TAISEI ANNUAL REPORT 2015

Transcription

ANNUAL REPORT
2015
Contents
Outline
About the Taisei Group of Companies
p.3
Outline of the Taisei Group of Companies
11 Year Financial Summary
Management Strategy
Commitment from
the Top
Corporate Value of the Taisei Group
1
A Corporate Group
that Responds to
the Needs of Society
Taisei's Journey
2
p.11
p.7
Recognition of the
Issues of Society and
the Story of Growth
p.13
p.15
An Introduction to Some of the Management
Issues in the Mid-term Business Plan (2015-2017)
Special Feature 1: Promotion of next generation
Special Feature 2: Establishment of Next
research and development
Attaining Zero-energy Buildings
Aiming for Introduction to the Market in 2020
The process of
Creating Value
Here we relate the story of creation of value by the Taisei Group.
It is a story of how the capabilities accumulated during the
history constructed over a period of 140 years links to the future
and how it will be sustained.
Special Feature: Taisei Corporation working
Towards the "Next Generation"
"The Urban ZEBⓇ"
3
Generation Business Models
"Target Fields"
p.17
Creating High Added Value Projects
Increasing the Competitive Advantage and Differentiation of Taisei
p.21
Business Overview
Civil Engineering
Building Construction Real Estate Development Group Company Initiatives
p.23
p.29
p.35
p.39
CSR
Taisei Group of
Companies CSR
p.42
Environmental
p.49
Social
p.63
Governance
p.75
Financial and Corporate Data
Explanation and Analysis of Business Results/Risk
Information/Consolidated Financial Statements
p.85
<Note Regarding Forward-looking Statements>
Opinions and predictions, etc., expressed in this report are based on the judgment of the company at the time of preparation of this
document. Therefore, please be aware that there is a possibility that the results of the actual target values, etc., could be different from
the stated future estimates, due to changes in various factors.
1
TA I S E I A N N U A L R E P O R T 2 0 1 5
Editorial Policy
Organizations Covered
an overall view of the company's history over 140 years,
Taisei Corporation and the Main Taisei Group of Companies
the group's activities in accordance with the Taisei
Reference Guidelines
Corporation Group ideals and the Group Action
●
Guidelines, financial information, management issues,
Detailed information not included in this report can be
found on the Taisei Corporation website. The company
uses various tools for issuing information that is
considered important for communication with
Report Period
stakeholders. The following is the structure of our
FY 2014 (1st April 2014 to 31st March 2015)
(Some contents outside this financial year are included)
communication tools, so when necessary please also
●
●
Third-party certified report Environmental information
certified by EY ShinNihon Sustainability Institute Co., Ltd.
Third-party Opinion of Professor Kanji TANIMOTO, Research
Institute of the Faculty of Commerce, Waseda University
Published
Business Overview
Third Party Opinions in this Report
refer to them.
Management Strategy
and the creation of corporate value.
Ministry of the Environment Environmental Report Guidelines
(2012 Edition)
● GRI Sustainability Reporting Guidelines 4th Edition
● ISO 26000 (International Guidance on Social Responsibility of
Organizations)
● International Integrated Reporting Council (IIRC) Integrated
Reporting Framework
Outline
This Report is published to enable stakeholders to obtain
15th October 2015
CSR
This report has been prepared using environmentally friendly paper and plant oil ink. We have used raw materials for the paper to
ensure safety and transparency, and the weight has also been reduced to reduce the consumption of timber resources and
greenhouse gases.
Environmental
Structure of Communication Tools Japanese ● English ●
Financial Information
Website
Non-financial Information
Corporate Site (all corporate activities) ● ●
http://www.taisei.co.jp/english/index.html
Corporate Social Responsibility Activities ● ●
http://www.taisei.co.jp/english/csr/index.html
Social
Investors Relations ● ●
http://www.taisei.co.jp/english/ir/index.html
Publications
REPORT OF TAISEI TECHNOLOGY CENTER ●
Taisei Circle (Business Report) ●
Corporate Governance Report ●
Governance
Securities Report ●
TAISEI CORPORATE REPORT 2015 ●
Financial Data/ Corporate Data
Evaluation by External Organizations
●
We are included in the world s
representative SRI indexes.
●
We have been selected as both a
leading information disclosure
company and a leading
performance company
2
Outline
About the Taisei Group of Companies Outline of the Taisei Group of Companies
Overseas Network
(as of 1st June 2015)
●Myanmar Office (Yangon)
●Taisei Myanmar Co., Ltd. (Yangon)
●Pakistan Office
(Islamabad)
●CSCEC-Taisei Construction, Ltd. (China)
●Istanbul Office (Turkey)
●U.S.A. Office (California)
●Taipei Office
●North Africa Office (Egypt)
●Middle East Office
(Doha)
●India Office
(New Delhi)
●Sri Lanka Office
(Colombo)
●Kuala Lumpur Office (Malaysia)
●Jakarta Office (Indonesia)
●P T. PP-Taisei Indonesia Construction (Jakarta)
●PT. Indotaisei Indah Development (Indonesia)
Taisei Group FY 2014 Data
Orders received
¥1,765.7 billion
(7.3% increase year on year)
Net sales
¥1,573.2 billion
（2.6% increase year on year)
Operating income
¥70.4 billion
Ordinary income
¥74.4 billion
Net assets
¥492.1 billion
(¥107.9 billion increase year on year)
Return on equity (ROE)
8.8%
(0.1 point reduction year on year)
Number of employees
Male
Female
Japanese
non-Japanese
13,701
11,685
2,016
12,971
730
(as of 31st March 2015)
3
●Vietnam Offices (Hanoi/Hochiminh City)
●Vinata International J/V Co., Ltd. (Vietnam)
●Taisei Philippine Construction Incorporated (Manila)
●Taisei (Thailand) Co., Ltd. (Bangkok)
●Overseas business office
●Overseas subsidiary/
Affiliated company
Real estate
Others ¥14.4 billion
development
0.9%
¥143.4 billion
8.7%
Civil engineering
¥471 billion
28.6%
Net sales by
segment
¥1,573.2 billion
Building
construction
¥1,017.2 billion
61.8%
Outline
Domestic Network
(as of 1st June 2015)
Management Strategy
●Sapporo
●Tohoku (Sendai)
●Hokushinetsu (Niigata)
Business Overview
●Kanto (Saitama)
●Head Office
●Tokyo
●International Operations
Headquarters (Shinjuku, Tokyo)
●Nagoya
●Kyoto
●Kobe
●Chiba
●Yokohama
●Technology Center
(Yokohama)
●Kansai (Osaka)
●Chugoku (Hiroshima)
●Kyushu (Fukuoka)
CSR
●Shikoku (Takamatsu)
●Head Office
●Branch Office
●Technology Center
Environmental
Others ¥300 million
0.5%
Civil engineering
¥33.1 billion
47.2%
Major Group Companies
Social
Real estate
development
¥12.2 billion
17.5%
・TAISEI ROTEC CORPORATION (Tokyo)
・Taisei-Yuraku Real Estate Co., Ltd. (Tokyo)
・TAISEI U-LEC CO., LTD. (Tokyo)
・TAISEI SETSUBI CO., LTD. (Tokyo)
¥70.4 billion
・TAISEI HOUSING CORPORATION (Tokyo)
・SEIWA RENEWAL WORKS CO., LTD. (Tokyo)
Governance
Operating income by
segment
・PT.PP-TAISEI INDONESIA CONSTRUCTION (Jakarta)
・TAISEI (THAILAND) CO., LTD. (Bangkok)
・VINATA INTERNATIONAL J/V CO., LTD. (Vietnam)
Building
construction
¥22.4 billion
34.8%
・TAISEI MYANMAR CO., LTD. (Yangon)
・TAISEI PHILIPPINE CONSTRUCTION INCORPORATED (Manila)
for each segment includes internal
transactions between segments, so
their total may differ from that
indicated in the center of the pie
graph. Note that the percentage for
each segment was calculated based
on their respective net total
amounts.
・PT. INDOTAISEI INDAH DEVELOPMENT (Indonesia)
・CSCEC-TAISEI CONSTRUCTION, LTD. (China)
4
Outline
Financial Highlights
11 Year Financial Summary
TAISEI CORPORATION and Consolidated Subsidiaries
Years ended March 31, 2005 through 2015
Millions of yen
(except for per share ¿gures)
2005
2007
2008
2009
2010
¥ 1,477,387
¥ 1,543,289
¥ 1,673,576
¥ 1,517,770
¥ 1,467,070
¥ 1,289,809
230,566
200,705
199,749
193,944
174,112
152,166
Total .....................
1,707,953
1,743,994
1,873,325
1,711,714
1,641,182
1,441,975
❶
% change from previous
year
6.8%
Costs and expenses
Cost of sales ........................
Selling, general and
administrative expenses
Total .....................
Income (loss) before
income taxes
Income taxes ......................
Net income (loss)...............
Per share data of common
stock
(in yen and dollars):
Net assets ........................
Net income (loss) .............
Cash dividends ................
Financial ratios:
Net income (loss) as a
percentage of total .........
revenue
Total costs and expenses
as a percentage of total
revenue
Dividends paid as a
percentage of net income
Financial position data:
Current assets..................
Current liabilities ..............
7.4%
1,576,103
(8.6)%
1,708,751
(4.1)%
1,567,091
(12.1)%
1,545,918
1,318,593
117,303
112,717
106,901
95,767
95,920
87,755
1,658,997
1,688,820
1,815,652
1,662,858
1,641,838
1,406,348
48,956
55,174
57,673
48,856
(656)
35,627
41,987
50,098
48,698
42,172
(38,449)
35,516
13,878
24,447
(9,404)
¥ (24,401)
¥
318.12
22.97
6.00
¥
¥
20,495
19,098
¥
¥
242.10
19.76
5.00
19,064
28,363
¥
¥
¥
324.19
26.57
6.00
¥
20,248
26,222
365.72
24.64
6.00
¥
¥
239.87
(22.93)
5.00
1.1%
1.6%
1.4%
1.4%
(1.5)%
97.1%
96.8%
96.9%
97.1%
100.0%
25.3%
22.6%
24.4%
26.1%
(21.8)%
14,462
21,222
262.15
19.74
5.00
1.5%
97.5%
25.3%
¥ 1,100,443
1,130,483
¥ 1,078,787
1,084,333
¥ 1,200,945
1,161,870
¥ 1,120,798
1,003,741
¥ 1,082,037
1,074,229
¥ 912,895
894,026
307,239
292,795
270,682
244,594
236,705
238,534
312,450
257,748
-
272,266
345,151
-
276,923
266,636
421,731
291,550
283,135
373,988
248,400
252,905
284,713
250,083
274,779
297,179
¥ 1,805,425
¥ 1,773,996
¥ 1,875,127
¥ 1,753,692
¥ 1,524,578
¥ 1,244,439
1,811,772
1,841,774
1,843,576
1,885,554
1,768,950
1,571,414
1,064,803
1,064,803
1,064,803
1,064,803
1,064,803
1,090,622
Net property and ..............
equipment
Long-term liabilities ..........
Shareholders’ equity ........
Net assets ........................
Other data:
New orders received ........
during the year
Contract backlog at the ....
end of the year
Shares issued ................
(thousands)
2.1%
1,541,694
❷ Operating income (loss) ...
❸
2006
Revenue:
Net sales:
Construction contracts .....
Real estate development
and other
*U.S. dollar amounts were translated from yen, for convenience only, at the rate of US $ 1 = ¥ 120.17
1 Net Sales
2 Operating Income (loss)
(billion yen)
(billion yen)
2,000
1,500
1,416
1,533
1,573
40
20
2012
2013
70.4
60
500
2011
(billion yen)
80
1,000
0
5
1,218 1,323
2014
2015 (FY)
0
36.4
2000
1500 1,254 1,379 1,404
53.7
36.2
3 New Orders
35.6
1,645 1,765
1000
500
2011
2012
2013
2014
2015 (FY)
0
2011
2012
2013
2014
2015 (FY)
GRI
G4-9, EC1
Outline
Thousands of
U.S. Dollars*
Millions of yen
(except for per
share ¿gures)
2012
2013
2015
2014
2015
¥ 1,079,139
¥ 1,171,927
¥ 1,254,291
¥ 1,321,289
¥ 1,404,530
$ 11,687,859
138,980
151,577
162,205
212,184
168,740
1,404,177
1,218,119
1,323,504
1,416,496
1,533,473
1,573,270
13,092,036
(15.5)%
8.7%
1,206,014
2.6%
8.3%
1,304,677
1,425,295
1,402,446
11,860,655
81,803
81,004
76,213
77,254
77,558
645,403
1,181,825
1,287,018
1,380,890
1,479,700
1,502,853
12,506,058
36,294
36,486
35,606
53,773
70,417
585,978
19,374
16,673
32,828
46,593
66,980
557,377
¥
15,480
1,181
¥
¥
255.60
1.04
5.00
¥
12,399
20,051
14,120
32,089
¥
299.84
17.60
5.00
¥
¥
¥
335.42
28.17
6.00
28,755
38,177
$
418.61
33.52
8.00
0.9%
0.1%
1.4%
2.1%
2.4%
97.0%
97.2%
97.5%
96.5%
95.5%
52.4%
482.5%
28.4%
21.3%
25.8%
239,286
317,692
$
3.483
0.279
0.067
¥ 1,012,639
907,281
¥ 1,076,213
946,097
¥ 1,136,497
984,762
$ 9,457,411
8,194,741
232,000
212,639
206,076
181,051
169,973
1,414,438
235,607
290,282
290,598
219,101
284,714
292,602
292,514
299,336
343,300
268,802
327,067
384,166
258,373
370,140
492,114
2,150,062
3,080,137
4,095,149
¥ 1,254,095
¥ 1,379,572
¥ 1,404,407
¥ 1,645,896
¥ 1,765,743
$ 14,693,709
1,607,390
1,663,459
1,651,370
1,763,793
1,956,266
16,279,155
1,140,269
1,140,269
1,140,269
1,140,269
1,171,269
Construction Waste Recycling Percentage
3
(10 t-CO2)
300
200
195
228
250
216
209
(%)
(Nos.)
100
18,000
95.0
95
100
90
0
0
* Non-consolidated
Number of Employees
94.9
95.6
95.6
14,039 13,776 13,569 13,599 13,701
97.0
12,000
6,000
2010
2011
* Non-consolidated
2012
2013
2014 (FY)
0
2010
2011
2012
2013
Total CO2 Emissions
Governance
¥ 982,931
921,196
Social
¥ 847,467
808,052
Environmental
253.94
9.58
5.00
¥
CSR
8,514
10,883
¥
Business Overview
1,100,022
7.0%
Management Strategy
2011
2014 (FY)
* Consolidated
6
Management Strategy
Commitment from the Top
President and Chief Executive Officer
(Chairman of the Board)
A Corporate Group Responding to the Needs of Society
I am Yoshiyuki Murata. I was appointed President and Chief Executive Officer of Taisei
Corporation on April 1, 2015. In this "TAISEI ANNUAL REPORT 2015," I will introduce the
initiatives being undertaken by the Taisei Group to achieve sustainable growth and meet
the needs of society.
The Taisei Group was founded in 1873. In the 140 years since, we have continuously
adapted to the changing needs of society and our customers. Today, the construction
industry must respond to new social issues and diversified social values both at home
and overseas. The Taisei Group is meeting social needs and resolving complex issues by
applying the Group s advanced technology and expertise.
We aim to continue our efforts to create new value for society and our customers, earn
the trust of all our stakeholders, and achieve sustainable growth.
7
Outline
The Long-term Vision Enters
Phase 3
CEO, we started the new Medium-term
our system of ideals to further integrate this
Business Plan (FY 2015‒2017), which is the
"group ideal," formulated in 1990, into the
third phase of the long-term vision. In this
company's activities. In the new system of
phase, we will strongly promote the creation of
ideals, the "Taisei Spirit" is defined as
a new business structure in order to rapidly
"commitment to openness," "creation of
respond to the demands of society and our
value," and "evolution of tradition." These
customers from medium and long-term
characteristics are clear and easy to
perspectives.
Business Overview
In April 2015, when I became President and
members of society." In 2010, we reorganized
Management Strategy
"To create a vibrant environment for all
understand and share among all the officers
■Our Structure of Values and Policies
and employees of the Group.
CSR
The company also established in 2010 the
Taisei Group Ideal
long-term vision, "Taisei Vision 2020," in order
To create a vibrant
environment for all
members of society
to achieve these ideals. This long-term vision
which was the Medium-term Business Plan (FY
Environmental
was divided into four phases, the second of
Taisei Spirit
2012‒2014). By reviewing our systems and
Commitment
to Openness
using the results to create the business
infrastructure, we were able to exceed our
Overall Principles of Conduct
initial business and financial targets.
■ Aims of TAISEI VISION 2020
"Business Structure for Creation of Higher Added Value"
Evolution of
Traditions
Overall Management
Perspective
「TAISEI VISION 2020」
Mid-term Business Plan
Social
Group Action Guidelines
Individual Policies
Creation
of Value
Governance
Continuous sustainable
development as we approach 150
years after founding and beyond
Phase 4
Phase 3
Previous Medium-term
Business Plan
Phase 1
△
2010
▲
2011
Establish foundation of
new business structure
140 years after
founding
△
2012
Rebuild systems
△
2013
▲
2014
Medium-term Business Plan
(FY 2015‒2017)
More strongly promote
creation of new business
structure
Basic Policies
Deep Cultivation of the Construction
Industry, our core business
150 years after
founding
△
2015
△
2016
Get in position to realize
▲
2017
△
2018
△
2019
▲
2020
Steady progress to sustainable development
△
2021
△
2022
▲
2023
Phase 2
Period of review of
the past and
reconstruction
Final stage to realize the
form aimed for
Sustainable development
8
Management Strategy
Commitment from the Top
other companies and create higher corporate
Improve Corporate Values by
"Deeply Cultivating the
Construction Industry"
value.
In addition, we have identified a new business
opportunity in the rapid expansion in demand
for infrastructure in emerging nations. We are
The new Medium-term Business Plan (FY
2015‒2017) incorporates four aims and eight
management tasks that respond to the current
vigorous demand, maintain our focus on the
uncertain business environment from 2020
and beyond, and increase our competitiveness
in the medium and long-term.
expanding our business in the medium and
long-term by utilizing the company s
technological advantages.
Initiatives to Resolve
Environmental Issues.
At present, the Japanese economy is
experiencing a continued gentle recovery with
Japanese society faces global environmental
the development of facilities associated with
problems, natural disasters, including large
the 2020 Tokyo Olympics and Paralympics, the
earthquakes and tsunamis, a falling population
development of transport infrastructure, and
due to aging and a low birth rate, and other
investment in private sector construction. We
issues. Accepting the challenges of these social
are strategically undertaking target projects in
issues and undertaking to resolve them using
order to appropriately meet these construction
the Taisei Group s advanced technology and
needs.
expertise will help the Group achieve
Moreover, in order to transform our current
sustainable growth.
business structure into a higher added-value
As an initiative for global environmental issues,
structure with a focus on the period after the
we have established a long-term
Olympics and Paralympics, we have identified
environmental management plan, "TAISEI
five target fields: renovation and replacement,
Green Target 2050, "that specifies targets for
nuclear energy, environment, engineering and
reducing carbon dioxide emissions, effectively
urban development. Technological
utilizing resources, conserving biodiversity, etc.
development is being promoted in these fields
so that we can differentiate ourselves from
■ Basic Policies [Medium-term Business Plan (FY 2015‒2017)]
Deep Cultivation of the Construction Industry, our core business
Aims
9
●
To obtain high customer satisfaction by
ensuring quality and safety
●
To achieve stable and sustainable
growth
●
To promote conversion to a business
structure for creation of higher added
value
●
To obtain high trust and evaluation
from all stakeholders
Management Tasks
❶ Strategic initiatives for target projects
❷ Active contribution to enhancement of social
infrastructure
❸ Promotion of next generation technological
development
❹ Establishment of next generation business models
for target fields
❺ Strengthen domestic construction business
❻ Construct the basis for healthy growth of overseas
projects
❼ Increase the Group strength
❽ Evolution of management infrastructure
and industry.
which was constructed inside the Technology
The shortage of skilled construction labor is
Center in June 2014. This "Urban-style Zero
becoming a serious problem. We have
Energy Building (ZEB)" uses the most advanced
established a new training facility in
energy efficiency technologies and generates
cooperation with our partner companies to
solar energy, etc. In June 2015, we achieved a
cultivate skilled construction labor. In addition,
zero annual energy balance for a single
we are applying the latest ICT technologies to
building, which was considered to be
develop new construction methods that are
extremely difficult to achieve in urban areas.
labor and power efficient. We also are putting
We continue to develop new technologies
great effort into improving construction safety
with the aim of incorporating ZEB in new
and productivity.
public buildings, etc., by 2020, which is part of
Japan's fundamental energy plan.
Aiming for Sustainable Corporate
and Social Development
Structural countermeasures for long-period
seismic motions for existing ultra high-rise
buildings are evolving as a technology for
Business Overview
issues is the ZEB Demonstration Building,
Management Strategy
social infrastructure that supports our lifestyles
Outline
An example of our initiatives for environmental
For the Group to achieve sustainable growth,
we must continue to be trusted by society. In
earthquakes. Research on countermeasures for
CSR
preventing disasters caused by large
all our business activities we promote
tsunamis is proceeding at tsunami
environmental, social and governance (ESG)
initiatives. Through dialogue with all of our
behavior and effect of tsunamis.
stakeholders, we respond as much as possible
In addition, we are developing new
to their demands so that we can reflect them
technologies for diagnosing structural aging,
in our future business activities.
as well as developing new repair and
Environmental
experimental facilities, which are analyzing the
The Taisei Group aims to grow along with
reinforcement methods that offer excellent
society by fulfilling our social responsibilities
constructability for social infrastructure in need
Social
through our business activities.
of renovation. We are also strengthening the
■ Management Numerical Targets
[Business and financial targets]
(Billions of Yen)
FY 2014 initial plan
Consolidated
FY 2014 Results
Non-consolidated
Consolidated
FY 2017 plan
Non-consolidated
1,090
1,573
1,230
47
36
70
42
Net income
20
15
38
22
300
200
273
200
1.0
0.8
0.5
0.5
Inter-bearing debt
D/E ratio
Non-consolidated
1,610
75
47
3,00
Less than
―
1,280
57
36
―
―
＊ Numerical targets for FY 2014 at the time that the current Medium-term Business Plan was formulated in 2012 (the net sales and net income were not initially disclosed
to the public)
[Capital policy and guidelines for return to shareholders]
Dividend payout
ROE
―
―
―
―
23.9%
8.8%
―
―
25% or more
8.0% or more
―
―
1,400
Operating income
Net sales
Consolidated
Governance
＊
10
Management Strategy
Corporate Value of the Taisei Group ❶Taisei's Journey
The Trajectory of our Continuous Challenge to
Realize a Prosperous Society over more than 140 Years
Since the founding in 1873 by our founder Kihachiro Okura of the predecessor organization of our
Group, Okura Gumi Shokai, we have contributed to the modernization of Japan and the
development of society.
For the future awe will also continue to undertake the challenges of continuous sustainable society
by applying to the maximum extent our advanced technologies and know how.
1946 to 1970
From Restoration to New Growth
1873 to 1945
Construction Projects to Support Modernization of Japan
4
１
5
2
6
3
1873
1882
1883
1887
1890
1911
1917
1923
1924
1927
1931
Kihachiro Okura established Okura Gumi Shokai [founding]
Ginza Renga Gai (Ginza Brick Street) [reconstruction]
Arc lighting lit in front of Okuragumi Shokai in Ginza
The Rokumeikan building 1
Nippon Doboku Co., Ltd., predecessor of the company, founded
[the first corporation in the construction industry]
Lake Biwa Lock and Tunnel 2
Okura Gumi Civil Engineering Department launched
Okura Doboku Gumi founded [first stock-type company in the
construction industry]
The Okura Museum of Art established
New Imperial Hotel
Name changed to Okura Doboku K.K.
Tokyo Metro from Ueno to Asakusa completed [first metro in
Asia] 3
Okura Schanze ski jump
1946
1953
1955
1956
1958
1960
1961
1962
1963
1964
1965
Episode
Episode
Our Founder, Kihachiro Okura
First Public Share Offering in the Construction
Industry
The company's history starts with the establishment of Okura
Gumi Shokai by Kihachiro Okura in 1873.
With the rapid increase in the number of orders received
Kihachiro Okura was engaged in import
associated with economic reconstruction after the war,
export business together with the
procurement of finance associated with large-scale construction
construction of buildings. He gathered
became a problem. Under this changing business environment, in
around him talented engineers, and
1956 the company took the lead within the construction industry
successfully carried out major
in offering stock to the public.
construction such as the Rokumeikan
The success of the company's stock offering had a major impact
Building, Lake Biwa Canal, Imperial
on each of the general contractors in promoting modernization of
Hotel, etc. In addition he launched
management.
various types of project, such as
electrical power, gas, brewing, hotels, etc.
11
Name changed to Taisei Corporation, formation of employee union
Yuraku Real Estate Co., Ltd. founded [currently Taisei-Yuraku Real Estate Co., Ltd.]
Tokyo International Airport (Haneda) Terminal Building
Listing of shares on Tokyo over-the-counter market [first in the construction industry]
Seiwa Machinery Co., Ltd. founded [currently Seiwa Renewal Works Co., Ltd.]
National Stadium (Tokyo) [venue for the third Asian Games, subsequently
modified to be the main stadium for the Tokyo Olympics] 4
Technical Research Center established in Toyosu [currently
Technology Center]
Contract No. 5, Kurobegawa No.4 Power Station, Kansai Electric Power Company
Taisei Road Construction Co., Ltd. founded [currently Taisei Rotec Corporation]
Hotel Indonesia [first overseas construction project after World War II] 5
Taisei Prefabrication Construction Co., Ltd. [currently Taisei U-Lec
Co., Ltd.]
Mt. Fuji Weather Station 6
Hotel New Otani Main Building [first high rise hotel building in Japan]
Taiko Setsubi Co., Ltd. founded [currently Taisei Setsubi Co., Ltd.]
Taisei's
Journey
Recognition of The Process
the Issues of
Society and the of Creating
Story of Growth Value
Outline
Contributing to the Development of a Sustainable Society
1971 to 1990
Creation of New Technologies in Response to Diversifying Needs
10
14
Management Strategy
1991 to 2015
7
Business Overview
13
9
CSR
8
11
12
Environmental
1971
1974
1975
1976
1979
1985
1987
1988
2012
2013
2014
2015
Tokyo Metropolitan Government Main Building No. 1 10
Yokohama Landmark Tower
Taisei Housing Corporation founded
Adoption of "Taisei Action Guidelines"
Djibouti Palace Kempinski Hotel
Formulation of TAISEI VISION 2020 and reorganization of the system
of group ideals
Runway D at Tokyo International Airport (Haneda)
Taisei-Yuraku Real Estate Co., Ltd. founded
Enhancement of Technology Center facilities
New five-year plan
JP Tower 11
New Doha International Airport Terminal Building 12
Bosphorus Strait Crossing Railway Tunnel 13
ZEB Demonstration Building [within the Taisei Technology Center]
No. 2 Terminal Building, Noi Bai Airport, Vietnam 14
Episode
New Management Ideals and Environmental
Management
Development of Advanced Technology for
Creation of High Added Value
In 1990 the new management ideal "to create a vibrant
In 1960 the company established the Technology Center. In 1979
environment for all members of society" was adopted, and
all the functions of the Technology Center were concentrated in
initiatives in environmental activities,
Yokohama city, where advanced testing and research is carried out.
etc., were strengthened with the aim of
From 2012 the "ZEB (zero
realizing a sustainable society.
energy building)
The symbol mark represents this
Demonstration Building", the
management ideal, and is an image of
"Construction ICT Test Building",
the company strongly performing our
and the "Tsunami Test Facility"
corporate activities in balance with the
were installed with the aim of
natural environment.
establishing technologies for
Episode
Governance
1990
1991
1993
1997
1998
2008
2010
Social
1982
Taisei Service, Inc. founded [currently Taisei-Yuraku Real Estate Co., Ltd.]
Hotel New Otani Tower
Listed in the first section of the Tokyo Stock Exchange
Yasuda Fire and Marine Insurance Co., Ltd. headquarters building
Shinjuku Center Building [headquarters moved from Chuo-ku to Shinjuku, Tokyo]
Research Institute moved to Yokohama
Establishment of Taisei USA office
The Symphony Hall
Minami and Kita Bisan-Seto Bridge 7
UBN Complex, Malaysia
Seikan Tunnel [Asia's longest tunnel] 8
Hilton International Hotel Colombo, Sri Lanka
Cirata Hydroelectric Power Station, Indonesia 9
Yokohama Bay Bridge
Adoption of new management ideals, Action Guidelines, and symbol mark
creating high added value.
12
Management Strategy
Corporate Value of the Taisei Group ❷Recognition of the Issues of Society and the Story of Growth
The Taisei Group Recognizes the Business
Environment, and Grows together with Society
We have formulated TAISEI VISION 2020 and the Medium-term Business Plan recognizing various
social issues that are global scale problems, and the business environment of our Group. It is
considered that steadily implementing this plan will create corporate value for the Group, and in
addition lead to a process that increases value. The process by which value is created and growth
occurs over a long period of time has been formulated.
Recognition of Social Issues
The Various Global Scale Issues
Worldwide Environmental Problems:
Reduction in the Population of Japan:
The continuing rise in concentration of greenhouse gases
About 130 million in 2010
Temperature in 2100 to rise by a maximum of
4.8℃
86.74 million in 2060
Source: Cabinet Office
Source: IPCC*1 5th Assessment Report Scenario RCP 8.5
Increase in Worldwide Demand:
Aging Population and Declining Birth Rate in Japan
Exhaustion of energy
In 2014 1 person in 4 was 65 years old or older
Increase relative to 2000
66％
In 2060 1 person in 2.5 will be
Source: IEA*2
65years old or older
Source: Cabinet Office
＊ 1：Intergovernmental Panel on Climate Change
＊ 2：International Energy Agency
Etc.
Medium and Long-term Business Environment of Taisei Corporation
Strong from the Present to the Medium-Term, and Uncertain in the Long-Term
Current to medium term situation
Long term
Supply
Domestic
Demand
Vigorous construction demand due to upturn in economic
Building
Competition for survival due to reduction in demand
environment and the 2020 Tokyo Olympics
Civil
Expansion of redevelopment of social infrastructure due to
engineering increasing awareness of disaster prevention and disaster reduction
Change in the nature of public works due to aging of infrastructure
and financial restrictions
Joint Government ‒ private sector measures in response to the tight supply
and demand situation for skilled labor due to aging, retirement, etc.
The key to growth will be strengthening of construction capability by
securing and training staff and increasing productivity
Lull in overseas investment in facilities due to excessive correction
Increasing business chances due to overseas infrastructure exports
in full flow
Overseas to the strong yen
Etc.
Business Vision and Growth Strategy
Form that TAISEI VISION 2020 Aims for . . .
Conversion to a
Business Structure for Creation of Higher Added Value
Medium-term
Business Plan
（FY2015-2017)
Basic Policies
Deep Cultivation of the
Construction
Industry, our core business
13
Aims
●
To obtain high customer satisfaction
by ensuring quality and safety
●
To achieve stable and sustainable
growth
●
To promote conversion to a business
structure for creation of higher added value
●
To obtain high trust and evaluation
from all stakeholders
Management Tasks
❶
❷
❸
❹
❺
❻
❼
❽
Strategic initiatives for target projects
Active contribution to enhancement of social infrastructure
Promotion of next generation technological development
Establishment of next generation business models for target fields
Strengthen domestic construction business
Construct the basis for healthy growth of overseas projects
Increase the Group strength
Evolution of management infrastructure
Taisei's
Journey
the Issues of
of Creating
Society and the
Outline
Management Strategy
The Process for Creating Value and Growth in the Long-term
Relationship to the Management Tasks
of the new Medium-term Business Plan
Participation in the development of the main infrastructure for the
safety, security, and convenience of the public
● Participation in projects for stable supply of electrical power
● Active contribution to disaster recovery projects
● New renewal technologies such as fireproofing areas with high
density of timber construction, seismic retrofit of infrastructure,
etc. (jointly with the Group)
Constituent factor of
the process of creating
value
CSR
Management
Task＊1
Business Overview
The Taisei Group has recognized the social issues and the business environment in which the Group
finds itself, and has formulated a business vision and long-term strategy accordingly. Based on this
background it is considered that steadily implementing the 8 management tasks of the Medium-term
Business Plan will lead to the process of creating value and realizing sustainable growth together with
society. The following is the process of creating value.
●
Establishment of corporate governance, CSR, and risk
management for the next generation
● Promotion of diversity management (promotion of further
utilization of women, foreigners, and elderly)
● Engagement with stakeholders
●
Social
●
❺❻
Response to risks
and the challenge
of opportunities
Participation in national projects (the main Tokyo Olympics and
Paralympics facilities, Linear Chuo Shinkansen) using the
company s technology and know-how
● Participation in large-scale private sector projects
● Development of next generation construction technologies,
seismic response technologies, and technologies for
differentiation
Special Edition 1, p.17
● Establishment of next generation business models in the 5 target
fields*2
Special Edition 2 p.21
Governance
Improvement in construction capabilities (enhancement of staff,
development of labor efficient and power efficient methods, use
of ICT, etc.)
