Corporate Social Responsibility of the Taisei Group towards Realizing Sustainability - Under its group philosophy of "To Create a Vibrant Environment for All Members of Society," the Taisei Group strives to build safe and secure local communities and makes efforts to resolve social challenges in earnest, thereby contributing to building a sustainable society.

In the Otemachi Tower redevelopment project, a joint initiative by Tokyo Tatemono Co., Ltd. and Taisei Corporation, we created a woodland space in Otemachi of approximately 3,600 square meters in central Tokyo under a program called Pre-Forest in which to create a woodland space in an environment comparable to the planned site and develop it over three years before transplanting it to the target location.

Aiming to Implement the Taisei Group Philosophy of Sustainable Development Together with Society

GRI G4-56

In order to pursue the Group Philosophy of "To create a vibrant environment for all members of society," all officers and employees of the Taisei Group share in the Taisei Spirit, and we aim to implement sustainable development and deliver new value to society by leading the business on the basis of the Overall Principles of Conduct (Group Action Guidelines, Individual Policies) and the Overall Management Perspective (TAISEI VISION 2020, Medium-term Business Plan).

GRI G4-34,G4-36,G4-48,G4-56

A CSR committee has been established to promote CSR activities within the Taisei Group.
The CSR Committee includes 5 Taisei board members and officers.
The CSR Promotion Section educates and gives guidance on CSR, and exchanges opinions with the various departments and Group companies to promote the Group's CSR activities.

Diagram of CSR Promotion System

GRI DMA,G4-48,G4-43,G4-56,G4-19,G4-20,G4-21,G4-38

The Taisei Group implements CSR management in line with the ISO 26000 international standard for corporate social responsibility at organizations. In order to implement the Group Philosophy, we identify the CSR issues based on both the Overall Principles of Conduct and the Overall Management Perspective and make every effort to improve CSR activities through the P-D-C-A (Plan-Do-Check-Act) cycle.

Identification of KPI *1

In Overall Principles of Conduct, we categorize the Group Action Guidelines according to the seven core subjects *2 covered by the ISO 26000 to identify the main issues. In the Overall Management Perspective, we set out management issues in line with the external environment. We consider the relevance and impact of the issues identified based on the Overall Principles of Conduct and the Overall Management Perspective on society and the Group when we determine the CSR issues. Since FY2011, we have identified Key Performance Indicators (KPI) to confirm and improve these items.

1 KPI : Key Performance Indicator

2 ISO 26000 themes 7 core subjects: 1.Organization Governance 2.Fair Operating Practices 3.Consumer Issues 4.Community Involvement and Development 5.Human Rights and Labor Practices Social Dialogue 6.Labor Practices 7.The Environment

Identify Important Factors (Materiality)

To identify important factors, the CSR issues and KPI identified in the process described above are reevaluated from the dual perspectives of the importance to stakeholders and the importance of the impact on Taisei Group management. For a perspective on the importance to stakeholders, we consult the level of interest in creating a sustainable society based on social trends (SDGs*3, ISO 26000, etc.).
In the future, we intend to take into account the opinions of external experts on methods of evaluating important factors and the result of identification and make important factors clearer in collaboration with the CSR Committee and the relevant in-house departments.

Important factors in the interview with top management are shown in bold.

3 SDGs: The acronym of Sustainable Development Goals. At the "United National Sustainable Development Summit 2015," member countries adopted SDGs comprising 17 objectives and 169 targets to accomplish on a global basis.

GRI LA6,LA9,HR9,PR1,PR2,PR5,G4-14,G4-15,G4-21

Taisei Corporation KPIs

1 Until 2014, the coverage of the survey is Taisei Corporation (domestic). From 2015, the coverage of the survey is Overseas Business offices (Taiwan).

2 Until 2013, Numbers taking leave for childcare (female). From 2014, change to rate of returning to work from childcare leave

3 Year Key Performance Indicators (KPIs) Targets

4 Until 2011, calculated for accidents entailing four or more days off work. From 2012, the target is set on the basis of all accidents entailing days off work, irrespective of the number of days

5 Until 2013, rate of recycling of construction waste. From 2014, change to Decrease construction waste final disposal rate

Group Company KPIs

TAISEI ROTEC CORPORATION
Taisei-Yuraku Real Estate Co., Ltd.
TAISEI U-LEC CO., LTD.
TAISEI SETSUBI CO., LTD.

As to the rate of return of customer questionnaires, amendment to the targets for fiscal 2016 shall be deliberated

TAISEI HOUSING CORPORATION
SEIWA RENEWAL WORKS CO., LTD.

The 2015 CSR activities based on the seven core subjects covered by the ISO 26000 are reported here. We will promote the Overall Principles of Conduct and Overall Management Perspective in an integrated manner and we will aim for the sustainable development of society and to improve corporate value through our business activities.

