Creating a Pleasant Workplace

Policy and Management

The Taisei Group includes “Securing a Pleasant Working Environment” in the Group Action Guidelines and works to achieve a work-life balance through respect for diverse work styles and efforts to improve productivity.
In the Taisei Group Medium-term Business Plan, work style reform and the digital transformation (DX) are ranked as key Group infrastructure development issues relating to sustainability. In order to achieve the Taisei Vision 2030, these issues have been identified as key issues to be focused on in the next three years, while at the same time taking the current business environment into consideration. In addition, we have identified “Realization of an Attractive Working Environment that is Good to Work in” as a part of Materiality (Important Tasks for the Taisei Group), and this has been established as an important policy in the Taisei Group Medium-term Business Plan (2021-2023). In addition, “0% of Monthly target: 50 hours Persons who exceeded 720 overtime working hours per year on health management overtime” and “Rate of taking childcare leave by males 100%” have been established as KPI objectives for FY 2023. Taisei will determine the impact of materiality on society and will clarify issues in accordance with materiality and promote initiatives, in order to resolve social problems and create value through business activities.
The basic policy for labor management emphasizes preventing overwork and reducing overtime work to promote work-life balance and maintain the health of employees. In labor standards for payment, working hours and so on, we maintain thorough compliance with the laws and regulations of each country and strive to set conditions over and above legal requirements in order to attract outstanding personnel and promote work style reform.

Promotion Framework

Promoted items Content of activities
Promotion of work style reform
  • Achievement of production system innovation and work style reform through the digital transformation (DX)
  • Attractive working environment and promotion of policies that stress diversity & inclusion
  • Initiatives to Correct Long Working Hours
Childcare support
  • Promoted childcare leave usage among male employees by partly paying during the leave and allowing employees to split childcare leave to separate occasions.
  • Childcare leavers' meeting, consultation service for parents looking for a nursery and seminars for balancing childcare and work
  • Creation of a temporary day-care center during training and seminars in consideration of employees who are raising children.
  • Secured preferential use of about 105 nurseries across Japan to accommodate children in collaboration with our employees and nursery operators by cooperating with 97 nurseries operated by companies across Japan.
  • Distribution of babysitting vouchers.
Nursing-care support
  • Provision of information by implementing nursing-care seminars nationwide.
  • Individual consulting meetings with outside organizations on nursing-care.
  • Three-person meetings for employees who are facing nursing-care (nursing care support program).
Support for time off
  • Annual paid leave and promotion of acquisition of “refreshment leave” (a system that offers time off to employees and their facilities as a reward for continuous service milestones) and “milestone leave” (leave that can be acquired by workers at workplaces when they transfer to different workplaces or at work process milestones)
FY2018 FY2019 FY2020
Rate of paid leave utilization 47.5% 46.2% 46.5%
Rate of milestone leave utilization 94% 84.5% 79.2%
Rate of refresh leave utilization 92.2% 91.9% 55.8%

* Note: The acquired paid holiday rate decreased as compared to a normal year because acquisition restrictions were extended due to the COVID-19 pandemic in FY2020.

  • Property accumulation savings system, employee stock ownership plan, group insurance system, etc.

Initiatives to correct long working hours

KPIs “Health management overtime; 0% of Monthly target: 50 hours Persons who exceeded 720 overtime working hours per year”

The working hours of the construction industry are about 320 hours longer per year than the average for all industries, a trend that has not changed for many years.Taisei Corporation has established the Working Hour Reduction Committee and the Working Hour Reduction Promotion Committee as internal consultative bodies, and formulates a policy for working hour reduction every year.
In 2017, the Japan Federation of Construction Contractors (hereinafter referred to as Nikkenren), formulated the Action Plan for the Realization of a Five-Day Work Week as a basic policy and concrete measures to realize a five-day work week at construction sites. As a member company of the Nikkenren, we are working together in the industry as a whole.
A message from the President is regularly sent to all employees to communicate the company's basic position. In addition, the Committee for the Reduction of Working Hours and the Work Style Reform Committee have been established as deliberation bodies. Each year the Working Hours Reduction Initiative Policy is formulated by the Committee for Reducing Working Hours as a policy to reduce excessive working hours.
In 2018, we formulated a Roadmap to 2024 to correct long working hours, and a portion of the content has been established as a KPI objective and will be promoted while confirming progress.
The Roadmap establishes phased annual targets of “appropriate overtime working hours from a health standpoint,” “regular leave + compensatory leave,” and “worksite closures,” which are expressly stated in the Medium-term Business Plan and promoted under the leadership of the Committee for the Reduction of Working Hours and the Work Style Reform Committee, etc.
In addition, to raise awareness and encourage behavioral changes on the part of employees, all employees take part in discussing and implementing specific initiatives to reduce work hours according to the circumstances of their respective workplaces. Activities that have proven to be effective in reducing work hours are deployed laterally on a company-wide basis and established as ongoing activities. The number of employees who acquired 104 days of “regular leave + compensatory leave” a year (eight leaves in four weeks) increased to 94.8% (up from 91.8% in the previous fiscal year). In addition, six days of worksite closure in four weeks was achieved by 73.3% of the construction sites and 80.5% of the civil engineering sites. These initiatives will be continued in order to change employees’ awareness and behavior.