● Strengthening quality and safety management systems
● Strengthening links with Souyu-kai , the organization of the
company s cooperating companies
● Construction of a system for overseas export of infrastructure
Business promotion in targeted regions and targeted fields
● Strengthening of the business systems of overseas local
companies
Environmental
❷ ❼❽
Corporate social
responsibility
(mission of the
construction
industry)
●
＊ 1 Linked to the numbers of the Management Tasks ❶ to ❽ on p.13
＊ 2 The fields of renewal and replacement, nuclear power, environment, engineering, and urban development
❶ ❸❹
14
Management Strategy
Corporate Value of the Taisei Group ❸ The Process of Creating Value
Value Creation Model*
Weaving our Value for the Future
For a better society in the future, the Taisei Group is aiming to transform to a high added value
business structure to create new value and achieve sustainable growth through technology, human
resources, know-how, and the Group s power, with an appropriate allocation of capital.
BUSINESS
Creation of New Value with
Technology, Human
The capital supporting the
Taisei Group
¥
Financial Capital
(funds, etc.)
INPUT
Manufacturing Capital
(construction sites, etc.)
Intellectual Capital
(patents, etc.)
Human Capital
(employees, suppliers, etc.)
Social Capital
(local residents, natural resources, etc.)
Civil Engineering
▶ p.23
Construction of structures such as tunnels, bridges,
roads, dams,nuclear decontamination work,renewal
projects, etc.
Creating social infrastructure to support people's lifestyles and
industry, to harmonize with the environment, and that can be
handed down to the next generation.
●
TAISEI ROTEC CORPORATION (Tokyo)
SEIWA RENEWAL WORKS CO., LTD. (Tokyo)
Real Estate Development
Medium-term
Business Plan
（FY2015-2017)
▶ p.35
PFI projects, redevelopment projects, land use,
property management, condominium projects, etc.
Proposing urban renewal plans using our unique methods
and know how on diverse schemes.
●
Taisei-Yuraku Real Estate Co., Ltd. (Tokyo)
* The Taisei Group value
creation model has been
prepared using the framework of
information disclosure promoted
by the International Integrated
Reporting Council (IIRC).
15
Corporate social
responsibility (mission of
the construction industry)
Response to risks and the
challenge of opportunities
Special Edition 1, p.17
Special Edition 2 p.21
the Issues of
Society and the of Creating
Taisei's
Journey
¥
Financial Capital
●
●
Increase in market capitalization
Healthy financial standing
Manufacturing Capital
●
▶ p.29
Construction of buildings and facilities using research and
development and technologies for a safe, secure, and low
carbon society based on recycling.
Intellectual Capital
Advanced construction
technologies (patent rights, etc.)
● Construction and design knowhow, proposal capability
●
Human Capital
Human resources with a
high degree of specialism
● Improvement in supplier capabilities
Environmental
Construction of facilities such as airports, offices,
commercial facilities, factories, hospitals, etc., housing
projects, demolition and renewal projects, etc.
Improvement in the
construction capability of
the entire supply chain
CSR
Building Construction
Capital Supporting the Taisei
Group Future
Business Overview
MODEL
Resources, Know-how,
OUTPUT OUTCOME
and Group Power
Management Strategy
TAISEI VISION 2020
Outline
Transformation to a High Added Value Business
Structure in Accordance with
●
●
Social Capital
●
●
Trust from society
Reduction in environmental
load
Governance
Other Businesses
Social
TAISEI U-LEC CO., LTD. (Tokyo)
TAISEI SETSUBI CO., LTD. (Tokyo)
TAISEI HOUSING CORPORATION (Tokyo)
PT.PP-TAISEI INDONESIA CONSTRUCTION (Jakarta)
TAISEI (THAILAND) CO., LTD. (Bangkok)
VINATA INTERNATIONAL J/V CO., LTD. (Vietnam)
Contract research,providing
technologies,environmental measurements,etc.
We provide the ideal solutions for each phase,etc.
16
Special Feature
"The Next Generation" being opened up by Taisei Corporation
Special Promotion of Next
Feature Generation
Technological
Development
The Urban ZEB
Attaining Zero-energy Buildings
Aiming to Introduce Cost Competitive Products into the Market in 2020
Buildings That Consume Huge Amounts of Energy are
Located in Urban Areas
Deputy General Manager,
Design Division
Miyoshi Kato
As energy problems and global warming problems intensify due to increasing CO2 emissions,
Taisei Corporation is aiming to achieve the Urban ZEB. A ZEB (net Zero Energy Building) is a
building that significantly reduces energy consumption, while at the same time accepting
renewable energy such as generating solar energy, to bring the net annual energy
consumption to Zero.
Conventional energy conservation buildings are those that utilize technologies for
conserving energy in various places to curb energy consumption as much as possible. On
the other hand, ZEB is taking it a further step forward and aims for Zero annual net energy
consumption for the entire building by using energy conservation + power generation.
Energy consumption in Japan is concentrated in urban areas with high population densities.
As a company involved in construction, we have chosen as our mission contributing to
solving global environmental issues by pursuing Urban ZEB, which is rare even worldwide.
Energy Consumption and Population are Concentrated in Urban Areas
In Japan, 49% of the population is
concentrated in major urban areas such as
Tokyo, Osaka, Nagoya, which also consumes
48% of domestic electricity while only
occupying 5% of the land area. Taisei
Corporation considers that reducing energy
consumption in urban areas is more efficient
in reducing the environmental load and so is
accelerating the popularization of Urban ZEB.
* Reference materials
Area and population: "Chronological scientific tables"
compiled by the National Astronomical Observatory of Japan
Quantity of electricity: The Japan Electric Association
"Handbook of Energy & Economic Statistics"
17
■ Ratio of area, amount of electricity
consumed, and population
■ Concept of the Urban ZEB
Electricity…48
8%
Population…49%
Japan
Area……5%
■ Annual energy balance (planned target)
Annual energy
production
Annual energy
consumption
Typical
building
100%
Power
generation
Ultimate energy savings
ZEB
demonstration
building
▲75%
25%
ZEB demonstartion building,Taisei Technology Center
ZEB demonstration building constructed at the site of the
Taisei Technology Center. The building contains three floors
above ground with a floor area of 1,277.32 m2, which is a
configuration applicable to medium scale office buildings in
urban areas. While conducting regular business, research
workers are also evaluating the comfort of the office building
as an environment for conserving energy.
(Ministry of the Environment "Low Carbon Technology
Research and Development Program"）
25%
Annual balance 0
Production
Consumption
Zero Energy is Achieved Within a Standalone Building
The salient feature of Urban ZEB is the aim of achieving net zero annual energy within a standalone building.
The definition of ZEB varies globally. The shortfall of energy generation from a standalone building is mostly
compensated for by such as factors solar energy generation that is separately installed on the site. However, for urban
office buildings, as there is no space to install a lot of equipment for generating energy onsite, there is a need to
promote ZEB for standalone buildings. Since there is a limit to the energy that can be generated, it is important to
accelerate thorough energy conservation.
As a first step in tackling the challenge of this most difficult issue, a ZEB demonstration building was constructed on
the site of Taisei Technology Center.
In the ZEB demonstration building, by advancing effective combinations of technologies and the development of new
technologies as well as carrying out detailed simulations taking into account changes of seasons and the weather,
significant energy conservation was achieved. It aimed to reduce annual energy consumption by 75% in comparison
with typical office buildings and to cover the remaining 25% by generating energy.
Operations began in June 2014. The monitoring results and verifications led by researchers at the Technology Center
showed that through energy conservation, the energy consumption was 463MJ/m2 per year while at the same time
energy generation was 493MJ/m2 per year, which means that a standalone building could achieve net zero annual
energy consumption as the simulation predicted. Overcoming this extremely difficult obstacle enabled us to complete
preparations to introduce ZEB anywhere within Japan.
ENERGY BALANCE
■ Annual Data (actual results)
100
TOTAL
GENERATION
493MJ/m2・yr
GENERATION
0
463MJ/m2・yr
TOTAL
CONSUMPTION
100
［MJ/m2］
CONSUMPTION
493MJ/m2・yr
6
7
2014
8
9
10
11
463MJ/m2・yr
12
1
2
2015
3
4
5
The Emphasis is not only on Zero Energy but Also
Considering Safety and Comfort
Taisei Corporation's Urban ZEB stresses the balance of safety and comfort.
It uses short-stroke seismic isolation system that makes maximum use of a limited
site with the installation of switching dampers. This ensures the building's safety
and supports the business continuity while securing an energy source.
A comfortable office environment is maintained for everyone in the building by
utilizing a control system for lighting, heating and cooling that makes use of human
detective sensors while considering energy conservation. Approximately 4,600
visitors from both Japan and overseas have visited the ZEB demonstration building
since operations started in June 2014. In addition, there have been more than 110
articles published in newspapers and magazines, which shows a high level of
interest in Urban ZEB, which is groundbreaking in Japan.
Passive switching oil damper
Visit by Minister of the Environment Mochizuki
18
Special Feature
Special Promotion of Next
Feature Generation
Technological
Development
T-ZEB Simulator Completed! It's Possible
to Propose ZEB Solutions Anywhere.
Developing the T-ZEB Simulator
The T-ZEB simulator is a brand new planning and assessment tool developed
specifically for the ZEB project. It features revolutionary planning technology that
uses observed data to generate fast and accurate ZEB planning assessments and
net annual energy consumption reports.
The T-ZEB simulator is able to analyze net energy consumption in a variety of
scenarios, based on the total energy generated from solar, wind, ground thermal
energy, and other sources, taking into account the impact of factors such as site
conditions and surrounding structures, and the total estimated energy
consumption using a variety of different energy-saving techniques.
The T-ZEB simulator can be used to assess the potential for upgrading building
designs to ZEB specifications, and to develop optimized proposals for structures
that are not deemed suitable for the full ZEB
■ T-ZEB Simulator Application
upgrade.
This tool makes it possible to provide highly accurate
proposals in a short period of time by adding
Site conditions
detailed data obtained from demonstrations to the
simulation values used in the design stage of the
ZEB demonstration building. How much energy
consumption can be reduced for the entire building?
By educating more people about the merits of ZEB,
Solar
Taisei Corporation will contribute to the acceleration
of ZEB, which can be a powerful trump card in
fighting global warming and developing energy
Wind
Ground thermal
energy
conservation.
Building
Building design
Thermal Window
light and
insulation (for
ventilation)
Shading
Equipment design
Lighting Heating and cooling Ventilation
Electricity Hot water supply Elevator
Evaluation of energy
efficiency in building design
Evaluation of energy
generation potential
External evaluation
Building and Environmental
Performance
Energy Conservation
Performance
Commendation
U.S. Green Building Council
Ministry of Land, Infrastructure, Transport
and Tourism
2014 Environment
Minister's Award for
Global Warming
Prevention Activity
LEED
● U.S.
Leadership in Energy & Environmental Design
BELS
● Building
LEED−NC ｖ3
Platinum certification
obtained
First in Japan
19
Energy-efficiency Labeling System
Ministry of the Environment
Introduction and Practice of
Climate-friendly Technologies
Evaluation result:
★★★★★
First to reach the highest rank
Open the Way to The Future of
ZEB through Continuously
Striving for Technological
Developments and Innovations
Address Technology Developments and
Innovation to Carry the Vision of the
Next Generation
The reason why Taisei Corporation decided to start the
extremely difficult Urban ZEB is because of the
technologies we have developed and accumulated.
Taisei Corporation has promoted the design of office
buildings where improvement of environmental
performance has been thoroughly carried out throughout
the sequence of design, construction, and operation, as in
the Taisei Super Eco Building. Amongst those, the Taisei
Sapporo Building̶completed in 2006 (Taisei Corporation
branch office building)̶was ranked S (highest rank) for
CASBEE. Additionally, in this building, improvements to
operations that were implemented in 2010 enabled a 52%
reduction in energy consumption not yet achieved by
other companies, which positioned it as the first Half
Energy Building in Japan.
Also, in 2007, the main research building of the Taisei
Technology Center was renovated as a model for the nextgeneration energy conservation research facility. In 2011,
it achieved a reduction of energy consumption by 35%
which was the highest level in the renovation field. These
approaches have been highly rated, as can be seen in
various awards relating to energy conservation.
In 2011, Taisei Corporation started the ZEB project using
these developments. After doing research on ZEB in the
United States, which was a pioneer in the field, we studied
technology trends in Asia and the EU and decided to build
a ZEB demonstration building. Under the supervision of
Professor Takaharu Kawase of Chiba University, who is the
leading researcher of ZEB in Japan, the world's most
advanced ZEB demonstration building was completed.
Executive Fellow
Deputy General Manager,
Environment Division
Kazuyuki Shimamura, Ph.D.
Taking the Lead in Achieving ZEB in the
Development of Next-generation
Technologies
ZEB demonstration building utilizes the development of
evolved technologies for conserving energy such as
radiant heating and cooling, personal heating and cooling
and natural lighting system, which were used in Taisei
Sapporo Building and the main research building of the
Taisei Technology Center. Combining these technologies
with newly developed technologies made it possible to
achieve outstanding energy conservation performance.
An ambitious goal of reducing energy consumption by
75% was set on the basis of such accumulated
technologies.
In Japan, the Stragetic Energy Plan decided by the Cabinet
in April 2014 indicated that "GOJ aims to achieve net zero
energy with regard to a newly constructed public building
by 2020 and with regard to all newly constructed
buildings on average by 2030." In general, the United
States and the EU also set 2020 and 2030 as target years
and are moving ahead with approaches to ZEB. In
accordance with the national ZEB roadmap, Taisei
Corporation is in the process of developing a fully viable
ZEB to be ready for launch by 2020.
We will continue taking on the challenge of developing
technology and making innovations to carry the vision of
the next generation and will lead the charge for achieving
Urban ZEB.
Roadmap for Promoting ZEB
2010
Reducing costs associated
with the development of
energy-saving and renewable energy technologies
T-ZEB
simulator
completed
Extending the
simulator to
include a "cost
study" feature
June, 2015
Developing
tailored
proposals
December, 2015
Full market launch of ZEB
The first half
energy
building
(Taisei
Sapporo
Building)
ZEB
attainment
Developing
tailored proposals
2018
Popularizing and
spreading ZEB
2020
2030
the Stragetic Energy Plan ‒ April 2014 Cabinet decision ‒
Promoting ZEB in new public buildings
Promoting ZEB upgrade
averaged for all new buildings
20
Special Feature
Establishing Next
Generation
Special Business Models
Feature
Target Fields
Aiming for a High Added Value Project Structure
Raising the Competitive Advantage and Differentiation of Taisei Corporation
Renewal and Replacement Field
●
●
●
Establishment of "Comprehensive Renewal" that Integrates Seismic
Resistance, Energy Efficiency, Barrier Free, etc.
Promotion of High-rise Renewal, Renewal Works While Occupied,
TECOREP Demolition, etc.
Participation in Infrastructure Life Extension Projects Such as LargeScale Renewal of the Expressway Network, etc.
In the building renewal and replacement field, we can respond to needs for improvement such
as building energy efficiency measures, environmental measures, seismic measures, BCP
measures, etc., from the point of view of improvement in asset value and maintenance and
improvement of building function, and not just maintain the current function of the building that
is in use.
We provide safe and reliable buildings by seismic technologies such as seismic retrofits, etc., and
the TECOREP system for demolition of high-rise buildings, and solve various problems such as
aging or compliance with new regulations for building such as office buildings and production
facilities that are important assets of our customers.
In the civil engineering field, a committee on infrastructures longevity was established based on
current increasing social demands for renovation and repairing of expressways. The chairman of
the committee is a Senior General Manager of the Civil Engineering Construction Engineering
Department and the staff are from various divisions of the whole Taisei Group including the Taisei
Technology Center, Taisei Rotec Corporation, Seiwa Renewal Works Co., Ltd., etc. aiming at
information sharing, engineering development and promotion of sales & marketing strategies.
Former Grand Prince Hotel Akasaka
new wing
The TECOREP system was used for
demolition to reduce environmental
loads.
Taisei Group Infrastructure Life
Extension Committee
Nuclear Power Field
●
●
●
Strengthen Safety Technologies and Special Technologies in Nuclear
Power Facilities
Establish Alliances and Technical Development Systems Aiming to Win
Orders for Decommissioning Projects
Expand Orders Received for Facilities for Use of Radiation in the Medical
Field and Industrial Field
The Kyushu Electric Power Company's
Sendai Nuclear Power Station
We have a wealth of experience in the design and construction of nuclear power plants and nuclear
fuel cycle facilities. In addition, we are developing improved safety technologies demanded by
nuclear power plants to resume operations after the Fukushima accident.
We are also developing decommissioning technologies including remote-control, dismantling and cutting technologies for improved
safety and security.
With an extensive track record, we provide total solution technologies ranging from safety assessment to the construction of medical
and industrial nuclear facilities, as well as nuclear power plants.
21
Environment Field
●
●
●
●
Strengthen Proposal Ability Utilizing ZEB-related Technologies*1
Promote Introduction of Smart Communities in Large Scale Redevelopment Projects, etc.
Strengthen Biodiversity Offset Management*2 Proposals
Strengthen Proposal Ability for Large Projects Utilizing Soil Decontamination Technology
In the environmental field, we are actively promoting the development and proposal of various environmental technologies to increase
our competitiveness in the medium- and long-term. Examples include ZEB-related technologies; technologies related to smart cities
such as DR (Demand Response) which was established in the Yokohama City YSCP (Yokohama Smart City Project) selected by METI ＊ 3
as a scheme for operational experiments of smart communities; planning technologies and the evaluating technologies taking the
environment and biodiversity into account; technologies for contaminated soil and groundwater counter-measure and related waste
repository technologies; decontaminating technologies undertaken for restoration in the Fukushima Prefecture.
＊1 Refer to P.17 of the Special Edition for information on ZEB-related Technologies.
＊2 Providing solutions that mitigate or offset the effect of changes on biodiversity.
＊3 Ministry of Economy, Trade and Industry.
Engineering Field
●
●
●
●
Further Strengthen and Diversify in the Pharmaceutical Field
Strengthen Proposal of Schemes, such as Consulting, FS Work, etc.
Expansion in Business Fields such as Information, Energy, and
Infrastructure, etc.
Strengthen the Maintenance Management Services Area
In the engineering field, we are concentrating on expanding our business area and increasing
added value of construction. At the project planning stage we carry out consulting and project
feasibility studies (FS) to precisely match the needs of our customers, and thereafter we carry
out activities in various fields that lead to an appropriate facility construction plan.
Specific examples include multi-faceted consulting to realize high quality facilities that satisfy
the requirements of our customers, such as FS studies and plans compliant with the world
standards PIC/S-GMP*4, backed by our extensive experience in pharmaceutical production
facilities; refurbishment of aging food factories and reconfiguration within and between
facilities; slimming down or determining the optimum bases for high function distribution
equipment that has become surplus; proposals for improvement and application of IT to
operational aspects of hospitals; proposals for attracting customers to aquariums, and plant
factory plan for integrated primary, secondary, and tertiary sector industrialization*5 of
agriculture.
＊4 PIC/S: Pharmaceutical Inspection Convention and Pharmaceutical Inspection Co-operation Scheme (jointly
referred to as PIC/S) to which Japan became affiliated in July 2014, GMP: Good Manufacturing Practice, a
production quality standard
＊5 Integrated primary, secondary, and tertiary sector industrialization: An initiative for agriculture and fishery
producers to engage in all stages from production through to processing and sales
Plant factory plan for integrated
primary, secondary, and tertiary sector
industrialization of agriculture
Pharmaceutical production facility plan
Kitasato Daiichi Sankyo Vaccine Co., Ltd.
Vaccine Research and Production
Facility
Urban Development Field
●
●
●
●
Respond to Customers' Diversified and Advanced Needs Utilizing
Urban Development Methods
Stabilize Development Project Income Using Stock-type Projects
as an Option to Supplement the Core Business
Wide Participation in Public Private Partnership Projects, such as
Utilization of Public Land
Expansion of Construction Orders Received within Areas through
Area Management
In the field of urban development, we support our customers' business from the project
planning stage by applying our urban development know-how such as preparing high
profitability schemes, providing support for consultations with authorities regarding urban
planning and obtaining development permits, and coordination with stakeholders. We also
implement our own development projects.
In the Ōtsu Station West Area Urban Redevelopment Project (COCOLAS Ōtsu) constructed on
the west side of JR Ōtsu Station, redevelopment of an existing city block was implemented
integrally with a land readjustment project implemented by Ōtsu City. Also, in the research
and development facility Kawasaki Life Science & Environment Research Center (LiSE)
developed by Kawasaki City by the PPP method, we have undertaken all work from design
and construction, and will manage the facility for 20 years.
COCOLAS Ōtsu
Kawasaki Life Science & Environment
Research Center (LiSE)
➡ For comprehensive details of our activities in the urban development field, see p.35.
22
Business Overview
Business Activity Report
Civil
Engineering
Outline of Segment (Civil Engineering Projects)
Trend in sales
Sales
(billion)
¥471billion ¥33.1billion
600
400
381
448
471
(5.1% increase over
the previous year)
200
0
2012
2013
2014
Operating income
(FY)
(1.7% increase over
the previous year)
The company's sales for civil engineering projects was
¥471 billion, a 5.1% increase over the previous year.
Also, operating income was ¥33.1 billion, a 1.7%
increase over the previous year, as a result of the
increase in turnover.
* The outline of the segment states the values for results, including sales between segments, etc.
Increasing the Number of Contracts
Awarded Mainly in the Area of Large
Scale Shield Tunnels due to Sales
Activities Facilitated by our Technical
Proposal Capabilities.
Shigeyoshi Tanaka
Senior Managing Executive Officer
Chief of Civil Engineering Division
Deputy Chief of Corporate Planning Office
Due to the boom in the domestic market, we have
carried out sales activities facilitated by our technical
proposal capabilities and increased the work orders
acquired. Work orders for large-scale shield tunnels in the
Tokyo region such as the Gaikan Oizumi and the
Yokohama Ring Expressway North-West line, dam
projects, etc. were acquired in FY 2014.
Moreover, we have been given higher ratings than our
competitors for our performance from clients such as the
regional bureaus. Our safety work, technical proposals,
management system, etc. were highly evaluated in total.
We could build firm mutual reliance with clients which
will lead to future work orders. Moreover, such good
evaluation by public employers contributed to
acquisition of nominated work orders from private firms.
We will continue to endeavor to acquire work orders for
large projects such as traffic infrastructure, the Tokyo
Gaikan Expressway, the Linear Chuo Shinkansen project,
Our Main
Achievements
The Following is an Introduction to Some of our
Civil Engineering Projects to Construct Social
Infrastructure, Either Completed or Currently Under
Construction.
23
Metropolitan Expressway Central Circular Route Shinagawa Line Tunnel
Client: Metropolitan Expressway Company Ltd.
Designer: Oriental Consultants Co., Ltd.
Location: Shinagawa-ku to Meguro-ku, Tokyo
Year completed: 2015
The Metropolitan Expressway Central Circular Route Shinagawa Line
tunnel, developed to relieve traffic congestion in the Tokyo area, has been
completed using the company's most advanced shield tunneling
method. As a result of opening the Shinagawa Line the Metropolitan
Expressway Central Circular Route is now completely in service. Major
environmental improvements are expected, such as relieving traffic
congestion and reduction in the quantity of vehicle emissions.
PICK UP
Further concentration on core construction business is
the main theme of our mid-term business plan for the
period between 2015 and 2017. This means we shall
enhance our main business. The Civil engineering
division will develop business activities based on this
policy. One example of this target is development of
differentiation engineering technology for the next
generation.
We will develop new construction methods and
comprehensive engineering schemes including safety
aspects to enable very difficult construction technologies
that are required by national projects such as the Linear
Chuo Shinkansen (bullet train).
Another target is the solution of the social issues. We will
improve our productivity through further introduction of
information technology, pre-casting methods, etc., to
We will accomplish further development by enhancing
the organization through the most suitable deployment
and education & training of human resources, with the
aim of being a winner in the future construction
business.
We aim to be ranked as No.1 in even more fields in order
to achieve greater presence and wider recognition in the
market, which is advantageous for us. We endeavor to
make our overseas business lucrative so that it becomes
one of the profit centers of the firm. This is a measure of
our globalization considering post 2020.
Joban Expressway (Sakamoto Section)
Midosuji Utility Conduit
Client and designer: East Nippon Expressway Company Limited,
Tohoku Branch
Location: Yamamoto Town, Watari District, Miyagi Prefecture
The final section to open within Miyaga Prefecture (total construction
length 5.4 km), which was ordered immediately after the earthquake, has
been constructed. The main types of construction included cuttings,
bridge substructures, and culverts. A total of about 300 km of Expressway
connecting the coast of Miyagi Prefecture with the Tokyo area was
completed and opened to the public in March 2015.
Client: Ministry of Land, Infrastructure, Transport and Tourism, Kinki
Regional Development Bureau
Designer: Taisei, Penta Ocean Special Construction J/V
Location: Namba Naka, Namba-ku to Sonezaki, Kita-ku, Osaka City,
Osaka Prefecture
This is a public utility conduit that accommodates important networks
such as water supply pipes and electrical power cables, located 30 m
below ground in the center of Osaka. Branch shafts at 7 locations were
constructed using the upward inclined shield construction method.
Social
To be a Winner in the Future
Construction Business through the
Challenge of Realizing Growth
Environmental
Development of Differentiation
Technology for the Next Generation
and Strategies for Solving Social Issues
CSR
save manpower. Thus, we will endeavor to make the
social infrastructure robust and to take care of old
infrastructure so as to maintain public safety, security and
convenience.
Business Overview
rehabilitation works in the north-eastern part of Japan
which suffered tsunami damage, and various projects
related to the Tokyo Olympics and Paralympic games in
2020.
Management Strategy
Of the 3 ring roads in the capital region centered on Tokyo, in March 2015 the Central Circular Route was completed and
commenced service, and the Tokyo outer circular route (Gaikan) and the Metropolitan Inter-City Expressway (Ken-Ō Expressway)
projects to the outside of the Central Circular Route are in progress.
we have completed the shield tunnel construction of the Shinagawa Line of the Central Circular Route, we have been awarded the
Yokohama Ring Expressway North-West Line that constitutes the Kanagawa Prefecture section between the Gaikan Main Line and
the Ken-Ō Expressway, and we are working towards winning further construction projects.
Outline
Towards Being Awarded Further Works on the Ring Roads in the Capital Region
Governance
24
Business Overview
Domestic Projects (Civil Engineering)
Constructing a Major Artery in the Tokyo Area
The Tokyo Gaikan Expressway forms a ring about 15 km from the
center of Tokyo. After completion, it is expected to solve the chronic
traffic congestion in the Tokyo area by allowing traffic that is just
passing through to bypass the city center.
We are constructing jointly with other companies the Keiyo Junction
(provisional name) underground, to connect the Gaikan Expressway
with the Keiyo Road in Ichikawa City, Chiba Prefecture. This is a
complex and extremely difficult construction that includes a total of
about 1 km of main line and 4 ramps (connecting roads) in both
directions.
Of these, the cut and cover method cannot be adopted for A ramp
and D ramp, so construction is being carried out by the shield
tunneling method. In particular a normal shield machine cannot be
used for D ramp due to sharp curve and only 2 m of earth cover, so
our proprietary harmonica method, which is patented, has been
adopted to construct the tunnel with small propulsion devices with
the tunnel cross-section divided into smaller cross-sections. In
addition, in order to minimize settlement of the prefectural road
above D ramp as much as possible, an underpinning method, which
is also patented, is being used in which after completion of the top
portion of the tunnel, support piles are constructed from the
segment into the ground, then the bottom portion of the tunnel is
excavated.
25
To Chiba
A ramp part not constructed
by the and cover method
Large section slurry earth
pressure shield method
Keiyo Road
Ichikawa IC
To Matsudo
To Tokyo
D ramp part not
constructed by the and
cover method
Harmonica method
＋
underpinning method
Gaikan road To Koya
C ramp
F ramp
Tokyo Gaikan Expressway Tajiri construction
Client: East Nippon Expressway Company Limited
Designer: Taisei Corporation and others
Location: Ichikawa City, Chiba Prefecture
Scheduled completion: October 2017
Introduction of our own technology
Outline
Harmonica method＋Underpinning Method (D ramp) (patented)
①Harmonica Excavation
③ Excavation, Construct Bottom Slab and
Side Walls, Backfilling, Remove Piles
The space in the
bottom portion of
the tunnel is
excavated, and
the tunnel bottom
slab and side walls
are constructed to
complete the
tunnel.
After completion of
harmonica propulsion,
support piles are driven
from the box members
of the tunnel top
portion into the ground,
the tunnel top slab is
constructed, and
supported by the piles.
CSR
Harmonica propulsion can
achieve safe and efficient
construction with high
accuracy control of attitude.
Right/ View of completion of
excavation. The width was
about 90 m at the widest
location.
Business Overview
Left/
Management Strategy
The top portion of
the tunnel is
constructed by
repeatedly using
small box type
propulsion
devices.
② Earth Retaining, Construction of
Top Floor Slab, and Underpinning
Large Section Slurry Earth Pressure Shield Method (A ramp)
Ichikawa IC
B ramp
RC deck slab
FFU piles cut with shield
Gaikan Road
(Tokyo Gaikan
Expressway)
Counterweight
embankment
Ground
improvement
Pipe roof
method
Social
Ichikawa IC
E ramp
D ramp
Keiyo Road
Environmental
A ramp, which passes under the tunnel box sections of the Gaikan
Main Line, is being constructed using a large cross-section shield
machine. The latest large section slurry earth pressure shield
method has been adopted to enable stable excavation by injecting
an additive to the soil excavated at the front surface of the
machine, and enhancing the fluidity of the soil and the water
tightness.
Shallow layer
mixing process
Settlement reduction measuremixing process
Governance
Today, with so many outstanding activities of women in various fields of
society, more women engineers and craftswomen are working at
construction sites. On the Tajiri construction site, 10 female members of
staff from the joint venture and subcontractors have formed the "Team
Nadeshiko Gaikan Tajiri", putting their efforts into creating an environment
where women can work with ease, by undertaking modifications to
changing rooms and toilets, etc., with the aim of creating a construction
site where women can work with vitality.
"Team Nadeshiko Gaikan Tajiri" is the first
"Nadeshiko Construction Team" of the
Japan Federation of Construction
Contractors registration scheme to
support the activities of women.
(Members of empolyee of the company)
A Construction Site Where Women can Work with Vitality
"Team Nadeshiko Gaikan Tajiri"
26
Business Overview
Overseas Projects (Civil Engineering)
"Turkey's Long-Standing Dream" Fulfilled with Many World's First
Tunneling Technologies
The Bosphorus Strait Crossing Railway Crossing Tunnel is a megaproject with a total length of 13.6 km, involving the construction of
an immersed tunnel of 1.4 km length crossing the Strait, and 9.5 km
of twin-bored shield tunnel (2 lines, 1 in each direction), 3
underground stations, and 1 above ground station. The concept of a
tunnel crossing the Strait was a long-standing dream of the Turkish
people, for which outline design drawings were prepared in 1860
during the Ottoman era. The construction was carried out by Taisei
in a joint venture together with 2 Turkish construction companies, in
order to realize this dream project which has major significance for
the world.
The part of the tunnel below the sea was constructed by the
immersed tunnel method, in which concrete segments were sunk to
the bottom of the sea and joined. The part of the tunnel on land
used various tunnel construction methods such as shield, NATM, etc.
The immersed tunnel succeeded in connecting the tunnel segments
to form the world's deepest immersed tunnel (depth from the
surface 60 m). In addition, it was the first time that a seabed tunnel
(immersed tunnel method) and a land tunnel (shield method)
constructed by different methods were successfully directly
connected under the sea.
27
New City
Subuay
ru
ho
it
tra
sS
Golden Horn
sp
Bo
Galata Bridge
Sirkeci Station
LRT
First Bosphorus
Bridge
Kiz Kulesi
Uskdar Station
Old City
Kazlikcesme
Bosphorus Strait
Yenikapi Station Railway Tunnel
Ayrilikcesme Station
Kazlikcesme Station
Sea of Marmara
Bosphorus Strait Crossing Railway Tunnel
Client: General Directorate of Railways Ports and
Airports Construction (DLH), Turkish Ministry of
Transport
Designer: Taisei Corporation, Gama, Nurol JV
Year completed: 2014 (Partial opening October 2013)
Location: Istanbul City, Republic of Turkey
Recipient of the "Technology Award" in 2015 from Japan
Concrete Institute
Client: Singapore Land Transport Authority
Designer: AECOM Singapore Pte Ltd
Location: Marina Bay area, Republic of
Singapore
Taisei has constructed 32 km of Sri Lanka's first
major Expressway. As a result of completion
access from the suburbs of Colombo to the
World Heritage City of Galle, and to beautiful
tourist beaches has been improved. It is
expected that local employment will improve
as a result of the development of tourism.
Recipient of the Chinese Institute of Engineers
Award for Construction Excellence
Thailand
Bangkok Ring Road Cable-stayed Bridge
Recipient of the Japan Prestressed Concrete
Institute(JPCI) Award
Client: Ministry of Transport, Kingdom of
Thailand
Designer: Epsilon, Norconsult, Mott
MacDonald JV
Location: Bangkok to Samut Prakan, Kingdom
of Thailand
This project involved the construction of
double PC-steel composite cable-stayed
bridges across the Chao Phraya River on the
Bangkok Industrial Ring Road, connecting the
center and outskirts of Bangkok. Traffic
congestion has been relieved as a result of
completion of the bridge, contributing to the
development of the local economy.
