Diversity, Equity, and Inclusion

Policies and Basic Approach

Based on our Group Philosophy of “To create a vibrant environment for all members of society” and Taisei Spirit (“Active and Transparent Culture,” “Value Creation,” and “Evolution of Tradition”) to pursue the Group Philosophy, we, Taisei Group shall employ people with diverse abilities (diversity) and develop an environment where such abilities can be exercised to the maximum extent (equity and inclusion) to realize diversity management*.

Risks and Opportunities

Policies / Commitments

• Action Guidelines for Taisei Personnel and the Taisei Group as a Whole: Securing a pleasant working environment / 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

KPI

• Percentage of newly employed female graduates
  [FY2026] 27% / [FY2030] 30%

FY2030 Targets

• 1.Percentage of newly employed female employees
  • Graduates: 30% or more
  • Mid-career: 25% or more
• 2.Ratio of female employees in career-track positions
  • 15% or more
• 3.Number of Female Managers (compared to FY2020)
  • 8 times or more
• 4.Supporting Men’s Participation in Childcare
  • Rate of taking childcare leave by males: 100%
  • Average number of days of childcare leave taken by males: 30 days or more

Initiatives

• United Nations Global Compact
• The Valuable 500
• My Declaration of Human Rights (Ministry of Justice)
• Ikuboss Corporate Alliance (Fathering Japan, a nonprofit organization)
• Human Capital Management Consortium
• Male Leaders Coalition for Empowerment of Women (Gender Equality Bureau, Cabinet Office)
• Challenge to 30% by 2030 (Keidanren)

Structures and Systems

Promotion System

Activities / Efforts

Promotion of Diversity, Equity & Inclusion (DE&I)

Accelerating Women’s Empowerment

Taisei Corporation launched its Positive Action Plan in 2006, and Taisei's early efforts to actively hire women and increase the number of job categories for women have been widely recognized and were included in METI's Diversity Management Selection 100 for FY 2015.
To further enhance its initiative to promote diversity, Taisei is actively working to raise awareness, expand opportunities for advancement, hire and train more women, and create a pleasant working environment in line with a voluntary action plan for promoting women to managerial and executive positions as proposed by the Japan Business Federation (Keidanren), as well as an action plan for women's active participation in the workplace (based on the Act on Promotion of Women's Participation and Advancement in the Workplace).

In July 2020 Taisei supported for the Cabinet Office's Declaration on Action by “Male Leaders Coalition for Empowerment of Women,” and in March 2021, for Keidanren (Japan Business Federation)'s "Challenge to 30% by 2030 (#HereWeGo203030)" (with a goal of having 30% of executives be women by 2030). We will strive to ensure diversity, including gender diversity, within important decision-making bodies, including the Board of Directors.

In addition, the number of participants in Female Leadership Training, conducted as a measure to increase female participation, reached 306, and the number of participants in the Diversity Management Seminar for superiors reached 1,285 (as of the end of October 2024). Taisei will continue to provide training for female employees and their superiors and hold Work-Life Balance Seminars in which employees participate with their partners and so on, as well as making a concerted effort to support childcare by male employees.

Moreover, to accelerate the empowerment of women, we conduct training for female employees who are candidates for leadership positions, focusing on improving and acquiring the qualities and skills necessary for management. These efforts are followed up over multiple years to ensure continuous development.

Supporting Men’s Participation in Childcare

We distribute the “Papa’s Support Book for Balancing Childcare and Work” to male employees who are expecting a new child, providing suggestions on preparing to take childcare leave, utilizing childcare-related systems, and how to spend time during childcare leave. Furthermore, even after returning to work, employees can utilize the “Flextime System for Balancing Childcare and Work” and an increased number of telework days to balance childcare and work. In addition, we are expanding flexible working options so that employees can continue to participate in family life.

Addressing Women’s Health Concerns

In order to address the unique health challenges that women face and to ensure they can continue to work comfortably and thrive in their careers, we believe that it is necessary to improve the health literacy of our employees and to create a workplace environment where they can understand and support each other. We have implemented several initiatives, including:

Support for the Activities of Employees who are Non-Japanese Nationals

We emphasize developing and utilizing diverse human resources, implementing recruitment activities from a global perspective.
We actively recruit talent with diverse backgrounds by widely promoting our work styles through job fairs and our website targeting international students.
We provide training for foreign employees that helps them learn about Japanese culture and systems, and train their supervisors to recognize different values and cultural differences and develop effective communication skills. Furthermore, we provide a guidebook summarizing related know-how to promote mutual understanding. In addition, we operate not only in Japan but also overseas, primarily in Southeast Asia, and hire talent with diverse national backgrounds at local worksites, offices, and local subsidiaries. We also promote the development of global talent through various types of training, while respecting local customs and cultures.

Employment of Senior Personnel, Employees Who Have Left the Company after Childcare or Nursing-care Leave

Taisei creates an environment that enables veteran employees with abundant knowledge and experience to pass on this expertise to the next generation as "life-long employees." As part of this effort, Taisei has established a rehiring program for former employees following mandatory retirement at the age of 60. As of the end of March 2024, 903 employees had been rehired in this manner. Taisei also provides information on individual topics such as post-retirement planning and preparation and so on.
In addition, we launched a rehiring system (Job Return System) in FY2008 to reemploy personnel who have resigned due to unavoidable circumstances, such as the work-related transfer of a spouse or the need to provide childcare or nursing care, so that they can return to the workplace. As of March 2024, 51 employees had been reemployed under this system.

Efforts to Prevent Employees from Leaving Due to Caregiving Responsibilities

We believe that one of our responsibilities in an era of declining population is to create an environment where employees who provide caregiving can continue to play an active role without quitting their jobs, and we have established various support programs to balance work and caregiving responsibilities.

Support for LGBTQ Employees

Support for the Activities of Employees with Disabilities

We make efforts to provide support and consideration for employees with disabilities so as to enable them to play active roles by fully applying their talents and abilities in the workplace. The necessary support that they desire from the company is discussed during recruitment. In addition to assigning an Employment Counselor for People with Disabilities at the head office and branch offices, qualified industrial counselors and job coaches also collaborate with external organizations (such as certified psychologists) as well as conduct meetings and provide follow-ups with employees with disabilities and their supervisors.