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Realization of an Attractive Working Environment That Is Good to Work in
Policies and Basic Approach
The Taisei Group has established principles in its “Action Guidelines for Taisei Personnel and the Taisei Group as a Whole,” aimed at securing a pleasant working environment and respect for diversity. The Group is actively promoting these principles. We have also laid out the Human Resources Development Policy (Diversity, Equity & Inclusion Policy) and are pushing forward with various initiatives to foster an environment that respects diversity and ensures every executive and employee can maintain high levels of engagement and perform optimally. Based on this policy, as well as the TAISEI VISION 2030 and the Medium-Term Business Plan, we set self-directed goals for the utilization of human capital. The Board regularly monitors the execution of these goals and ensures timely and accurate disclosure to our stakeholders.
In addition,Taisei Corporation recognizes that the enhancement of human capital is an investment in the future of the Group, and in FY2022 and FY2023, in consultation with the employee union, we implemented wage increases for all employees through base increases and increases in starting salaries for new graduates. Going forward, in accordance with the "Multi-Stakeholder Policy" established in March 2023, we will continue to aim for sustainable returns to our employees and strive for comprehensive compensation improvements that enhance the "ease of work" and "job satisfaction" of our employees, with an emphasis on diversity, fairness, and inclusiveness.
Risks and Opportunities
If efforts to harness the skills and capabilities of diverse personnel—including women, elderly employees, and non-Japanese employees—are inadequate, we risk not being able to secure top talent. Consequently, endeavors to uplift corporate value, such as through innovation, might stagnate, and our reputation among our stakeholders could diminish.
Conversely, by actively promoting Diversity Equity & Inclusion initiatives to realize an attractive working environment that is good to work in, we aim to attract and retain stellar human capital, boost the engagement levels of our executives and employees, and invigorate the organization as a whole.
Policies/Commitments
- Action Guidelines for Taisei: Cultivating an open corporate culture/Respect for fundamental human rights and diversity
- Human Resources Development Policy (Diversity, Equity & Inclusion Policy)
- Human rights Policy
- [TAISEI VISION 2030] Achievement Plan / Fundamental Management Policy：Human Capital
Goals
KPIs
- As to KPIs, please refer to Materiality.
Initiatives
- United Nations Global Compact,“Human Rights,” “Labor,”“Environment,” and “Anti-Corruption”
- The Valuable 500
- My Jinken (human rights) Declaration
- “Male Leaders Coalition for Empowerment of Women”by the Gender Equality Bureau, Cabinet Office
- Action Plan for the Act on the Promotion of Female Participation and Career Advancement in the Workplace (Cabinet Office)
- Voluntary action plans on the promotion of women to managerial and board positions ([Keidanren] Japan Business Federation)
- Member of the Iku-Boss Alliance
- Human Capital Management Consortium
Sustainability Governance and Oversight
Promotion System
| Chairperson | Executive Vice President |
|---|---|
| Organization for consultation | Personnel Committee (Business Committee)
|
| Policy | Human Resources Development Policy (Diversity, Equity & Inclusion Policy) |
| Secretariat | Human Resources Department |
Activities / Efforts
Initiatives to Correct Long Working Hours
The Taisei Group Human Rights Policy explicitly states the need to observe local laws and regulations, consider the occupational health and safety of all employees and suppliers, and improve long working hours, and Taisei is working to maintain and improve employee health, prevent overworking, and reduce overtime work. To this end, we have set up a Working Hours Reduction Committee and Working Hours Reduction Promotion Committee as venues for coordination, and each year the Working Hours Reduction Committee formulates working hour reduction activity policies in order to reduce excessive working hours. In addition, the President's Message is sent to all employees each month to indicate the company's basic stance on these and other issues.
Taisei Corporation formulated Roadmap to fiscal 2024 for “addressing long working hours” with annual targets of “health management overtime (total of statutory overtime working hours and holiday working hours),” “regular leave and compensatory leave,” and “closures of worksites.” We have made efforts under the leadership of internal consultation bodies including the Committee for the Reduction of Working Hours and the Working Hour Reduction Promotion Committee.
In order to change employees’ awareness and behavior, all employees are expected to discuss and carry out practical measures to reduce working hours according to the conditions of individual workplaces. Activities that positively contributed to addressing long working hours are shared across Group companies and continuously promoted to maintain momentum.
*Health management overtime:
Overtime used as an indicator for deciding whether measures to prevent health problems (e.g. guidance by a physician) need to be taken. (Total of statutory overtime working hours and holiday working hours)
Support for a Balance between Work and Family/Childcare
Taisei Corporation has put in place a variety of systems to help employees raise children in a better work environment, including the Childcare System and Flexible Working Hours for Employees During Childcare.
We also support balancing work and nursing care by developing a support system that is more extensive than legally required, including nursing care leave, and holding seminars.
Since 2016, we had placed particular emphasis on male involvement in childcare and, as one of its workstyle reform policies, has targeted a childcare leave usage rate of 100% for male employees. We promoted this initiative on a company-wide basis with the involvement of affiliated departments and superiors.
In April 2017, we joined the Ikuboss Corporate Alliance, a network whose goal is to nurture the ideal boss for the new age. In addition, we received the Ikumen Enterprise Award 2016 as well as recognition for achievements based on the Act on Advancement of Measures to Support Raising Next-Generation Children. As a result of implementing various measures that include sending congratulatory messages to male employees and their direct superiors when the employee has had a child born, encouraging the employee to take childcare leave, and enhancing the childcare leave system, the childcare leave usage rate by applicable male employees reached 100% and the average number of days taken was 11.6days (as of the end of March 2022).