Governance
Client: Taiwan Power Company
Design and related consultancy:
UNION-TECH ENGINEERING
CONSULTANTS CO.
Location: Hsing-ta, Taiwan
Social
This project included the construction of a pier for
handling coal about 2.2 km into the sea and a jetty
for access from land from the Taiwan Power
Company Hsing-ta Power Plant in the outskirts of
Kaohsiung City. This is a large-scale structure in the
open seas of Taiwan that is frequented by typhoons,
and the outstanding technical capabilities of Taisei
on this project were highly evaluated.
Environmental
Taiwan
Coal Landing Pier
CSR
Client: Road Development Bureau, Ministry of
Transport, Government of Sri Lanka
Designer: PCI, Japan Bridge & Structure
Institute, Inc.
Year completed: the 12
Location: From Colombo to Matara South,
Democratic Socialist Republic of Sri
Lanka
Business Overview
Sri Lanka
Southern Expressway
Management Strategy
Taisei has constructed the stage 1 section 907
part of the Downtown Line, the longest MRT
line in Singapore having a total length of 40
km and 33 stations. This lump-sum
construction contract that included
Downtown Station and the cut and cover
tunnels to the west and east sides contributes
to enhancing the rail network of Singapore.
Outline
Singapore Downtown Line
(C907)
28
Business Overview
Building
Construction
Outline of Segment (Building Construction Projects)
Trend in sales
Sales
(billion)
¥1.172 trillion ¥24.4 billion
1200
959
956
1017
(6.4% increase over
the previous year)
800
400
0
2012
2013
2014
Operating income
(FY)
(¥8.9 billion loss in
previous year)
The sales of building projects was ¥1.172 trillion, a
6.4% increase over the previous year. Also, the
operating income was ¥24.4 billion (¥8.9 billion loss in
previous year), as a result of the increase in turnover
and the gross profit on sales.
Providing Buildings that Meet the
Demands of Customers through
Development of Technologies in
Advance of Other Companies
In the Building Construction Division, we provide various
buildings that meet the demands of customers based on
the technical capability and know-how of the company
cultivated to date, by exhibiting our overall capabilities,
which is a strength of the company, and by ensuring
"quality and safety" by technical development ahead of
other companies. We do this in cooperation with various
other divisions and departments such as Building Design,
Services, Procurement, Environment, Engineering, and
the Technology Center.
Norihiko Yaguchi
Managing Executive Officer
Chief of Building Construction Division;
Applying the Collective Strengths of the
Company on National Projects and Social
Infrastructure Development Projects
In construction environment of the company it seems
demand will increase for construction associated with an
increase in investment in construction since 2010,
economic measures by the Government, recovery from
Our Main
Achievements
The following is an Introduction to Some Building
Construction Projects that Utilize our
Comprehensive Capabilities, Undertaken by Taisei.
29
Terminal expansion at Tokyo International Airport (Haneda Airport)
Client, designer: Tokyo International Airport Terminal Corporation
Location: Haneda Airport, Ota-ku, Tokyo
This is a construction project to expand the international passenger
terminal at Haneda Airport, whose importance has increased after the
selection of Tokyo to hold the 2020 Olympics and Paralympics in Tokyo.
Utilizing the company's construction technologies cultivated through its
extensive experience in the construction of many airports, the terminal
was expanded by 77,000 m², including the main terminal and satellites.
PICK UP
Outline
Opening of Training Center for Skilled Workers
Training space of the Taisei Corporation Souyu-kai Kōnosu
Training Center (left).
Classroom (above) and Canteen (below).
Client, designer: Taisei Corporation
Location: Yokohama city, Kanagawa Prefecture
A Zero-energy Building (ZEB) that incorporates the most advanced
environmental technologies has been completed. The ZEB
Demonstration Building is a facility for experimenting with and
demonstrating technologies to enable urban office ZEBs as well as
comfortable spaces that facilitate work.
Social
ZEB Demonstration Building,Taisei Technology Center
Client: Mizuho Trust & Banking Co., Ltd.
Designer: Taisei Corporation
Location: Chiyoda-ku, Tokyo
As a joint venture project with Tokyo Tatemono Co., Ltd,. an international
exchange center has been developed in the heart of the economic and
financial area of Japan, using the urban regeneration special area method.
The project included creation of a 3,600 m² "Otemachi Forest", improvements
of the Tokyo Metro Tozai Line Otemachi Station, development of a world class
hotel, etc. By adopting ultra high strength CFT columns, the safety of
pedestrians is ensured and a large comfortable atrium space was realized.
Environmental
The Otemachi Tower
In order to support this coming high demand for
construction, we are actively undertaking measures to
deal with the shortage of engineers, which is an urgent
social issue. We are engaged in enhancing the education
and further improving the skills of our staff, and are
undertaking measures to secure and develop human
resources jointly and in cooperation with our partner
companies (cooperating subcontractors) in particular
members of Souyu-kai, with the aim of securing,
establishing, and improving the skills of our construction
skilled workers. In addition, we are actively engaged in
further increasing the capabilities of our production sites,
and improving productivity using labor saving and
power saving construction methods and ICT, thereby
accelerating the establishment of a production system
that will take us from current status to the next
generation.
CSR
Technological Development for the
Next Generation, and Speeding Up the
Production System
Business Overview
earthquake disasters, and the holding of the Olympics
and Paralympics in Tokyo in 2020, etc. And we expect
that it will be further.
In response to the current market environment, the
company's Building Construction Division is actively
participating in national projects (mainly facilities for the
Olympics, etc.), targeted projects (large-scale
multipurpose facilities), and projects in which we
participate as a project partner (refurbishment projects
for our main customers, etc.). Also, the company has
accumulated much experience to date in airport facilities,
power station facilities and urban development both
within Japan and overseas. Our work in social
infrastructure development projects include the
development of the vital infrastructure, renewal of
existing fossil fired power stations to stabilize electrical
power supply, responding to new demand associated
with the liberalization of the electrical power industry,
and projects leading to the restart of nuclear power
stations within Japan. We are also actively engaged in
applying our strengths to disaster recovery projects,
thereby contributing to society as a general construction
company.
Management Strategy
In order to maintain safe and high quality construction, Taisei
Corporation promotes improvement in the skills of the skilled
workers deployed on construction sites. In June the "Taisei
Corporation Souyu-kai Kōnosu Training Center" was opened
within the training facility of Taisei Rotec Corporation. Training to
improve the skills of skilled workers and training to develop the
next generation managers is carried out by the companies of
Souyu-kai.
Governance
Recipient of the 30th Minister of Land, Infrastructure, Transport and Tourism Urban
Parks Competition Award
2014 Environment Minister`s Award for Global Warming Prevention Activity
30
Business Overview
Domestic Projects (Building Construcution)
Brillia Tower Ikebukuro
(Toshima Ecomuse Town)
This is the country's first multipurpose
large-scale tower residence that combines
the Toshima-ku government offices,
commercial facilities, and high-rise
condominiums. The company's ultra high
strength precast reinforced concrete
underground piled columns were adopted.
This project utilized the company's advanced
technologies and extensive experience.
Client: Minami Ikebukuro 2-Chome A Block
Urban Redevelopment Association
Designer: Design and supervision:
Nihon Sekkei, Inc. (in cooperation with
Taisei Corporation for structural)
Location: Toshima-ku, Tokyo
Coconeri
This is a multi-purpose public-private sector
facility that combines a ward residents' hall, a
ward residents' plaza, and other public
facilities, together with private sector facilities
such as shops, a rehabilitation hospital, etc.
Universal design was adopted and greenery
planted on walls and the rooftop, to realize
spaces where everyone can feel at ease.
Recipient of the Institute for Future Urban
Development Director General's Land Use Model Award
Recipient of the Environment Energy Efficiency
and Lighting Design Award
Client: Hitachi Capital Corporation
Location: Nerima-ku, Tokyo
JISSEN 120th MEMORIAL
SQUARE
This is an urban high rise campus. A 9-story
atrium into which natural light shines is
provided in the center of the building.
Prestressed concrete, foundation seismic
isolation, and other technologies were
adopted to create large spaces.
Recipient of SDA Award
Client: Jissen Women's University
Location: Shibuya-ku, Tokyo
Sawai Pharmaceutical Co., Ltd.
Kanto Factory
This is the largest and most modern solid
pharmaceutical factory in Japan constructed
with the aim of further stabilizing the supply
of generic drugs, and is environmentally and
local community friendly. The factory uses
the latest 3-dimensional flow bin system
proposed by Taisei, which separates the flow
lines of personnel and goods, thereby
realizing high quality and high productivity.
Recipient of the Chiba Prefecture Construction
Award
Client: Sawai Pharmaceutical Co., Ltd.
Location: Mobara City, Chiba Prefecture
31
Maruhongumi Corporation
Headquarters Building
Client: Maruhongumi Corporation
Location: Ishinomaki City, Miyagi Prefecture
Management Strategy
Recipient of the Nikkei New Office Award
Outline
The office building was damaged in the
Great East Japan Earthquake, so the
headquarters was moved to a new building
that is strong against disasters and
environmentally friendly. The company's
composite seismic isolation method, the
Hybrid TASS method, was adopted, and the
building will play a role as a local disaster
prevention base.
Hospitalment Musashino
Business Overview
This building is a rental home for the elderly,
constructed in a quiet residential area of
Musashino City with consideration for the
environment, long life, and countermeasures
against disasters. It is provided with lush
greenery on the outer façade to suit the local
ecosystem, utilizing the company's
environmental technologies. The residents
are provided with a relaxed and comfortable
space realized to a high level of
environmental design.
Recipient of Good Design Award
The existing building, which was completed in
1959, was tastefully refurbished respecting the
original design. The new extension realized
innovative building spaces with bright natural
light from top lights above beams arranged in
a complex manner, and by using advanced
structural design and technology.
Environmental
Otaki Town Government
Building (Extension)
CSR
Client: Hulic Co., Ltd.
Location: Musashino City, Tokyo
Recipient of 2014 24th BELCA Award
Client: Otaki Town
Designer: Kenji Imai (new construction)
Chiba Manabu Architects
Location: Isumi District, Chiba Prefecture
Recipient of the 2014 55th BCS Award
Client: Kogakuin University
Designer: Chiba Manabu Architects
Location: Hachioji City, Tokyo
The Education Building has been completed
with the intention that it can also be used as
teaching material for the School of
Architecture. A building with a complex
structure consisting of four L-shaped side
corridor buildings has been constructed.
Governance
Kogakuin University
125th Anniversary Memorial
General Education Building
Social
Registered Tangible Cultural Property (Building)
32
Business Overview
Overseas Projects (Building Construction)
Large-scale Construction Including Airport Services Completed with
Exceptional Speed and Open for Service
This project was the construction of a new terminal building at Noi Bai
International Airport in Hanoi, the capital of Vietnam. Noi Bai
International Airport, which is the gateway to North Vietnam and also a
major hub for freight transport, is used by more than 6 million
passengers a year. This number is predicted to increase in the future, so
the new No. 2 Terminal Building was constructed especially for
international flights.
Construction was commenced in February 2012 by a joint venture with
Vietnam's largest construction company, Vinaconex. The contract
included not only the terminal building, but also the construction of
special airport facilities such as fuel supply, airport information systems,
movable boarding bridges, etc. Engineering methods were used to
efficiently facilitate construction and commissioning of the special
airport facilities, leading to smooth airport operation. The airport
opened for service the day after handover, an unprecedented fast
commencement of service.
The airport is now capable of accommodating a maximum of 16
million passengers, together with the existing No. 1 Terminal Building,
which is expected to contribute to the economic development of
Vietnam.
33
Noi Bai
International
Airport
30km
Hanoi City
Hanoi, Vietnam
No. 2 Terminal Building Noi Bai International Airport
Client: Airports Corporation of Vietnam (ACV)
Designers: Japan Airports Consultants Inc. (JAC)
Location: Hanoi City, Socialist Republic of Vietnam
Client: Highwealth Construction Corporation
Designer: C.F. Hsiao & Partners Architects &
Planners
Location: New Taipei City, Taiwan
This is a 700 MW coal-fired power station to
supply electrical power to the capital area of
Malaysia. The company formed a consortium
with plant manufacturers, and achieved
major cost reductions through design and
technical proposals utilizing the company s
extensive experience of power stations.
Business Overview
Jimah Power Station
Management Strategy
This is a high-rise condominium complex in
New Taipei City, Linkou District, a suburb of
Taipei. The buildings attracted great attention
as high-class condominiums using Taisei s
seismic isolation technologies.
Outline
Taiwan
Highwealth Construction, New
Taipei City, Linkou District
Linlin Section Condominiums
CSR
Djibouti Palace
Kempinsky Hotel
Almas Tower
Client: Nakheel Properties
Design and related consulting:
W.S.Atkins & Partners
Overseas, Faithful & Gould
Location: Dubai, United Arab Emirates
This is a 70 story high-rise office building in
Dubai, with a height of 360 m. The building
was constructed in reinforced concrete using
the company's high strength concrete
technology using local materials. It is a
landmark in Dubai's Jumeirah Lake Towers
development.
Governance
Client: Nakheel Properties
Location: Djibouti City, Republic of Djibouti
Social
This is the first five-star high-class hotel in
Djibouti in the Horn of Africa, having six floors
above ground and one basement level. It is a
landmark project and was completed in only
9 months, through close cooperation with
overseas staff and the active introduction of
advanced construction technologies.
Environmental
Client: Sumitomo Corporation
Design and related consulting:
Taisei Corporation
Location: Jimah, Port Dickson, Negeri Sembilan
State, Malaysia
34
Business Overview
Real Estate
Development
Outline of Segment (Real Estate Development Projects)
Trend in sales
Sales
(billion)
¥143.4 billion ¥12.2 billion
240
188
160
139
143
(23.9% decrease over
the previous year)
2014
Sales for development projects was ¥143.4 billion, a
23.9% reduction over the previous year, reflecting the
sale of large projects in the previous term. Also, as a
result of the reduction in sales and a lower gross profit
percentage, operating income was ¥12.2 billion,
down 56.2% over the previous year.
80
0
2012
2013
Operating income
(FY)
(56.2% decrease over
the previous year)
Confronting Various Issues to Strongly
Support our Customers
Katsuyuki Kanai
Currently vigorous large-scale development is in progress
in city center areas, reflecting infrastructure development
for the 2020 Tokyo Olympics and Paralympics, and the
Government's long-term strategy such as National
Strategic Economic Growth Areas.
In addition there are urgent issues to be tackled in cities,
such as the demand for refurbishment associated with
aging of buildings built during the period of high
economic growth, and the issue of areas with a high
density of timber buildings.
The Urban Development Division confronts these various
issues and trends in the industry, to strongly support our
customers development projects, or to promote our
own development projects as developer.
Managing Executive Officer;
Chief of Urban Development Division
Our Main
Achievements
The following is an Introduction to Some of Our
Real Estate Development Construction
Achievements, such as Redevelopment to Revitalize
Urban Areas and the Latest PFI Projects
35
Ehime Prefectural Central Hospital
Client: Ehime Hospital Partners
Designer: Taisei Corporation - Nikken Sekkei JV
Location: Matsuyama City, Ehime Prefecture
This is a PFI project to efficiently, effectively, and stably supply hospital
management services together with a medical treatment function that
incorporates the latest medical technologies. Refurbishment was
implemented by successively carrying out demolition and construction
within the site. The project is to operate and maintain the facility until
2033.
PICK UP
Reinforced concrete
housing "Palcon"
(Taisei Housing
Corporation), having
the strength to resist
disasters
New Challenges for Sustainable Growth
Environmental
In the field of development projects in which we are a
member of project owners, Shinagawa Season Terrace
(see next page) was newly opened this spring. It is
considered that this project has created a new model for
urban spaces, through effective utilization of the upper
spaces of the Shibaura Water Reclamation Center (Tokyo
Metropolitan Government Bureau of Sewerage).
For the future, in order to achieve continuous growth, we
intend to respond to requests of our customers and
needs of society by accumulating and utilizing higherlevel development skills, including enlargement of our
development areas (including overseas) and the
challenge of new business fields such as concessions, etc.
CSR
Social
In the field of urban land redevelopment projects
representing urban revitalization, the company is involved
in about 20% of projects nationwide, contributing to local
urban development. We are also continuously supporting
promotion of urban development projects in many areas
in the center of Tokyo. In addition we work in close
cooperation with the various group companies in the
housing field, such as Taisei-Yuraku Real Estate Co., Ltd.,
Taisei U-LEC Co., Ltd., Taisei Housing Corporation, etc.,
utilizing accumulated know-how in redevelopment and
promoting initiatives to resolve the issue of areas with
high density of timber buildings.
Furthermore, we have top class experience in PFI projects,
which is being steadily recognized as a new method of
developing public facilities. Last year we accomplished
the grand opening of the Ehime Prefectural Central
Hospital, a PFI project involving not only the
development of the facility but also its operation.
Aged condominium
refurbishment project (Ober
Togoshi Kōen, Tokyo,
Taisei-Yuraku Real Estate Co.,
Ltd.)
Business Overview
Urban Development Projects Utilizing
our Accumulated Know-how and
Experience
Precast reinforced concrete
structure (PC structure)
"PALLOGUE χ" constructed in
areas with high density of
timber construction. Grand
Repos Yanaka, Tokyo. (Taisei
U-Lec Co., Ltd)
Management Strategy
This group is undertaking renewal of housing in
areas with a high density of old timber buildings,
ranging from redevelopment and cooperative
housing projects to refurbishment of detached
housing, in order to promote fire resistance and
seismic resistance of urban areas, thereby
contributing to realization of urban development
that is resistant to disasters. This initiative is part of
a new business model of the group housing
strategy that is being actively promoted with a
long-term vision.
Outline
Applying the Group s Comprehensive Capabilities on Projects to Fireproof Areas with
a High Density of Old Timber Buildings
Governance
WESTRIO
Client: Hachioji Yumeori Support K.K.
Designer: Azusa-Taisei Design JV
Location: Hachioji City, Tokyo
This facility was designed to support sports and recreation activities of the
city residents, and contains a main arena and a sub-arena capable of
holding national sports events. It is a PFI project to develop and operate
the sports facility, including a community sports center that serves as a
center for community interchange.
Client: Taisei-Royal Lease Special Purpose JV
Designer: WESTRIO 1, 3: Taisei Corporation / WESTRIO 2: Nikken Sekkei Ltd.
Location: Chiba City, Chiba Prefecture
Year completed: September 2013
This is a station front redevelopment project consisting of 3 buildings
directly connected to JR Chiba Station West Exit. Our involvement as a
member of the development team in realizing this project ranged from
formulating the plan to placement of the building construction contracts,
disposal of the unused floors, etc.
Esforta Arena Hachioji
36
Business Overview
Domestic Projects (Real Estate Development)
37
Shinjuku Gyoen
Emperor s Palace
Meiji Jingu
(Meiji Shrine)
Cool air is transported
inland lowering
the temperature
of the surroundings
Arakawa River
"Shinagawa Season Terrace" is an environmental coexistence project
using the above ground part of public land on a large scale. The project
involved a renewal of the "Shibaura Water Reclamation Center", a
facility of the Bureau of Sewerage managed by the Tokyo Metropolitan
Government, on which office and commercial buildings were
constructed over a wide area, thereby linking the light, wind, water,
and greenery of nature with human activities, to realize sustainable
urban development.
The core of the project is a large-scale multi-purpose building with 32
stories above ground, provided with the highest level of environmental
performance within Japan. With offices having a floor area of 1,500
tsubo (about 5,000 m2) and conference facilities to support company
activities, this is the largest commercial zone in the Shinagawa South
area. Within the site there is a broad 3.5 ha green zone, for refreshment
of visitors, and to nurture and expand the local community.
Ueno Park
Musashino Terrace
forest ecosystem
Sumida River
(Sumidagawa River)
Linking Nature and Human Activities over a
Broad Space by Combining the Water
Reclamation Center with Office and
Commercial buildings
Kasai
Kas
Ka
sai Rinkai
sa
Rink Park
Par
ar
Connecting ecosystem
Shinagawa SeasonTerrace supporting
the ecological infrastructure
Wakasu
Seaside
Park
W
k
S
id P
Wind road
Tokyoko-yacho Park
(Port of Tokyo Wild Bird Park)
Tokyo bayside
coastal ecosystem
Shinagawa Season Terrace
Client: NTT Urban Development Corporation, Taisei
Corporation, Hulic Co., Ltd.,
Tokyo Urban Development Co. Ltd., Tokyo
Metropolitan Government Bureau of Sewerage
Designer: NTT Facilities, Taisei Corporation, NTT Urban
Development Corporation, Nihon Suiko
Sekkei Co., Ltd.
Location: Minato-ku, Tokyo
OUR STORY
Norio Harada, Project Leader, Project Development Department I, Urban Development Division
OUR STORY
Fusion Project with Urban Infrastructure, Realized through Teamwork
Makoto Ibuka,
Chief of Architectural Design Department I, Design Division
CSR
Management Respecting Autonomy and Communication
Environmental
From the beginning I was involved in management of the building construction part that we were
awarded, and during the construction I also came to manage the whole building including the civil
engineering construction part. As construction of the superstructure and substructure proceeded
simultaneously, I was surprised how greatly the construction procedures and construction management
methods differed between building and civil engineering, even though both were undertaken by the same
company. In order to achieve mutual understanding and cooperation on this construction site where a
total of 600,000 persons worked, time was spent on communication, with respect for the autonomy of
each. This resulted in a feeling of unity on site, and the project was completed without incident. Even after
it is completed I am still interested in how this building is doing.
Fujio Funamizu,
Business Overview
This was a project designed and supervised by 4 companies including Taisei, but of these the role of
coordinator was played by Taisei, who carried out the construction, and at the same time Taisei was
responsible for the role of linking the architectural design with the civil engineering design. Great
cooperation was received from each company, thereby ensuring good teamwork with mutual respect for
each other. On the other hand in order to introduce advanced environmental technologies, the capabilities
of Taisei Technology Center and the company's Environmental Division were utilized, thereby exhibiting
the company's strengths in design and construction in various ways. I think it is of great significance for the
company to have been involved in this project which was a "fusion with urban infrastructure".
OUR STORY
Management Strategy
This project to utilize the upper part of the Water Reclamation Center was unprecedented in terms of urban
planning and application for building certification. It was the first case in Japan of setting the threedimensional space above the sewage treatment facilities, so that numerous discussions with the authorities
were required in order to achieve a rational scheme. Also, the contract for a single building was separated;
the superstructure being a building construction contract placed by the private sector participants, and the
substructure being a civil engineering construction contract placed by the Bureau of Sewerage. This was
the first ever such case, but the development scheme was prepared with the cooperation of the company's
Legal Department. This was a joint project by specialists in public-sector civil engineering and privatesector building, so much effort was expended in arriving at a common awareness, but I believe that this
was a very significant experience that can be used by the company again in the future.
Outline
Constructing an Unprecedented Complex Development Scheme
Through Public and Private Sector Cooperation
Specific Project Chief, Construction Department, Tokyo Branch
Social
Window on Technology
Solar panel
The most Advanced Environmental and Ecological
Technologies to Support an "Environmental Model City"
Air discharge
Solar panel
Rooftop
greenery
PH1FL
32FL
31FL
Skyvoid
M&E Void Skyvoid
Office
room
20FL
Office
room
15FL
Return of water
from building
Rooftop
greenery
Retroreflection
panel
Office lobby
Parking
5FL
4FL
3FL
Wall
2FL
surface
1FL
greenery Seismic isolation layer
B1FL
Left/ Forest of Air cooling "Wind Road" from southeast to northwest
Center/ Water retaining block paving to relieve the heat
Right/ "Skyvoid" that draws natural light into the office entrance and common corridor
Cross-section
1/500
Heat exchange with sewage heat in the heat source plant
Heat exchange
Heat exchange with sewage
heat in the heat source plant
Return of sewage
processing water
to Water
Regeneration Center
10FL
Supply of chilled
and hot water to
the building
Wall
surface
Shop& Restaurant Atrium Entrance hall
greenery Shop& Restaurant
Parking
Governance
25FL
Sunlight shaded
by overhang and
vertical fins
M&E Void Skyvoid
In the center of the building a "skyvoid" is installed so that air and light can
be drawn in the building interior. This is used to enable the sunlight tracking
and natural light device "T-Soleil" to send external light into the interior of
the building, as well as to achieve a large flow rate of external air cooling.
Also, by placing a building on the JR Shinagawa Station side and a broad
green zone on the opposite side, a "Wind Road" is secured that allows sea air
to pass inland. This contributes to reducing the heat island effect.
Rooftop greenery
Air discharge
Air supply
Solar panel
Supply of sewage
processing water
from Water
Regeneration Center
38
Business Overview
Group Company Initiatives
Providing New Value to Meet the Various
Needs of Society
As members of the Taisei Group, Taisei Corporation and each of the companies have established and
share the group ideals and the Group Action Guidelines.
Through this shared foundation, each company plays its own role to fulfill its responsibility to society,
and contribute to the formation of a society where people can live with peace of mind and health.
TAISEI CORPORATION
The Main Domestic
Group Companies
Taisei-Yuraku Real Estate
Co., Ltd.
Contributing to the development of a
sustainable society with core
businesses of building construction
and civil engineering
http://www.taisei.co.jp/
Total life cycle support from real
estate development to facility
management
TAISEI ROTEC CORPORATION
Creating an environment that is
friendly to nature, society and people,
through roads
General
construction
business
https://www.taisei-yuraku.co.jp/
Real
estate
development,
facility
management
http://www.taiseirotec.co.jp/
Pavements
and civil
engineering
Taisei Group Ideal
Order-made
Individual
housing
construction
TAISEI HOUSING
CORPORATION
To Create a Vibrant
Environment for All
Members of Society
Providing value for money houses
with long term safe and
comfortable living
http://www.housing-taisei.co.jp/
General building
services
construction
Mechanical
equipment,
renewal of
foundations,
and ground
works
Construction
of housing
complexes
SEIWA RENEWAL
WORKS CO., LTD.
Creating reliable social
infrastructure
http://www.seiwarw.co.jp/
TAISEI SETSUBI CO., LTD.
TAISEI U-LEC CO., LTD.
Realizing an environmentally
friendly society
Providing safe, secure and
comfortable living environments
Long term partner for management
of housing complexes
http://www.u-lec.com/
http://www.taisei-setsubi.jp/
Main Overseas Group Companies
39
●
PT.PP-TAISEI INDONESIA CONSTRUCTION (Jakarta)
●
TAISEI (THAILAND) CO., LTD. (Bangkok)
●
VINATA INTERNATIONAL J/V CO., LTD. (Vietnam)
PT.PP-TAISEI INDONESIA CONSTRUCTION
●
TAISEI MYANMAR CO., LTD. (Yangon)
●
CSCEC-TAISEI CONSTRUCTION, LTD. (China)
●
TAISEI PHILIPPINE CONSTRUCTION INCORPORATED (Manila)
●
PT. INDOTAISEI INDAH DEVELOPMENT (Indonesia)
The Company was established in 1974 with the major
Indonesian general contractor PP (PT. Pembangunan
Perumahan) as partner. The Company has undertaken many
high-rise buildings, public buildings, factories and offices for
Japanese companies, etc., throughout the country. We provide
satisfaction for our customers through technology and trust
cultivated through a history of 40 years.
Contributing to the Making an Affluent Society at a Global Scale.
Maximum processing
capacity*1
6,000 tons/day
TAISEI ROTEC
CORPORATION
Spreading the PC Construction Method Thereby Contributing to Reduction in Environmental Load
Number of customers
that have visited the
factory: 77 groups, total
380 persons
Housing That can be Passed Down through Generations
Fire temperature that can
be withstood for 2 hours
1,000°
C
When customers are renewing services equipment, etc., we
propose the most efficient air conditioning equipment and LED
lighting. In this way the energy load is reduced, and it is possible to
utilize energy efficiency grants, resulting in reduction in initial cost.
*2 The target quantity of
energy consumption
of 50,000 GJ/year is
equivalent to 1290 kL
of crude oil (the
annual energy
consumption of
about 30
convenience stores).
High-efficiency air
cooling heat pump heat
source equipment
Facility Management Contributing Towards Enhancement of Public Services
Taisei-Yuraku Real
Estate Co., Ltd.
PPP project
PPP projects that efficiently integrate work are a unique scheme to provide
a uniform quality of periodic inspection for facilities and new added
services. The company has become a point of contact for management of
PPP type comprehensive management system
public facilities. At present
this has been introduced
Local Government
Single
in Abiko City and
Organizing Department
point of
Nagareyama City in Chiba
contact
Taisei-Yuraku Real Estate Co., Ltd.
Prefecture, which has
been highly evaluated for
Work
Work
Work
Work
Work
reduction in costs, etc.
Providing High Quality Construction Services Utilizing our Comprehensive Capabilities
Providing High Quality and Satisfaction By a Reliable Support System,
● Uniform
● Capability
TAISEI (THAILAND) CO., LTD.
VINATA INTERNATIONAL J/V CO., LTD.
Since its establishment in 1984, Taisei Thailand has undertaken
construction of factories for Japanese companies, distribution
warehouses, hotels, shopping malls, etc. We provide high quality
construction services responding to all needs starting from the
business planning stage, through to design, construction, and
after services.
Since its establishment in 1993, Vinata International has undertaken
building projects such as factories, offices, and hotels for Japanese and
foreign capital companies, as well as civil engineering projects such as
infrastructure construction. We provide high quality and satisfaction
through more than 300 local staff members and the support system of
our partner, Vinaconex, the largest general contractor in Vietnam.
quality of management
of expanding services by improving
work efficiency
Governance
It has been confirmed that even when the main structural members such
as floors, walls, and roof concrete panels are exposed to flames for two
hours such that the surface temperature reaches 1,000°
C, their load
resistance is not reduced. The wall type reinforced concrete housing
"Palcon"
provides
detached
housing that
is safe and
comfortable
and strongly
Fire resistance test (test in accordance with ISO standard)
fire resistant.
Social
TAISEI HOUSING
CORPORATION
Quantity of energy
consumption*2
50,000 GJ/year
reduction
Environmental
Saitama Prefecture
The Ideal Energy Efficient Proposals for Renewing Building Services Equipment
CSR
Compared with conventional construction methods, the precast reinforced
concrete (PC) method uses almost no timber formwork, so there is no
wasteful spending on timber resources. Also, the quantity of industrial
waste produced by this method is reduced by about 40% compared with
conventional methods.
The company is continuously
hosting visits from customers to
enable them to experience the
process of producing PC slabs
with excellent environmental and
Kawagoe Factory (ISO 9001 certified),
quality performance.
The Post-Head-bar (PHb) method has been adopted for seismic
retrofit of existing reinforced concrete structures such as tunnels,
sewage treatment works, dams, sluice gates, bridge piers, etc. in 47
prefectures throughout the country. This method enables seismic
Sluice gates before
safety to be easily
reinforcement
obtained in structures
constructed in
Post-Head Bar
Round plate
Rectangular plate
accordance with the
old standards which
had smaller design
Insertion and
seismic motions,
anchorage of
Sluice gates
post-head bar
thereby enabling the
after reinforcement
formation of safe national land.
Business Overview
*1 About 600 dump trucks worth
Number of projects using
Phb 410, number of Phb
used more than 630,000
SEIWA RENEWAL
WORKS CO., LTD.
Management Strategy
An intermediate processing center has been constructed having the
largest processing capacity within Japan, in order to deal with the
urban renewal projects within
Tokyo. The facility mainly
recycles concrete waste, etc.,
into road construction
materials, all equipment is
installed indoors, to prevent
dispersion of dust, noise, and
vibrations to the surroundings,
in consideration of the
Jonanjima recycling center (Tokyo)
environment.
Seismic Retrofit Technology to Solve Problems of Aging Infrastructure
Outline
Recycling Center Contributing to a Recycling Society
40
CSR & Financial Data /Corporate Data
CSR
42
Taisei Group of Companies CSR
● CSR & Our Structure of Values and Policies
● CSR Management and ISO26000
● Taisei Corporation KPIs
● Group Company KPIs
49
Environmental
● Environmental Management Activities
● Response to Global Warming
● Effective Utilization of Resources
● Conservation of Biodiversity
● Reduction of Environmental Risk
● Promotion of Technical Development
● Response to Restoration and Recovery from the Great East Japan Earthquake
● Taisei Corporation Material Flow
● Group Companies Material Flow
● Environment related technologies and initiatives
● Environment Accounting
62
63
Third Party Assurance
Consumer Issues
● Ensuring Quality and Customer Satisfaction ● Innovation Management
67
Community Involvement and Development
● Contributions to Local Communities
69
Human Rights and Labor Practices
● Human Rights policy ● Diversity Initiatives ● Creating a Pleasant Workplace
● Promotion of Human Resource Development
73
Labor Practices
● Improvement of Safety and Health Standards
● Horizontal Propagation of Accident and Damage Prevention
75
Organization Governance
● Corporate Governance
● Stakeholder Engagement
Environment
(E)
Society
（Ｓ）
Governance
（G）
●
41
Fair Operating Practices
● Promotion of Compliance
● Supply Chain Management
● Protection, management, and Use of Intellectual Property
● Measures for Information Security
83
Members of the Board, Audit & Supervisory Board Members and Executive Officers
Explanation and Analysis of Business Results
Risk Information
Consolidated Financial Statements
Independent Auditors Report
Third Party Opinion / Corporate Profile
Overseas Network
Risk Management
79
Financial Data /Corporate Data
87
92
93
122
123
125
●
Taisei Group of Companies CSR CSR & Our Structure of Values and Policies
GRI
G4-14, G4-15, G4-34, G4-36,
G4-49, G4-56
The Taisei Corporation Group aims to realize the Group ideal "to create a vibrant environment for all members
of society" by conducting our business while implementing "Overall Principles of Conduct" (Taisei Group
Action Guidelines) and "Overall management perspective"(TAISEI VISION 2020, Mid-term Business Plan) with
all members of staff sharing the "Taisei Spirit".
