KPI: [2023 targets] Worksite registration rate of Construction Career Up System: 100% / Productivity (net sales per person): 83 million yen.
- *1CCUS (Worksite registration rate of Construction Career Up System): system to register and visualize the skills, experience and qualifications, status of enrollment in social insurance programs, etc., of each of the skilled construction workers under uniform rules of the industry, to strengthen cooperation with partner organizations. Non-
consolidated data. - *2The scope of coverage: Taisei Corporation and 27 Group companies.
Data on Customer Satisfaction
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Customer satisfaction (Building Construction)◎ | % | 88.0 | 90.0 | 90.0 | 85.9 | 82.8 | Non- consolidated |
Customer satisfaction (Civil Engineering)◎ | 98.0 | 98.6 | 97.6 | 95.8 | 98.6 | Non- consolidated |
◎Medium-Term Business Plan (2021- 2023) KPI: [2023 targets] Customer satisfaction (Building Construction) 100% / (Civil Engineering) 100%
Targets
- Customer satisfaction(Building Construction and Civil Engineering): [FY2026]100%, [FY2030] 100%
Qualiy-related Data
(FY)
2019 | 2020 | 2021 | 2022 | 2023 | Boundary | ||
---|---|---|---|---|---|---|---|
Number of major extarnal awards (Building Construction) | Cases | 5 | 5 | 12 | 13 | 11*1 | Non- consolidated |
Number of major extarnal awards (Civil Engineering) | 6 | 5 | 9 | 11 | 8*1 | Non- consolidated |
|
Number of serious quality-related problems*2 | — | — | — | — | 0 | Non- consolidated |
- *1Architecture: BCS Award / Annual Architectural Design Commendation of Architectural Institute of Japan / Young Architect Award for Selected Architectural Designs of the Architectural Institute of Japan / Selected Works of the Architectural Institute of Japan / BELCA Award / The Institute of Electrical Installation Engineers Award, technical Category / Japan Illumination Award / Minister of the Environment Awards for Climate Action
Civil Engineering: JSCE Awards (Outstanding Civil Engineering Achievement Award, Innovative Technique Award, Tanaka Award) / Japan Federation of Construction Contractors, Doboku Prize - *2Incidents and accidents that may incur serious damage to the magagement of the Company and the Group companies among those that occur in the business activities of the Company.
Targets
- Number of major external awards: [FY2026] 11 cases (Building Construction), 8 cases (Civil Engineering)
- Number of serious quality-related problems: [FY2026] 0 cases / [FY2030] 0 cases
Data on Community Activities
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Community activities and volunteering investment costs | Million yen | 838 | 492 | 787 | 673 | 349 | Non- consolidated |
Data on Regional Collaboration
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Number of regional collaborative projects* | Cases | — | — | — | — | 9 | Non- consolidated |
- *Regional collaborative project is that municipalities and companies collaborate to tackle local issues together.
Targets
- Number of regional collaborative projects: [FY2026] 15 cases / [FY2030] 50 cases
Data on Technology Development and Intellectual Property
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Research and development expenditure | Billion yen | 135 | 142 | 152 | 168 | 186 | Consolidated |
Number of patents registered | Cases | 169 | 202 | 209 | 232 | 245 | Non- consolidated |
Number of patent applications filed | — | — | — | — | 837 (three years in total) |
Non- consolidated |
|
Number of patent applications filed◎ | 188 | 266 | 272 | 283 | 282 | Non- consolidated |
|
Number of orders received for net Zero Energy Buildings (ZEBs)◎ | — | 5 | 6 | 10 | 19 | Non- consolidated |
|
ZEB ratio of design and build projects (ratio by area) | % | 40 | — | — | — | — | Non- consolidated |
Number of digital advanced usage site offices (cumulative)* | Cases | — | — | — | — | 290 | Non- consolidated |
◎Medium-Term Business Plan (2021- 2023) KPI: [2023 targets] Number of patent applications filed 280 cases / Number of orders received for net Zero Every Building (ZEBs) 8 cases
- *Number of site offices with T-BasisX® and T-iDigital® Field installations (cumulative)
Targets
- Number of patent applications filed: [FY2026] 840 cases (three years in total) / [FY2030] 1,100 cases (four years in total)
- ZEB ratio of design and build projects (ratio by area): [FY2026] 70% [FY2030] 100%
- Number of digital advanced usage site offices (cumulative): [FY2026] 650 worksits / [FY2030] all worksites
Data on Procurement Practices, and Human Rights
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary | |
---|---|---|---|---|---|---|---|---|
Supplier’s conformity rates with the Taisei Group Sustainability Procurement Standards◎ | % | — | 92.1*1 | — | 91.3*1 | 84.5 | Taisei Gourp companies*2 | |