Health management overtime:

Overtime used as an indicator for deciding whether measures to prevent health problems (e.g. guidance by a physician) need to be taken. (Total of statutory overtime working hours and holiday working hours)

Support for a balance between work and family/childcare

KPIs Rate of taking childcare leave by males 100%

We are focusing on supporting male employees during childcare through such initiatives as joining the Ikuboss Corporate Alliance, a network of companies promoting development of ideal bosses for the new era (ikubosses), in April 2017. We also support balancing work and nursing care by developing a support system that is more extensive than legally required, including nursing care leave, and holding seminars.
Since July 2016, Taisei Corporation has placed particular emphasis on male involvement in childcare and, as one of its work style reform policies, has targeted a childcare leave usage rate of 100% for male employees. We promoted this initiative on a company-wide basis with the involvement of affiliated departments and superiors.
In April 2017, we joined the Ikuboss* Corporate Alliance, a network whose goal is to nurture the ideal boss for the new age. In addition, we received the Ikumen Enterprise Award 2016 as well as recognition for achievements based on the Act on Advancement of Measures to Support Raising Next-Generation Children. As a result of implementing various measures that include sending congratulatory messages to male employees and their direct superiors when the employee has had a child born, encouraging the employee to take childcare leave, and enhancing the childcare leave system, the childcare leave usage rate by applicable male employees reached 100% and the average number of days taken was 7.1 days (as of the end of March 2020).
To support employees who have worries about balancing work and nursing care, we have established systems for nursing care holidays and nursing care leave, etc. that exceed legal requirements, and also distribute an original nursing care guide and hold regular individual counseling sessions where employees can consult specialists free of charge. We also have a careful follow-up support system in which we hold online nursing care seminars during long vacation periods in which employees can participate with their family members, as well as nursing care seminars that are open to participation by specialist construction company employees at workplaces.

[PICK UP] Enhancement of measures to prevent employees from being forced to leave their jobs to care for family members and holding of online seminars

Taisei provides support for employees caring for their family members so that highly skilled employees can work longer without having to leave their jobs to provide care. Since 2010, we have held caregiving seminars at the head office to provide basic knowledge about nursing care and remote nursing care options.
In 2014, we expanded these seminars to branch offices and workplaces nationwide, and to date they have been attended by approximately 2,343 employees. The seminars held at workplaces have been attended by both company employees and workers.

Initiatives to improve labor standards

In order to fulfill its social responsibility as stated in the Group Action Guidelines, the Taisei Group has laid out initiatives for its global business activities and ensures thorough compliance with the laws and regulations of the countries and regions where it operates. In terms of labor standards such as wages and working hours, we comply with each country's minimum wage laws and regulations and pay wages above those standards to ensure that we recruit and retain talented people to achieve sustainable growth.
The average annual salary of the Group's employees in FY 2020 was JPY 9,851,000.
We actively hired a total of 340 new employees in FY2020. In addition, we are enhancing our internal job posting system and a range of other systems to support the continued engagement of our employees, so that each employee can maintain high motivation and demonstrate their full potential over a long period.
We provide work descriptions in detail during the recruitment process to avoid mismatching. For young new employees, we offer the opportunity for private interviews after joining the Company, including a trial of a mentor system in some cases, while conducting a biennial employee satisfaction survey (satisfaction rate of 80.8% in FY2019) for further employee satisfaction.

Labor-management relations

Taisei Corporation respects workers' rights including freedom of association, the right to organize and collective bargaining rights, and we have instituted a labor negotiation system to ensure dialogue between employee representatives and senior management. Under the system, the company's directors and the labor union meet regularly each year to hold discussions and exchange views regarding wages, working conditions and so on. Thorough discussions with employee representatives of the labor union help to ensure healthy labor-management relationships.
Taisei Corporation also has a union shop agreement with the Company’s employee union, which has a membership of all 7,787 (as of March 31, 2021) full-time employees not including management employees (a 100% membership rate among qualified employees). To facilitate labor-management relations and business activities in the Company, we conduct questionnaire surveys and various dialogues between labor and management every year. Changes in working conditions and so on are determined in advance through discussions between labor and management.