Management Strategy
Promoting CSR with Taisei Group s Shared Ideals and Values
Outline
Aiming for Sustainable Development to Create New value
Promoting CSR with Taisei Group s Shared Ideals and Values
The basic principles for action
by the Taisei organization and
the standards for action and
judgment to be strictly observed
and positively acted on by Taisei
Group members at all levels .
Business Overview
Taisei Group Ideal
To create a vibrant environment for all
members of society
Taisei Spirit
CSR
Individual Policies
●
●
●
Evolution of
Traditions
Conceptual approaches valued by all Taisei
Group members for the pursuit and
realization of the Group ideal
Environmental
●
Creation
of Value
Commitment
to Openness
Safety and Health Policy
Quality Policy
Environmental Policy
Procurement Policy, etc.
Overall Management
Perspective Mid-term Business Plan
Social
「TAISEI VISION 2020」
Mid-term Business Plan (2015-2017)
Board of
Directors
President
Compliance Committee
Technology Committee
Central Safety Committee
CSR Committee
Corporate Communication
Department of President s Office
CSR Promotion Office
Environment Committee
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 Office 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
Governance
■ System for Promoting CSR
Risk Management Committee
Central Labor Affairs Committee
Each Department
Group companies
42
Taisei Group of Companies CSR CSR Management and ISO26000
Development of CSR Activities Utilizing ISO26000
■ Implementation of CSR management that integrates the Taisei Action Guidelines and the
Management Plan (PDCA cycle)
Plan
ISO26000
self check
Management tasks
action guidelines
(Mid-term Business Plan)
Action Guidelines for
Overall Management
Perspective Mid-term Business Plan
The seven core subject
of ISO26000
●Establishment of next generation business models for target fields
Commitment to Openness
●
●
1. Cultivating an open corporate culture
2. Securing a pleasant working environment
3. Respect for fundamental human rights and diversity
1. Environment
●Improve the Group strength
●
2. Consumer Issues
●
3. Community Involvement
and Development
●
4. Human Rights and
Labor Practices
●
Creation of Value
Taisei
Group
Ideal
4. Creating a vibrant environment for all members of society
5. Striving to create value
6. Pursuing customer satisfaction
7. Ensuring and improving safety and quality
Evolution of Traditions
8. Inheritance and Resect for traditions
9. Promoting partnerships with supplychains
10. Promoting environmental conservation and creation
11. Communication with local communities
12. Conduct in the international community
13. Appropriate disclosure of information
14. Fulfilling social responsibilities
Establishment of next generation business models for target fields
●
Strengthen domestic construction business
●
5. Labor Practices
●
6. Organization Governance
●
7. Fair Operating
Practices
●
Survey the status of CSR activities
■ From the KPI*1 Setting Process to Materiality
Taisei Corporation sets tasks to be undertaken (Action Guidelines: P) with reference to ISO 26000, which are
important items for stakeholders, sets tasks that are important to be solved (Action Guidelines: P) as a management
plan based on changes in the social background (external environment) and ESG risk factors, and defines the main
items to be undertaken by the Taisei Corporation Group (Action Guidelines: D) that are closely related to the two.
Then, KPIs are set in order to check (C) and improve (A) each of these items. In the company these KPIs are the
materiality factors in the business.
Social background
Response to
environmental problems,
social problems, and
governance
Overall Management Perspective
P
P
P
Overall Principles
of Conduct
• Stakeholder
engagement
• Observing the Charter
of Corporate Behavior
of Keidanren
＊1 KPI：Key Performance Indicator
43
P
Self-check of the seven
core subjects of
ISO26000
D
Set important tasks to be
tackled in the Mid-term
Business Plan (P47)
TAISEI VISION 2020 Mid-term
Business Plan (2015-2017)
Main items to be
undertaken by the Group
of Companies
P
Corporate Action
based on the Group
Action Guidelines
Group Main
items to be
undertaken by
the Group of
Companies
C
A
Identify the
major KPIs for
the Group (P6)
● Re-evaluation of the
degree of effect on
management based on
the management issues
in the Medium-Term
Business Plan
● Re-evaluation of the
degree of importance to
stakeholders from the
point of view of
information disclosure
such as international
CSR-related initiatives or
web news
GRI
G4-2, G4-14, G4-15, G4-19,
G4-20, G4-21, G4-56, DMA
D
Do
The main initiative items
Check
The important task
C
A
Act
The main KPIs
The main initiative items
Ensuring quality and customer
satisfaction
●Innovation management
●Promotion of social contribution
activities
●
Respects for human rights
Diversity initiatives
●Creating a pleasant workplace
●Promotion of human resource development
●
*2 ISO 26000: International guidance on social responsibility
of organizations
●
Set indexes
for the
important
tasks
Specify KPIs
of our group
CSR
Improvement of Safety and Health Standards
●Horizontal propagation of accident
and damage prevention
●
Business Overview
Environmental management activities
●
Management Strategy
P
The CSR Promotion Office has prepared
self check sheets by reference to each of
the items set in the 7 core subjects
indicated in ISO 26000*2.
These sheets are distributed in advance to
each division and the main group
companies (7 companies), and by
holding interviews with each person
responsible for CSR, the FY 2014 CSR tasks
and KPIs (important business evaluation
indices) are discussed and confirmed, and
in addition are improved by reference to
the opinions from CSR influential persons.
This initiative is carried out every year, in
order to implement CSR management by
promoting PDCA to solve the issues.
Outline
■ Interview Employees to
Investigate Current Conditions
Corporate governance
Risk management
●Stakeholder engagement
●
●
Environmental
Promotion of compliance
Supply chain management
●Protection, management, and use of
intellectual property
●Measures for information security
●
●
■ Materiality Matrix
Changes in the
external
environment
Materiality
z Reduction
Response to disaster
prevention and
reduction
KPIs
Important tasks to be tackled
z Contribution
to the development
of social infrastructure
z Improvement in productivity
z Strengthening cost
competitiveness and supply power
z Ensuring stable profitability of
overseas projects
z Improving the strength of the
Group
z Governance
●
●
Ensuring safe water
Response to
disputes and
terrorism
Respect for human rights,
prohibition of discrimination
Development of local
communities
● Promotion of compliance
● Support for employment and
career formation
● Thorough risk management
● Promotion of supply chain
management
● Thorough management of
labor safety and welfare
● Promotion of diversity
● Dialog with and information
disclosure to stakeholders
● Response to environmental risks
● Creating a workplace where
it is easy to work
● Conservation of biodiversity
and contributions to the
environment
●
●
●
●
Effect on business
(Business Plan)
Development of a safe and
secure society
Ensuring quality and
improvement of technology
● Technological development
and corporate governance for
the next generation
● Cultivation of next generation
engineers
● Proper management and use
of information
● Mitigation of and adaptation
to climate change
● Sustainable use of resources
●
Response to the various
problems of population
reduction
●
Response to the low birth
rate and aging society
Degree of importance for
stakeholders (ISO 26000 etc.)
in CO2,
energy efficiency
z Contributing to the
community
z Human rights
z Labor safety
z Supply chain
management
z Intellectual property,
information
z Internal controls
z Dialog
z Compliance, etc.
●
Governance
Materiality Factors (in Detail)
Social
Taisei Corporation Group has selected factors that should be selected in carrying out our business (materiality).
These are items composed based on the degree of importance to stakeholders (ISO 26000, etc.) and the degree of
effect on management (management issues in the Medium-Term Business Plan, etc.), and are linked to the KPIs.
Henceforth we will promote CSR while expanding these boundaries, with reference to evaluations such as reviews
by and dialog with influential persons, etc.
44
Taisei Corporation KPIs*1
(CSR Items and Main Tasks and Target)
ISO 26000 themes
7 core subjects
<Overall Principles of Conduct>
Overall Management Perspective
Group Action Guidelines, Individual Policies Guidelines Mid-term Business Plan*2
Important tasks and targets
P
1. Environment
E
・Prevention of pollution
・Sustainable resource use
・Climate change mitigation and
adaptation
・Protection of the environment,
biodiversity and
●
●
●
●
●
●
Environmental Policies
Declaration of TAISEI on
Biodiversity Preservation
TAISEI AGENDA
TAISEI Green Target 2020,2050
Eco first company
●
Quality Policy
Policy on the Protection of
Personal Information
Standards of Conduct for the Use
of Social Media
●
●
●
●
Active contribution to
enhancement of social
infrastructure
Promotion of next generation
technological development
Establishment of next generation
business models for target fields
Environmental management activities
●
●
●
●
●
●
Response to global warming
Efficient utilization of resources
Conservation of Biodiversity
Response to environmental risk
Promotion of technical development
Comprehensive environmental activities
2. Consumer Issues
・Fair marketing, factual and unbiased
information and fair contractual practice
・Protecting consumers health and safety
・Sustainable consumption
・Consumer service, support, and
complaint and dispute resolution
・Consumer data protection and
privacy
・Access to essential services
・Education and awareness
●
●
●
●
●
●
infrastructure
Promotion of next generation
technological development
Increase the Group strength
●
infrastructure
Establishment of next generation
business models for target fields
●
●
Ensuring quality and raising
customer satisfaction
Innovation management
3. Community Involvement and Development
・Community involvement Education
and culture
・Employment creation and skills
・Technology development and
access Wealth and income creation
・Health
・Social investment
●
●
Contributions to local communities
4. Human Rights and Labor Practices Social Dialogue
S
・Due diligence*3
・Human rights risk situations
・Avoidance of complicity
・Resolving grievances
・Discrimination and vulnerable
groups
・Civil and political rights
・Economic, social and cultural rights
・Fundamental principles and rights
at work
・Employment and employment
relationships
・Conditions of work and social
protection
●
●
●
Respect for human rights
●
Diversity Initiatives
●
Creating a pleasant workplace
●
Promotion of human resource
development
Evolution of management
infrastructure
Strengthen domestic construction
business
●
Improvement in safety and health
standards
Horizontal propagation of accident
and damage prevention
infrastructure
●
infrastructure
5. Labor Practices
・Health and safety at work
・Human development and training
in the workplace
●
●
Health and Safety Policy
●
●
●
・Organizational governance
●
●
●
●
●
●
●
Observing the Charter of Corporate
Behavior of the Nippon Keidanren
Risk Management Policy
Policy on Business Continuity in
Times of Disaster
Information Disclosure Policy
TAISEI VISION 2020
Mid-term Business Plan(2015-2017)
●
Policy on Intellectual Property
Procurement Policy
●
●
●
Corporate governance and internal
controls
Risk management
Stakeholder engagement
G
7. Fair Operating Practices
・Anti-corruption
・Responsible political involvement
・Fair competition
・Promoting social responsibility in
the value chain
・Respect for property rights
●
●
●
infrastructure
●
Promotion of compliance
●
Supply chain management
Protection, management and use
of intellectual property
Measures for information security
●
●
＊1 KPI: Key Performance Indicators
＊2 The management tasks of the Mid-term Business Plan are reported in detail in Financial Information (P87 to P91) as the mid-term corporate business strategy, the 8
tasks (positive contributions), and the business risks (12 items) (negative items to be avoided).
＊3 Due diligence: Researching the degree of negative influence to society, environment and economics caused by the activities or decisions of organizations.
45
Main items to be undertaken by the
Group
Taisei Group main KPIs
D
C
A
●
●
●
●
●
●
●
●
●
●
●
●
Rate of reduction of predicted CO2 emissions in the building operation stage
Rate of reduction CO2 emissions in construction stage
Decrease construction waste final disposal rate*4
Rate of green procurement
Rate of use of Electronic Manifest System
Number of media announcements
regarding environmental technology
development and application projects
37.5%
43.6%
35.3%
30% or above /37.5% 35％ or above
50.8%
55.9%
48.0%
（94.9%）
（95.6%）
（95.6%）
（95% or above /95.2%） 4.7％ or above
39.1%
30.6%
33.4%
81.7%
85.9%
86.4%
32 cases
30 cases
30 cases
20 cases or above /41 cases 20 cases or above
FY2011 results FY2012 results FY2013 results FY2014 targets/results FY2015 targets
●
●
●
Thorough familiarization with quality
control standards and procedures
Obtaining rights to technologies that
solve problems of society
Development and providing
technologies to solve social issues
●
●
●
●
●
100%
100%
100%
100%/100%
100%
80%
60%
65%
100%/71%
100%
256 cases
297 cases
273 cases
250 cases / 297 cases
270 cases
193 cases
224 cases
272 cases
200 cases / 249 cases
230 cases
66 cases
75 cases
84 cases
60 cases / 61 cases
70 cases
779 cases
1,048 cases
1,076 cases 800 cases / 1,308 cases
247 people
176 people 150 people/189 people 150 people
800 cases
●
Rate of attendance at human rights training
100%
100%
100%
100%/100%
100%
●
Promotion of diversity
●
Numbers attending female leadership development training
26 people
26 people
47 people
40 people/65 people
60 people
●
Number of female managers
̶
30 people
31 people
32 people/39 people
45 people
●
Number of female supervisors or above
̶
133 people
159 people
180 people/183 people
220 people
●
Rate of employment of handicapped Persons
●
Number of re-employed
●
Numbers taking leave for childcare (male)
●
Rate of returning to work from childcare leave (female)*5 （27 people）（37 people）（31 people）（25 people/35 people）93.8%
●
Numbers taking leave when their spouse gives birth
70 people
76 people
●
Numbers taking nursing care leave (male)
30 people
●
Numbers taking nursing care leave (female)
85 people
●
Number of participants at caregiving seminars
̶ /239 people
250 people
●
Rate of paid leave utilization
32.6%
34.2%
29.0%
35.0%/32.4%
35.0%
●
Rate of refresh leave utilization
88.9%
88.4%
86.7%
85.0%/84.6%
85.0%
●
Rate of milestone leave utilization
78.2%
74.1%
70.3%
75%/68.0%
75.0%
●
Training hours per person
40.0 hours
42.1 hours
42.2 hours
42.0 hours/43.8 hours
43.0 hours
●
Number of trainees at overseas sites, etc.
26 people
16 people
12 people
15 people/6 people
10 people
●
Number of trainees at overseas training organizations
17 people
10 people
11 people
10 people/4 people
10 people
2011 results
2012 results
2013 results
2014 targets/results
2015 targets
4 cases
2 cases
3 cases
0 cases / 4 cases
0 cases
（0.58）
0.81
0.84
●
●
Supporting the balance between work and life
Promotion of staff education
1.88%
1.95%
2.05%
2.00%/2.07%
2.00%
676 people
582 people
643 people
620 people/654 people
670 people
2 people
1 people
4 people
2 people/2 people
2 people
95%
97 people
70 people/88 people
80 people
36 people
46 people
35 people/49 people
50 people
82 people
107 people 85 people/99 people 100 people
●
●
Number of fatal accidents
●
Horizontal propagation of accident and damage prevention
●
Frequency rates*6
●
Spreading and consolidating the Group ideals
Initiatives for business continuity planning (BCP)
Dialog with stakeholders
●
Rate of implementation of e-learning regarding the Group ideals
90.5%
97.8%
91.1%
100%/87.9%
●
Rate of participation in large scale disasters training
99.6%
100%
100%
100%/100%
100%
●
Number of dialogs, etc.
5 times
5 times
7 times
5 times/7 times
5 times
Improvement in compliance awareness
●
Attendance at compliance training
●
Number of branches training executed for compliance to the sub-contractors
0.95 or below / 0.97 0.95 or below
●
100%
100%
100%
100%
100%/92.3%
100%
12 cases
12 cases
12 cases
12 cases/12 cases
12 cases
＊7
●
Promotion of CSR procurement
●
Number of companies monitored for CSR procurement
̶
̶
●
Practice of intellectual property strategy
●
Number of trained staff regarding intellectual property
31 times
36 times
●
Measures to prevent information leakage
●
Number of major information security accidents
0 cases
0 cases
1 cases
0 cases / 0 cases
0 cases
●
Improvement in information security Awareness
●
Number of times education in information security implemented in all companies
12 times
16 times
13 times
15 times/19 times
15 times
＊4
＊5
＊6
＊7
160 Company 150 Company/364 Company 10 Company
40 times
30 times/32 times
30 times
●
Governance
●
Social
Human rights education activities
Environmental
●
●
CSR
●
●
Number of environmental and social
contribution activities
Number of employees participating as
volunteers
258 people
PPromotion of community
contribution activities
Expansion of employee volunteers
●
Business Overview
CCustomer satisfaction surveys (Civil
Engineering)
Customer satisfaction surveys (Building
Construction)
Number of patent applications filed
Number of patents right
Number of media announcements
regarding technical development and
application projects
Management Strategy
Contribution to realizing a low carbon society
Promotion of energy efficiency
Promotion of 3R activities
Promotion of green procurement
Proper management of construction waste
Providing environmentally friendly
Technologies
Outline
Until 2013, Rate of recycling of construction waste . From 2014, change to Decrease construction waste final disposal rate
Until 2013, Numbers taking leave for childcare. From 2014, change to rate of returning to work from childcare leave(female)
Until 2012,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
Until 2014, the coverage of the survey is Taisei corporation(domestic). From 2015, the coverage of the survey is Overseas Business offices.
46
Group Company KPIs
(CSR Items and Main Tasks and Target)
TAISEI ROTEC CORPORATION
ISO26000
Main KPIs
1. Environment
・Proper control of construction waste
・Number of times training for prevention of industrial
waste accidents was implemented
2. Consumer Issues
・Ensuring quality and Customer satisfaction
・Ratio of achievement of target score in construction
evaluation (number achieved / total number)
4. Human Rights and Labor Practices
・Supporting the balance between work and life
・Rate of taking refreshment leave
5. Labor Practices
・Thoroughgoing occupational health and safety
Management
・Frequency rate
・Improvement in compliance awareness
・Percentage attendance at compliance training
Ｅ
Main items to be undertaken
Ｓ
Ｇ
Taisei-Yuraku Real Estate Co., Ltd.
ISO26000
Main KPIs
1. Environment
・Providing environmentally friendly technologies
・Initiatives for business continuity planning (BCP)
・Rate of participation in training for large scale
disasters
・Measures to prevent information leakage
・Rate of implementation of iInformation security measures
Main KPIs
・Promotion of 3R activities
・Rate of recycling of construction waste
・Proper management of construction waste
・Rate of adoption of Electronic Manifest
2. Consumer Issues
・Rate of return of customer questionnaires
5. Labor Practices
・Thoroughgoing occupational health and safety
Management
Ｅ
・Rate of reduction of electrical power usage (office)*
・Number of projects proposing improvement in
energy efficiency at customers facilities
Ｇ
ISO26000
Ｅ
1. Environment
Ｓ
・Number of fatal accidents
・Frequency of occurrence
ISO26000
Ｅ
Ｓ
Main KPIs
・Comprehensive environmental activities
・Rate of attendance at environment related education
・Providing environmentally friendly technologies
・Percentage of energy efficiency proposals to customers
・Rate of return to work from mental health leave
・Rate of attendance at compliance training
・Measures to prevent information leakage
・Rate of attendance at information security education
1. Environment
Ｇ
TAISEI HOUSING CORPORATION
ISO26000
1. Environment
・Proper management of construction waste
Main KPIs
Ｅ
・Rate of adoption of electronic manifest
・Customer satisfaction surveys
Ｓ
Ｇ
2. Consumer Issues
・Rate of mixed waste in construction waste
3. Community Involvement and
Development
・Promotion of community contribution activities
security implemented
・Number participating in social responsibility activities
・Rate of participation in large scale disaster training
・Rate of attendance at compliance training
SEIWA RENEWAL WORKS CO., LTD.
Ｅ
Ｓ
Main KPIs
1. Environment
2. Consumer Issues
・Development and providing technologies to
solve social problem
・Number of technical proposals submitted
・Numbers taking nursing leave and caregiving leave
5. Labor Practices
・Thoroughgoing occupational health and safety management
・Number of labor accidents
・Rate of participation in training for large scale
disasters
Ｇ
ISO26000
* Implementation of review of FY 2014 target for percentage reduction in electrical power usage associated with the change in the reference year to 2013, and expansion
of the scope of accounting to the whole company
47
Definition
FY2012 results FY2013 results FY2014 targets／results FY2015 targets
ー
ー
ー/ー
9 times
・Ratio of projects achieving the target score in evaluation of contract construction
works for Central Government such as MLIT and NEXCO, etc. The target is 80 points
28.0%
34.0%
50.0%/43.0%
50.0%
・Rate of taking refreshment leave among those continuously employed for 15 years
53.2%
100%/23.5%
100%
0.6
0.8
0.6/0.5
0.6 or below
・Percentage attendance at compliance training held for officers and employees
100%
100%
100%/100%
100%
Definition
・Reduction rate for power consumption in offices (scope of aggregation: the
whole company) compared with to the base year (fiscal 2013)
・Number of energy saving improvements proposals suggested to customers in
facilities management
・Rate of encryption of USB memories
Definition
11%
13%
0.5%＊/8.4%
1.0%
20 cases
25 cases
22 cases/47 cases
24 cases
99.3%
100%
100%/100%
100%
ー
ー
100%/100%
100%
97%
98%
98%/96.8%
98%
・Rate of adoption of electronic manifest penetration = (number of electronic
manifests issued/number of manifests issued) × 100
92%
93%
94%/99.4%
98%
・Rate of return of customer satisfaction surveys carried out on completion of new
construction of housing complexes and major renovation of condominiums
50%
82%
75%/81%
75%
0 cases
0 cases
0 cases/0 cases
0 cases
0.00
0.84
0.70 or below/0.00
0.70 or below
・Number of work-related accidents in which a death occurred
・The rate of occurrence of deaths or injuries due to work-related accidents per 1
million actual working hours (lost time accidents of 1 day or more)
90%
74%
100%/87%
100%
・Percentage achieved relative to a target of 50,000 GJ per year energy efficiency
proposals to customers
100%
100%
100%/98.7%
100%
・Percentage returning to the company in accordance with the company's return
to work program
100%
100%
100%/100%
100%
・Rate of participation in compliance training (small-group training and group
training) and e-learning provided to executives and employees
100%
100%
100%/100%
100%
・Percentage attending information security familiarization by e-learning held for
officers and employees
99.8%
99.3%
100%/99.7%
100%
Definition
99.3%
99.5%/99.2%
99.5%
・Rate of mixed waste in construction waste = (construction site mixed waste /
construction site waste) x 100
18.4%
12.6%
12.0%/10.8%
10.5%
・Customer questionnaire evaluation rate from questionnaires given to customer at
the time of building handover
97%
95%
100%/95%
100%
・Number of employees participating in volunteer activities for the local community
(creating a lively village / Shinjuku Greening Master Strategy)
14 people
15 people
20 people/20 people
20 people
・Percentage of employees participating in large scale disaster training (including
the number participating in training using the safety confirmation system)
100%
100%
100%/100%
100%
・Rate of attendance at compliance training (e-learning) held for officers and employees
100%
100%
100%/100%
100%
・Number of technical proposals submitted to customers
3 cases
8 cases
ー /11 cases
16 cases
・Number of persons taking nursing leave and caregiving leave that is available for
all employees
1 people
1 people
ー /2 people
3 people
・An indicator that expresses the frequency of occurrence of accidents that require
four or more days off work.
2 cases
4 cases
0 cases/1 cases
0 cases
100%
100%
100%/100%
100%
・Rate of participation in safety confirmation training during major disaster
response training
99.6%
Governance
・Rate of adoption of electronic manifest = (number of electronic manifests issued /
number of manifests issued)
Definition
Social
・Rate of participation in environment-related education provided to all employees
at the head office and branches
Environmental
Definition
CSR
・Rate of recycling of construction waste (excluding sludge) = [(Amount generated
‒ Amount for final disposal) / Amount generated] × 100
Business Overview
・Percentage of employees participating in large scale disaster countermeasure training
(including the number participating in training using the safety confirmation system)
Management Strategy
44.4%
・The rate of occurrence of deaths or injuries due to work-related accidents per 1
million actual working hours. An index that represents the frequency of
occurrence of lost time accidents of 4 days or more
Outline
・Number of times education regarding industrial waste processing was held for
operational departments.
48
Environmental
Environmental
Environmental Management Activities
The Taisei Corporation group endeavors to conserve and create the environment through our core business of the
construction industry, and we implement environmental management activities in order to promote pioneering
environmental projects.
□ Environmental Policies and Promotion Organization
Environmental Policies ＊１
With the group ideal of To create a vibrant environment
for all members of society, TAISEI, through its construction
activities, strives for the development of quality social
infrastructure and the improvement of the living
environment in harmony with Nature. As environmental
problems worldwide increase, TAISEI s business activities
are necessarily a part of the burden on the environment.
With these environmental management principles as a
guide, and working for an environmentally sensitive
society, TAISEI and its group companies strive for
Environmental Protection and Innovation, and promote
Pioneering Environmental Projects in all corporate
activities.
Based on the TAISEI Group Ideal To create a vibrant
environment for all members of society, and in order to
remain an organization that learns from and cares for
nature, TAISEI proclaims the following action policy.
Action Guidelines
４. Cooperate with business associates, including specialty subcontractors, in pursuing biodiversity preservation.
１. We shall prevent environmental pollution through compliance
with environmental laws, regulations, and agreements and,
through the effective application of our Environmental
Management System (EMS), expand and continually improve
environmental conservation activities.
２. We shall develop environmental technologies that contribute
to the realization of a low-carbon society, the conservation of
biological diversity, and the formation of a recycling-based
society, and use these technologies to benefit our clients and
resolve environmental problems.
３. During both planning and design phases, we shall give proper
consideration to global and regional environments, and
propose to our clients the creation of facilities that
harmoniously coexist with the natural environment, conserve
energy and resources throughout their life-cycle, and reduce
CO2 emissions.
４. During construction, we shall reduce CO2 emissions, give proper
consideration to biological diversity, and promote the efficient
use of resources, thereby reducing the burden on the
environment. In cooperation with specialty contractors and
business partners, we shall promote the 3R of construction
byproducts (Reduce, Reuse, Recycle), along with other
environmental conservation activities.
５. We shall communicate effectively with local communities, and
as a worthy corporate citizen, contribute to the conservation of
regional environments.
６. We shall proactively cooperate with other nations and NGO/
NPO's in creating and protecting the environment.
*1
*2
*3
*4
*5
49
Declaration of TAISEI on Biodiversity Preservation ＊ 2
１. Analyze the risks the Company s construction activities pose to
biological resources and the ecosystem, utilize environmental
management systems, and minimize the impact of those risks
to the maximum extent possible.
２. Develop environmental technologies to preserve and re-create
biodiversity, and utilize those technologies with clients to
sustain ecological services.
３. Perform urban development and facilities design that coexists
in harmony with nature, and aggressively submit proposals
that serve to preserve and increase biodiversity.
５. Promote communication with local communities, cooperate
with domestic/overseas NGO/NPO's engage in proactive
biodiversity conservation activities, and disclose the
accomplishments of those activities.
FY 2015 Environmental Management Promotion System
Organization Chart
President
Administration Meeting
Management group
Meeting
Energy Efficiency Promotion Committee, Biodiversity WG
Global Warming WG, Resource Recycling WG
Central Safety Committee＊3
Specific environmental
representative
(General manager of Environmental
Division: CCMO*4)
Taisei Corporation Group Environmental
Promotion Conference
7 main group companies
Companywide EMS
Administration Bureau
Headquarters (10 divisions, 1 Center)
General manager of
divisions and Center
Division Environmental
Committees＊5
Division Environmental
Manager
Division EMS
Branch Offices (13 branch offices)
Branch manager
Branch Office
Environmental Committees
Branch Office
Environmental Manager
Issued in 1996 by the name of CEO.
Issued in 2010 by the name of CEO.
Central Safety Committee: Since 2012, environmental incidents are investigated and discussed by the Central Safety Committee.
CCMO: Chief Carbon Management Officer
Division Environmental Committee: Established in some divisions
Internal environmental
audit team
18 teams
Branch Office EMS
GRI
G4-2, EC2
Outline
□ Environmental Risks and Opportunities
Realizing a Low Carbon Society
Realizing a Recycling oriented Society
Realizing a Nature Co-existing Society
Taisei Agenda (annual environmental management targets)
Reduction in the final disposal percentage of
construction waste
● Increase in the green procurement
percentage
● Proper management of construction waste
and harmful chemical substances
●
●
Conservation of the natural environment
and implementation of training
●
Proposal and development of
biodiversity related technologies
Long life design
● Resource efficient structural / construction
methods
● Zero emissions (waste 3R)
●
➡ P.59-60
environment friendly planning
and proposals
● Biodiversity offsets
● Natural
Env
En
Environmental
viron
ronme
nm nta
nmen
al
Environmental related technologies and initiatives
Next generation low carbon
technologies and construction methods
● CO2 Zero Action
●
➡ P.51
CSR
in predicted emissions during
the building operation stage
● Reduction in CO2 emissions / basic units
during the construction stage
● Reduction in energy of the office sector
Business Overview
Environmental risks
High temperatures / insufficient water / concentrated heavy rain / large scale disasters / environmental pollution / loss of natural resources
/ rapid increase in cost of building materials and equipment / urbanization / deterioration in labor and living environment / environmental
laws, regulations, and taxes / changing demand for buildings and infrastructure / evaluation by society
● Reduction
Management Strategy
As a socially responsible company engaged in forming social capital, Taisei Corporation has adopted high targets for
initiatives that will lead to the creation of various sustainable business opportunities in connection with serious global
scale environmental problems.
Creation of sustainable business opportunities
Social
＜ Medium & long term target ＞
●
Reduction in CO2 emissions in the
construction stage compared with 1990
50%
●
Reduction in predicted CO2 emissions in
the building operation stage compared
with 1990 (and aim for popularization of
urban-style energy creation buildings as
top runner architecture) Aim for 80%
●
Aim for final disposal rate of construction
waste of 3% or less
●
Use and expansion of biodiversity
evaluation methods
●
Aim for a recycling index for construction
by-products of 80 or more
● Participation in
●
Aim for final disposal rate of construction
waste of 0
●
●
Aim for a recycling index for construction
by-products of 100
● Aim
and promotion of
biodiversity offsets
Aim for development of social
infrastructure that co-exists with nature
for realizing society that increases
biodiversity
Reduction in CO2 emissions in the
construction stage compared with 1990
Aim for 80%
●
●
Governance
Reduction in predicted CO2 emissions in
the building operation stage compared
with 1990 (and popularization of urbanstyle ZEBs as top runner architecture) 40%
50
Environmental
GRI
EN5, EN29
Environmental
□ Taisei Agenda 2015
We have set the following environmental management targets for fiscal 2015 in line with our Group Action Guideline, Environmental
Policies and Medium-term Business Plan.
Objectives
1. Prevent global
warming
Targets for Fiscal 2015
Reduce CO2 emissions at the operation stage of <Decrease more than 35% compared with
buildings★
fiscal 1990 level>
KPI
Reduce CO2 e emissions at the construction
stage on building construction sites and civil
engineering sites★
<Decrease more than 42% compared with
fiscal 1990 level>
fiscal 1990 level(Intensity) >
KPI
Promote reduction in energy consumption
rate in offices
fiscal 2010 level(Intensity) >
Decrease construction waste final disposal rate★ <Final disposal rate: Less than 4.7%>
2. Effectively
utilizeresources
3. Preserve
biodiversity
4. Reduce
environmental risks
Reduce mixed waste weight rate of new
building construction projects
<Not more than 25%>
Reduce the decrease index of construction
waste processing amount in intensity, for civil
engineering construction projects
<Less than 1.0>
Increase green procurement rate★
<Green procurement index: Over 30%>
Support and practice activities & trainings to
preserve natural environment★
< Headquarter over 6 / Branch minimum 1,
activities & trainings >
Develop and promote biodiversity
technologies
<Over 30 promotions>
Promote biodiversity offsets initiative
<more than 3 promotions>
<Rate: Over 85%>
5. Promote
development of
technologies
Promoting media presentations on research,
development and promotion of environmental <Over 20 media presentations>
technologies
6. Promote excellent
environmental
activities in many
fields
Putting eco-model projects in practice★
KPI
KPI
<Conduct more than 26 projects>
Execute environmental management in
construction sites, along "Operation manual
for prioritized environmental issues
★
KPI
Manage construction waste, polluted soils,
industrial wastewater, harmful and/or chemical <Non-occurrence of environmental accidents>
substances appropriately
Improve electronic manifest diffusion rate★
51
KPI
Targets certified as the Eco-First Commitments to Japan s Minister of the Environment
ISO
6.5.5
GRI
EN15, EN16, EN17, EN18,
EN19, EN27
Outline
TOPICS
Response to Climate Change, and Information Disclosure
Management Strategy
In 2006 Taisei Corporation started responding to the CDP Climate change program
questionnaire, and for five consecutive years since 2010, we have been selected as a
disclosure leading company. In FY 2014 we were selected as a Climate Disclosure
Leadership Index (CDLI) company and a Climate Performance Leadership Index (CPLI)
company. Fifteen Japanese companies were selected for both CDLI and CPLI, of which
only one was in the general construction business.
