Creating a Workplace Where Everyone Enjoys Their Work
- Respect for Human Rights
- Creating a Pleasant Workplace
- Diversity Management
- Promotion of the Development of Human Resources
Respect for Human Rights
|ISO||6.3.3 Due diligence
6.3.4 Human rights risk situations
6.3.5 Avoidance of complicity
Our Human Rights Policy
The Taisei Group has expressed its commitment to basic human rights by including "respect for basic human rights and diversity" in the Group Action Guidelines. The Group also developed the Human Rights Policy* last year with reference to international human rights standards such as the Universal Declaration of Human Rights, the eight fundamental conventions of the International Labour Organization (ILO) and the ISO 26000 as well as the International Code of Conducts to prohibit child labor, compulsory labor and discrimination in employment and occupation and guarantee the right of association and the right to bargain collectively.
Human Rights Policy
To fulfill the Taisei Group Philosophy ’to create a vibrant environment for all members of society' the Taisei Corporation commits to building a corporate culture that respects human rights. To achieve this we have created a Human Rights Policy based on the Taisei Group Action Guidelines. We base our Human Rights Policy on the Universal Declaration of Human Rights, ILO’s Declaration on Fundamental Principles and Rights at Work and ISO 26000.
- We strive to create an open-minded, non discriminatory corporate culture.
- We respect fundamental human rights and the diversity of individuals. We do not discriminate on the basis of race, religion, gender, sexuality, nationality, social status or disability, nor do we allow any action in violation of human rights, such as sexual harassment or abuse of authority.
- We strive to create an employee friendly workplace and will not tolerate any forms of harassment.
- We respect local culture and customs. We prohibit child and forced labor. We strive to ensure our working and employment practices are free from discrimination in each country where we operate.
- We provide human rights training and work to raise awareness of human rights amongst our executives and staff on a continuous basis.
Formulated in October 2015.
Consultation Services for Human Rights and Monitoring
To prevent abuses of human rights and harassment from occurring, we engage in human rights promotion activities rooted in each workplace by assigning a person in charge of consultation services in each department in the Company and posting a human rights promotion poster at business sites.
We also respond appropriately to problems through a whistleblowing system (helpline) and investigating the facts while giving consideration to the protection of whistle-blowers.
Human Rights Management System
As a system to promote human rights, we established the "Taisei Human Rights Awareness Promotion Committee" which consists of the Promotion Committee members in each division at the head office and all the branches in 1984 for the purpose of encouraging employees to develop their character and a higher awareness of human rights. In the Committee, basic polices and activity plans are created and reviewed, and achievements in the previous fiscal year are reported. Through the initiatives deliberated and approved at the Committee, we aim to improve awareness for human rights on a group-wide basis.
Taisei Corporation Human Rights Awareness Promotion Committee
Human Rights Promotion Activities
In fiscal 2015, we provided e-learning and group training for all employees by incorporating human rights training in the basic education system for each layer and department of the employees. The number of group training sessions held was 25, with 809 employees taking the training. We also operated human rights education programs, including talks from outside speakers.
|Targets||Human rights promotion activities|
|Japan||All employees||e-learning, group training and the posting of human rights promotion articles in in-house newsletters|
|All employees, employees of the Group companies and their family members||The solicitation and commendation of human rights slogans and essays|
|Overseas||Employees before overseas assignment||Human rights training before overseas assignment|
|Overseas work sites and specialist contractors (Taiwan)||Promotion of CSR procurement (see p.54)|
Creating a Pleasant Workplace
|ISO||6.3.6 Resolving grievances
6.3.9 Economic, social and cultural rights
6.4.4 Conditions of work and social protection
Promotion of Work-Life Balance
We are pursuing a number of measures to encourage all employees to recognize diversity and enjoy their work. We are seeking to make effective use of limited time and the realization of work-life balance.
|Promoted items||Content of activities|
|Shorter working hours||
Initiatives for Childcare Support for Male Employees
To encourage the participation of males in childcare, we have published the Papa News six times in total since September 2015, distributing it to about 4,000 male employees with small children and their supervisors.
Health of Employees
As a method for promoting the health of employees, we encourage workers who displayed symptoms in a health checkup to see a doctor. We also ensure that overworked employees meet with a doctor. As a measure for mental health, we encourage meetings by special staff and support the return to work by setting up EAP*1 consultation offices within the Company and external organizations so that the employees and their family members are able to consult fully with expert staff on their problems.
1 EAP: Employee Assistance Program
Taisei Corporation has a Union Shop Agreement*2 with its employees union, and all 7,279 employees, except for management, belong to the union. The Company conducts various questionnaires and dialogues between labor and management every year for the purpose of facilitating labor-management relations and the business activities of the Company.
Changes in working conditions are determined in advance through discussion between labor and management.