Percentage of confirmation on suppliers' sustainability activities | Based on the number of contractors | — | — | — | — | 54 | Non- consolidated |
|
Based on the number of contract companies | — | — | — | — | 89 | |||
Implementation rate of training on human rights | 97.4 | 99.5 | 95.3 | 96.0 | 95.5 | Non- consolidated |
||
Number of cases alleged violation of Indigenous Peoples' rights | Cases | — | — | 0 | 0 | 0 | Non- consolidated |
◎Medium-Term Business Plan (2021- 2023) KPI: [2023 target] Supplier's conformity rate with the Taisei Group Sustainable Procurement Standards 100%
- *1The scope of coverage: Taisei Corporation
- *2The scope of coverage: Taisei Corporation and seven major Group companies
Targets
- Percentage of confirmation on suppliers' sustainability activities: [FY2026] 100% / [FY2030] Taisei Group 100%
Governance Data
Number of Members of the Board, Audit & Supervisory Board Members, and Executive Officers
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Number of Members of the Board | Persons | 12 | 12 | 12 | 12 | 12 | Non- consolidated |
Male | 11 | 11 | 11 | 11 | 11 | Non- consolidated |
|
Female | 1 | 1 | 1 | 1 | 1 | Non- consolidated |
|
Number of External Members of the Board | 4 | 4 | 4 | 4 | 4 | Non- consolidated |
|
Male | 3 | 3 | 3 | 3 | 3 | Non- consolidated |
|
Female | 1 | 1 | 1 | 1 | 1 | Non- consolidated |
|
Number of Audit & Supervisory Board Members | 6 | 6 | 6 | 6 | 6 | Non- consolidated |
|
Male | 6 | 5 | 5 | 5 | 5 | Non- consolidated |
|
Female | 0 | 1 | 1 | 1 | 1 | Non- consolidated |
|
Number of External Audit & Supervisory Board Members | 4 | 4 | 4 | 4 | 4 | Non- consolidated |
|
Male | 4 | 3 | 3 | 3 | 3 | Non- consolidated |
|
Female | 0 | 1 | 1 | 1 | 1 | Non- consolidated |
|
Number of Executive Officers | 59 | 58 | 63 | 64 | 64 | Non- consolidated |
|
Male | 59 | 58 | 63 | 64 | 64 | Non- consolidated |
|
Female | 0 | 0 | 0 | 0 | 0 | Non- consolidated |
Data on Officer Remuneration
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Members of the Board | Million yen | 741 | 814 | 738 | 669 | 518 | Non- consolidated |
External Members of the Board | 58 | 62 | 62 | 54 | 58 | Non- consolidated |
Data on Political contributions
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Political contributions | Million yen | 18 | 18 | 18 | 18 | 18 | Non- consolidated |
Data on Ethics, and Information Security
(FY)
Indicators | Unit | 2019 | 2020 | 2021 | 2022 | 2023 | Boundary |
---|---|---|---|---|---|---|---|
Participation rate of e-learning for the Group’s Structure of Values and Policies | % | 94 | 94 | 95 | 97 | 95 | Non- consolidated |
Response rate of Corporate Ethics Helpline and Group Helpline | 100 | 100 | 100 | 100 | 100 | Taisei Gourp companies*1 | |
Operational results of Whistleblowing and Consultation System (including violation of the Action Guidelines for Taisei Personnel and the Taisei Group as a Whole that covered violation of laws and regulations and prevention of all forms of corruption) |
Cases | 24 | 28 | 30 | 73 | 82 | Taisei Gourp companies*1 |
Rate of participation in compliance training, including anti-corruption training◎ | % | 100 | 100 | 100 | 100 | 100 | Non- consolidated |
Number of serious compliance violation*2 | Cases | — | — | — | — | 1 | Non- consolidated |
Number of dismissals due to corruption and bribery | Persons | — | 0 | 0 | 0 | 0 | Non- consolidated |
Number of major information security accidents | Cases | 0 | 1 | 0 | 0 | 0 | Non- consolidated |
Number of information security education sessions | Times | 5 | 4 | 3 | 6 | 16 | Non- consolidated |
◎Medium-Term Business Plan (2021- 2023) KPI: [2023 target] Rate of participation in compliance training, including anti-corruption training 100%
- *1The scope of coverage: Taisei Corporation and 21 Group companies.
- *2Disclosed from FY2023. Incidents and accidents that may incur serious damage to the magagement of the Company and the Group companies among those that occur in the business activities of the Company.
Targets
- Number of serious compliance violation: [FY2026] 0 cases / [FY2030] 0 cases
- Number of major information security accidents: [FY2026] 0 cases / [FY2030] 0 cases
Scope of organization for Social and Governance data
- Major Group companies:
Following seven companies of Taisei Rotec Corporation, Taisei-Yuraku Real Estate Co., Ltd., TAISEI U-LEC CO.,LTD, SEIWA RENEWAL WORKS CO.,LTD., Taisei SETSUBI Co., Ltd., J-FAST Co., Ltd., Taisei HOUSING CORPORATION (until FY2022)
* From FY2023, PS Construction Co.,Ltd., SATOHIDE CORPORATION are included.
* Sales from Taisei Corporation and the major Group companies mentioned above account for 90% of the whole Group sales
- Major six Group companies: Excluded J-FAST Co., Ltd.
- Major eight Group companies: Included Taisei-Yuraku Real Estate Sales Co.,Ltd.