Measurement of CO2 emissions in overseas works was started from FY 2012, and in FY 2014
about 20,000 tons of CO2 emissions was confirmed for civil engineering construction carried out in Sri Lanka. The
company has also started a carbon pricing initiative towards realization of a low carbon society.
Prediction of CO2 Emissions in the Building Operation
Stage and Reduction Percentage
CO2 emissions ■Calculated value based on 1990 criterion
(103t-CO2)
■Predicted CO2 emissions
100
47
80
23
25
2010
40
29
21
2011
2012
32
2013
25
10
2011
186
300
195
2014 （FY）
5
43.6
37.5
2013
2014
Target value
35.0
2012
104
81
100
108
97
88
92
0
118
134
70
150
67
65
25
26
124
163
73
67
17
18
300
2010
2011
2012
2013
2014
2015 （FY）
Social
■Scope1
■Scope2
■Scope3
22
Emissions by scope*
CO2 Emissions in the Construction Stage
CO2 emissions
(103 t-CO2)
Contribution to realizing Low Carbon Society
Building
Total
108.15
87.32
195.47
52.8
60.9
56.8
Reduction Rate of Predicted CO2 Emissions
in the Building Operation Stage
Reduction Rate of CO2 Emissions
in The Construction Stage
56.8%
37.5%
※ Above KPIs is FY2014 Result (Target ➡ P.45)
total values may not be consistent with the total values due to rounding of data.
assured values (independent assurance report on p.62) are indicated with the
Civil engineering
Governance
CO2 emission reduction
percentage (%)
The company implements environmentally friendly design utilizing CO2 emissions
data, to reduce the predicted CO2 emissions during the building operation stage. We
are also engaged in the development of advanced environmental technologies, such
as urban-style ZEBs, etc. (Special Feature ➡ p.17)
Intensity targets (emissions per construction turnover) have also been set for the
quantity of CO2 emissions during the construction stage, and all domestic construction
sites endeavor to reduce the environmental impact through CO2 Zero Action activities.
● Third-party
200
196
2015 （FY）
Taisei Corporation is endeavoring to determine the
broader Scope3, calculated using industry organization
criteria* and GHG protocol criteria.
For FY 2014 we were able to calculate for the 10
categories related to our business activities out of the
total of 15 categories, for which the quantity of emissions
was about 17 million t-CO2. For our company the
quantity of emissions was greatest for CAT. 11 (use of
sold products), and energy efficient and low carbon
technologies during planning and design of buildings is
an essential factor.
● Calculated
143
0
■ Scope3
KPIs
15
103
Target value
263
209
13
16
108
108
60
216
119
150
35.3
250
228
Env
En
Environmental
viron
ronme
nm nta
nmen
al
2010
40
229
206
6
20
37.5
236
0
0
274 Target value
247
252
20
● Predicted CO2 Reduction Percentage
（%）
36.2
453
40
30
46
37
38
20
50
CSR
40
40
Emissions per unit floor area ●
(kg-CO2 /year.m2)
38
60
60
0
41
CO2 Emissions
■CO2 emissions ■Construction Site (building)
Emissions per unit floor area ●
(103t-CO2)
■Construction Site (civil engineering) ■Office
(kg-CO2 /mil. yen)
1990 criterion
Emissions by site
Construction stage Emissions Construction Stage
Emissions Intensity
300
Business Overview
Response to Global Warming
mark.
＊ In accordance with the calculation method set by the Japan Federation of Construction Contractors
52
Environmental
ISO
6.5.4
GRI
EN2, EN23, EN28
Environmental
Effective Utilization of Resources
Emissions and recycling rate by construction waste category
Civil
engineering
Construction waste
Unit: 103t
Building construction
New construction
Demolition
265
481
Subtotal
746
Recycling rate
Concrete remnants
214
Asphalt and concrete remnants
Construction site sludge
80
396
30
417
Mixed waste
40
39
7
46
86
55.4%
Wood scrap
31
9
9
18
48
97.9%
Metal scrap
Miscellaneous
63
47
29
76
54
39
83
114
147
161
99.9%
58.4%
872
865
619
1,484
2,355
Total
Quantity of construction waste
( ) is the quantity excluding polluted mud and waste not originating from the company
（103t）
3,000
2,500
2,695
（1,709）
2,355
2,236
35
（1,522）
797 （25）（1,489）
43
17
636 （24）
666 （14）（270）
（250）
（227）
1,633
（1,117）
498 19
（201）（13）
2,000
1,228
（828）
15
334
（9）
（89）
1,116
879
（903）
（730）
1,500
1,000
500
0
2010
2011
1,554
（1,281）
2012
1,863
（1,414）
2013
Contracted
disposal amount
1,270
Amount generated
1,489
Construction waste treatment breakdown
Sale of valuable materials,wide-area
certification, on-site use, etc. 219
KPIs
Recycling facility
996
Intermediate
treatment
amount
250
19
11
49
428
Resource
recovery
amount
1,215
Intermediate
treatment residue 47
Recycled steel material
High strength concrete
Cast-in formwork
Equipment items 69%
2014 （FY）
（103t）
Recycled
amount
1,418
Final disposal
amount
71
Promotion of 3R Activities and Green Procurement
ー
Architectural items 23%
Breakdown of
specified
items in the
design stage
Ceramic tiles
Thermal insulation
sashes and doors
Environmentally
friendly thermal
insulation material,
etc.
● 3R：Reduce/Reuse/Recycle
Final Disposal
Rate of
Construction Waste
4.8%
99.0%
ー
Every year the green procurement items are reviewed
based on the Green Procurement Guidelines with the
objective of adopting materials and equipment and
applying construction methods with low environmental
impact during the design of structures. In FY 2014 the
number of items was 83.
In FY 2014, 7.9 items were adopted per building designed
project. Equipment like energy saving lighting fixtures
and sanitary wares were adopted per building accounted
for nearly 70%.
Construction waste final disposal percentage / green procurement percentage
In FY 2014, the final disposal rate of construction waste excluding polluted mud and
waste not originating from the company was 4.8%. (From FY 2014, the notation has been
changed from the recycling percentage)
Also, the green procurement percentage calculated from procurement data was 36.1%,
as a result of operation of the Green Procurement Guidelines .
(Refer to Material Flow (➡ P. 57) for the quantities of the main green procurement
building materials)
● Calculated
99.6%
129
824
Structural items 8%
Water-saving toilet bowl
Automatic water faucets
LED lighting fixtures, etc.
1,676
（1,215）
Recycling 203
Direct final disposal amount 24
● Third-party
960
Adoption of green procurement items
■Quantity recycled ■Quantity of intermediate processing ■Quantity of direct final disposal
53
Total
mark.
ISO
6.5.6
GRI
EN13
Outline
TOPICS
Activities through Industrial Organizations
Management Strategy
Taisei Corporation is undertaking conservation of biodiversity
through KNCF/Keidanren Committee on Natural Conservation.
We made a presentation on the company s initiatives
regarding Sapporo Dome and animal pathways at a side
event to the 12th meeting of the Conference of the Parties to
the Convention on Biological Diversity held in October 2014
in Pyeongchang, Republic of Korea. Also, we are engaged in
planting activities on the Tsunami Memorial Park
NAKANOHAMA in Miyako City, Iwate Prefecture.
Towards a richer natural environment
■ Ecological Planning
Learning and Participating
■ Environmental Education
Env
En
Environmental
viron
ronme
nm nta
nmen
al
Social
Governance
Partnership Project
CSR
For construction planning taking biodiversity into
In FY 2014 Taisei Corporation published the environmental
consideration for richer technology-nature, it is important
education pamphlet TAISEI MEGANE (glasses) for children
to study the environmental characteristics of the region
on the theme Awareness . The company s environmental
under consideration, and to set the planning policy utilizing
initiatives are summarized in an easy to understand manner
its potential. Ecological Planning is a technology for
in picture book format.
planning and implementation of the creation of the ideal
In addition, we are engaged in cultivating ESD* and
environment for that locality, from analysis of the four
environmental human resources through implementation
viewpoints of water, greenery, wind, and people, and three
of e-learning on natural resources for all employees,
scales of broad, medium, and narrow for the proposed
through experiencing the link between nature and
location of the facility.
humanity by the participation of group company
As a result of more than 10 years of monitoring at Sapporo
employees and their families in activities such as Tokyo
Dome, which was designed based on Ecological Planning ,
Greenship Action, volunteers for making dormouse nest
it was found that there was an increase in the number of
boxes (➡P.67), etc.
species of birds and insects compared with
prior to construction, and there was an
increase in biodiversity. Sapporo Dome
utilizes this result in environmental
education activities for local elementary
school students.
These initiatives were recognized as Sapporo
Taisei Group's
Dome ECOMOTION and Taisei Ecological
Planning as an affiliated project of the Japan
Technologies
Initiatives
Committee on UNDB (UNDB-J) .
In addition, utilizing the knowledge gained
from Sapporo Dome, and other projects, the
Nature Co-existing Society
tablet using tool Ikimono (living creatures)
Concierge was developed for evaluation and
communication regarding biodiversity using a tablet.
■ Environmental Contribution Activities
These technologies will be used in the future for proposing to
Since FY 2010, the company has been carrying out
customers schemes taking biodiversity into consideration.
fundraising activities among the employees through the
Taisei 1 Ton Club . In FY 2014, 179 members participated,
providing support through donations to 8 different
organizations engaged in protection of rare animals and
forests, both within Japan and overseas.
Also, we have been engaged in various environmental
activities such as promotional initiatives to industry groups
and the Eco - First Promotion Counsel, etc., participation in
UNDB-J Approved
Tablet using,
The Green Wave and WaterProject, etc.
Business Overview
"Ikimono Concierge"
＊ＥＳＤ
（Education for Sustainable Development）
54
Environmental
ISO
6.5.3
GRI
EN34
Environmental
Reduction of Environmental Risk
■ Risk Management at Construction sites and Offices
■ Complaints on Construction Sites and Responses Taken
Proportion of site environmental patrol observation items
(FY 2014)
Proportions of complaint types and examples of responses
(FY 2014)
■Education and training, etc.
29％
Waste
Management
47％
■Laws and
regulations,
etc. 56％
Soil Contamination
Countermeasures 4％
Noise/Vibration
Regulation1％
Water Pollution
Control 1％
A total of 1,011 environmental
patrols were implemented on
671 domestic sites throughout
the country
Noise 32％
Traffic
obstruction13％
Vibrations18％
Air Pollution
Control 10％
■Site planning
15％
Others 12％
Water
contamination 3％
Radiowave
interference 3％
Dust 19％
Local regulation
12％
Law for Promotion
of Effective Utilization
of Resources 11%
Construction
Material
Recycling 7％
Prevention of
Health Impairment
due to Asbestos 5％
Types
Response measures (examples)
Noise
In response to complaints regarding noise due to
construction and wastewater pumps, adjustments in
working hours, installation of soundproof sheets, changing
the location of pumps, etc., have been implemented
Dust
In response to complaints regarding dust due to mud on
nearby roads, thorough cleaning of tires, and reduction of
dispersion using water sprinkling vehicles, etc., have been
implemented
Others 1％
Site Environmental Patrols are implemented to survey
compliance with environmental laws and regulations on
construction sites throughout the company. Corrective actions
and preventative measures are taken in response to
observations, in order to achieve continuous improvement.
We also work to raise awareness of proper management of
harmful chemicals such as asbestos and PCBs, etc., and to
achieve appropriate processing and proper management of
contaminated soil, etc.
In response to complaints regarding vibrations in nearby
houses due to movements of heavy equipment, controls
Vibrations having placed on the speed of movement on site, and
steel plates have been laid on the locations where the
vehicles move
It is desirable to improve the poor visibility at corners due
Traffic
to temporary enclosures, and this has been dealt with by
obstruction
further increasing the corner cutoff.
Radiowave
interference
When there are reports of poor television reception or
radiowave interference, countermeasures against
radiowave interference are implemented
Muddy water is washed downstream by the rise in river
water levels due to heavy rain. This is dealt with by
Water
contamination installing wastewater pumps within the rivers, and
processing the muddy water
KPIs
Proper Management of Construction Waste
Taisei is promoting the use of the electronic manifest (waste transmittal forms) in
cooperation with waste processing companies, collection and transport companies, and
waste disposal companies, in order to achieve proper processing of construction waste.
As a result, in cities its use is virtually 100%, but there are some sites where the electronic
manifest system cannot be introduced due to conditions of the construction site or the
customer, or the scale of the companies. Introduction of the electronic manifest results in
reliable management and reduction in labor, so we continue to make efforts to increase
this percentage.
● Calculated
55
Rate of Using
Electronic Manifest
at Construction Sites
91.6%
Outline
Promotion of Technical Development
on the local ecosystem, and care for the environment. In March
2015 the method obtained the Certificate of Technological
Evaluation from the Japan Society of Civil Engineers.
Business Overview
CSR
T-Root®Conceptual Diagram
Social
Governance
KPIs
friendly urban planning, development of environmental
infrastructure, etc., to further restoration and recovery.
In the Tohoku region, we are supporting recovery through the
Taisei 1 Ton Club , and as a participating member of the
Keidanren Committee on Nature Conservation. We are also
cooperating with local forestry cooperatives, investigating the
effective use of domestic timber resources, utilization of forestry
carbon credits, etc.
Env
En
Environmental
viron
ronme
nm nta
nmen
al
Response to Restoration and Recovery from The Great East
Japan Earthquake
Four years have now past since the occurrence of this
earthquake, and we still continue to be engaged in restoration
and recovery of the areas affected by the disaster.
In connection with decontamination technologies, we are
developing environmentally friendly soil decontamination
technology, ensuring the safety of the workers engaged in
related construction, and implementing thorough patrols. Also,
we are making various proposals regarding environmentally
Management Strategy
As environmental problems become more serious year-by-year
and environmental risks increase, Taisei has taken this as an
opportunity to create new businesses, and is promoting
environmentally friendly technological development. The
development fields are diverse, such as low carbon, resource
recycling, natural symbiosis, etc.
T-Root® is a simple raking steel pipe-pile foundation
construction method for solar panel racks and small-scale
structures, derived by biomimetics (bio-mimicry) obtained by
imagining the roots of trees. The method enables stable quality
foundations to be installed in a short period of time on various
site conditions without the use of excavation or concrete, and
also enables removal and restoration of the original condition to
be easily carried out. Therefore in addition to the economic
effects such as reduction in the construction time and reduction
in cost, CO2 emissions are reduced through construction that
does not require heavy equipment, that enables effective
utilization of resources, reduction in the environmental impact
Providing Environmentally Friendly Technologies
＊ P. 59-60 shows a list of "Environment related Technologies and Initiatives"
41Projects
In FY 2014, there were 41 press releases regarding research and development of
environmental technologies and their application to projects.
Of these, the largest number was 16 in connection with zero energy buildings (ZEB) and smart
community related technologies in the field of energy efficiency and response to global
warming. This was followed by 9 relating to decontamination and disaster related
technologies, and other announcements were in connection with the development of
materials that lead to low carbon emissions and effective utilization of resources, reduction of
environmental risk, systems relating to the field of natural symbiosis, etc.These technologies
that reduce the environmental load have received many favorable external evaluations.
Number of Media
Announcements
Regarding
Envrionment Related
Technology
Development
56
Environmental
GRI
EN1, EN3, EN6, EN8, EN15,
EN16, EN17, EN19, EN20,
EN21, EN22, EN23, EN25
Environmental
Taisei Corporation Material Flow
Taisei Corporation together with group companies are working to determine the balance of resources and energy used in
connection with our project activities, in order to increase environmental efficiency and help to construct a recycling
oriented society.
Taisei Corporation Material Flow
INPUT
Total energy used
Construction Site (building)
Construction Site (civil engineering)
Offices
Total fossil fuel (diesel, heavy oil, kerosene)
Diesel
Kerosene
Heavy oil
Total electricity
Offices
City gas (offices)
Units
109MJ
109MJ
109MJ
109MJ
103kℓ
103kℓ
103kℓ
103kℓ
106kWh
106kWh
106kWh
106kWh
103m3
FY 2010
3.52
1.40
1.98
0.15
48
47
1
0.3
170
55
101
14
117
FY 2011
3.96
1.71
2.13
0.12
62
61
1
0.3
161
50
99
12
85
FY 2012
3.55
1.56
1.64
0.35
55
53
0.9
0.9
143
58
56
29
150
FY 2013
3.84
1.41
2.16
0.27
71
70
0.8
0.2
110
37
53
20
140
Total quantity of the main construction
materials
(following 6 items)
103t
5,958
6,742
6,676
7,702
10,472
Ready mixed concrete
Aggregates (gravel, crushed stone, etc.)
Cement
Steel
Timber
Asphalt
103t
103t
103t
103t
103t
103t
5,082
248
193
393
20
22
5,440
461
164
647
26
4
5,200
870
130
440
30
6
6,441
519
102
606
31
4
8,249
1,095
326
765
27
10
(of which the green procurement
quantity)*1
103t
2,079
1,761
2,161
2,701
2,946
4,216
3,079
1,137
27.0
3,122
4,741
3,094
1,647
34.7
3,063
4,407
3,543
864
19.6
1,663
5,640
3,712
1,928
34.2
5,231
5,085
3,219
1,866
36.7
1,383
FY 2010
195
81
108
6
195
108
70
17
811
123
FY 2011
228
104
119
5
228
134
67
26
1,054
158
FY 2012
216
97
103
16
216
118
73
25
921
143
FY 2013
250
92
143
15
250
163
65
22
1,215
182
4
5
3
12
7
1,757
1,228
1,717
1,633
2,753
2,236
2,333
2,695
3,342
2,355
1,213
1,614
2,220
2,660
2,312
15
5
ー
19
4
ー
17
6
ー
35
8
964
43
5
1,839
Total concrete formwork used
Tropical plywood formwork
Alternative formwork
Alternative formwork percentage
Water (consumption)
OUTPUT
Total CO2 emissions
Offices
Total CO2 emissions
Scope1
Scope2
Scope3
NOX
SOX
Quantity of Chlorofluorocarbon and halon
recovered
Construction soil (transported off site)
Construction waste
Quantity recycled and given intermediate
processing
Quantity of direct final disposal
(of which, asbestos quantity disposed)
Water (discharged)
● Calculated
3
2
10 m
103m2
103m2
％
103m3
Units
103t-CO2
103t-CO2
103t-CO2
103t-CO2
103t-CO2
103t-CO2
103t-CO2
103t-CO2
t
t
t
3
10 m
103t
3
103t
103t
103t
103m3
mark.
＊ The quantity used as green procurement products out of the main construction materials
● Third-party
57
FY 201４
3.26
1.34
1.67
0.25
55
54
0.7
0.1
115
40
56
19
103
FY 201４
209
88
108
13
209
124
67
18
931
139
Outline
TOPICS
Capacity Building with Group Companies
Management Strategy
The factory-prefabricated, precast concrete (PC) used in the housing construction of Taisei
U-Lec Co., Ltd. and Taisei Housing Corporation have excellent environmental performance,
such as reduced noise and vibration and dust compared with the conventional construction
methods of concrete structures, reduced labor and vehicle requirements, shorter
construction periods (reduction in CO2 emissions) due to the factory production, and
reduced quantity of timber formwork and waste (effective utilization of resources). In
addition, the fire resistance, seismic resistance, and durability of concrete contributes to
fireproofing of urban areas with a high density of wooden houses, thereby contributing to
disaster resistant urban development, so this is an initiative of the group as a whole.
Material Flow for Group Companies
FY 2011
1.76
0.30
1.33
0.15
29
17
9
3
1
44
1
35
8
3,190
150
100
FY 2012
1.74
0.28
1.30
0.16
30
17
8
2
3
45
1
35
9
2,853
133
105
FY 2013
1.90
0.32
1.43
0.16
33
19
9
3
2
48
1
38
10
3,181
255
138
FY 201４
1.91
0.42
1.33
0.16
35
16
15
3
2
46
1
36
9
2,592
92
137
OUTPUT
Total CO2 emissions
Sites (construction sites)
Factories
Offices
NOX
SOX
Units
103t-CO2
103t-CO2
103t-CO2
103t-CO2
t
t
FY 2010
99
17
74
8
ー
ー
FY 2011
107
20
78
8
ー
ー
FY 2012
107
18
81
8
ー
ー
FY 2013
121
22
90
10
259
153
FY 201４
125
29
85
10
327
148
ー
ー
ー
2
1
354
338
16
ー
437
423
14
ー
278
267
11
ー
397
389
8
75
321
312
9
136
Quantity of Chlorofluorocarbon and halon
recovered
t
3
Total industrial waste emissions
Quantity recycled
Final disposal quantity
Water (quantity discharged)
10 t
103t
103t
103m3
■Main Group
Companies
125
（units:103ｔ）
Site
21
■Taisei Corporation
209
● Calculated
● Third-party
Factory
84
Other
6 main
group
companies
12
Office 8
Whole Group
333
Taisei
Rotec
113
The method of determining environmental data such as the
quantity of energy consumed and the quantity of CO2 emissions
for the 7 main companies participating in the Taisei Corporation
Group Environmental Promotion Conference has been
standardized and produced in a manual, for sharing and use in
initiatives for reducing environmental impact. Data has been
calculated based on the new FY 2014 manual. Taisei Rotec
Corporation produces composite materials used in roads, so
their CO2 emissions are highest of all the 7 main group
companies. Taisei Corporation and Taisei Rotec Corporation
together account for more than 90% of the CO2 emissions of the
group as a whole. Third party verification of the Taisei Group CO2
emissions has been carried out for Taisei Corporation and Taisei
Rotec Corporation.
Governance
CO2 Emissions of Taisei Corporation Group (FY 2014)
Social
FY 2010
1.65
0.26
1.23
0.16
28
15
8
3
2
46
1
35
10
2,590
145
200
Env
En
Environmental
viron
ronme
nm nta
nmen
al
Units
109ＭJ
109ＭJ
109ＭJ
109ＭJ
103kℓ
103kℓ
103kℓ
103kℓ
103kℓ
106kWh
106kWh
106kWh
106kWh
103m3
t
103m3
CSR
INPUT
Total energy use
Factories
Offices
Total fossil fuel use
Heavy oil
Diesel
Kerosene
Gasoline
Total electricity use
Factories
Offices
City gas
LPG
Water (consumption)
Business Overview
Material Flow for Group Companies
mark.
58
Environmental
Environmental
■ Environment Related Technologies and Initiatives
Planning and Design
Prevention of Global Warming
● Design
energy-saving architectural structures
Super-Eco buildings
T-Façade Air
Urban-type ZEB
T-SEEK
Eco-Sheet CASBEE*1
Carbon Navigator
● Air conditioning and lighting equipment
T-Zone Saver
T-Breeze Floor System
T-PersonalⅡ
T-Soleil, T-Soleil 100
North Country Air Conditioning
Light inducing equipment
Site installing pile using geothermal air conditioning
Duct-capping air conditioning system
Original TAISEI LED lighting
Office radiation heat using air conditioning
Organic EL Task Lighting
Natural air ventilation system
● Smart community related technology
Smart thermal/electrical storage system
DC Powered Office
Application of renewal energy
● Miscellaneous
CO2 underground sequestration simulation, CO2 underground
sequestration related facilities
BIM and VR / CIM*2 coupled functionality
Wide area landscape evaluating system
Prediction system for strong wind steram among high buildings
Electrification Floor
● Zero emissions plans
Eco-Sheet CASBEE*1
● Long-life design (develop materials, construction methods)
T-RESPO construction method
TASMO
T-Grid、T.G-WALL、T.T-WALL
TASS-floor（3D）
T-RESQF
TASS unit
T-Feels
TAS-Fine
Automatic warehouse rack seismic vibration control system
U.F.C
Ultra high-strength concrete construction planning technology
● Resource-saving
Eco-friendly concrete
Corrugated air duct
T-POP construction method
CFT construction method
TAS-Clean
Data Center with External air conditioning system
T-Flexible Clean room、T-Smart Clean room
● Ecological Planning
● Landscape design
● Eco-system conservation, Environmentally co-existing planning
● Urban forest developing technology
● Mitigation, biotope
● Wetland environment impact assessment
● Nature-friendly greening, green space ecology planning
● Wetland environment restoration
● Natural environment conservation and disaster mitigation design
method using GIS*3
● Water purification using high-density oxygen water
4
● IKIMONO-Concierge (Simplified biodiversity assessment tool)*
● Environmental Assessment
● T-Diff
● T-Heats
● Tsounds, Tsounds-Floor
● TWinds-Ⅱ
● Low-carbon city block simulator
● Low-maintenance rooftop greening system using TEPSAM greening
foundation
● TEPSAM Cool Wall
● Closed system disposal site
● Remediation of contaminated soil
● Groundwater remediation
● Healthful housing plans
● Soil remediation double-cap insurance
● Radiation decontamination
● Energy Saving Diagnosis
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
Construction
● Promote
CO2 Zero Action, Eco Model projects
● Carbon Navios
● Application of energy-saving construction methods
Continuous belt conveyor tunnel construction method
Upward shield construction method
Fiber-reinforced ferro concrete segments
Harmonica method
Paving using Visco-Mix
● Improvement of transport methods
Modal shift (surplus soil, industrial waste)
Reduced transport distance
CRM method
Education in fuel-economical driving
● Reduce CO2 by shortening construction periods
Continuous long-distance boring by shield machine
with double bits
● Adopt energy-saving machines and equipment
Electric-powered backhoe, LED lighting, solar power
● Use biodiesel fuel
● T-Root
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
Efficient Use of Resources
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
Reduction of Environmental Risks
●
● Zero
emission construction
Designated worksite with implementation of zero emissions priority
Recycle wood building materials generated by construction
E-DAM
Recycling cutter bits of shield machines
Effective use of soil generated by construction
Reuse of soil generated by construction
Use tree cuttings for mulch, compost, charcoal
Construction method using reduced-slurry soil cement columns in rows
● Resource-saving
Precasting ultra high-strength concrete
Ultra high-strength concrete with 300 N compressive strength
Fc 200N precast column application
nePre
Reuse of existing pilings during building reconstruction
LLNG tank dual PC dike
Green procurement (fly ash concrete, etc.)
PALLOUGE Ȥ Premium（Wall PC Structure with Seismic isolation）
● Rooftop greening, wall greening, rooftop vegetable gardens
● Friendly to raptors and other rare organisms
● Transplant rare plants
● Turbid water treatment system using chitosan flocculant
● Local forest creation
● Bottom sediment purification method
● Mitigation
● Pre-Forest
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
●
● Environmentally
Friendly Construction
enclosure greening
● Water retaining pavement technology with water supply functionality
Cool Road, Cera Cool
● Cool Way
● Underground water reservoir construction method
5
● Guidance regarding MSDS*
● Large-diameter curved pipe roof method
● Weeds and vegetation volume reduction
● Automatic noise and vibration monitoring system
● UD-HOMET construction method
● Application of photocatalytic air purifier in underground construction
● ICT-based management technology for dam construction (4D-DIS)
● Unmanned construction equipment system
● Tunnel blasting noise reduction system
● Remediation of contaminated soil, in-situ remediation
Water injection bio-sparging method Biodegradation method
Soil remediation method
Naturally derived heavy metals treatment
● Groundwater remediation
Permeable purifying barrier (Multi-barrier) method
● Temporary
●
●
●
●
●
●
*1 Comprehensive Assessment System for Building Environment Efficiency
*2 BIM: building information model; VR: virtual reality (both 3D technologies); CIM: Construction Information Modeling
*3 Geographic information system *4 Assesses effects of creating a space that considers biodiversity by showing the organisms that may potentially visit.
59
: Taisei-Yuraku Real Estate Co., Ltd.;
: TAISEI U-LEC CO., LTD.;
: TAISEI SETSUBI CO., LTD.;
Operation, Renovation, Demolition
● General
●
●
●
●
●
● Renovation
● Life-extending
●
●
●
● Relocation
●
●
●
● TAISEI
super concrete
construction method
● Reuse demolished concrete as aggregate
● Use tree cuttings for charcoal, compost
● Use dehydrated cake produced after chitosan flocculant treatment for
planting base
● Produce ethanol from rice straw
9
● Business of improving and operating final disposal sites through PFI, DBO*
● Business of restoring final waste disposal sites
● Business of carbonizing and recycling city waste through PFI
● Biogas fermentation of domestic animal waste, garbage, and use for
electric power generation
● Methane fermentation without dilution by water
● T-POP
● Ecosystem
survey following biotope construction
plan based on cluster analysis
● Technology for spraying local wild grasses
● Aquatope
● Aquatic environment restoration
Restoration of tidal flats and Zostera beds
Restoration technology of coral reef
● Placement and promotion of animal pathways on existing roads
● Greening
●
●
● Local
environment assessment system
analysis system
● Forecasting floods from localized severe rainstorms
● Water purification system using photocatalytic air purifier
● Drinking water business
● Soil and groundwater remediation
● Sick house countermeasures
● Robot to remove spray-on asbestos
● On-site asbestos abatement detoxification system
● Indoor air pollution prevention
● In-situ remediation of soil contaminated with benzene / cyanogen
activating microorganisms
● Vibration
friendly demolition planning
system
● Low-noise, low-vibration work method using wire saw
● Laser non-slip work method
● Remediation of contaminated soil, in situ remediation
● Asbestos countermeasures
Robot to remove spray-on asbestos inside elevator shafts
Asbestos removal in subways using specialized wagon
Asbestos leaking monitoring system
● Incinerator demolition system compliant with laws
● Proper storage of PCBs
● TECOREP
●
Governance
● Environmentally
●
Social
and preservation of historic buildings
and develop local culture
● Conservation of cultural assets
● Forest saver project
● Forest restoration
● Research on eco-system
● Eco-system friendly environmental education
● Inherit
●
Env
En
Environmental
viron
ronme
nm nta
nmen
al
repair
Earthquake resistance, base isolation, seismic vibration control
Use of ground flex mole method (flexible boring) for anti-seismic
reinforcement of tank conforming to old law
Embankment structure anti-seismic reinforcement method
Anti-seismic reinforcement by Post-Head-bar
● Pipe refreshing method
● Measures against liquefaction of existing facilities with the groundwater
level lowering method
● Measures against liquefaction of existing facilities with the WinBLADE
method
● Efficient use of concrete debris
●
renewable energy
Mega-Solar power generation system
Tidal current power generation system
Concentrated Solar power generation system
Geothermal utilization system
● Develop liquefied CO2 storage facilities
● CO2 underground sequestration technology
● Heat-recovering solar battery louvers
● Light-modulating ceiling system
● Low-carbon city block and city simulator
● T-Smart Focus
2
● BIM and VR / CIM* coupled functionality
● T-Siteview
● Inter-seasonal ice storage air-conditioning system
● Mole navigator
● Aquarium using artificial seawater
● Vegetable plant
● Breeding water recycling system
● Wind power generation
● Methane hydrate gas leak monitoring
● CO2 underground sequestration (CO2 injection simulation, CO2
transportation)
● Electric power stabilization by electric power storage evaluation system
(NaS battery*8)
● Distributed energy network technology
● Mega-Solar power generation system using the top of final landfill site
●
CSR
demolition
● Conversion
● Use
Business Overview
● Zero-emission
Application of Research and Development Technology
Management Strategy
renovation work
Extending building life, installing information
telecommunications capability, conversion to barrier free
design, conversion to energy-saving design
● Energy-saving renovation work
● Energy management
T-Green BEMS
T-Green Monitor
T-Carbon Conductor
Demand response technology*6
7
● ESCO business*
・
● Recovery and destruction of fluorocarbons
● Recovery of SF6
● Energy-saving renovation work
: TAISEI HOUSING CORPORATION;
: SEIWA RENEWAL WORKS CO., LTD.
Titles in blue are externally awarded technologies
Outline
: TAISEI ROTEC CORPORATION;
*5 Material safety data sheet *6 A system that varies the energy demand to achieve a balance between supply and demand.
*7 Business providing comprehensive services including energy-saving proposals, provision of facilities, maintenance, and management. *8 Sodium-sulfur batteries
*9 A business method similar to the private finance initiative (PFI) in which the public sector takes on fund-raising and contracts design, construction, and operation to the
private sector.
60
Environmental
GRI
EN31
Environmental
Environmental Accounting
Environmental Conservation Cost
Units: million yen
FY 2014
Classification
Investment amount
Details of main initiatives
Total
1. Cost in business areas
（1）Pollution prevention
cost
（2）Global
environmental
conservation cost
（3）Resource recycling
cost
2. Upstream and
downstream costs
ー
10,477
13,098
226
23,801
387
ー
289
68
18
375
△112
●
Cost of recovery of CFC and halon, green
electricity procurement cost
ー
34
0
3
37
△133
●
Waste processing cost on site, resource recycling
cost, asbestos and PCBs recovery and processing cost
ー
10,154
13,030
205
23,388
630
●
Personnel costs and management costs for
environmentally friendly design and engineering
ー
0
0
1,725
1,725
20
●
Personnel cost, education cost, and inspection
cost for EMS, greening around construction sites,
cooperation communities, etc.
