- HOME
- Sustainability Management
- Sustainability of the Taisei Group
Sustainability of the Taisei Group
Sustainability Initiatives
In 1990, Taisei Corporation established the Group Philosophy of “To Create a Vibrant Environment for All Members of Society.” Since then, the Company has been committed to building social infrastructure that supports daily life, with a strong emphasis on valuing both “people” and “the environment.” As the concept of “sustainability” has become deeply ingrained in society, the importance of both “people” and the “environment” has grown even more profound. Guided by our Group Philosophy, we will continue to strive for sustainable growth and enhanced corporate value by engaging in “The Works to Create Landmarks, Looking Ahead” addressing sustainability challenges for our clients and society through value creation and our business activities.
Click here for details of Creation of Value and Policies
Fundamental Policy on Sustainable Development
| We, Taisei Group, set this Fundamental Policy on Sustainable Development to realize Sustainability Transformation (SX), which aims to resolve sustainable development issues through our businesses centered on the construction industry, and to contribute to the development of a resilient society where people can live affluent and cultural lives. |
|---|
In line with the Group Philosophy and the Taisei Spirit, we have established the “Fundamental Policy on Sustainable Development.” This policy identifies the most critical sustainability issues as materiality.
The priority measures, specific actions, and KPIs related to these material issues are integrated into the [TAISEI VISION 2030] Achievement Plan and the Medium-Term Business Plan (2024-2026). The Board regularly monitors progress and the degree of achievement.
Governance
The Group has established a Sustainability Committee as a committee within the Board to ensure that the Board adequately oversees the promotion of sustainability and strengthens the Group’s overall sustainability management.
This committee, chaired by an External Member of the Board, deliberates on important sustainability-related issues and reports its findings to the Board.
On the executive side, various Operation Committees, including the Sustainability Promotion Committee, have been established under the Management Committee to ensure timely and thorough discussions on individual sustainability-related issues.
For business execution, the Chief of Sustainability Division (Integrated) has been appointed as the Chief Sustainability Officer (CSuO). The Sustainability Division (Integrated), in collaboration with each division, promotes activities aimed at resolving sustainability issues through our business operations.
Sustainability Management Promotion System
Activities of the Sustainability Committee and Various Operating Committees
Sustainability Committee
In FY2023, the Sustainability Committee met three times (including written meetings). The main topics of discussion were as follows:
| Date | Main Topics of Deliberation |
|---|---|
| August 2023 |
|
| January 2024 |
|
| February 2024 |
|
Committee members
(As of June 20, 2024)
| Chairperson | External Member of the Board |
|---|---|
| Members | Three (3) Internal Members of the Board One (1) External Member of the Board |
| Observers | External Audit & Supervisory Board Member Chief of Sustainability Division (Integrated), Chief of Sustainability Management Promotion Division |
| Secretariat | Sustainability Management Promotion Division, Sustainability Planning Department |
Various Committees
For significant matters such as sustainability, corporate ethics, and technology strategies, specific committees develop policies and strategies and drive their respective initiatives. Below is an outline of the various committees associated with sustainability.
| Category | Terms of reference | Committee chairperson | Meeting Frequency (FY2023) |
|---|---|---|---|
| 〈Committee within the Board〉 | |||
| Sustainability Committee | Strengthens and advances sustainability management within the Company and its entire Group. | External Member of Board | 3 / year* |
| 〈Management Committee〉 | Preliminary deliberation of items for the Board and decision-making on tasks delegated by the Board. | Chairperson: President | 1 / week |
| 〈Special Committees〉 | |||
| Compliance Committee | Upon receiving updates about compliance promotion, highlights issues in the compliance system, and suggests measures to fortify the system, including preventive actions against potential violations of laws and regulations | External Expert (Lawyer) | 3 / year |
| 〈Operation Committees〉 | |||
| Technical Committee | Encourages innovative technical development, establishes and contemplate various measures, and monitors their execution. | President | 8 / year |
| Central Safety Committee | Discusses and advances matters concerning the Company’s safety management, prevention of environmental accidents, and guidance about safety, health, and environmental management for specialized contractors. | Chief of Safety Administration Division | 5 / year |
| Sustainability Promotion Committee | Discusses important environmental and social issues, shares information on sustainability management initiatives, and makes recommendations to the Management Committee | President | 3 / year |
| Risk Management Committee | Selection and deliberation of significant risks throughout the Company, and verification of the management status for those risks. | Chief of Business Administration Division (CRO) | 1 / year |
| Central Labor Affairs Committee | Deliberates on the Company’s basic policies and advances various initiatives on labor issues, concerning professional contractors. | President | 1 / year |
| Digital Transformation (DX) Promotion Committee | Establishes, contemplates and monitors the progress of DX advancement measures. | Chief of Corporate Planning Office (CDO) | 9 / year |
| Personnel Committee | Discusses various personnel strategies and follows up and monitors their execution. | Executive Vice President | 17 / year |
- Note:Sustainability Committee meetings include written meetings.
Strategy
In formulating [TAISEI VISION 2030], we identified sustainability transformation (SX) as one of the key medium- to long-term changes in the external environment and structure, and we recognize that these initiatives are becoming increasingly important.
As part of our strategy to promote sustainability, the [TAISEI VISION 2030] Achievement Plan outlines matters related to human capital and technology in the Fundamental Management Policy and matters related to sustainability strategy, safety, and quality in the Policy on Business Foundation Development. The Group is actively pursuing these initiatives.
Risk Management
As part of our company-wide risk management, we have developed a comprehensive risk management system that includes measures for addressing sustainability-related risks.
Human Rights and Environmental Due Diligence
The Group strives to minimize the adverse impacts of its business on human rights and the environment throughout the supply chain by establishing and continuously implementing due diligence mechanisms for both human rights and the environment.
Indicators and Targets
In addition to KPIs related to materiality, we have established environmental targets and indicators related to human capital, and we are actively working toward these goals.
Key Stakeholders
Dialogue with Stakeholders
The Taisei Group’s fundamental approach towards its stakeholders is rooted in the principles of ESG and the SDGs. We fully acknowledge that our operations are supported by a diverse range of stakeholders, and we are dedicated to fulfilling our social responsibilities while pursuing sustainable growth and enhancing corporate value over the medium-to-long-term.
To achieve these goals, we believe it is essential to incorporate the insights gained through dialogue with stakeholders into our management practices, and we are actively pursuing various initiatives to do so.
| Stakeholders | Principles of Conduct | Major Initiatives |
|---|---|---|
| Employees and their families |
|
|
| Clients |
|
|
| Partner companies and business partners |
|
|
| Communities, NPOs, NGOs, and global environment |
|
|
| Shareholders and investors |
|
|
- *Weblinks (Japanese only)