Governance Report (G)

1. Organization Governance

(Overall Principles of Conduct) Basic Conceptual Approaches

In order to secure the trust of society and at the same time to develop as a sustainable corporation, the Taisei Group regards swift, accurate, fair and transparent decision-making in management as the fundamental idea for corporate governance. [Group Action Guidelines (1)-(14)]

"Overall Management Perspective" Medium-Term Business Plan (2015-2017) Management Goals

Developing the business foundation
  • Establishing corporate governance for the next-generation

2. Fair Operating Practices

(Overall Principles of Conduct) Basic Conceptual Approaches

Taisei recognizes corporate ethics and compliance as the fundamentals of our business operations. We not only make this clear in our Action Guidelines to TAISEI personnel and the TAISEI Group as a whole, but also engage in a variety of measures to encourage self control and self-awareness of each and every executive and employee on this matter. [Group Action Guidelines (9)(12)(13)(14)]

"Overall Management Perspective" Medium-Term Business Plan (2015-2017) Management Goals

Developing the business foundation
  • Establishing corporate governance for the next-generation

Social Report (S)

3. Consumer Issues

(Overall Principles of Conduct) Basic Conceptual Approaches

The Taisei Group aims to contribute to society as a whole and to develop sustainably as a corporate group.
For such purposes, we will continue to provide our customers and society as a whole with ensured quality in our products and services as well as such technologies as necessary for the resolution of social issues. [Group Action Guidelines (4)(5)(6)(7)]

"Overall Management Perspective" Medium-Term Business Plan (2015-2017) Management Goals

Actively contributing to improving infrastructures
  • Participating in development of the major infrastructures for public security, safety and convenience
  • Participating in projects for a steady supply of electricity
Promoting the development of next-generation technologies
  • Upgrading technologies for earthquake-related problems
Improving the total strength of the Taisei Group
  • Strengthening joint cooperation among the Group for urban housing renewal and development of new renewal technologies for infrastructures

4. Community Involvement and Development

(Overall Principles of Conduct) Basic Conceptual Approaches

Taisei Group, as a good corporate citizen, will build sound relationships with local communities and promote dialog and harmony with society. We will also contribute to the development of society as a whole. [Group Action Guidelines (8)(11)]

"Overall Management Perspective" Medium-Term Business Plan (2015-2017) Management Goals

Actively contributing to improving infrastructures
  • Actively contributing to earthquake disaster reconstruction projects
Establishing next-generation business models in the focused fields
  • Promoting introduction of smart communities in large-scale redevelopment projects, etc.

5. Human Rights and Labor Practices

(Overall Principles of Conduct) Basic Conceptual Approaches

At the Taisei Group, we create a corporate climate with good communication and respect for basic human rights and diversity. We do not condone discrimination based on ethnicity, religious beliefs, gender, nationality, social position, disability, or sexual orientation. It is a matter of basic policy to respect cultures and customs and to comply with local laws at our overseas businesses. [Group Action Guidelines (1)(2)(3)]

"Overall Management Perspective" Medium-Term Business Plan (2015-2017) Management Goals

Developing the business foundation
  • Promoting diversity management to support further active roles of women, foreigners, and elderly
  • Nurturing and improving human resources

6. Labor Practices

(Overall Principles of Conduct) Basic Conceptual Approaches

Taisei's basic concept on our Health and Safety Policy is that all work-related accidents are preventable.
Safety must be our top priority as a member of the construction industry. To this end, we call for a safety first posture in the workplace, endeavoring to provide a safe, anxiety-free working environment. [Group Action Guidelines (1)(2)(3)]

"Overall Management Perspective" Medium-Term Business Plan (2015-2017) Management Goals

Strengthening domestic construction projects
  • Improving construction capabilities
  • Strengthening safety management systems
Developing the business foundation
  • Utilizing ICT

Environmental Report (E)

7. The Environment

(Overall Principles of Conduct) Basic Conceptual Approaches

The Taisei Group is formulating Environmental Policies aimed at the formation of an environmentally friendly society. We will determine objectives and measures for taking action, strive for "preservation and creation of the environment" and promote "advanced environmental business." [Group Action Guidelines (10)]

"Overall Management Perspective" Medium-Term Business Plan (2015-2017) Management Goals

Actively contributing to improving infrastructures
  • Actively contributing to earthquake disaster reconstruction projects
Promoting the development of next-generation technologies
  • Upgrading environment & smart community related technologies
Establishing next-generation business models in the focused fields
  • Strengthening biodiversity offset management proposals

The management issues for the Medium-Term Business Plan (2015-2017) are reported in detail in the section on Financial Information including the medium- to long-term corporate business strategy, the eight tasks (positive contributions), and the business risks (12 items) (avoidance of negative factors).