ー
9
1
1,056
1,066
25
0
0
1,404
1,404
△93
●
Personnel cost and management cost for
environmental research and development
(includes biodiversity conservation related cost
of 69 mil. yen)
25
0
●
Donation to environmental NGOs, etc.
ー
0
0
10
10
8
●
Soil survey and decontamination cost for real
estate for sale by the company, cost of land
subsidence, and repair of roads and other
neighboring repairs, etc.
ー
11
0
0
11
△3
10,497
13,099
4,420
28,016
343
Total
25
0
Economic Effect Associated with Environmental Conservation Measures
Units: million yen
Economic Effect Associated with Environmental Conservation Measures
Earnings
Economic Effect Associated with Environmental
Conservation Measures (substantial effect)
Economic Effect Associated with Environmental
Conservation Measures (estimated effect)
Environmental research and
development cost ratio
Cost reduction
Recycling of waste produced by the main business activities
●
Reduction in office energy cost due to energy efficiency
●
Reduction in construction site energy cost
●
Reduction in waste processing cost associated with
resource conservation and recycling
20
20.0
19.2
17.2
24.2
20
14.7
10.7
10
0
● Calculated
2012
2013
43
2014 (FY)
5.5
4.1
4.4
4.5
2011
2012
4.1
4
2
0
2010
2011
2012
2013
△ 596
● Sales / CO2 emissions (construction + office)
(million yen / t-CO2)
21.0
14.1
0
2011
△ 3,007
6
10
2010
97
Environmental efficiency
● Direct final disposal quantity / construction amount
(kg/million yen)
30
22.4
1,668
Reduction of environmental impact converted to monetary amount
Environmental impact ratio
30
61
Amount
●
(only derived from Taisei Corporation)
● Environmental R&D cost / total R&D cost
（%）
21.7
Ratio of
previous
year
Total
Cost of temporary works on sites to prevent air
pollution, water contamination, noise, vibration, etc.
4. Research and
development cost
6. Environmental
remediation costs
Offices
●
3. Administration cost
5. Social activity costs
Cost
Ratio of
Civil
Building
previous
engineering
year
2014 (FY)
2010
2013
2014 (FY)
GRI
G4-32, G4-33
Outline
Management Strategy
Business Overview
CSR
Env
En
Environmental
viron
ronme
nm nta
nmen
al
Calculation Standard for Environmental Data and Indices FY 2014
CO2 emissions
Scope classification
Scope 1: CO2 emissions associated with combustion fossil fuels
Scope 2: Indirect CO2 emissions associated with use of electricity, steam, and chilled and hot water
Scope 3: CO2 emissions associated with transport of construction waste off construction sites and the outward and return transport of soil from construction
CO2 emissions
Calculation method
CO2 emission coefficient：Calculated using the emission coefficient in accordance with Act to Rationalize the Use of Diesel, Heavy oil, and
Energy and the Act on Promotion of Global Warming Countermeasures, excluding the fat content from the fuel
consumption of the Japan Construction Mechanization Association. For offices, use the actual emission coefficient
for FY 2013 according to the electrical power company
Electrical power：Calculate using the 2013 emission coefficient on the user end announced by the Federation of Electrical Power
Industries of Japan (before reflecting the Kyoto credit), 0.570 t-CO2/Mwh
City gas：Calculate using the standard calorific value of the gas supply company and the emission coefficient of the Act on
Promotion of Global Warming Countermeasures
NOx and SOx emissions calculation method
Calculation of NOx and SOx originating from diesel, heavy oil, and kerosene
Calculated using the emission coefficient of Architectural Institute of Japan s Guide to Building LCA - Evaluation Tool for Measures
against Global Warming, Resource Consumption, and Waste - Revised Version excluding the fat content from the fuel consumption
of the Japan Construction Mechanization Association.
[Civil engineering, building construction] Calculation
method for energy, fossil fuels (diesel, heavy oil,
kerosene), electrical power, city gas, and water usage
The quantities used in a 2 month period in FY 2014 was sampled at 159 construction sites, and calculated, and the (basic unit) quantity used per unit of
construction turnover was calculated from the calculated value and the construction turnover for the 2 months. The annual emissions were calculated by
multiplying this basic unit by the construction turnover for the year. For civil engineering, this calculation was carried out for each type of construction type.
[Offices] Calculation method for energy, fossil fuels (diesel,
heavy oil, kerosene), electrical power, city gas, and water usage
The annual quantities purchased and used by all offices was summed up for each office in monthly units
[Civil engineering, building construction] Calculation
method for the main construction materials purchased
The quantities of the main construction materials directly purchased for Taisei Corporation individual construction and joint venture
construction for which Taisei Corporation is the representative
[Civil engineering, building construction]
Calculation method for chlorofluorocarbons and halon recovered
Quantity of chlorofluorocarbon and halon processing commissioned by Taisei Corporation
Calculation method for construction soil emissions
Surplus construction soil dispatched from construction sites
Calculation method for construction waste emissions
Construction by-products (waste, valuable resources) emitted at sites of Taisei Corporation individual construction and joint venture
construction for which Taisei Corporation is the representative
[Civil engineering, building construction] Calculation method for
concrete formwork and alternative formwork used
Formwork purchased for sites of Taisei Corporation individual construction and joint venture construction for which Taisei
Corporation is the representative
Prevention of warming
Predicted CO2 emissions in the building operation stage and reduction rate
Calculated using the Energy Efficiency Plan for each of 52 projects each with a total floor area of 300 m² or more and with a
total of about 780,000 m², of Taisei Corporation building construction projects
CO2 emissions in the construction stage and reduction rate
Construction site CO2 emissions and reduction percentage in CO2 emissions compared with FY 1990 In some cases temporary or
special construction that has a major effect on the data continuity has been excluded from the calculation.
Results for adoption of green procurement items
Calculated from the quantities specified by using Eco Sheet CASBEE for buildings designed by Taisei Corporation
Final disposal rate
(final disposal quantity / quantity arising)×100
* Organization covered: Taisei Corporation (within Japan only) * Environmental data covers more than 75% of the value of construction completed by the Taisei Corporation group
* Calculation standard: Calculated based on in-house standards for management of environmental information, complying with Act on the Rational Use of Energy, Act on Promotion of Global
Warming Countermeasures, Waste Disposal and Public Cleansing Act, Fluorocarbons Recovery and Destruction Act, GHG Protocol and The Guide to Building LCA, etc.
* Energy Plan: A plan that summarizes measures for efficient use of energy such as building thermal insulation, air conditioning services, etc., that is required to be submitted when designing
buildings of total floor area of 300 m2 or more in accordance with the Act on the Rational Use of Energy.
Prevention of
warming
Calculation method
Classification into civil engineering (sites), and offices (excluding real estate development projects and other)
Governance
Resource
recycling
Item
Classification by business type
Social
Material flow related
Objective
62
Social
Consumer Issues
Ensuring Quality and Customer Satisfaction
■ Complying with the Management Procedure
■ Quality Assurance System for CS
It is our important mission to provide customers with
high quality construction products and related services.
We are acting based on the Quality Policy which we
established to achieve the mission.
We obtained ISO 9001* certification in 1996 for the first
time in Japan s construction industry. We are operating
quality management system not only for the design and
construction, but also for after-sales service to provide
customers with safety and comfort.
Quality Policy
ISO 9001 quality
management system
We pursue business activities centered around our core strengths
in construction and engineering services under our corporate ideal
of to create a vibrant environment for all members of society. We
aim to contribute to society by developing a safe and comfortable
infrastructure and living environment, and to evolve continuously
Comprehensive
management support
system
Proper system for
managing
subcontractors
as a company.
Our key mission is to provide our clients and society with highquality construction products and related services in an efficient and
stable manner.
To achieve this mission, we will pursue our business activities
according to the following Norms of Conduct.
Norms of Conduct
1. To provide high-quality, high-performance construction
products, we will promote research and development of
advanced technologies that anticipate future social needs.
2. In providing construction products and related services, we will
meet the requirements of our clients while complying with the
relevant contractual terms, laws, regulations, and standards.
3. To maintain and improve the quality and performance of our
construction products on a long-term basis, we will provide
the necessary services throughout the lifecycle of the products.
4. To ensure that the quality of our construction products and
related services is maintained and improved, we will continue
① Enlightenment Activities to
Ensure Quality
In the Basic Policies in the Mediumterm Business Plan (FY 2015-2017),
one of the [Aims] is "To obtain high
customer satisfaction by ensuring
quality and safety". In conjunction
with the quality management
system, TAISEI QUALITY activities
have been implemented since
2009, and these activities are
promoted throughout the Group
for improvement of quality and
productivity.
Poster
to maintain and enhance our quality management system.
KPIs
Thorough Familiarization with Quality
Control Standard and Procedures
Civil Engineering Division held CS interviews with 63 customers and all of them were
satisfied with our performance. These survey in the Building Construction Division in the
future we aim to achieve 100% of questionnaire forms at each of our branches, and carry
out continuous follow-up. Also, to identify future improvements and issues, the details of
the questionnaires will be checked, the causes of items with low evaluation will be
analyzed, and its countermeasures will be reflected in construction follow-up meetings,
etc. We will maintain close communication with our customers to obtain better
understanding, and increase satisfaction.
* ISO 9001: International standard for quality management systems
63
C Ｓ Survey
Civil engineering
100%
71%
Building construction
※Above KPIs is FY2014 Result (Target➡p.45)
ISO
6.7.3, 6.7.4, 6.7.8
GRI
PR1, PR2, PR5
Outline
Quality delivery
Consulting
Understanding customer s
needs
● Various proposals
●
●
●
●
BIM T‒CIM Ⓡ
BIM and T‒CIM are databases in which attribute
data is added to a single three-dimensional model
produced on computer. These have already been
introduced and are used on many of the
company s design-build projects as design
solution.
Building Information Modeling (BIM)
Quality examination meetings
Prior to construction
● Utilization of Field Pad
● Guidance and audits by
third-party
● Special and specific
construction systems, and
interim construction systems
● Technical guidance by those
responsible for education
●
●
BIM services
Building comprehensive
diagnosis and promotion of
comprehensive renewal
seismic resistance
● CS surveys
●
●
●
●
Understanding requirements
Design quality plan, design
verification
● Confirmation of adequacy
Design and construction
Construction plans
Examination of drawings
● Various examination meetings
● Construction management,
inspection during construction
● Construction auditing
● Utilization of CIM in
construction investigations
and quality management
●
Construction Information Modeling (T‒CIM)
CIM is utilized by Civil Engineering Division.
Though 3-dimensional drawings and relative
information CIM contributes practical and
optimum construction plans and improves the
quality of the product. It has already been applied
for some projects.
Governance
Maintenance management
After-sales services
Periodic inspections
● Coping with complaints,
maintenance contracts
BIM enables easy access to various kinds of
building information. It enables work to be more
efficient and more advanced through visualization
of design information, and reflecting various types
of environmental
simulation schemes,
etc. By utilization of
BIM through all stages
from basic design,
detailed design,
construction, and
maintenance, it
enables the strengths
of general
contractors, namely
comprehensive capabilities, to be exhibited at a
higher level, thereby achieving improved
productivity and improved customer satisfaction
in addition to quality.
So
Social
ocia
ial
a
●
Environmental
Utilization of BIM
CAFM
● Design reviews
●
●
CSR
●
Business Overview
Planning, proposals
Energy efficient proposals
BCM
● Support for increasing real
estate evaluation value
● Proposal of and support for
advanced environmental
technologies
Technology, services
Management Strategy
② Quality Management System
64
Social
Consumer Issues
Innovation Management
■ Policy on Research and Development Activities
■Results of Research and Development Activities
We aim to achieve stable and sustainable growth based
on the fundamental policy of "Deep Cultivation of the
Construction Industry, our core business" in the Taisei
Group Medium-term Business Plan (FY 2015-2017), and
based on obtaining high customer satisfaction by
ensuring quality and safety. In the management tasks,
emphasis is placed on strategic initiatives for target
projects, active contribution to enhancement of social
infrastructure, promotion of next generation
technological development, establishment of next
generation business models for target fields, and
strengthening domestic construction business by
technological development.
In implementing this technological development, we
actively promote alliances with various university
research organizations, companies in different industries,
and other companies in the same industry, etc., in order
to enhance the investment efficiency in technological
development based on advanced and diverse technical
needs.
Expenditure on research and development in FY 2014
was ¥11 billion. The following items introduce some
examples of our research and development activities.
We actively pursue protection and utilization of
intellectual property assets such as inventions and
brands associated with our research and development,
based on our intellectual property strategy. The rate of
registration of patent applications is very high and 89%.
We aim to contribute to society through development of
new technologies based on the unity of our business
strategy, our research and development strategy, and our
intellectual property strategy, through technological
support for our construction sites, and through our
utilization of intellectual assets etc.
Trend in Research and Development Expenditure
Research and
development costs
Turnover
KPIs
FY 2012
FY 2013
¥9 billion
¥9.5 billion
¥1,416.4 billion
¥1,533.4 billion
Integration of the
3 strategies is
proceeding
Research and
development
strategy
Business
strategy
Intellectual
property
strategy
FY 2014
¥11 billion
¥1,573.2 billion
Obtaining rights to technologies that
solve problems of society
We submit applications for technologies that are actually used and useful, from the point
of view of acquiring rights that will differentiate us from other companies and be useful
for society and for projects.
We do not compete on the number of patent applications. In FY 2014, 36 construction
sites were visited to identify technologies on these construction sites.
For the future we aim to apply for higher quality applications and acquire broader rights.
Number of
Patents Obtained
249 cases
65
ISO
6.7.5
Technological development is promoted with emphasis on the management task of "promotion of next generation
technological development" in the Medium-term Business Plan (FY 2015-2017).
The following is an introduction to examples of our main research and development activities in FY 2014 and their prospects.
The "Dual PC Speed Erection Method" has been developed
that does not require scaffolding on the inside of the PC
LNG storage tank, by using precast formwork for
constructing side wall. This enables. faster construction and
improved safety during construction. Our target is largescale tanks since this method is efficiently applicable to such
tanks.
A continuous drain-moist curing method has been developed
in pursuit of improvement in the long-term durability of
concrete structures. In the future this will be applied to bridges
and tunnels, etc., as a
structural construction
technology to achieve
high-quality, high
safety, and reduced
maintenance costs.
Mechanical
Civil
(1) Outer roof
(2) Inner tank
(3) Thermal insulation
(sides and bottom)
(6) Base slab
(7) Foundation piles
Structural outline of PC LNG storage tank
*UW: Abbreviation for under water
Technology to prevent ceiling collapse
"T-Ceiling V-brace Method"
"T-POP Construction Method*" Obtains the
First Approval of Construction Method from
the Building Center of Japan is obtained.
* Abbreviation for Taisei
Precast Optimized beam
with Prestress
Governance
This is the company's long span beam construction method
in which the beam ends where the tendons are anchored
are reinforced concrete (RC) structure, and the remaining
central part of the beam is prestressed concrete (PC)
structure. Design and construction methods have been
established for the use of beams by the long span beam
T-POP method "high density cable type", which is one of the
main technologies of the company s technology brand
"T-RC+", which enable
labor saving and
reduced cost to be
achieved.
Image of operation using T-iROBO UW (view looking upwards)
So
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A robot has been developed that performs underwater
operations moving up and down a shaft installed vertically
on the bottom of a lake from a work barge. Utilizing the
merits of diver saving, power saving, and reduction in
construction time by eliminating a temporary jetty with
high piers, and the improvement in safety by eliminating
underwater operations by divers, it is being applied to the
construction of an outfall tunnel for the redevelopment of
Amagase Dam. In the future we intend to develop this not
only for dam modification, but also for construction work in
deep water.
The development of technologies to prevent collapse of
ceilings during an earthquake is progressing. The "T-Ceiling
V-brace Method" is a seismic technology in which V-shaped
inclined members are installed between the structure and a
suspended ceiling. It is the first to be approved by the
Building Center of
Japan complying with
a new Notification.
Environmental
Development of Underwater Work Vehicle
"T-iROBO UW*" for Dam Renewal
Approval of "Method of Preventing Collapse
of Specific Ceilings" by the Building Center
of Japan
CSR
(4) Outerliner
(sides and bottom)
Application to Chōrōzawa Bridge on
the Tohoku Chuo Expressway
(5) Side wall
Business Overview
Development of "W Curing" Concrete Formwork
having Water Permeability Function
Management Strategy
Technologies for Construction of LNG facilities
"Dual PC Speed Erection Method"
Outline
Examples of Research and Development Activities
PC beam. The tendons are reduced
from 10 to 8
66
Social
Community Involvement and
Development
Contributions to Local Communities
■ Promotion of Social Contribution Activities
■ Examples of Social Contribution Activities
The Taisei group actively undertakes local and
community activities in fields such as the local
community, environmental conservation, academic and
cultural, etc., at our branches and construction sites
within Japan and overseas, and at the Technology
Center. The number of social contribution activities that
we participated in for FY 2014 was 1,308 (total for
previous financial year 1,076).
●Headquarters, Technology Center
Number of Social Contribution Activities
Activity item
Local
contributions
Environmental
conservation
Academic,
cultural
activities
Example of main activities
●
Cooperation with the "training for
educators in private companies"
program organized by the Japan
Institute for Social and Economic
Affairs. (Head office)
●
Spreading awareness of Le
Corbusier at Taisei's Galerie
Taisei (Yokohama City).
(Head office)
Number of activities
Cleaning and snow removal in the
local region
283
Development of eco-cap
campaigns
381
Participation in local events, etc.
223
Galerie Taisei
Photo:Masaaki Aihara
●
Participation in the "Tokyo Green Ship Action" organized by
Tokyo Metropolitan Government, cooperation in natural
environment conservation of Mt. Nanakuni green
preservation area in Machida City. (Head office)
●
Exhibition of the works of students of local specialist schools (arts
related). (Headquarters, Ehime Hospital Partners)
Others (including disaster
recovery support)
98
Ecosystem conservation
volunteers
12
●
Provision of lecturers to Yokohama National University, and
holding special lectures. (Taisei Technology Center)
129
●
Cooperation in Table for Two (TFT) activities, with the
objective of supporting meals for children in developing
countries. (Taisei Technology Center)
●
Cooperation in "Training Handicap Persons for Independence"
at the local activity home "Hikari" in Higashi Totsuka.
(Taisei Technology Center)
●
Participation in creating nest
boxes for dormice, treedwelling rodents, and
cooperation with the Animal
Pathway Research Society, and
other wildlife organizations.
(Head office)
Environmental conservation
activities such as CO2 reduction,
etc.
Holding visits to construction sites
and providing lecturers, etc.
98
Acceptance of interns
84
Total
KPIs
FY 2014
Since 1993 contributions of ¥15 million have been made annually
(to a total of 478 organizations) through the "Taisei Nature,
Historical, and Environmental Fund" charitable trust. (Head office)
1,308
Expansion of Employee Volunteers
Every year environmental and social contribution activities are promoted as an activity
item of the "Taisei Agenda".
In FY 2014 social contribution activities have been carried out by construction sites, etc.,
in close contact with their communities, targets have been set and activities have
become established, including visits to construction sites, etc.
Volunteer opportunities have been provided for environmental and social contribution
activities to staff members and their families, and the number of participants was 189.
Number of Employees
Participating as
Volunteers
189 people
67
ISO
6.8.3, 6.8.4, 6.8.5, 6.8.7
GRI
SO1
Outline
Management Strategy
●Tokyo Branch (Tokyo)
●Chugoku Branch (Hiroshima)
Receiving internship trainees (Odakyu Shimokitazawa
construction)
●
●
Cooperation in implementing
disaster rescue dog training by NPOs
on demolition sites. (Akasaka Twin
Tower demolition site)
●Yokohama Branch
(Kanagawa)
●
●Kansai Branch (Osaka)
Participation in Osaka Marathon
Green Up" strategy.
●
Participation in "water sprinkling strategy and
implementation of water sprinkling. (Administration Dept.)
●
Annual participation in volunteer cleaning of graves before
O-Bon. (New Meishin Expressway Hala construction)
●
Participation in emergency snow removal operation. (Ueno
Tunnel construction)
●
Participation in "Master Strategy for Rivers and the Sea" organized by
Nishio City. (Yahagifuru River flow division facility construction)
●
●Shikoku Branch (Kagawa)
●
●
Implementation of site visits for local residents. (Tajiri Highway
external ring road construction site)
●
Participation in water sprinkling Master strategy. (Chiba CS Center)
●
Participation in "Eco-activities with Goya". (Nakayama
Memorial Hospital refurbishment construction)
●Kanto Branch (Saitama)
●
Road cleaning and grass cutting on roads outside
construction sites. (Ken-Ō Expressway Kitamoto box culvert
construction site)
●
"Children's University" for elementary school children of
Okegawa City (construction site visits). (Ken-Ō Expressway
Kitamoto box culvert construction site)
●Sapporo Branch
●
Public site visits (in cooperation with clients) for local residents
held 12 times. (Horonobe underground facilities construction)
●Tohoku Branch (Sendai)
●
Implementation of anti-crime controls in Yamakoya district as a
"blue control team" by fitting blue rotating lights to construction
communication vehicles. (Kawamata Town decontamination
project for the Ministry of the Environment)
Collection of about 80,000 used aluminum cans for drinking
water, in association with the National Association of Foremen.
These were exchanged for 4
wheelchairs, which were
donated to the Fukushima
Prefecture Iitate Village Social
Welfare Council. (Iitate Village
decontamination project for the
Ministry of the Environment)
●International Branch
●
Cleaning drainage ditches of the roads around construction
sites. (Taiwan, Highwealth Construction Songjiang Rd
Mansions construction site)
●
Implementation of "Eco-driving", "Safe driving" training
courses for drivers. (Sri Lanka, Colombo external ring road
construction)
Companywide Initiatives
The Taisei group has installed automatic vending machines
with a donation function, and a part of the revenue is
donated to the NPO Borneo Conservation Trust Japan
(cumulative about ¥15 million). Fifty automatic vending
machines have been installed on construction sites, etc., for
the "Giving back to Borneo Project" to preserve the Borneo
elephant which is in danger of extinction due to the
reduction in tropical rainforest in Borneo.
●
Ready mix concrete experience training for local first year junior
high school students at the test mixing facility of a public ready
mixed concrete plant. (Settai Road construction)
Governance
●
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Participation in Wajuro tidal mudflats aosa (seaweed) cleaning
activities. (Marketing & Sales Depts.)
Paving local roads with concrete, for effective utilization of
concrete generated from trial mixing (Wajiki Dam
construction)
●Chiba Branch
●Kyushu Branch (Fukuoka)
●
Grass cutting volunteer activities carried out near the
construction site (800 m area). (Niigata Station Elevated
construction)
Environmental
●Nagoya Branch (Aichi)
●Hoku-shin-etsu Branch
(Niigata)
CSR
●
Site visits held for local
residents. (Nishiya Tunnel
construction)
Business Overview
Emergency supplies (bags for sandbags, temporary toilets) for
the Hiroshima landslide disaster. (Administration Dept.)
●
68
Social
ISO
6.3.3, 6.3.4, 6.3.5
GRI
HR9
Human Rights and Labor
Practices
Respect for Human Rights
■ Our Human Rights Policy and System
At Taisei we have been promoting Human Rights since
1984 when we established the "Taisei Human Rights
Committee". The committee members are from all
divisions of headquarters and branches. The committee
objective is to promote awareness of human rights
companywide.
The committee prepares basic commitments and action
plans, it reports on the achievements of its activities in
the previous financial year and raises awareness of
human rights in the group.
The Taisei Group respects the Universal Declaration of
Human Rights and ILO's Declaration on Fundamental
Principles and Rights at Work.
We prohibit the use of child or forced labor. We
guarantee the right to organize and the right to collective
bargaining.
We communicate our respect for basic human rights and
diversity in the Group Action Guidelines which are
publicly available on our website. (Section1.3 Respect for
basic human rights and diversity).
We set out in the Group Action Guidelines that we do
not discriminate on the basis of race, religion, gender,
nationality, social status, or physical characteristics, nor
do we allow any action in violation of human rights, such
as sexual harassment or abuse of authority.
Following the requirements set out in ISO 26000, JIS Z
26000 and the UN Principles for Business and Human
Rights we are in the process of working on our Human
Rights Policy. We also ensure that we incorporate respect
for human rights into our management processes and
work to raise awareness of human rights amongst our staff.
Taisei Corporation Human Rights Awareness Promotion
Committee
■Head Office
Committee
■Committee
office
Department
●Chairperson
●Deputy Chairperson
●Committee members
■Branch Office
Committees
●Chairperson
■Branch Office
Committees
●Chairperson
●Managing Executive Officer
●Manager of Personnel Department
●Managers of Administration
Department of each division
●Manager of Administration
Department
●Managers of each department
●Manager of Administration
Department
●Managers of each department
* See p.80 for supplier human rights promotion activities
■ Human rights education
In FY2014 we incorporated human rights training into our
basic staff training. We implemented group training and
e-learning for staff of all ranks and departments. We also
distributed a hard copy of the Taisei Human Rights Staff
Handbook during the training.
During this period we invited staff and their families to
contribute human rights slogans
and essays to raise awareness of
human rights.
Human Rights Staff Handbook
KPIs
Human rights education activities
In this financial year we implemented human rights training in order to ensure
appropriate and fair employment selection and to enable staff to resolve various human
rights issues should they arise.
Our first human rights training module was an e-learning training session on LGBT rights.
The participation rate was 100%. Our goal is to raise awareness of human rights in order
to create a diverse workplace. In future we will broaden the scope of the training.
69
Rate of Attendance
at Human Rights
Training
100%
ISO
6.3.7, 6.3.10, 6.4.3
GRI
LA1, LA3
In This Financial Year We Received Two Awards for Our Activities to Empower Women and Foreign Workers.
METI Award for Diversity
Management. 100
companies were selected.
Working Women's
Empowerment Forum and the
Japan Productivity Center,
Second Empowerment Award.
We were highly rated for
expanding the working areas where women can participate
and for increasing the number of women engaged on
construction sites and in sales activities.
Diversity Initiatives
Status of female empowerment initiatives (non-consolidated)
Employee composition
FY 2014
6,721
6,779
Female
1,230
1,228
47
65
Number of attending female leadership
development training
Number of female managers
Number of female supervisors or above
39
183
●
Start of positive recruitment of females among new graduates
●
Deployment of female employees in sales staff
Establishment of Office to Promote Use of Females Start
of initiatives emphasizing the use of female employees
FY 2007 to
FY 2009
Enhancement of system (establishment of new job return system, start of
childcare support program)
● Management training for female employees.
● Appointment of female to management level
●
Change of office name to Office to Promote Vitality of Human Resources Support for
balancing work and lifestyle for all employees, and use of diverse human resources
FY 2010
Expansion of systems (establishment of new system for changing
workplace, expansion of system for shortening working hours)
● Participation in work/lifestyle seminars with partner, leadership
training for female employees, training for male managers having
female employees as subordinates, etc.
●
Promotion of Diversity
One of the key initiatives in the Medium-term Business Plan is the "promotion of diversity
management". Female staff employed for 5 years or more are given next-generation
leadership development training to improve their prospects of promotion to management. In
FY 2014, 65 women participated in this training. The number of female managers we employ
has increased by 8 and the number of female officers has increased by 24 compared with the
Previous financial year. We are taking measures to ensure that the capabilities of a diverse
workforce including women, older and disabled workers can be utilized and we have adopted
targets to increase their numbers.
Numbers Attending
Female Leadership
Development Training
65 people
KPIs
31
159
FY 2006
Governance
FY 2013
Male
Decision to undertake promotion of
use of females Start of positive action
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Taisei is working to create a diverse working environment
where employees can fulfill their potential.
In July 2014 we set a target to triple the number of
female managers we employ by 2020. Initiatives are
being implemented to develop female managers, such
as next-generation leadership development training. We
also provide training for male managers to enable them
to promote a diverse working environment.
Creating a Corporate Environment in which Female
Employees can Work at Ease
Environmental
■ Support for Women, Foreign and Older Workers
CSR
Our Group Action Guidelines and other supporting rules
govern the working conditions of our staff.
In FY 2014 the percentage of new female graduates
employed exceeded 20% and the percentage of disabled
people employed was 2.07%.
We have developed a global human resource system.
As our work is project based and we operate in different
countries this system enables us to employ workers on a
central contract for multiple projects rather than by
individual project. This means that staff are employed
and developed over a long period of time.
In order to increase the number of foreign staff we
employ, employment seminars have been held for
students from overseas and we currently employ staff
from 18 countries. In order to promote a mutual
understanding of diverse values and cultures and to
ensure management awareness, training is also provided
for managers responsible for our foreign staff.
We have expanded our re-employment system to
enable older workers with extensive knowledge,
experience and skills to pass on this know-how to the
next generation, creating a workplace that enables a
lifetime of service.
Business Overview
■ Employment Stability
Management Strategy
We were rewarded for our support for
female and foreign staff. We scored well for
management awareness and for expanding
the range of activities where female and foreign staff members are
deployed.
Outline
TOPICS
70
Social
ISO
6.3.6, 6.3.9, 6.4.4, 6.4.6
GRI
G4-11
Human Rights and Labor Practices
Creating a Pleasant Workplace
■ Promotion of Work/Life Balance
We are implementing various measures to both promote
and recognize staff diversity and to ensure our staff enjoy
work life balance. These measures include:
●
Encouraging all staff to take their allocation of annual
paid leave and a relaxation of the conditions for those
taking a sabbatical or leave between projects
●
The promotion of shorter working hours by
implementing companywide no overtime days
●
The provision of childcare and caregiving leave and a
system of reduced working hours that exceed the
statutory requirements. Paid leave for nursing care and
leave for caregiving.
●
For staff returning from childcare leave we provide
meetings and skills based courses to make the return to
work easier. Interviews are held with 3 people before
taking leave and before returning to work.
●
Seminars are held to promote a system of household
cooperation with housework and childcare at home.
●
Links have been made with external organizations
capable of providing specialist advice in order to
achieve the balance of work and caregiving.
●
Caregiving seminars
are held and
information is
supplied on the
company intranet
to assist
preparations for
caregiving.
KPIs
Kurumin Mark
We have been certified by the Ministry of Health, Labour
and Welfare with the Kurumin Mark. The Kurumin Mark is
awarded to companies who demonstrate specific
measures to support childcare. We have been recognized
for our childcare initiatives in 2007, 2009, 2012 and 2014.
■ Labor-Management Relations
Taisei Corporation has a Union Shop Agreement with the
Taisei Union. All employees, (7,198) local and foreign,
working in Japan or overseas, except for management
and above belong to the Taisei Union. It is a requirement
to join the Taisei Union upon employment with the
company.
Union representatives and management meet on a
monthly basis to discuss working conditions, the
workplace environment, working hours and other
matters as they arise. The Taisei Union has an overseas
branch, which liaises with the Taisei Union at
headquarters several times per year. The Taisei Union
and management recognize the benefits of working in
partnership.
■ Staff Health and Safety
We try to ensure our staff remain healthy by supporting
them in different ways. All staff participate in an annual
health check. We also provide an Employee Assistance
Program where we commission specialist external
organizations to provide services for staff or their families
to help with physical or psychological problems.
Supporting The Balance Between Work and Life
We set KPIs for the number of staff using their childcare leave entitlement. We have met
the KPIs set and note that the number of male staff utilizing these benefits is increasing.
Because of the importance of this issue we have also added a new KPI to measure the
number of staff participating in caregiving seminars. Our goal is to encourage staff to
return to work and develop their careers after maternity or periods of caregiving leave.
We have removed the KPI that measured employees registered with the job-return
system. This is because our work/life balance initiatives have seen a reduction in the
number of staff resigning citing childbirth, childcare or spouse transfer.
Rate of returning to
work from childcare
leave (female)
93.8%
＊ Until 2013, Numbers taking leave for childcare. From 2014, change to rate of returning to work from childcare leave(female)
71
ISO
6.3.8, 6.4.7
GRI
LA9, LA10
Establishment of Model Site in
Preparation for Expansion of
Technical Intern Trainee
TITP (Technical Intern Training Program ) Scheme
Vietnam, Thailand, and
other countries
Sending organization
●
●
Screening of trainees,
Japanese language
training before
dispatch
Follow up of those
returning to the
country
Japan
Supervising group
Receiving company
●
Preparation of technical
intern training plan
●
Training immediately
after entering Japan
●
Employment contract
of trainees
●
Payment of wages
● Visits
and guidance to
receiving companies
Management Strategy
A project to construct a commercial building in
Shinagawa-ku has been designated as a model
site, which at present every day receives several
technical intern trainee from cooperating
companies. In addition a multipurpose building
construction site in Toshima-ku is also scheduled
to accept foreign workers technical intern trainee.
Outline
TOPICS
Promotion of Human Resource Development
Business Overview
■ Training System
Different training is provided for staff depending on their years of service with the company.
Training system
Recruitment to early 30s
New employee
training
Early 30s to mid 40s
On the job training, annual
group training for young
persons
Training to step up
towards management
Mid 40s to retirement
Management training prior to
appointment as manager
Higher level
management training
CSR
In-house global training
Overseas construction site training
Departmental training (training held by each department or branch)
Support for staff learning new languages or studying for further qualifications
■ Support for Further Education
In order to develop highly specialized engineers and managers we provide companywide support for staff attaining further qualifications.
Environmental
Compliance training, human rights training
Example of Qualification Acquisition
●
●
●
●
●
●
●
●
●
●
Construction accountant
KPIs
Promotion of Staff Education
Training Hours
Per Person
43.8 hour
In order to develop self-motivated staff with specialist knowledge, creativity and
individuality, various types of support such as annual training, career vision and
management training is provided.