2 Union Shop: A system that requires all employees to join the labor union upon their employment with the company.
Personnel data in fiscal 2015
|Number of employees
|Number of female employees||1,238||1,230||1,228||1,270|
|Number of foreign employees||37||41||66||75|
|Average service years||19.1||19.1||19.0||18.8|
|Average annual salary (million yen)||8.70||8.78||8.91||9.18|
|Turnover rate of new graduates employed after 3 years (%)||Joining the Company
|Joining the Company
|Joining the Company
|Joining the Company
Human Rights Promotion Activities / Promotion of Work-Life Balance
In fiscal 2015, we implemented e-learning training and group training on the subject of "’Company and Human Rights,' the History of Human Rights Promotion Activities of Taisei Corporation" for all the employees. With respect to the number of users of leave and vacations for childcare, the number of female and male employees who took childcare leave was 91 and 4, respectively, with the number of male users increasing, and the rate of return to work of female employees was 100%.
|Rate of Attendance at Human Rights Training||･･･93.8%|
|Rate of Returning to Work from Childcare Leave (female)||･･･100%|
|ISO||6.3.7 Discrimination and social protection
6.3.10 Fundamental principles and rights at work
6.4.3 Employment and employment relationships
Promotion of Diversity Management
As one of the evolutions of the management infrastructure in the Medium-term Business Plan, we aim to encourage diversity management, focusing on creating a workplace in which employees are able to take the most active possible role, taking advantage of their diversity in terms of sex, nationality, disability, values, the way of working and career.
Supporting Active Roles for Senior Personnel and Physically Challenged Employees
Taisei Corporation secures the working conditions of employees based on the Group Action Guidelines and laws and regulations.
We work to enhance the reemployment system every year for senior personnel with a wealth of knowledge, experience and skills who can pass on their know-how to the next generation and continue to play an active role.
We also employ physically challenged workers as part of our social responsibility and achieved an employment rate of 2.08%, higher than the statutory employment rate, in fiscal 2015. These employees take an active role in various fields after employment, irrespective of disability, and we give them consideration for their work, such as sign language and summary scripts, and provide consultation and support to encourage their retention.
We also introduced the Global Human Resource System in October 2015, in which foreign engineers who were employed for individual projects are switched to long-term employment. We develop human resources who will play a key role in overseas operations by continuing to provide foreign engineers with opportunities.
Support of Female and Foreign Employees for Their Active Roles
Taisei Corporation has been continuously working to create a pleasant workplace for female employees since fiscal 2006. In April 2016, we set targets of "tripling the number of female managers by 2020" and "raising the percentage of female engineers to 10% or more by 2025" as an action plan based on the Act on Promotion of Women's Participation and Advancement in the Workplace. We will continue to pursue various initiatives to achieve the targets.
We provide foreign employees and their supervisors with training to understand values and culture and learn specific communication methods. We also distribute a guidebook that summarizes know-how, aiming to deepen mutual understanding.
Creating a corporate environment in which female employees can work at ease
Chung Wei-Yu Sales Manager, Taipei Office
Contributing to business development in Taiwan, taking advantage of the identity of Taisei Corporation
In 1988 when I joined Taisei Corporation, the Company moved into Taiwan in earnest. This year marks the 28th anniversary of the start of its operations in Taiwan.
During this time, we have built major station buildings along the Taiwan High Speed Rail, large private hotels, office buildings and luxury condominiums and earned the confidence of customers by respecting Taiwanese culture and customs and providing high quality as a Japanese general contractor. In Taiwan where the reputation for the quality of Japanese products is well established, the Taisei Brand has taken root, and local customers seeking our construction are our mainstay business. Japanese and Taiwanese jointly work under a system in which sales, administration and construction are independent but at the same time mutually complementary, and I feel proud that our office is the most localized base among the overseas bases of the Company.
Playing a role as a bridge between Japan and Taiwan will remain essential for the Company to continue to earn a high degree of trust in Taiwan.
I aim to provide a high level of customer satisfaction and contribute to Taiwanese society by using the know-how and technical capabilities of the Company in a comprehensive manner.
Promotion of the Development of Human Resources
|ISO||6.3.8 Civil and political rights
6.4.7 Human development and training in the workplace
Support for Career-Building
We provide employees with comprehensive training in each phase after joining the Company to develop self-directed human resources with specialty, creativity and independence.
Human resource development image
1 Strengthening of leadership and management as a core manager
2 Step-up training for managerial personnel
Support for Qualification Acquisition
Taisei Corporation helps all employees improve skills in their area of work, by supporting their acquisition of qualifications, in order to develop engineers and managers with strong specializations.
Examples of support for qualification acquisition
|Construction work||Civil engineering work|
Promoting Diversity Management / Supporting Employee Career Formation
We strive to enhance corporate value through the development of employees' abilities by offering a range of training sessions, including annual training for all employees and sessions for global human resources, career vision and the development of leadership for female employees. Training hours per capita in fiscal 2015 came to 44.6 hours.
|Numbers Attending Female Leadership Development Training||･･･66people|
|Training Hours Per Person||･･･44.6hours|