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Human Resource Development
Policies and Basic Approach
The Taisei Group includes "Striving to create value" in its Group Action Guidelines and emphasizes the importance of being ahead of the times and striving to improve one's knowledge and abilities.
In 2012, Taisei Corporation established its fundamental policies regarding human resource development. Our basic educational philosophy is "meeting the changes and needs of the times, and fostering professionals who are full of originality and capable of rising to the challenge of transformation." With this, we offer a wide variety of self-development training programs along with diverse human resource development programs to enhance expertise and provide support in obtaining certifications and in improving management capabilities and other skills.
We offer a wide variety of human resource development programs to enhance expertise and provide support to obtain certifications and improve management capabilities and other skills. In FY2023, the total time spent in training programs for skill development of all employees was 563,353 hours.*
- *From FY2023, the results of training programs sponsored by branches, and company wide e-Learning are also included in the data.
Sustainability Governance and Oversight
Career Development Support
Taisei conducts various types of training in each phase after employees have joined the company in order to ensure that personnel have specialist skills, creativity and so on. Training is conducted according to rank across all divisions, for all personnel ranging from prospective employees slated for hiring to management personnel. Within each division as well, training to impart specialist knowledge and on-the-job training by experienced employees are conducted, in addition to annual training for young employees, training for management and global personnel, leadership development training for female employees and so on, in order to increase employee capabilities.
In FY2023, the time spent on training per employee was 63.8 hours.*
- *From FY2023, the results of training programs sponsored by branches, and company wide e-Learning are also included in the data.
Activities / Efforts
Enhancement of “Human Skills” and “Specialization”
We are advancing training programs focused on “human skills” to help 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.
Boosting Productivity through Online and On-Demand Training
We have implemented online and on-demand training modules that can be accessed at the convenience of the employees.
Promotion of Action Learning
We are focused on translating classroom learning into actionable insights in the workplace. Through a cycle of experiential learning that includes experience, introspection, conceptualization, and application, we aim to convert acquired knowledge into meaningful behavioral changes.
Development of Digital Human Resources through DX Academia
DX Academia is a systematized form of digital education that aims to develop human resources who use digital technologies and data 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 resources who promote DX.
“Wellness-Oriented” Training Centers
Common conversation space: Designed with wood and plants
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 with natural elements.
Support for Qualification Acquisition
To cultivate employees with high levels of expertise, we support the acquisition of various professional certifications, such as First-Class Architect and First-Class Civil Engineering Construction Management Engineer. We provide financial assistance for the necessary costs of these certifications and offer additional incentives to encourage skill enhancement.
| Construction work | Civil engineering work |
|---|---|
| First-class architect | Professional engineer |
| First-class building operation and management engineer | First-class civil engineering works execution managing engineer |
| First-class plumbing work operation and management engineer | Chief concrete engineer |
| Building mechanical and electrical engineer | Certified chief managing engineer for dam construction |
| Design | International |
| First-class architect | Licensed Architect |
| First-class architect in structural design | Professional Engineer |
| First-class architect in facility design | Project Management Professional |
| US licensed architect | APEC Architect/Engineer |
| Development | Engineering |
| The Association for Real Estate Securitization certified master | Professional engineer |
| Redevelopment planner | First-class plumbing work operation and management engineer |
| Professional engineer | First-class electrical work operation and management engineer |
| Real Estate Transaction Agent | — |
| Administration | |
| Construction accountant | Real Estate Transaction Agent |
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, we have instituted a “Meister System.” Under this system, individuals with robust experience and demonstrable technical aptitude are appointed as “Meisters,” who then provide hands-on coaching at worksites.
Development of Global Human Resources
We are also making efforts to develop global human resources, such as by conducting training to improve foreign language proficiency and to facilitate an understanding of different cultures, as well as training at overseas worksites. Other initiatives include sending employees to graduate schools and other companies both in Japan and overseas.
In particular, the departments in charge of overseas businesses are independently promoting the reinforcement of “human resource” development, through the following training programs.
Training key personnel for overseas projects
Taisei Corporation works to train key personnel who will be involved in overseas projects.
We have established a Personnel Training Policy and Personnel Training Organization and conduct training in the areas of job skills, communication skills and management skills, to ensure that employees are able to use their specialist skills and knowledge in conducting construction business overseas. Diverse training that includes studying abroad at universities in foreign countries and being dispatched to other companies fosters a global outlook on the part of employees and improves their capabilities.
Data
Number of Public Qualification Holders
(As of March,2024)
| Number of Employees (Including reemployed and temporary staff) | 8,720 Persons (full-time employees) |
10,079 Persons (Including reemployed and temporary staff) |
|---|---|---|
| First-class architects | 2,167 Persons | 2,516 Persons |
| First-class civil engineering works execution managing engineers | 1,619 Persons | 1,918 Persons |
| First-class construction accountants | 238 Persons | 258 Persons |
- * Non-consolidated
Data on Training and Career in Capacity Development
| FY2022 | ||||||
|---|---|---|---|---|---|---|
| Type of major training | Category by type of participant | Number of applicable participants (Persons) | Actual number of participants (Persons) | Participation rate(%) | Total hours of training (hours) | Training hours per person (hours) |
| Introduction training for new employees | all | 348 | 348 | 100.0 | 13,485 | 38.8 |
| Step-Up Training for managers | Employees who have been promoted | 232 | 232 | 100.0 | 4,176 | 18.0 |
| Power-up management training | newly-appointed | 105 | 105 | 100.0 | 2,048 | 19.5 |
| Training for newly-appointed general manager | Employees who have been promoted | 54 | 54 | 100.0 | 756 | 14.0 |
| Training for Business leaders | Employees endorsed by the department | 27 | 27 | 100.0 | 1,085 | 38.75 |
| Global training* | Employees endorsed by the department | 27 | 27 | 100.0 | 405 | 15.0 |
- * Non-consolidated