About the Taisei Group

Taisei Group’s Growth Strategy

Sustainability Section

Governance Section

Data Section

Taisei Group’s Growth Strategy Topic 2 Management of Human Capital

Approach to Human Resources and Human Capital

Initiatives to Develop Human Capital

In line with the TAISEI VISION 2030, which represents the Taisei Group’s medium- to long-term vision, one of our key priorities is to▍Enhancement of “Human Skills” and “Specialization”

promote diversity and inclusion to create an attractive working environment. By fully leveraging the abilities of our diverse workforce

We are advancing training programs focused on “human skills” tohelp individuals develop a well-rounded set of capabilities—encompassing mind, skill, and body—in a balanced manner.
Through these programs, we aim to instill a broad perspective
and cultivate individuals who are not just technically proficient but
also socially and culturally informed.

and by establishing working styles and environments where every employee can excel while experiencing job satisfaction andease of work, we aim to improve productivity and, thereby, enhance corporate value.

TAISEI VISION
2030

The most valuable management asset of theTaisei Group is its “people.”

Until 2023
The Medium-TermBusiness Plan

To realize the envisioned
goals: To achieve a working
environment that prioritizes
job satisfaction and easeof work

Until 2026

To increase
corporate value
To enhance
productivity

To intensively address HR
challenges to achieve
TAISEI VISION 2030

To evaluate and implement compensationand HR systems that are aligned withroles, responsibilities, and performance.

[Personnel policy]
Basic policy Personnel Policy that Contributes to the Creation of Corporate Value and Sustainable GrowthConcept of the organization to be aimed atConcept of human capital to be aimed at

Organization with high engagement focusing on
job satisfaction and ease of work

Professionals with cheerfulness, enthusiasm, integrity,and discipline as a business person

IX

Growing pressure for industry
restructuring

SX

Moving towards addressing
environmental and social
challenges through business

DX

Entering an era where DX
dictates competitiveness▍Promotion of Action Learning
We are focused on translating classroom learning into actionableinsights in the workplace. Through a cycle of experiential learningthat includes experience, introspection, conceptualization, andapplication, we aim to convert acquired knowledge into meaningful
behavioral changes.
Training

Workplace

Training

Workplace

Classroom: “T-Light Blinds” for natural indoor lighting
Common conversation space: Designed with wood and plants

Training

Awareness andaction plans

Practice

Review andlearning

Practice

Practice

Introspection

Practice

Review andlearning
Introspection

Experience

Conceptualization

Experience

Conceptualization▍Development of Digital Human Capital through DX
Academia
DX Academia is a systematized form of digital education thataims to develop human capital who uses digital technologies anddata to improve productivity and create new value. We will
provide a comprehensive learning environment for purposes
ranging from improving the literacy of all employees to developing
human capital who promotes DX.

To cultivate employees with high levels of expertise, we support
the acquisition of various professional certifications, such asFirst-Class Architect and First-Class Civil Engineering Construction Management Engineer. We provide financial assistance forthe necessary costs of these certifications and offer additional
incentives to encourage skill enhancement.

▍Executive-Employee Interviews
To ensure the well-being of employees stationed at remote
worksites, promote interactions between employees and executives,and boost employee morale, our executives engage in one-on-one
interviews with team members.

▍Meister System
Aimed at preserving and passing down technical know-how, wehave instituted a “Meister System.” Under this system, individuals
with robust experience and demonstrable technical aptitude areappointed as “Meisters,” who then provide hands-on coaching atworksites.

[Medium- to long-term personnel issues]
Recruitment and development of humancapitalTo strengthen the recruitment of talent in civil engineering and building construction
To recruit human capital and build new HR systems to facilitate expansion
into new business areas
To enhance development of human capital

Diversity, equity, andinclusion

To create an environment where talent with diverse perspectives
can thrive

Workstyle reform

To promote flexible work arrangements tailored to the uniqueconstraints on work location and hours in the constructionindustry

Job Satisfaction

Ease of Work▍To Strengthen Recruitment of Diverse Human Capital• To enhance the recruitment of professionals and talents in new
domains, in addition to maintaining a stable workforce in existing areas(Year-round recruitment, promotion of reemployment for early
retirees through “Job Return”)▍To Embed Diversity, Equity & Inclusion• To develop flexible work environments that allow diverse humancapital like female, elderly employees and non-Japanese employees
to excel as they navigate through different life stages.
▍Realization of Workstyle Reform• To implement flexible workstyles tailored to the unique needs ofthe construction industry (staggered work hours, flextime forchildcare, visibility of work hours through a monitoring system).
▍Advancement of Health Management• To continue to offer preventive measures and information to
improve both mental and physical well-being. This includes thepromotion of Femtech, subsidizing gynecological cancer
screening costs, expanding infertility treatment support, preconception care, and mental health initiatives.
▍Support for Life Planning• To continue to offer seminars on asset building and planning for asecond life phase.