The total training hours for each individual is 43.8 hours.
To support employees acquiring new qualifications, we have initiatives to improve skills
in various work fields.
Governance
●
Civil engineering works
Professional engineer
● First-class civil engineering works execution managing engineer
● Concrete engineer and chief engineer
● Certified chief managing engineer for dam construction
International
● Licensed architect
● Professional Engineer
● Project Management Professional
● APEC Architect/Engineer
Engineering
● Professional engineer
● First-class plumbing work operation and management engineer
● First-class electrical work operation and management engineer
Business Administrative
● Reqistered real-estate broker
●
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●
Construction works
First-class qualified architect
First-class building operation and management engineer
First-class plumbing work operation and management engineer
Building mechanical and electrical engineer
Design (qualified)
First-class architect
First-class architect (structural design)
First-class architect (facility design)
Licensed architect
Urban Development
ARES certified master
Redevelopment planner
Professional engineer
72
Social
ISO
6.4.6,6.4.7
GRI
LA6, LA8
Labor Practices
■ Safety and Health Policy
■ TAISEI OHSMS System
Based on the ideal of "Safety First", since 2001 Taisei has
been operating the Taisei Occupational Health and
Safety Management System (TAISEI OHSMS)" for
systematic and organized safety and health management
companywide, with the aim of continuous improvement
in safety and health standards.
TAISEI OHSMS has been systematically formulated by
Taisei Corporation with basic items of voluntary
occupational safety and health management activities
and their interrelationships. Using this system as a
platform, the PDCA (plan-do-check-improve) cycle is
properly implemented to prevent accidents and damage.
We systematically implement TAISEI OHSMS, our
occupational health and safety management system,
as the basis for managing the health and safety of our
employees. We are committed to improving the
working environment for our employees under the
maxim “Safety First,” and aim to win the trust and
understanding of society at large.
Accident investigation and
analytical information
1. Eradicating occupational accidents and hazards
2. Preventing third-party hazards
3. Improving health and safety standards
Accident
information
database
Health and Safety Policy
Specific causes of danger and harm
and specific items to be addressed
TAISEI OHSMS
KPIs
Head office
Branches
Construction sites
Health and
Safety Management policy
Branch Health and Safety
Management Plan
Construction Health
and Safety Plan
President’s Health and
Safety Policy
Central Safety Committee
Construction Site
Manager’s Management Policy
Branch Safety Committee
· Targets
· Action priorities
· Management
priorities, other
· Branch targets
· Action priorities
· Head office plan
· Branch action plan
(Guidance)
(Guidance)
Implementation and operation
Accident
analysis
Prevention of
reoccurrence
(Warning)
Accident
analysis
Prevention of
reoccurrence
· Health and Safety
Management Policy
· Health and Safety
Management Plan
· Emergency Response Plan
· Basic Construction Work Plan
(Warning)
Accident
response
Internal audits/guidance
Construction site patrols
On-site inspections/remediation
Records/storage
Records/storage
Records/storage
System review
Thorough Familiarization with Quality Control
Standard and Procedures
The company's safety results for FY 2014 included the occurrence of 147 lost time
accidents, of which 113 required lost time of 4 days or more, and 4 fatalities.
Also the frequency rate was 0.97.
The targets for FY 2015 are zero fatalities and a frequency rate of 0.95 or less, and we aim
to achieve these targets by implementing easy to understand safety measures having
high impact.
Frequency Rates
0.97
73
GRI
LA8, LA10
"Souyu-kai Room" Established as Space for Interchange with the Main Specialist Construction Contractors
Souyu-kai Room within Taisei
Corporation Headquarters
Former president of Taisei
Corporation (currently
Chairman) shakes hands with
Chairman of Souyu-kai
Federation (right)
■Implementation of Construction Site Safety Patrols
Close liaison with the nationwide specialist contractor
organization "Taisei Safety, Health, and Environment
Cooperation Association" is maintained in order to
prevent accidents and damage.
Educational
materials for newly
employed persons
"Safety and Health
Management Conference"
Environmental
The organization
magazine "Cooperation"
with guidance on safety
education
CSR
Construction site controls are implemented in order to
thoroughly implement safety and health management
based on TAISEI OHSMS. By analyzing the results of the
patrols and the causes and backgrounds to accidents
that occur, countermeasures are promptly determined in
accordance with accidents trends, in order to prevent
recurrence and to improve the safety and health
standards.
■ Activities of the Safety and Health
Cooperation Association
Business Overview
Horizontal Propagation of Accident and Damage Prevention
Management Strategy
In August 2014 a "Souyu-kai Room" was established within
Headquarters as a space for interchange with the member companies
of Souyu-kai, the organization of the main specialist construction
contractors.
Souyu-kai was re-launched in February 2014 in order to strengthen
the links between the company and each of the member companies
of Souyu-kai, with a focus on improving the construction capabilities
and promoting stable management of each of the member
companies through cooperation in the company's projects. At
present 667 companies are affiliated to Souyu-kai, and contribute to
enhancement of social infrastructure by mutual development of the
company and the member companies.
Outline
TOPICS
■ System of Award
■ Implementation of employee safety and
health education
Taisei Corporation has established a Safety Administration and
Environmental Department in the International Operations
Headquarters in order to strengthen the safety management and
response to environmental conservation on overseas construction sites.
❶ Hold International Operations Headquarters Safety Committee
meetings
❷ Inspect Site construction and Safety plans
❸ Implement Site safety patrols
❹ Ensure full understanding of the International Operations
Headquarters Safety Guidelines
❺ Determine Action Plan to achieve "zero fatal accidents" of the
International Operations Headquarters
To enable safe operation under different conditions in each
country, safety measures have been successively prepared for
safety measures in connection with traveling cranes,
scaffolding, electricity, etc., in an effort to prevent recurrence
of similar accidents or damage.
Safety management on overseas construction sites
Governance
Various types of training is carried out for the company's
staff, in accordance with their year of joining the
company. In FY 2014 a total of 108 courses attended by
1, 208 persons were held.
Highly evaluated for
achievement of no accidents
and no damage throughout the
whole construction, and for
thorough safety management
initiatives.
So
Social
ocia
ial
a
Construction site safety patrol implemented by the Former president
(Photograph: Takashi Yamauchi, Chairman) himself
A system of various awards is provided for branches with
excellent safety and health results, specialist contractors
with meritorious achievement, and construction sites
that have received the Minister of Health, Labor and
Welfare Award, etc.
74
Governance
ISO
6.2.3
GRI
G4-34, G4-35, G4-38, G4-39
Corporate Governance
■ Corporate Governance and Internal Controls
●
Corporate Governance
In Taisei Corporation, the Board of Directors (including 2
external directors) has introduced a system of Executive
Officers, and various director committees have been
established in order that the Board of Directors can
devote itself to important management decision making
and supervision of execution of operations.
Also, the Audit Committee (including 3 external auditors),
which is independent of the Board of Directors and the
operating divisions, works in close liaison with
accounting auditors and the in-house Auditing
Department to implement highly independent and
effective audits and strengthen the group-wide audit
system.
Governance system
General meeting of shareholders
Election
Election
Election
Prior consultation
and reporting
Accounting
auditors
Audit ＆ Supervisory
Board Members/Audit
＆ Supervisory Board
Audit ＆ Supervisory
Board Members'
Department
Members of
the Board/Board
of Directors
Corporate
Auditors/
Board of
Auditors
Election/Supervision
President and Chief
Executive Officer
Cooperation
Auditing
Department
Committees of
the Board of
Directors
Reporting
and advice
Operations
Special
Committee Committee
Internal audits
Audit
Group
companies
KPIs
Support
Cooperation
●
Promotion of Internal Controls
In Taisei Corporation as a group, the Board of Directors
has established a Basic Policy for Development of a
System for Ensuring Appropriate Working , upon which
various measures have been taken, in order to ensure
reliability of the systems of appropriately and efficiently
executing work and financial reporting.
In April 2015, the policy regarding development of a
"System for Ensuring Appropriate Working in the whole
group" and "System for ensuring effective performance
of audits by auditors" was further elaborated based on
the amendment of the Companies Act, which is to come
into force in June of that year.
Through this, risk management and compliance will be
further promoted.
Also, internal controls on financial reporting based on
the Financial Instruments and Exchange Act are
recognized to be one of the most important issues for
the company, and internal controls have been
constructed in order to ensure reliability of financial
information disclosed to the public.
The effectiveness of the internal controls is evaluated by
the Audit Department and checked by auditing carried
out by KPMG Azsa LLC audit company.
The evaluation results are presented in the Internal
Controls Report , and the audit results in the Internal
Controls Audit Report .
In the future we will ensure the effectiveness of these
internal controls, thereby fulfilling our social
responsibility as a company.
Divisions/
Divisions/
Divisions/
Branches
Branches
Branches
(Operations) (Operations) (Operations)
Spreading and Consolidating
the Taisei Group Ideal
In 2010 Taisei Corporation re-constructed the system of group ideals, and instituted
various measures to ensure their propagation and establishment.
In FY 2014 e-learning was implemented once for employees, which had the effect of
propagating and establishing the system of group ideals (including improving the
corporate value and initiatives for corporate governance). These measures will be
continued in the future with the target of 100% participation in the e-learning in order to
further propagate and establish the system of group ideals.
Rate of
Implementation of
e-learning
Regarding the Taisei
Group Ideal
87.9%
75
ISO
6.2.3
GRI
G4-34, G4-35, G4-38, G4-51
Outline
Toru
Tsuji
Member of the
Board
Fumio
Sudo
Audit &
Supervisory
Board Member
Terunobu
Maeda
Audit &
Supervisory
Board Member
Shigeru
Morichi
Audit &
Supervisory
Board Member
Kiwamu
Miyakoshi
(Unit: ¥ Million)
Category
Number Amount
of Payees
Paid
Number of
Payees
Amount Paid
Members of
the Board
10
427
2
26
Audit &
Supervisory
Board Members
6
128
4
47
External Members of the Board and External
Audit & Supervisory Board Member
Total
Appointment of External Officers
In order to further enhance corporate governance, Taisei
Corporation has appointed 5 external directors (external
Members of the Board and external Audit ＆ Supervisory
Board Members). All 5 Officers satisfy the criteria of
independence established by the Stock Exchanges, and
have been notified as independent Officers based on the
securities listing regulations of the Tokyo Stock Exchange.
Gov
Governance
G
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Amounts of Remuneration and Others Paid to Members of
the Board and Audit & Supervisory Board Members
Social
Member of the
Board
Major activities
He attended all the board meetings held
in the current fiscal year. Based on the
deep insights obtained from his
experience as a manager in a different
industry and from his neutral position
and view as an external member of the
board, he offered useful opinions to the
Company's management in order to
establish an internal control system and
strengthen corporate governance.
He attended 11 out of a total of 13 board
meetings held during the current fiscal
year. Based on the deep insights
obtained from his experience as a
manager in a different industry and from
his neutral position and view as an
external member of the board, he offered
useful opinions to the Company's
management in order to establish an
internal control system and strengthen
corporate governance.
He attended all of the board meetings
held in the current fiscal year and audit &
supervisory board meetings held during
the same period. He offered his opinions
as and when appropriate based on his
broad knowledge of finance and
accounting, and offered opinions
regarding the execution of duties of audit
& supervisory board member.
He attended 11 out of a total of 13 board
meetings held in the current fiscal year
and 12 of a total of 14 audit & supervisory
board meetings held during the same
period. He offered his opinions as and
when appropriate based on the deep
insights obtained from his experience as
a university professor, and offered
opinions regarding the execution of
duties of audit & supervisory board
member.
He attended all of the board meetings
and audit & supervisory board meetings
held during the current fiscal year. He
offered his opinions as and when
appropriate based on the deep insights
obtained from his experience as a police
officer, and offered opinions regarding
the execution of duties of audit &
supervisory board member.
Environmental
In Taisei Corporation, the Audit ＆ Supervisory Board
Members, accounting auditors, and the Auditing
Department work together to implement appropriate audits.
The Corporate Auditors audit the execution of operations
as an organization independent of the Board of Directors
in accordance with an Audit Policy established by the
Audit and Supervisory Board. The Auditing Department
has been established with the same high level of
independence to provide advice to the Corporate
Auditors.
Also, the Auditing Department performs internal audits
on the legal compliance and efficiency of systems and
operations based on an annual auditing plan that
includes group companies.
The Auditing Department and the accounting auditors
constantly report to the Audit and Supervisory Board and
the Internal Controls Department of the Accounting
Departments regarding the audit plan and the audit
results.
Name
CSR
■ Audit system
Classification
Business Overview
Taisei Corporation has appointed several external
Members of the Board in order to obtain advice based on
different viewpoints. Also, the Board of Directors has
introduced a system of Executive Officers with the aim of
separating the management decision making and
supervision function and the execution of operations
function. The Executive Officers promote the dynamic
execution of operations for which they are responsible,
based on the fundamental policy adopted by the Board
of Directors.
In addition, Board of Director Committees (Director
Personnel Committee, Remuneration Committee,
Associated Companies Committee, CSR Committee, etc.)
have been established as prior deliberation organizations
of the Board of Directors, in order to ensure vigorous and
substantial deliberation by the Board of Directors.
Major Activities of External Members of the Board and
External Audit & Supervisory Board Members)
経営戦略 Strategy
Management
■ Management System
76
Governance
ISO
6.2.3
Risk Management
■ Risk Management Policy and System
■ Initiative for BCP（Business Continuity Plan）
With the objective of stable and continuous growth by
fulfilling our social responsibilities as a company, Taisei
has established and operates a company-wide risk
management system for managing risk in our business
activities. This entails identifying the risks involved in our
business activities, classifying those risks by their degree
of severity as company-wide risks, risks under division
control, etc., and clarifying those responsible for
managing these risks.
In particular in the case of company-wide risks that
could have a serious effect on business management, we
practice effective risk management throughout the
company by centralizing information in the CRO
Secretariat and sharing information with the Risk
Management Committee and Risk Management Council.
To fulfill our social responsibilities as a general
constructor that provides infrastructure for socioeconomic activities, Taisei has established a policy and
rules concerning business continuity plan (BCP*2) in
anticipation of large scale disasters such as an
earthquake.
Also, based on this policy and rules, "large-scale disaster
countermeasure training" is implemented at least once
per year based on the BCP in order to confirm the
specific response systems for customer support,
postulating large scale disasters that are currently
envisaged.
These initiatives are aimed at enabling continuity of
functions that are important for business activities,
maintaining and restoring the value of various
construction assets, and contributing to the business
continuity of central and local government, companies,
etc.
System for the Promotion of Company-wide Risk
Management
Emergency Secretariat
Emergency response
system
CRO Section
President
Normal situation
CRO*
Company-wide risk
management system
Review of the risk
factors/classification
Risk Management Committee
Risk Management Council
Emergency
Headquarters
Incorporation of recurrence
prevention measures
into risk management
Head office
Risk Management
Promotion
Committee
*CRO: Chief Risk Management Officer
Branches
Risk Management
Promotion
Committee
FY 2014 large-scale disaster training
*2 BCP: Business Continuity Plan
KPIs
Initiative for BCP（Business Continuity Plan）
In the FY 2014 "large-scale disaster countermeasure training", training was implemented
focused on initial personnel, supplies, and infrastructure, based on postulated damage
published by the Central Government or Local Governments. The effectiveness of the
company s Business Continuity Plan (BCP) under severe conditions was verified, and the
"100% participation in the large-scale disaster countermeasures training" target of the KPI
was achieved.
In the future we intend to continue to achieve the "100% participation in the large-scale
disaster countermeasures training" target of the KPI, and continue to implement training
to improve the effectiveness of the Business Continuity Plan in the company as a whole.
Rate of Participation
in Training for
Large Scale Disasters
100%
77
ISO
6.2.3
GRI
G4-24, G4-26
Outline
TOPICS
Future Session "The Future of Resilience" Held in Sendai
Management
The future session "The Future of Resilience" was held starting from March 2014 undertaking
the challenge of creating a form of resilient society and producing cooperative actions,
through dialog with diverse and enthusiastic participants.
On 14th March 2015 "The Future of Resilience 6 in Sendai" was held as a public forum of the
United Nations World Conference on Disaster Risk Reduction. A new vision of resilience and
action plan have been brought to the world based on the results output from these activities
to date.
Stakeholder Engagement
Taisei Corporation aims to achieve communication with
a wide range of stakeholders through dialog. Every year
since 2002 various dialogs have been held with the
Stakeholder
objective of reviewing our business activities, and the
results are published on the CSR website. The main
examples are FY 2014 in as follows.
Shareholders, investors
Communication with shareholders is promoted through the Shareholders General Meetings
and shareholder communication publications.
Results Briefing Meetings (twice a year) and teleconferences are held for investors, at which
the President explains the results and business strategy and engages in dialog, to provide
feedback to management.
IR Section,
Shares Administration
Section
Employees
We aim to create and improve a relaxed working environment. To support this, on the
company intranet we provide a counseling counter for sexual harassment and bullying. We
also provide follow-up training for our foreign employees. We conduct employee satisfaction
surveys to provide feedback to management. The 2014 evaluation result reported 86.3% of
staff were satisfied compared with previous years 82.4%.
Personal Dept. CSR
Promotion Section.
Suppliers (cooperating
companies, specialist
subcontractors)
Measures to improve prevention of accidents and damage are taken at the nationwide
specialist subcontractors organization Taisei Corporation Safety, Health, and Environmental
Cooperation Society .
Safety Administration
Division
Local communities,
international
communities
Site visits, etc., are held for the local communities by the Taisei Technology Center and each
of the construction sites, in order to promote understanding of their activities.
Taisei Technology
Center, construction
sites of each Branch
NGOs / NPOs /
companies and other
groups / influential
persons
CSR activities are verified through dialog regarding CSR, through opinions from influential
persons regarding CSR procurement dialog symposiums with Minato-ku companies and
other groups, dialog-type future sessions with companies and other groups, etc.
CSR Promotion Section
Students
The method of providing information regarding the company published under the theme
Integrated Report was verified from the students viewpoint by dialog with students from
Yokohama National University, Meiji University, and Chuo University, with the aim of
disclosing CSR information regarding a sustainable society.
Environment Division,
CSR Promotion Section
Social
Customers, end-users
Environmental
Contact group
Building Division, Civil
Engineering Division
CSR
Main example of dialog
Surveys of customer satisfaction are performed, opinions and wishes are received and utilized
for improving quality and activities to improve productivity.
Business Overview
■ Dialog with Stakeholders
Gov
Governance
G
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KPIs
Dialog with Stakeholders
Number of dialogs
8times
In FY 2014 , we held the following 8 dialogs in relation to CSR:
• ''CSR procurement dialog'' between influential persons in CSR and those responsible for
procurement in the company;
• ''Training dialog in private companies for teachers'' between teachers of public high schools,
and Taisei Technology Center;
• ''dialog in Future Sessions'' between various companies, groups, individuals, and the
company's employees (4 times);
• 'Integrated Report Student Dialog'' with university students; and ,''Empowerment of Women
dialog'' with companies operating in Minato-ku.
We intend to continue holding these dialogs.
78
Governance
ISO
6.6.3, 6.6.4, 6.6.5
GRI
G4-57, G4-58, SO3, SO4, SO7,
SO8
Promotion of Compliance
■ Compliance Policy and System
■ Raising Awareness of Compliance
The Taisei Corporation Group Action Guidelines states
that in order to realize social responsibility, laws and
regulations, etc. (laws, ordinances, bylaws, administrative
guidance, social rules such as customs, and the company
s various rules and regulations, etc.) must be strictly
complied with, and actions must be carried out with
good social awareness . Also contracts and promises
made with customers, suppliers, the local community,
etc., must be fulfilled with sincerity . This is the basis of
compliance for all officers and employees of the Taisei
Corporation Group.
Also, in Taisei Corporation Managers, Promoters, and
Implementers are deployed in each Division, as shown in
the diagram below, thereby forming a compliance
promotion system, to strengthen the promotion of
compliance through opinions and advice from the
"Compliance Committee".
In Taisei Corporation, compliance training is held for all
officers and employees in order to promote and establish
awareness of compliance. In addition a column is
published monthly discussing familiar topics regarding
compliance. Also, at the "Safety and Health Management
Conference*4", compliance training is held for managers
of suppliers and specialist subcontractors.
In addition, a communication conference for those
responsible for legal affairs in Taisei Corporation and
group companies is held once a year, and information
regarding topics in legal affairs common to all companies
(trends in amendments to laws, compliance with laws
and regulations regarding subcontractors, etc.) is
exchanged on a day-to-day basis.
Compliance Promotion System
President
CP*1 Committee
Administrative structure
Head Office
Business Administration Div.
CP General Manager
(Chief of Business
Administration Division)
CP General Promoter
CP Promotion Section*2
Implementation Structure
Branches
Division CP Manager
Division CP Manager
Division CP Promoter
Division CP Promoter
(Chief of Division)
(General Manager In Charge of Administration)
CP Implementers*3
We set up the notification systems Corporate ethics
helpline and Group helpline for actions that infringe
laws or regulations or Group Action Guidelines, and
notification contacts are provided for both within and
outside the organization.
Secretariat
(General Manager of
General Affairs Department)
Head Office
■ Use of the Communication System
(Chief of Branch)
(Administrative Manager)
CP Implementers*3
(All Department General Managers)
(All Department General Managers)
All Executives and Employees
All Executives and Employees
■ Compliance with Laws and Regulations Such
as the Anti-Monopoly Act
An in-house system is operated in which the Branch
Head confirms the proper conduct of tendering, and
prepares and retains verification records.
Also, every year the Legal Department verifies that all
branches properly conducts tendering and complies
with the Construction Industry Act and the Subcontract
Act. The results have been reported to the internal audit
dept.
*1 CP: Abbreviation for compliance
*2 Compliance Promotion Section: This section has the secretarial function for the Compliance Committee, and that promotes compliance awareness among officers and employees.
*3 Compliance implementer: All heads of departments are appointed as compliance implementers, and the head of each department creates awareness of and provides
education on compliance for all officers and employees, etc., in the department for which they are responsible.
*4 Safety and Health Management Conference：A conference held to familiarize specialist sub-contractors regarding safety and health management.
KPIs
Improvement in Compliance Awareness
In FY 2014 compliance training was held 3 times in the e-learning format for all officers
and employees, with an average participation rate of 92.3%.
Also, compliance training for managers of specialist subcontractors was held at branches
throughout the country (12 branches).
We will continue to undertake to promote compliance with the target of "100%
participation in compliance training" and "implementation of compliance training for
managers of specialist subcontractors at all branches throughout the country".
Number of
Branches Training
Executed for
Compliance to the
Subcontractors
12branches
79
ISO
6.6.6
GRI
G4-12, EN32, EN33, LA14,
LA15, HR1, HR4, HR6, HR10,
HR11, SO4, SO5, SO7, SO8,
SO9, SO10
TOPICS
Outline
Message from an Influential Person
Management
The CSR procurement of Taisei Corporation is evolving year-by-year, and can be highly evaluated for
achieving results. Their attitude in facing the problems confronting construction contractors as a
business characteristic is close to the attitudes that should be taken by the company spearheading the
industry towards the 2020 Olympics. The issue for the next stage is capacity building by raising the
awareness and educating suppliers. Educating suppliers will result in a substantial improvement in the
supply chain, and will ultimately be an initiative forming the basis of improving the competitiveness of
Taisei Corporation.
Mitsuo Ogawa, President, Craig Consulting
Supply Chain Management
■Status of Iimplementation of "CSR Procurement"
Based on the "Procurement Policy" adopted in April 2013, Taisei
Corporation aims to fulfill its CSR together with the suppliers
(first tier suppliers) who are our business partners.
A "CSR Procurement Committee" formed from the Corporate
Planning Department, the Corporate Communication
Department, the Building Construction Division, the Civil
Engineering Division, and the Procurement Division has been
instituted in order to propagate the concept of "CSR
Procurement".
In order to deepen the understanding of the company s CSR
activities, monitoring is carried out of the member companies of
"Souyu-kai", the organization of the company's cooperating
companies (first tier suppliers).
The status of implementation in FY 2014 is as follows.
Under the TAISEI Group Ideal, create a vibrant environment for all
procurement activities in accordance with this Procurement Policy
in order to create safe and attractive spaces, as well as work and
living environments of exceptional value, with the aim of providing
products and services that are in harmony with nature.
Number of participants
Members of Soyukai of each branch (companies registered as of Feb. 2013)
Taisei Corporation headquarters Building Division / Civil
Engineering Division
Taisei Corporation branch offices Site Managers for each Building /
Civil Engineering site
Total
3. Respect for Human Rights
4. Promotion of Safety and Hygiene
Souyu-kai
No. companies
No. of companies to be
571
monitored
No. of companies responding
160※
FY to monitoring form
2013
16
No. companies issued guidance
FY
2014
No. of companies responding
to monitoring form
364※
No. companies issued guidance
31
Compliance with laws and
regulations and societal norms
Ensuring safety and quality
● Environmental conservation
initiatives
● Compliance with laws and
regulations and societal norms
● Safety and health initiatives
● Environmental conservation
initiatives
● Ensuring safety and quality
●
●
■ Holding Dialog on "CSR Procurement"
9. Activities Contributing to Society
10. Business Continuity in Times of Disaster
11. Promotion of CSR (Corporate Social Responsibility)
KPIs
Promotion of CSR procurement
364
companies
In FY 2014 , the number of companies responding to the monitoring forms was 364, and
the response rates to the monitoring forms over 2 years was a total of 91.8% (524
companies / 571 companies). A "Guidance Form" was provided to member companies
(31 companies) that require improvements based on the results of the evaluation, in
order to deepen their understanding of the improvement items (compliance with laws,
regulations, and societal norms, environmental conservation initiatives, safety and health
initiatives, ensuring safety and quality).
In the future we will undertake "CSR procurement" initiatives with overseas suppliers.
Number of
Companies Monitored
for CSR procurement
Gov
Governance
G
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Procurement
In March 2015 a meeting was held with 2 invited influential
persons and 5 members of the company's "CSR Procurement
Committee" to exchange opinions on the theme "Future
Initiatives in CSR Procurement".
The opinions received from the influential persons will be
utilized in our future activities, to improve CSR in the
construction industry.
Social
* In total, 524 companies monitored, monitoring rate 91.8%
6. Ensuring and Improving Safety and Quality
8. Commitment to Information Security
625
949
Guidance items
5. Commitment to Environmental Conservation
7. Information Disclosure
59
Status of monitoring of CSR Procurement
1. Compliance with Laws, Regulations and Social Norms
2. Fair Business Dealings
265
Environmental
members of society, we are committed to carrying out our
Number of Participants to CSR Procurement Explanatory Meeting
CSR
Procurement Policy (excerpt)
Business Overview
■ Procurement Policy and System
80
Governance
Protection, Management, and Use of Intellectual Property
■ Intellectual Property Policy
The number of intellectual property disputes regarding
infringement of rights such as patents, etc., is increasing
in the construction industry, so it is necessary to
strengthen intellectual property management to deal
with disputes and prevent theft of technologies.
In 2007 Taisei Corporation adopted its "Intellectual
Property Policy" which clarifies the company s stance
which places importance on intellectual property, in
order to strengthen the companies competitiveness and
increase the corporate value through the strategic
utilization of intellectual property.
Intellectual Property Policy(excerpt)*
In order to further improve the intellectual property power of
group companies, an intellectual property strategy is implemented
that covers the creation, protection, and utilization of intellectual
property, reduction of intellectual property risks, strategic
utilization of brands, etc.
Policy on Intellectual Property
１. Promote intellectual property-based business and R&D
strategies
２. Establish a structure for strategic acquisition and management
３. Promote strategic utilization
４. Thoroughly enforce intellectual property risk management
■ Implementation of the Intellectual Property
Strategy
Based on the Intellectual Property Policy ,Taisei
Corporation promotes corporate management that
places importance on intellectual property, and
strategically manages and utilizes all intellectual property
such as copyright, know-how associated with
construction and business, etc., in addition to patent
rights.
In FY 2014 an intellectual property course was held for
technical departments in head office, building
construction and civil engineering department in branch
office technical departments, and construction sites with
the objective of raising the awareness of intellectual
property among the employees, and training was held to
acquire basic knowledge of intellectual property.
Also, for the main construction sites survey activities are
carried out to identify inventions, and to find any
infringements of other's patented technologies. In
addition, activities are continuously implemented such
as e-learning for all employees, issuing information
related to intellectual property risks, as well as basic
knowledge for group companies, so that the intellectual
property rights of others will not be infringed, and the
intellectual property capabilities of the group as a whole
will be raised.
５. Improve group-wide intellectual property capabilities
６. Improvement of brand value through the use of intellectual
property
* Adopted on 1st January 2007
KPIs
Practice of Intellectual Property Strategy
In order to cultivate a culture of invention and to strengthen risk management, courses
on intellectual property are continuously implemented, and there is close liaison between
the Intellectual Property Department and other technical departments, in order to raise
the awareness of intellectual property widely among employees.
In FY 2014 a series of educational activities concerning patent applications, utilization of
rights, and infringement were carried out 32 times at head office, branch offices,
construction sites, etc.
Number of
Training Regarding
Intellectual Property
32 times
81
ISO
6.6.7
■ Information Management Policy and System
of Management Rules
■ Measures to Prevent Information Leakage
Taisei Corporation implements various information
security measures under the slogan "Safety First in Use of
ICT Also!", in order to ensure the level of information
security in the Taisei group as a whole. We aim to achieve
zero information security accidents among all the group
companies as well as cooperating companies such as
specialist subcontractors, etc.
Management
Taisei Corporation has adopted various policies and
action guidelines for proper utilization and protection of
the company s information. Also, various rules and
detailed regulations have been systematically formulated
for the information security systems and information
management companywide.
Outline
Measures for Information Security
Overall Perspective on the System of Information Control Rules
<Main countermeasures>
Organizational basic rules
Basic rules of
information disclosure
Standard for establishing emergency
response headquarters, etc.
Basic rules regarding business
continuity during disasters
1st layer
Basic rules regarding control of company information
2nd layer
Regulations regarding handling company information
4th layer
Technical countermeasures
● Encryption of PC and USB memories, and external hard disks,
and thorough periodic checking of their presence
● Prevention of illegal access by measures against attacks from
the internet and restrictions on equipment that can be
connected to internal network
Personnel countermeasures
● E-learning regarding information security is implemented 4
times per year for officers and employees including part-time
staff
Guidelines, manuals, etc
Taisei-SIRT was instituted to strengthen preventative measures
against electronic information security incidents and the system of
response during emergencies, and in March 2013 we became
affiliated to the Nippon CSIRT Association.
■ Raising the Level of Information Security in
the Construction Industry as a Whole
Taisei Corporation has summarized the
minimum rules for all officers and
employees in an "Information Security
Pocketbook , which is used for group
training.
In addition,the pocketbook is
distributed to suppliers(cooperating
companies) for education and
guidance, and customer information is comprehensively
managed through the use of the construction site
information sharing site (SagyoshoNet), etc.
Gov
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A free "Personal Computer Security Diagnosis Site" jointly
developed with a security vendor is provided on the web
Raising the Awareness of Information Security
Number of
Major Information
Security Accidents
0 case
The number of major security accidents regarding electronic information being released
outside the company in the Taisei group in FY 2014 was zero.
Also, companywide education regarding information security was implemented 19 times.
Continuous implementation of education regarding information security has become
established, but in the future the important contents of past learning will be repeated in
order to raise the awareness among employees.
Social
We aim to raise the level of information security not only
in the company but in the construction industry as a
whole, by joint utilization by Taisei Corporation,
companies we have transactions with, as well as other
companies in the same industry.
