Policies and Basic Approach

As part of its core principle in [TAISEI VISION 2030], the Taisei Group upholds the “Optimal utilization of Human Capital, Technology and Intelligence.” We aim to drive technological development that addresses environmental and social issues through the use of open innovation. Furthermore, under the [TAISEI VISION 2030] Achievement Plan, we have identified four key technology areas to focus our efforts on: Social and Environmental Issues, To Strengthen Social Infrastructure, Regional Revitalization, and New Frontier Business. Our basic policy is to drive technological development with clear timelines and measurable outcomes.

Risks and Opportunities

Risks
  • Insufficient efforts in technology development may lead to an inability to provide high-quality, high-performance construction products and related services that meet client needs.
  • Decline in competitiveness, stakeholder evaluation, and order opportunities as a result of the above.
Opportunities
  • To promote technological development to “create added value that exceeds client expectations” and the “realization of work style reform.”
  • To secure competitive advantages, increase order opportunities, enhance corporate value, and improve stakeholder evaluations as a result of the aforementioned opportunity.

Policies / Commitments

  • Action Guidelines for Taisei Personnel and the Taisei Group as a Whole: Striving to create value, fulfilling social responsibilities
  • Policy on Intellectual Property
  • Technology Development Policy
  • [TAISEI VISION 2030] Achievement Plan / Fundamental Management Policy: Technology Development

Refer to:

Goals

Initiatives to Achieve [TAISEI VISION 2030]

Technology Mapping

We have identified four key materiality areas to focus on and are promoting technological differentiation and innovation in our production processes.

  …Specifically focused areas Perspectives and Approaches to Address
①Response to individual projects ②Response to enhancement of the productivity and innovation of production process ③Response to construction-related business and new business ④To explore future issues and innovative initiatives
Areas to Be Addressed Social and environmental issues
(CN, CE, NP, working environment, etc.)		 ZEB / RNZEB,
ZCB, wooden buildings (Next-Generation Technology Research Insitute),
Smart buildings (Honmachi 4-Chome Project)
Floating offshore wind power
Utilizing
T-eConcrete®		 Construction robots
3D printers
T-iDigital® Field
T-BasisX®		 Utilization of generative AI Hydrogen utilization
Energy storage
Biomass
CO2 fixation, CCS		 Wood waste utilization
Green chemistry
Algae sustainable aviation fuel (SAF)
To strengthen social infrastructure
(natural disasters, infrastructure)		 Highway renewal
Earthquake-resistant reinforcement of infrastructure		 Remote control, automation, and autonomy of heavy machinery and its simulation and sophistication of the analysis Business continuity planning (BCP) support (development of SOKUSHIN NAVI®, etc.) Sophistication of disaster information (response to Mt. Fuji eruption, etc.)
Regional revitalization (community design, infrastructure) Sophistication of integrated supply and demand energy management system (AEMS, etc.) Metaverse utilization (digital communication, etc.) Automatic operation / wireless power supply (collaborations with startups, etc.) Optimization of wood circulation (production utilization, recycling)
New frontier business (business model) Development of service robots (transportation, guidance, cleaning, etc.) New construction materials Development of
T-eConcrete®
Agricultural land utilization Embodied carbon reduction technology		 Utilization of lunar space and lunar surface energy utilization

KPIs

  • Number of major external awards for FY2026
    Building Construction: 12 awards, Civil Engineering: 6 awards
  • Number of patent applications
    [FY2026]: 840 cases (3 years total), [FY2030]: 1,100 cases (4 years total)
  • Number of digital advanced usage site offices (cumulative)
    [FY2026]: 650 worksites, [FY2030]: All worksites
  • ZEB ratio of design and build projects (ratio by area)
    [FY2026]: 70%, [FY2030]: 100%

Refer to:

Initiatives

  • The Japan Intellectual Property Association

Refer to:

Structures and Systems

R&D Promotion System

To drive the development of innovative technologies, we have established the Technical Committee, chaired by the president and with the Chief of Taisei Advanced Center of Technology serving as secretary. This committee reviews, drafts, and monitors the implementation of various measures, while promoting the integration of technologies across relevant departments to facilitate their practical application.

Activities / Efforts

Towards the Realization of Innovation

The pursuit of innovative value creation (innovation) is essential for enhancing corporate value over the medium-to-long-term. To this end, we have established the Innovation Strategy Department within the Taisei Advanced Center of Technology to systematically promote innovation-focused initiatives. In order to address the increasing sophistication and diversification of technological needs, we are actively strengthening alliances with universities, research institutions, and other companies, while also proactively engaging in open innovation*.

*Open Innovation refers to a methodology for innovation by mobilizing cross-organizational knowledge and technology.

Research and Development Expenditure (Consolidation)

  FY2019 FY2020 FY2021 FY2022 FY2023
Research and development expenses ¥13.5billion ¥14.2billion ¥15.2billion ¥16.8billion ¥18.6billion

Refer to:

Practical Implementation of Intellectual Property Strategy and Risk Management

The Taisei Group has implemented measures to strategically manage and utilize intellectual properties such as patents, copyrights, and construction and operational know-how in accordance with the Intellectual Property Policy. Specifically, to prevent and mitigate intellectual property risks such as IP infringement and technology leaks, we painstakingly manage confidential information based on the Rules for Handling Intellectual Property Information and educate the technical and operational departments on other companies' patents to avoid infringing on third parties' IP rights.
Furthermore, to strengthen the competitiveness of our intellectual properties and enhance corporate value, we are promoting the creation, protection, and utilization of intellectual properties by developing databases, building a proprietary patent search system, and establishing frameworks and exchanging information across the entire group. We conduct annual training for our employees to completely familiarize them with our intellectual property policies and encourage strategic utilization of our IP. In fiscal year 2023, in addition to holding intellectual property workshops for our group companies, the technical department at the HQ and the operational departments at our branch offices, we provided e-learning training for all executives and employees to help them learn about exercising application rights and infringement issues.