▍Development and Strategic Placement of Talent• To maximize abilities and growth through the establishment ofcomprehensive training programs and strategic placement▍To Enhance Personnel Assessments to Increase Motivation
and Job Satisfaction• To clarify individual employee goals based on the TAISEI VISION 2030,
and strengthen reward mechanisms for high-performing employees• To award recognition to employees and business locations within
the Taisei Group that have contributed to the realization of the
TAISEI VISION 2030.

51 T A I S E I A N N UA L R E P O R T 2 0 2 3

We have implemented online and on-demand training modules
that can be accessed at the convenience of the employees.

▍Support for Professional Certification
To expand the mid-career recruitmentof talents in digital transformation (DX)and other diverse fields, while evaluating and implementing plans for theircompensation and benefits.

To Promote initiatives thatemphasize an attractive
working environment, as
well as diversity andinclusion[Medium- to long-term external environmentand structural changes]

We have integrated biophilic design elements into our training
spaces to create an environment that not only lowers stress but
also enhances focus and well-being through interaction withnatural elements.

▍To Boost Productivity through Online and On-Demand Training

Realization of a Working Environment Emphasizing Job
Satisfaction and Ease of WorkWe aim to recruit and develop diverse human capital,
and to establish comfortable working environments, HR
systems, and compensation plans that are responsive tothe evolving needs of the times and enable employees
to fully utilize their abilities.

▍“Wellness-Oriented” Training Centers+DX

P.45 Taisei Group’s Growth Strategy

Column 1

Human Resources Development of the Next
Generation of Engineers and Woman Engineers

Column 2

Promotion of Understanding of SDGs

Improvement of Sustainability Literacy

In June 2023, we held a workshop for employees of Taisei

We published the TAISEI Sustainability Handbook in August2022 to share the awareness of sustainability as a fundamental
part of our corporate activities among all Group officers andemployees and lead it to their own action. Based on that, executives from the Sustainability Division (Integrated) visited more than
30 divisions, branches, and group companies individually, andheld the Sustainability Management Briefing twice.
The first briefing session (September and October 2022)
focused on basic approaches to sustainability and social trends,
and the second briefing session (February and March 2023)
provided explanations and opinion exchanges focusing on
specific initiatives implemented by executives and employees.
The TAISEI Sustainability Handbook will be revised
accordingly and will continue to be used for induction training
after this fiscal year.

Corporation to experience “The Action!— SDGs Card
Game”—developed by SOMPO JAPAN Insurance Inc. It is agame in which all participants are divided into teams to start,
in a setting where they live in the same area, use cards(time, money, projects) they receive, and work together toachieve SDGs that theteams set.
They deepened theirunderstanding of SDGs
and learned that it was
important for eachindividual to take action.

T A ISE I A NNUA L R E P OR T 2 0 2 3 52

About the Taisei Group

Taisei Group’s Growth Strategy

Sustainability Section

Governance Section

Data Section

Taisei Group’s Growth Strategy Topic 2 Management of Human Capital

Advancing Diversity, Equity, and Inclusion

Promotion of Health and Productivity Management

To fulﬁll the Taisei Group Philosophy of “to create a vibrant environment for all members of society,” it is essential to ﬁrst establish a

Taisei Corporation acknowledges that the well-being of its employees is not only essential for cultivating a vibrant work environ-work environment where every employee can ﬂourish. In 2006, ahead of other companies, we initiated diversity promotion mea-

ment but also for ensuring the happiness and welfare of both the employees and their families. With this understanding, wesures with an eye towards the challenges of a declining population and the need for new value creation. Through ongoing evalua-provide comprehensive support for the physical and mental health of our staff. Speciﬁcally, we emphasize post-health checkup

tion and adaptation of these initiatives, our focus on diversity has evolved into a broader commitment to diversity, equity, andinterventions and personalized consultations based on the levels of physical and mental fatigue, with the aim of reducing

inclusion, with an enhanced emphasis on “job satisfaction” and “ease of work.” Moreover, recognizing the male-dominated nature

health-related issues. Moreover, we have introduced an educational pension beneﬁt system that provides educational supportof the construction industry, we are placing special emphasis on strategies that actively “engage men” in these efforts.

for families in the event that an employee becomes unable to work due to death, injury, or illness and has to retire.

▍“100% Male Childcare Leave Adoption”—

can easily seek advice. We offer consultation services, including face-to-face meetings with external counselors as well as

For mental well-being, we have established an Employee Assistance Program (EAP) consultation room, where employees

A Continuous Effort since FY2017

Medium- to Long-Term Goals

To ensure that everyone feels secure in taking leave, we havemade the days off paid, sent encouraging emails to target
employees and their supervisors, and showcased examples of
those who have taken leave. As of March 2023, more than 1,550
employees have benefited from this, translating to one in five male
employees. We are committed to enhancing this environment
further to allow leaves of over 14 days for all.

phone and email consultations that are available to both employees and their families. Especially for our younger staff, weregularly administer health awareness surveys and encourage consultations with counselors if they are experiencing stress or[Recruitment]
01 Percentage of female employees in the recruitment of
new graduates: At least 25% by 2024 and at least
30% by 2030
22% in FY2023 (21% in FY2022).

