Policies and Basic Approach
As part of the fundamental policies under its [TAISEI VISION 2030] Achievement Plan, the Taisei Group identifies human capital as a key pillar. We view human capital development as an investment in the future and are committed to providing our employees with a fulfilling learning environment.
We aim to support each employee in forming their own autonomous career paths through continuous learning that fosters sensitivity, imagination, and creativity. Our goal is for employees to grow into individuals who not only possess strong human qualities and advanced expertise but also harness insights from the liberal arts to drive innovation.
Structures and Systems
Career Development Support
Taisei Corporation has developed the “Human Capital Development Plan” that outlines its vision for developing talent and the overall structure of its training programs. The plan is promoted through deliberations by the Personnel Committee, which reviews human capital strategies and development initiatives and reports its findings and recommendations to the Management Committee, ensuring decision-making and implementation at the executive level.
Our Human Resources Training Center, under the Human Resources Department, offers a wide range of programs, including onboarding for new graduates and mid-career hires, training by job level, and both application-based and selective common training courses. In addition, each division also runs specialized training programs aimed at deepening technical expertise within its respective areas. These initiatives are coordinated across departments to create an effective, integrated training system.
Refer to:
- ESG Data (Data on Training and Career in Capacity Development) (only in Japanese)
Support for acquiring qualifications
To cultivate highly skilled professionals, we support employees in obtaining qualifications such as the First-Class Architect and First-Class Civil Engineering Works Execution Managing Engineer. The company offers financial assistance and reward incentives for essential certifications.
Activities / Efforts
Five Measures to Enhance Motivation, Capability, and Engagement
To help employees grow in ways that allow them to fully express their potential and autonomously shape their careers, we encourage a spirit of self-directed learning and challenge. Our training efforts, which are centered on the Human Resources Training Center under the Human Resources Department, focus on core growth pillars such as personal development, liberal arts, and professional expertise.
| No. | Measures | Details |
|---|---|---|
| 1. | On-the-job training (OJT) | Mentors define clear goals and performance benchmarks, provide ongoing feedback, and offer opportunities for employees to apply not only their routinized work but also what they've learned during the training period to the workplace. This approach is part of a company-wide effort to develop the next generation of leaders. |
| 2. | Off-the-job training (OFF-JT) | All employees receive foundational training (designed for new graduates and mid-career hires), technical training (division-specific training conducted annually), and company-wide training (by job level). We also provide opportunities to enhance liberal arts knowledge, personal development, professional expertise, and career advancement skills, all designed to help employees develop a broad range of competencies. |
| 3. | Reskilling programs | We also offer opportunities to learn digital technologies and cutting-edge knowledge through our DX Academy and e-learning platforms, strengthening employees’ ability to adapt to change. Particular focus is placed on empowering senior employees. |
| 4. | Career development support | We actively support women’s advancement and career development through systems such as career path selection programs and job rotations, helping employees build structured careers and thrive within the organization. |
| 5. | Self-learning support | To promote autonomous learning, we provide qualification support programs, educational tools, and flexible training systems that allow employees to acquire the necessary knowledge and skills at their own pace. |
| 6. | Others | We are also developing female managers and global talent. |
1. On-the-job training (OJT)
On-the-job training (OJT) is managed at the departmental level, where annual goals are set and reviewed. Through regular meetings with their direct supervisors, employees establish quantitative and experiential goals based on their year of joining the company. Work assignments are then strategically planned to align with these goals, enabling employees to build their skills through practical experience.
2. Off-the-job training (OFF-JT)
All departments involved in employee development share training programs and work together to build an integrated and collaborative training framework. Regardless of their original department or years of service, all employees are given opportunities to acquire business skills, enhance the sophistication of their work, and contribute to a more dynamic and positive workplace. Liberal arts training is provided for managers to broaden their perspectives and strengthen their overall capabilities.
3. Reskilling programs
To enhance digital literacy across the organization, we launched the DX Academy, a company-wide program to drive reskilling. The academy is structured in three stages: acquiring digital literacy, actively applying digital skills, and promoting DX. Following the Digital Skill Standard (DSS), the program includes e-learning courses, in-person classes, and hands-on training. Participation is tracked using tools such as progress assessments, completion certificates, and a badge system to keep learners continuously engaged and motivated. In addition, we provide structured training in digital construction technologies, including a Construction Production DX Technology Package and BIM/CIM programs, covering all project phases from design to construction and maintenance. We also offer on-demand online training covering construction technologies, legal updates, and management topics, accessible anytime on our e-learning platform. Live-streamed group training enables real-time participation from any location.
4. Career development support
We have introduced En Japan Inc.'s “Young Talent Career Development Pack” to improve visibility into employee data and clarify employees’ growth challenges and career paths. By utilizing four HR services, including the “HR OnBoard” system to reduce turnover, we targeted approximately 120 administrative employees and successfully reduced the turnover rate for employees in their 20s from 8%*1 to 3.5%*2. We also introduced “Talent Analytics,” an online career platform that quantitatively tracks employees’ values and stress tolerance. By aligning these insights with the ideal personnel profiles sought by each department and highlighting areas for growth, we help foster a sense of development among young employees and prevent early attrition.
- *1From October 2022 to September 2023 (employees in their first to eighth year)
- *2From October 2023 to September 2024 (from new graduates to eighth year employees)
5. Self-learning support
We also offer self-development programs to support independent learning, including qualification assistance and language learning programs.
6. Others
Development of Female Managers
We support the development of female managers through training programs and HR systems that help women view promotions positively and build the skills and networks needed to demonstrate their management capabilities. In March 2025, in conjunction with International Women’s Day, we held a roundtable on women’s career development. Approximately 80 female employees from various roles who had completed leadership training participated in the event, engaging in discussions on career building and management with female leaders from both domestic and overseas offices.
Development of Global Talent
We are committed to developing global talent through language training, intercultural understanding programs, and overseas field training. We also offer opportunities for employees to study at graduate schools and other institutions in Japan and abroad, or to be dispatched to partner companies. Notably, departments handling overseas business conduct their own unique training programs to strengthen human resource development.