To support employees who have worries about balancing work and nursing care, we have established systems for nursing care holidays and nursing care leave, etc. that exceed legal requirements, and also distribute an original nursing care guide and hold regular individual counseling sessions where employees can consult specialists free of charge. In addition, we have also established a detailed follow-up system that includes a "web-based nursing care seminar" that employees can participate in with their families when they are on the long leave, and seminars on preventing employees from retiring due to nursing care system, which our core corporative partner companies can attend. By FY 2022, a total of approximately 2,600 people have participated in the above seminars.
Acquisition and Retention of Human Resources
In terms of labor standards such as wages and working hours, the Taisei Group comply with each country's minimum wage laws and regulations and pay wages above those standards to ensure that we recruit and retain talented people to achieve sustainable growth. The average annual salary of the Group's employees in FY2022 was JPY 9,929,000.
In addition, regarding the recruitment, we hired 276 new graduates in FY2022. We are enhancing our internal job posting system and a range of other systems to support the continued engagement of our employees, so that each employee can maintain high motivation and demonstrate their full potential over a long period. We provide work descriptions in detail during the recruitment process to avoid mismatching. For young new employees, we offer the opportunity for private interviews after joining the Company, including a trial of a mentor system in some cases.
Note that the voluntary turnover rate for full-time employees in FY2022 was 1.6%.
Advancing Diversity,Equity, and Inclusion
We are implementing flexible work arrangements that enable diverse human resources, such as female employees, elderly employees, and non-Japanese employees, to play an active role as their life stages change.
Labor-Management Relations
Taisei Corporation respects workers' rights including freedom of association, the right to organize and collective bargaining rights, and we have instituted a labor negotiation system to ensure dialogue between employee representatives and senior management. Under the system, the company's directors and the labor union meet regularly each year to hold discussions and exchange views regarding wages, working conditions and so on. Thorough discussions with employee representatives of the labor union help to ensure healthy labor-management relationships.
Taisei Corporation also has a union shop agreement with the Company’s employee union, which has a membership rate of all employees covered by the collective bargaining agreement is 89.8%, with a 100% membership rate of those eligible for union membership.
To facilitate labor-management relations and business activities in the Company, we conduct questionnaire surveys and various dialogues between labor and management every year. Changes in working conditions and so on are determined in advance through discussions between labor and management.
Promotion of Health and Productivity Management
Taisei Corporation acknowledges that the well-being of its employees is not only essential for cultivating a vibrant work environment but also for ensuring the happiness and welfare of both the employees and their families. With this understanding, we provide comprehensive support for the physical and mental health of our staff. Specifically, we emphasize post-health checkup interventions and personalized consultations based on the levels of physical and mental fatigue, with the aim of reducing health-related issues. Moreover, we have introduced an educational pension benefit system that provides educational support for families in the event that an employee becomes unable to work due to death, injury, or illness and has to retire.
For mental well-being, we have established an Employee Assistance Program (EAP) consultation room, where employees can easily seek advice. We offer consultation services, including face-to-face meetings with external counselors as well as phone and email consultations that are available to both employees and their families. Especially for our younger staff, we regularly administer health awareness surveys and encourage consultations with counselors if they are experiencing stress or anxiety. Moving forward, we will continue to advance our health management initiatives, focusing on engaging with younger employees, raising awareness of mental health, and providing support to balance medical treatments with work commitments.
Improvement of Employee Engagement
We believe that it is crucial for each individual employee to maintain high levels of engagement, built upon a foundation of psychological safety in the work place. In FY2022, we conducted an engagement survey using Motivation Cloud, a service provided by Link and Motivation Inc., targeting employees of Taisei Corporation and its major Group companies. Based on the issues identified, we have been implementing incremental improvements. Starting from FY2023, we plan to increase the frequency of engagement surveys to twice a year. We will periodically monitor improvements and integrate the findings into various management initiatives, aiming for a continuous improvement in engagement scores.
Promoted items and Activities
| Promoted items | Activities |
|---|---|
| Promotion of work style reform | Achievement of production system innovation and work style reform through the digital transformation (DX) |
| Attractive working environment and promotion of policies that stress diversity & inclusion | |
| Initiatives to Correct Long Working Hours | |
| Childcare support | Promoted childcare leave usage among male employees by partly paying during the leave and allowing employees to split childcare leave to separate occasions. |
| Childcare support program: Holding of work-life harmony support seminar | |
| Creation of a temporary day-care center during training and employees who are raising children. | |
| Secured preferential use of about 113 nurseries across Japan to accommodate children in collaboration with our employees and nursery operators by cooperating with nurseries. | |
| Distribution of babysitting vouchers. | |
| Nursing-care support | Distribution of nursing care guide and provision of information through nursing care seminars |
| Individual consulting meetings with outside organizations on nursing-care | |
| Three-person meetings for employees who are facing nursing-care (nursing care support program). | |
| Support for time off | Annual paid leave and promotion of acquisition of “refreshment leave” (a system that offers time off to employees and their facilities as a reward for continuous service milestones) and “milestone leave” (leave that can be acquired by workers at workplaces when they transfer to different workplaces or at work process milestones) |
| Various Systems | Property accumulation savings system, employee stock ownership plan, group insurance system, etc. |
| Employment standards | Compliance with various basic working conditions established in Japan and other countries
|