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.

[Women’s participation and advancement in theworkplace]▍“Leadership Training for Male Managers”—

Transitioning from D&I to DEIB

Improvement of Employee Engagement

02 More than 10 times more female managers by FY2025
than the level in FY2015
The number increased eight times from 39 in FY2015 to
314 in FY2022. (The target for FY2023 is 330)
03 Percentage of female engineers: At least 15% by 2030
809 employees or 10.6% in FY2022 (767 or 10.2% in
FY2021) Of these, the number of female employees
working at our worksites increased from 110 in FY2015 to
170 in FY2022.

For everyone to fully utilize their unique attributes (D: Diversity)and thrive, it is essential to establish a psychologically safe
workplace that embodies fairness (E: Equity), acceptance andrespect (I: Inclusion), and a sense of belonging (B: Belonging).
Primarily aimed at male managers, our training focuses onbuilding awareness and introducing management practices that
contribute to such an environment.
▍“Support for Balancing Childcare with Career”—Creatinga Space for Couples to Strategically Plan Together[Childcare support for males]

Mutual understanding and cooperation are essential for bothpartners to be able to raise children and have fulfilling careers. In
order to achieve this, we conduct "Seminars Joined by Both
Partners for Achieving Work and Life Balance" to support thecreation of a support system that avoids losing opportunities for
growth at work, such as reviewing the division of daily childcare
and housework, and sharing a medium- to long-term career
vision, including the meaning of work.

04 Rate of taking childcare leave by males: 100%
We have achieved 100% continuously since FY2017.
05 The average number of childcare leave days taken bymales: At least 14 days
11.6 days in FY2022

To achieve the goals of TAISEI VISION 2030, further enhancement in productivity is essential. We believe that it is crucial for eachindividual employee to maintain high levels of engagement, built upon a foundation of psychological safety in the workplace.
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. We have alsoestablished the TAISEI Next-Generation VISION Proposal Working Group to consider
immediate challenges, their solutions, and strategic actions for the medium–to–long-term.
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.

TAISEI Next-Generation VISION Proposal
Working GroupA scene in a meeting

Materiality⑦

P.81 Realization of an attractive working

Taisei Corporation’s initiatives for DE&I
● Initiatives involving males ● Numerical targets

Decision on
promotion ofdiversity

Establishmentof dedicatedorganizations

2006

2007

2008

environment that is good to work in● Other measures

2009

Measures to prevent
retirement due tonursing care

Work-Life
Balance
SupportSeminar for
Couples

2010

2012

Setting targetsof the number
Male manager
of femaletraining
managers

2013

2014

A survey is conducted on the attitudes of males and females towards thepromotion of women’s participation and advancement in the workplace
We recognize that “nursing care” initiatives are
effective in raising awareness of work-lifebalance among males as well as females

Initiating speciﬁc measures

2

In order to promote women’s participation andadvancement in the workplace, organizations
where male employees account for 80% must
establish accessible systems and environments,
as well as change males themselves.

53 T A I S E I A N N UA L R E P O R T 2 0 2 3

8

2015

of takingchildcareleave bymales

Over 1,550(20%, one in five males)* The average number of days taken increased as
employees taking leave increased (FY2022): 11.6 days

• To address unconscious bias
• To learn how to build anorganization to ensure
psychological safety

To focus on
initiatives
involving males

Sustainability Section

Filling the gender
gap
Equity (fairness,equality)

Females’ healthchallenges
Settingtargets of Infertility treatfemale hires ment support

2021

2022

2016

① Supervisor (male manager)
training

To increase people in leadershiproles❶ To increase female employees in
key positions❷ To expand the scope of work
❸ To support for capacity development❹ To support for continued
employment❺ To reform corporate culture(awareness)

Setting targetsof the numberof femaleengineers

Keeping a 100% rate of taking childcare
since FY2017
Setting targets leave* Total number of male employees taking childcare leave:② Outreach to families• To gain the understanding andcooperation of spouses for worklife balance• To support the creation of a system
for sharing roles within thehousehold③ Childcare support for males• To gain the understanding andcooperation for employees
balancing work with life
• To promote male employees’ 100%rate of taking childcare leave④ Prevention of retirement due tonursing care
• To gain the understanding andcooperation for employees
balancing work with life
• To establish systems and environments where employees can use
easily with a wide variety of options

T A ISE I A NNUA L R E P OR T 2 0 2 3 54