■ Raising the Awareness of Information Security
Environmental
Guidebooks (regulation guidelines)
KPIs
CSR
Rules
Standard for
regarding
Rules
Rules
Rules
implementing
control
of
regarding
Rules
regarding
regarding management regarding
information
insider
3rd layer control of protection of of intellectual storage of
security for
information,
customer
personal
property
documents
electronic
and prevention
information information
information
information
of insider
trading
Organizational countermeasures
● Development and adoption of in-house rules regarding
information security
● Institution of meeting committee for the main group
companies, and information sharing
Business Overview
Group action guides
82
Governance
GRI
G4-35
Members of the Board, Audit & Supervisory Board Members, Executive
Officers, Executive Fellows (June 26, 2015)
Members of the Board
Takashi Yamauchi
President Emeritus
1969.06:
1999.06:
2002.04:
2004.06
2005.06:
2007.04:
2015.04:
Kazuhiko Dai
2015.04:
Masahiro Sakai
2015.04:
Yasushi Yoshinari
1979.04:
2011.04:
2015.04:
2015.06:
2015.04:
Shigeyuki Sakurai
2015.04:
Shigeyoshi Tanaka
Joined the Company
Executive Officer
[Present Position]
Member of the Board
[Present Position]
Joined the Company
Executive Officer
Managing Executive Officer (Member of
the Board)
(Representative Director)
[Present Position]
Member of the Board
1979.04:
2011.04:
2013.04:
2015.04:
2015.06:
Norihiko Yaguchi
Joined the Company
Executive Officer
the Board)
(Representative Director) [Present Position]
Member of the Board
1979.04:
2011.04:
2013.04:
2013.06:
Joined the Company
Executive Officer
the Board)
(Member of the Board)
[Present Position]
Member of the Board
1977.04:
2011.04:
2013.04:
2013.06:
Joined the Company
Executive Officer
Executive Vice President (Representative
Director)
[Present Position]
Member of the Board
1977.04:
2012.04:
2013.04:
2013.06:
83
Joined the Company
Executive Officer
(Representative Director)
President Emeritus (Representative
Director) [Present Position]
Member of the Board
1974.04:
2007.04:
2010.04:
2011.04:
2013.06:
Yoshiyuki Murata
Joined the Company
Executive Officer
Managing Executive officer
[Present Position]
Member of the Board
[Present Position]
Member of the Board
1978.04:
2012.04:
2015.04:
2015.06:
Joined the Company
Executive Officer
[Present Position]
Member of the Board
[Present Position]
Outline
Audit & Supervisory Board Members
Misao Akune
Senior Audit & Supervisory Board Member (full-time)
2009.04:
2010.04:
2010.07:
2015.04:
2015.06:
Takashi Matsuyama
Joined the Company
Executive Officer
Managing Executive Officer, Member of the
Board
Senior Managing Executive Officer,
Member of the Board
Representative Director
Executive Vice President, Representative
Director
Member of the Board
Senior Audit & Supervisory Board
Member(full-time)
Audit & Supervisory Board Member (full-time)
1975.04:
2006.06:
2008.04:
2015.06:
Joined the Company
General Manager of Administration
Department, Tokyo Branch
General Manager of Auditing Department
Audit & Supervisory Board Member(fulltime)
Business Overview
External Directors & External Auditors
Toru Tsuji
Member of the Board
1961.04:
1991.06:
1996.04:
1997.06:
1999.04:
2004.04:
2008.04:
2008.06:
2011.06:
2012.04:
Terunobu Maeda
2003.01:
2000.06:
2001.06:
2002.09:
2003.04:
2005.04:
2010.04:
2010.06:
2011.06:
Shigeru Morichi
1966.04:
1987.03:
1996.04:
2004.04:
2004.04:
2011.04
2012.06:
Kiwamu Miyakoshi
Joined Kawasaki Steel Corporation
Member of the Board
Board
Executive Vice President, Representative
Director
President and Chief Executive Officer,
Member of the Board of JFE Holdings, Inc.
(Part-time)
Representative Director of JFE Steel
Corporation
Representative Director of JFE Holdings,
Inc.
Director
Honorary Advisor
Member of the Board of Taisei Corporation
[Present Position]
Joined Japan National Railways
Professor of Civil Engineering, School of
Engineering, Tokyo Institute of Technology
Professor of Social Infrastructure
Engineering, Graduate School of
Engineering, University of Tokyo
Professor, National Graduate Research
Institute for Policy Studies
Vice Chairman, Institution For Transport
Policy Studies, and President, Institution For
Transport Policy Studies
Director of Policy Research Center;
Academic Fellow; Adjunct Professor
Audit & Supervisory Board Member (Present
Position)Appointed Corporate Auditor of
Taisei Corporation [Present Position]
Gov
Governance
G
o er
ov
ern
rnanc
rn
ancce
2009.04:
2011.06:
Joined Fuji Bank, Ltd.
Director
Managing Director
Vice-president
Director of Mizuho Holdings, Inc.
Director
President and Chief Executive Officer of
Mizuho Financial Group
President Emeritus
Audit & Supervisory Board Member of the
Company [Present Position]
1964.04:
1994.06:
1997.06:
Social
1968.04:
1995.06:
1997.05:
2001.05:
2002.01:
2002.04:
Member of the Board
Environmental
2003.04:
Fumio Sudo
Joined Marubeni Iida
Member of the Board of Marubeni
Corporation
Board
Managing Executive Officer, Representative
Director
Chairman of the Board, Representative
Director
Chairman of the Board, Member of the
Board
Corporate Advisor, Member of the Board
Corporate Advisor
Member of the Board of Taisei
Corporation[Present Position]
Honorary Executive of Corporation
Appointed Director Emeritus of Marubeni
Corporation
CSR
1995.06:
Management
1973.04:
2004.04:
2007.04:
2007.06:
1998.03:
2004.06:
2005.09:
2010.03:
2011.03:
2012.06:
Joined National Police Agency
First Secretary, Embassy of Japan in
Germany, Ministry of Foreign Affairs
Police Commissioner, Tokushima
Prefectural Police
Auditor-Secretary, Hanshin Expressway
Company Limited
Police Commissioner,Ibaraki Prefectural
Police
Chief of Police,Chugoku District
Chief of Police,Kanto District
Audit & Supervisory Board Member (Present
Position)
(Notes)
１ Toru Tsuji and Fumio Sudo are external auditors as defined by the Companies Act,
Article 2-15.
２ Terunobu Maeda, Shigeru Morichi, and Kiwamu Miyakoshi are external auditors as
defined by the Companies Act, Article 2-16.
３ Toru Tsuji, Fumio Sudo, Terunobu Maeda, Shigeru Morichi, and Kiwamu Miyakoshi are
independent directors in accordance with the rules of Tokyo Stock Exchange and
Nagoya Stock Exchange.
1977.04:
1987.06:
84
Governance
Executive Officers
Yoshiyuki Murata
Executive Vice Presidents
Satoru Ogata
Supervising International Operations
Toshio Tominaga
In charge of Marketing & Sales (Building Construction),
Marketing & Sales Division (Integrated)
Kazuhiko Dai
Chief of Marketing & Sales Division (Integrated);
Chief of Marketing & Sales (Civil Engineering) Division;
Deputy Chief of Corporate Planning Office;
In charge of Safety Administration
Masatake Taniuchi
Chief of Marketing & Sales (West Japan) Division
Senior Managing Executive Officers
Junichi Ikeguchi
Chief of Nagoya Branch
Shigeru Konnai
Chief of Marketing & Sales (Building Construction)
Division II
Shigeyoshi Tanaka
Chief of Civil Engineering Division;
Shigeyuki Sakurai
Chief of Business Administration Division;
Masahiro Sakai
Deputy Chief of Marketing & Sales Division (Integrated),
Supervising Marketing & Sales (Building Construction)
Divisions;
Yoshinobu Shigeji
In charge of Marketing & Sales (Building Construction),
Managing Executive Officers
Shigeki Watanabe
In charge of Civil Engineering
Kazuhiko Hombu
In charge of Technology
Hiroshi Kanazawa
Hirofumi Kamata
Chief of Nuclear Facilities Division
Masahiro Oshima
Deputy Chief of Marketing & Sales (Civil Engineering)
Division;
In charge of Olympic projects
Katsuyuki Kanai
Chief of Urban Development Division
Takashi Ohkawa
Deputy Chief of Marketing & Sales (Civil Engineering)
Division
Tamotsu Umehara
Chief of Tokyo Branch
Takeo Horinouchi
Chief of Marketing & Sales Promotion Division;
Haruhiko Kouno
Chief of Design Division
Satoru Tsutae
Deputy Chief, In charge of Civil Engineering, International
Operations Headquarters
85
Masafumi Anami
Deputy Chief, In charge of Business Administration,
International Operations Headquarters
Yoshitaka Inoue
Chief of International Operations Headquarters
Yasushi Yoshinari
Chief of Medical & Welfare Business Division
Tetsuya Shibayama
Chief of Proposal & Solutions Division;
In charge of Olympic projects
Shoji Kondo
Chief of Tohoku Branch
Norihiko Yaguchi
Chief of Architecture & Engineering Division (Integrated);
Chief of Building Construction Division;
Takao Kanai
Chief of Kansai Branch
Hiroshi Shirakawa
Chief of Yokohama Branch
Yoshinori Nishida
Deputy Chief of Civil Engineering Division;
General Manager of Civil Engineering Department
Tsuyoshi Nakanishi
Chief of Engineering Division
Masaharu Okada
Chief of Marketing & Sales (Building Construction)
Division III
Executive Officers
Hiroshi Suzuki
Project Director, International Operations Headquarters
Atsuo Ogawa
Takeshi Kagata
Deputy Chief, In charge of Civil Engineering, Kansai Branch
Jirou Taniyama
General Manager of Next Generation Project Department,
Civil Engineering Division
Yoshiro Aikawa
Chief of Kyushu Branch
Keiji Hirano
Chief of Corporate Planning Office;
Masahiro Tsuchiya
General Manager of Projects Creation Department
Masaaki Ito
Deputy Chief, In charge of Building Construction,
Tohoku Branch
Makoto Imasaka
Chief of Environment Division
Nobuyuki Hayashi
General Manager of Design Department, Civil Engineering
Division
Hiroshi Tsuchiya
Chief of Marketing & Sales (Building Construction) Division I
Shimpei Oguchi
Deputy Chief of Marketing & Sales (Building Construction)
Division II
Tatsuhiko Matsui
Chief of Taisei Technology Center
Susumu Morita
Chief of Hokushinetsu Branch
Taku Yamamoto
Division II
Noriaki Kon
Chief of Sapporo Branch
Business Overview
Executive Fellows
Management
Shinichi Takeda
Chief of Shikoku Branch
Shun Kitano
Chief of Safety Administration Division
Hiroshi Kimura
Chief of Chugoku Branch
Jo Iwata
Chief of Chiba Branch
Fumihiko Sudoh
Chief of Kanto Branch
Yuichi Kitaguchi
In charge of New National Stadium, Tokyo Branch
Outline
Atsushi Yamamoto
General Manager of Secretarial Department
Tetsuya Hanyu
Division I
Masatoshi Yamakami
Deputy Chief, In charge of Civil Engineering, Tohoku
Branch;
General Manager of Reconstruction Project Department
(Civil Engineering)
Kyo Murai
Chief of Procurement Division;
CSR
Osamu Hosozawa
Deputy Chief of Design Division
Satoshi Imamura
Deputy Chief of Taisei Technology Center
Kazuyuki Shimamura
Deputy Chief of Environment Division
Kazuro Sato
Executive Engineer, Environment Division
Environmental
Social
Gov
Governance
G
o er
ov
ern
rnanc
rn
ancce
86
Explanation and Analysis of Business Results
Years ended March 31, 2014 and 2015
Millions of Yen
Thousands of U.S.
Dollars*
2014
2015
¥ 1,651,370
¥ 1,763,793
$14,677,482
New orders received during the year
1,645,896
1,765,743
14,693,709
Net sales
1,533,473
1,573,270
13,092,036
Contract backlog at the end of the year
¥ 1,763,793
¥ 1,956,266
$16,279,155
10.9 %
Net income
¥
¥
$
19.0 %
Contract backlog at the beginning of the year
Per share (in yen and dollars)
Cash dividends applicable to the year
Net assets
Total assets
32,089
38,177
2015
Change (%)
317,692
6.8 %
7.3
2.6
28.17
33.52
0.279
19.0
6,834
9,836
81,851
43.9
6.00
8.00
0.067
33.3
384,166
492,114
4,095,149
28.1
335.42
418.61
3.483
24.8
1,599,065
1,735,249
14,439,952
8.5
* U.S. dollar amounts above and elsewhere in this Annual Report were translated from yen, for convenience only, at the rate of US $ 1 = ¥ 120.17,
the approximate exchange rate at March 31, 2015.
Status of Results
The Japanese economy during this fiscal year continued a moderate recovery reflecting improvement of the basic conditions such as
corporate earnings, employment and income conditions, etc. irrespective of the demand decrease, etc. after the last-minute demand
prior to increase of consumption tax rate.
The domestic construction market was kept strong as public investment remained in a high level while the non-manufacturing
sectors showed weak trend.
Under these circumstances, the Company and its affiliated companies reported consolidated results of its operations as follows:
orders received of 1,765.7 billion yen, 7.3% increase compared to the previous fiscal year, net sales of 1,573.2 billion yen, 2.6% increase,
operating income of 70.4 billion yen, 31.0% increase, and net income for the year of 38.1 billion yen, 19.0% increase compared to the
previous fiscal year.
Major new orders received during FY ended March 2015
Client
Project
East Japan Rental Housing Office,
Urban Renaissance Agency
Area in front of Yotsuya Station
Urban Land Redevelopment Work
Tokyo Branch, Central Nippon
Expressway Company Limited
Construction Work of the Tokyo Outer Ring Road
Main Line Tunnel North Route Oizumi South
Area in front of Meguro Station
Urban Land Redevelopment Association
Area in front of Meguro Station Urban Land Redevelopment
New Construction of Facilities and Buildings
Southern Area of Futamata-Gawa
Station Urban Land
Redevelopment Association
Southern Area of Futamata-Gawa Station Urban Land
Redevelopment
New Construction of Facilities and Buildings
Metropolitan Expressway
Company Limited
Shield Tunnel Work of Yokohama Ring Road
Northern West Route toward Kohoku Area
Major projects completed during FY ended March 2015
Client
Project
Republic of Turkey, Ministry of Transport, Maritime Affairs Contract BC1, Railway Bosphorus Tube Crossing, Tunnels and
and Communications, General Directorate of Infrastructure Stations
Investments (AYGM)
87
Mizuho Trust & Banking Co., Ltd.
(Tentative Name) Main Construction Work inside the Premises as
Part of Otemachi 1-6 Project
➡ p.23
NTT Urban Development Corporation, Taisei Corporation,
Hulic Co., Ltd. and Tokyo Urban Development Co., Ltd.
(Tentative Name) Project of Utilizing Above-Space Relating to
Restructuring of Shibuya Water Reclamation Center
➡ p.23
Airport Corporation Vietnam
Noi Bai Internation Airport Terminal 2 Construction Project
➡ p.19
Bureau of Sewerage Tokyo Metropolitan Government
(Tentative Name) Construction Work of Rain Water Reservoir for
Shibaura Water Recycling Center (No.3)
➡ p.23
Status of Results
❷ Building Construction
In our Group, sales increased by 6.4% compared with the previous consolidated financial year to 1.172 trillion yen, due to the increase
in sales for the company. Also, operating income was 24.4 billion yen (in the previous consolidated financial year 8.9 billion loss), due to
the increase in sales and an improvement in the gross profit margin.
(Consolidated) Results for Orders received
Units: million yen
Previous consolidated financial year
(1st April 2013 to 31st March 2014)
Civil engineering
485,492
570,219
967,867
1,048,597
182,581
134,477
Total
9,953
12,448
1,645,895
1,765,743
Name of reporting
segment, etc.
Units: million yen
Previous consolidated financial year
This consolidated financial year
418,526
448,727
922,647
974,539
182,346
137,555
9,953
12,448
1,533,473
1,573,270
Total
Financial
FinancialData/
and Corporate
CorporateData
Data
Civil engineering
Others
Governance
(Consolidated) Results for Sales
Social
This consolidated financial year
Name of reporting
segment, etc.
Others
Environmental
❹ Others
In our Group, sales have increased by 21.0% compared with the previous consolidated financial year to 14.4 billion yen, and operating
income has decreased by 37.3% year on year to 300 million yen.
CSR
❸ Real Estate Development
In the real estate sales market, the business environment is solid in the condominium market as the contract rate remains high due
to interest rates and anticipation of higher real estate prices, although the trend towards higher construction costs continues. Also,
in the real estate rental market, the vacancy rates in office buildings has improved, and there is a trend towards higher rents in some
buildings, so signs of recovery can be seen.
In our Group, sales have decreased by 23.9% compared with the previous consolidated financial year to 143.4 billion yen, due to the
effect of sales from large projects in the previous term. Also, operating income has decreased by 56.2% year on year to 12.2 billion yen,
due to the decrease in sales and a reduction in the gross profit margin.
Business Overview
❶ Civil Engineering
In our Group, sales increased by 5.1% compared with the previous consolidated financial year to 471.0 billion yen, due to the increase in
sales for the company. Also, operating income increased by 1.7% year on year to 33.1 billion yen, due to the increase in sales.
Management Strategy
Results according to reporting segment, etc., are as follows (the results for reporting segments include internal transactions between
segments).
Outline
In this financial year the Japanese economy continued its gentle recovery against the background of improving fundamental
conditions such as company profitability and employment and income environment, although some downturn from the rush demand
associated with the rise in consumption tax was evident.
In the case of the domestic construction market, although the nonmanufacturing sector was weak, public works investment
continued at high level, so the market remained firm.
Under these circumstances, the business results of our Group was as follows.
New orders received increased by 7.3% compared with the previous consolidated financial year to 1.7657 trillion yen, and sales
increased by 2.6% year on year to 1.5732 trillion yen.
Regarding profitability, operating income increased by 31.0% compared with the previous consolidated financial year to 70.4 billion
yen, ordinary income increased by 31.2% year on year to 74.4 billion yen, and net income for this term increased by 19.0% year on year
to 38.1 billion yen.
(Note) In the Results for Orders Received and Results for Sales, transactions between segments have been eliminated.
88
Cash Flow
❶ Cash Flow from Sales Activities
A net income before tax of 66.9 billion yen was earned this term, resulting in excess revenue of 24.0 billion yen (excess revenue in
previous consolidated financial year was 138.7 billion yen).
❷ Cash Flow from Investment Activities
An excess revenue of 16 billion yen was achieved from the sale of investment securities, etc. (expenditure of 4.7 billion yen in previous
consolidated financial year).
❸ Cash Flow from Financing Activities
An expenditure of 30.4 billion yen was incurred for repayment of interest-bearing loans, etc., associated with procurement of finance
(expenditure of 68.8 billion yen in previous consolidated financial year)
As a result of the above, cash and cash equivalents at the end of this consolidated financial year was 337.1 billion yen (a decrease of
17.2 billion yen compared with the previous consolidated financial year), and the balance of interest-bearing loans associated with
procurement of finance was 273.2 billion yen (a reduction of 43.2 billion yen year on year).
■ Cash Flows Status
(billion yen)
2,000
■ Cash flow from sales activities
■ Cash flow from investment activities
■ Cash flow from financing activities
Increase/decrease in cash and
cash equivalents
1,387
1,500
1,188
1,051
885
1,000
730
477
500
374
246
240
160
0
△39
△80
△500
△588
△647
△1,000
2010
2011
△47
△139
△172
△465
△304
△688
2012
2013
2014 （FY）
Financial Status, Business Results and Analysis
❶ Overview
The business results for this consolidated financial year achieved the predictions at the beginning of the financial year for all items:
orders received, sales, operating income, normal income, and current net income.
In addition to the current net income, net assets increased to 492.1 billion yen due to effects such as the increase in valuation
difference on available-for-sale securities due to the rise in the stock market and issue of new shares for appropriation to repayment of
subordinated loads, so the ratio of capital to assets increased by 4.3% compared with the previous consolidated financial year to 28.2%.
Also, interest-bearing loans associated with procurement of finance reduced by 43.2 billion yen to 273.2 billion yen, so the D/E ratio
improved by 0.3 points to 0.5.
As a result each of the management numerical targets for the final financial year of the Medium-term Business Plan (operating income
47.0 billion yen, interest-bearing debt less than 300 billion yen, D/E ratio 1.0) have been achieved.
❷ Financial Status
(1) Status of Assets
As a result of an increase in investment securities due to the rise in the stock market and accounts due on completed construction,
total assets increased by 8.5% or 136.1 billion yen compared with the previous consolidated financial year to 1.7352 trillion yen.
(2) Status of Liabilities
Although there was a reduction in interest-bearing loans associated with procurement of finance, total liabilities increased by 2.3% or
28.2 billion yen to 1.2431 trillion yen, due to an increase in accrual of electronically recorded monetary claims.
Note that the balance of interest-bearing loans associated with procurement of finance at the end of this consolidated financial year
was 273.2 billion yen.
(3) Status of Net Assets
Net assets have increased by 28.1% or 107.9 billion yen to 492.1 billion yen compared with the previous consolidated financial year, as a
result of an increase in valuation difference on available-for-sale securities due to the rise in the stock market, etc.
89
❸ Operating Results
Business Overview
CSR
The company has a fundamental long term stable dividend policy, enhancing retained earnings in preparation for future business
development, and issuing special dividends when results are good, etc., to return the profits to the shareholders.
Taking into consideration that the results have greatly exceeded the initial plan in the final year of the Mid-term Business Plan (FY 2012
to FY 2014), and the overall business environment in the future, it has been decided to increase the dividend by 2 yen compared with
the previous term, or a dividend of 8 yen per year per ordinary share is allocated (of which 3.00 yen is allocated as an interim dividend).
The Articles of Association of the company permit an interim dividend to be allocated, in accordance with Article 454-5 of the
Companies Act, with dividends allocated twice every year, at the middle and at the end of the financial year. These dividends are
decided by the shareholders meeting for the end of term and the Board of Directors' Meeting for the interim dividend.
Also, it is the policy to utilize retained earnings to promote next generation technology development, etc.
Management Strategy
Dividend Policy
Outline
(1) New Orders and Net Sales
Orders received have increased in Civil Engineering and Building Construction, increasing by 7.3% to 1.7657 trillion yen compared with
the previous consolidated financial year.
Also, sales increased in Civil Engineering and Building Construction, increasing by 2.6% to 1.5732 trillion yen compared with the
previous consolidated financial year.
(2) Operating Income and Ordinary Income
Although operating income was reduced in the real estate development as a consequence of the sales on large projects in the
previous term, profit was increased due to the increase in gross margin rates in the building segment. Sales costs and general
management costs were generally the same as the previous year, so operating income increased by 31.0% compared with the
previous consolidated financial year to 70.4 billion yen.
Ordinary income increased by 31.2% compared with the previous consolidated financial year to 74.4 billion yen, due to an
improvement in non-operating profit and loss resulting from a reduction in interest paid.
(3) Net Income
Net income increased by 19.0% compared with the previous financial year to 38.1 billion yen, due to the increase in ordinary income,
although the tax burden increased due to liquidation of deferred tax assets associated with the reduction in corporate tax.
Total Dividend Amount and Dividend per Share
Board of Directors Meeting 11th November 2014
th
Shareholders Meeting 26 June 2015
Total dividend amount
(million yen)
Dividend per share (yen)
3,416
3.00
5,849
5.00
Environmental
Resolution meeting date
Note: The dividends on surplus earnings at the criterion date of this term are as shown above.
Social
Governance
Financial
FinancialData/
and Corporate
CorporateData
Data
90
Medium Term Company Management Strategy and Issues To be Dealt With
The future business environment, in the medium and short term, is expected to remain strong reflecting expectations for the 2020
Tokyo Olympics and Paralympics as well as the increasing awareness of prevention and reduction of disaster.
In the long-term, however, we recognize that underlying issues are widespread, such as the drop and the qualitative change in
demand and securement of employees and labors in the context of decreasing population.
Recognizing these circumstances, the Taisei Group has started its Medium-Term Business Plan (2015-2017) from FY 2015 and we are
working with full force toward achieving our management goals listed below.
Medium-Term Business Plan (2015-2017) (Outline)
Basic Policy
Deep cultivation of our primary business of construction
[Corporate vision]
•
•
•
•
To obtain high customer satisfaction through quality and safety assurances
To pursue growth in a steady and continuous manner
To promote transformation to a high value-added business structure
To obtain a high level of credibility and appraisal from all stakeholders
Management Goals
1. Undertaking strategic approaches regarding focused projects
・ Participating in national projects
・ Participating in large-scale projects by private sectors
・ Participating in exportation of infrastructures
2. Actively contributing to improving infrastructures
・ Participating in projects of the major infrastructures for public security, safety, and convenience
・ Participating in projects for a steady supply of electricity
・ Actively contributing to earthquake disaster reconstruction projects
3. Promoting the development of next-generation technologies
・ Developing construction technologies for the next generation
・ Upgrading technologies for earthquake-related problems
・ Developing technologies for differentiation in fields of environment, nuclear power, etc.
4. Establishing next-generation business models in the focused fields
・
・
・
・
・
Renewal and replacement
Nuclear power
Environment
Engineering
Urban development
5. Strengthening domestic construction projects
・
・
・
・
Improving construction capabilities
Strengthening quality and safety management systems
Expanding design and construction projects
Improving procurement capabilities
6. Developing the structure for healthy growth of overseas projects
・ Structuring a business system for participating in exportation of infrastructures
・ Advancing projects focusing on the important areas and fields
・ Strengthening a business system of overseas subsidiaries
7.
Improving the total strength of the Taisei Group
・ Advancing residential business strategies of the Taisei Group
・ Developing new renewal technologies related to earthquake strengthening and the like, of infrastructures
・ Strengthening cooperation among companies in the Taisei Group regarding sales, procurement and construction
8. Advancing the business foundation
・
・
・
・
・
91
Establishing corporate governance for the next generation
Maintaining and improving a strong financial basis
Nurturing and improving human resources
Promoting diversity management
Utilizing ICT
Risk Information
❶ Trends in the Construction and Real Estate Markets
If the construction or real estate markets suddenly shrink or if the competitive environment becomes severe, it could affect out results.
❷ Risks Associated with Overseas Projects
❸ Customer Credit Risk
Normal contracts in the construction industry involve a large contract amount in a single transaction, and in most cases contracts are
concluded on the condition that a large amount of the construction fee is paid when the constructed object is handed over. Therefore,
if the customer runs into credit problems before the construction fee is received, it could affect out results.
Business Overview
We carry out projects in many countries throughout the world, so terrorism, war, violence, etc., could occur, the circumstances in the
country could worsen, there could be sudden fluctuations in the economic situation, there could be large fluctuations in the exchange
rates, and changes in laws and regulations could change without notice, and if it is not possible to hedge these risks through the
contract, our results could be affected.
Management Strategy
Matters described relating to the future are the judgment of the Group as of the end of this consolidated financial year.
Outline
The main items of risk for the business of this Group which are considered to have the potential to have an important effect on the
decisions of investors are as follows. The Group recognizes the possibility of occurrence of these risks, and intends to take measures to
avoid these risks, and deal with them when they occur.
❹ Fluctuations in Material and Equipment Prices
CSR
If the price of raw materials suddenly increases, and if it is difficult to reflect this in the contract amount, our results could be affected.
❺ Asset Holding Risks
Assets such as real estate and tradable securities, etc., are held out of necessity for sales activities, so our results could be affected by
fluctuations in the present market price.
If there are changes in the assumptions for calculating the retirement benefit obligations, such as a drop in the value of retirement
assets, investment yield, discount rate, etc., our results could be affected.
Environmental
❻ Retirement Benefit Obligations
❼ Fluctuations in Interest Rates
If interest rates suddenly increased, our results could be affected.
❽ Defects on Construction Products or Services
Social
If we become liable for a large amount of compensation based on liability for defects caused by the Group's work or product liability,
our results could be affected.
❾ Ancillary Related Project Risks
The Group operates ancillary projects associated with PFI projects, leisure projects, as well as civil engineering, building, and real estate
development projects. The project period for most of these is long, so if the project environment changes greatly in the future, our
results could be affected.
Large Scale Natural Disaster, etc., Risk
If a large scale earthquake, a large scale natural calamity such as wind or water damage, etc., or if an infectious disease became an
epidemic, our results could be affected.
Financial
FinancialData/
and Corporate
CorporateData
Data
Occurrence of a Major Accident
If a major accident involving human injury or loss or life or damage to a structure occurs in the civil engineering or building
construction fields, our results could be affected.
Governance
Legal Controls Over the Civil Engineering and Building Construction Business
The civil engineering business and the building construction business are subject to legal controls such as the Construction Industry
Act, the Building Standard Act, the Industrial Safety and Health Act, and the Anti-Monopoly Act, etc., and if these laws or regulations
were amended or abolished, or if new laws or regulations were enacted, and if we were subjected to administrative disciplinary action
in accordance with these laws or regulations, our results could be affected.
92
Consolidated Balance Sheets
Years Ended March 31, 2014 and 2015
Thousands of
U.S. Dollars
Millions of Yen
ASSETS
2014
(Note 1)
2015
2015
Current assets:
Cash and time deposits (Notes 3 and 4) .................................................................
338,309
$ 2,815,253
444,425
490,712
4,083,482
Cost on uncompleted contracts ...............................................................................
74,167
77,331
643,513
Cost on development projects in progress ..............................................................
100,149
95,679
796,197
Other inventories .....................................................................................................
5,740
4,110
34,202
Deferred income tax assets (Note 8).......................................................................
37,698
32,153
267,563
Other current assets ................................................................................................
59,304
98,618
820,654
Notes and accounts receivable, trade (Note 4) .......................................................
Allowance for doubtful accounts..............................................................................
Total current assets............................................................................
¥
355,548
(818)
¥
(415)
(3,453)
1,076,213
1,136,497
9,457,411
Buildings and structures (Notes 6 and 9) .........................................................
125,146
122,391
1,018,482
Machinery, vehicles, tools, furniture and ¿xtures .............................................
58,995
53,356
444,004
Land .................................................................................................................
121,657
115,196
958,609
Construction in progress ..................................................................................
1,197
893
7,431
306,995
291,836
2,428,526
Fixed assets:
Property, plant and equipment:
Accumulated depreciation ................................................................................
(125,944)
(121,863)
(1,014,088)
Net property and equipment ..............................................................
181,051
169,973
1,414,438
Intangibles: ..............................................................................................................
5,017
4,772
39,710
Investment securities (Notes 4, 5 and 6) .................................................................
265,859
348,327
2,898,619
Net de¿ned bene¿t asset (Note 10).........................................................................
30,337
36,808
306,299
Deferred income tax assets (Note 8).......................................................................
902
549
4,569
Other assets (Note 6) ..............................................................................................
44,902
42,763
355,854
Allowance for doubtful accounts..............................................................................
(5,216)
(4,440)
Investments and other assets:
Total investments and other assets ...................................................
424,007
(36,948)
3,528,393
Total ¿xed assets .................................................................
522,852
598,752
4,982,541
Total assets .........................................................................
¥ 1,599,065
¥ 1,735,249
$ 14,439,952
The accompanying notes are an integral part of these balance sheets.
93
336,784
LIABILITIES AND NET ASSETS
2014
(Note 1)
2015
2015
¥
466,030
¥
489,707
$
4,075,119
Short-term borrowings (Notes 4 and 7) ...................................................................
118,799
104,955
873,388
Straight bonds due within one year (Note 4) ...........................................................
11,200
15,000
124,823
283
277
2,305
Advances received and progress billings on uncompleted contracts ......................
140,657
137,858
1,147,191
Deposits received (Note 4) ......................................................................................
122,875
142,016
1,181,792
Allowance for warranty on completed contracts ......................................................
3,059
3,232
26,895
Allowance for losses on construction contracts.......................................................
50,671
41,237
343,156
Allowance for losses on order received...................................................................
69
53
441
Other current liabilities.............................................................................................
32,454
50,427
419,631
Total current liabilities ........................................................................
946,097
984,762
8,194,741
Straight bonds (Notes 4 and 7) ...............................................................................
55,000
40,000
332,862
Long-term borrowings (Notes 4 and 7)....................................................................
131,494
113,334
943,114
Lease obligations ....................................................................................................
762
712
5,925
Deferred income tax liabilities (Note 8) ...................................................................
4,345
26,029
216,601
Deferred income tax liabilities for revaluation of land (Notes 8 and 18) ..................
4,913
4,430
36,864
Retirement bene¿ts for directors and corporate auditors ........................................
399
437
3,637
Allowance for losses on investments in subsidiaries and af¿liates .........................
251
273
2,272
Allowance for environmental spending....................................................................
264
146
1,215
Net de¿ned bene¿t liability (Note 10) ......................................................................
54,279
56,748
472,231
Business Overview
Lease obligations ...................................................................................................
Management Strategy
Current liabilities:
Notes and accounts payable, trade (Note 4) ...........................................................
Outline
Thousands of
U.S. Dollars
Millions of Yen
Long- term liabilities:
947
7,881
16,179
15,317
127,460
268,802
258,373
2,150,062
Total liabilities.....................................................................................
1,214,899
1,243,135
10,344,803
1,021,403
Social
Total long-term liabilities ..........................................................................................
Environmental
916
Other long-term liabilities.........................................................................................
CSR
Asset retirement obligations (Note 14) ....................................................................
Net assets (Notes 11 and 21):
Shareholders’ equity:
Common stock
Authorized: 2,200,000,000 shares
112,448
122,742
94,170
104,464
869,302
Retained earnings ...................................................................................................
120,778
143,290
1,192,394
Issued:
Less: Treasury stock, at cost ...................................................................................
Total shareholders' equity ..................................................................
(329)
(356)
(2,962)
327,067
370,140
3,080,137
59,650
111,199
925,347
Governance
1,171,268,860 shares .................................................................
Capital surplus.........................................................................................................
Accumulated other comprehensive income:
Deferred gains (losses) on hedging derivatives, net of taxes..................................
(181)
(4)
(33)
Revaluation reserve for land (Note 18) ...................................................................
(2,338)
(70)
(583)
Foreign currency translation adjustments ...............................................................
(2,285)
(1,486)
(12,366)
Remeasurements of de¿ned bene¿t plans, net of taxes (Note 10) .........................
129
9,974
83,000
Total accumulated other comprehensive income...............................
54,975
119,613
995,365
Minority interests: ........................................................................................................
2,124
2,361
19,647
Total net assets ..................................................................................
384,166
492,114
4,095,149
Total liabilities and net assets ..............................................
¥ 1,599,065
¥ 1,735,249
$ 14,439,952
TA I S E I A N N U A L R E P O R T
Financial
FinancialData/
and Corporate
CorporateData
Data
Unrealized holding gains on securities, net of taxes ...............................................
94
Consolidated Statements of Income
Thousands of
U.S. Dollars
Millions of Yen
(Note 1)
2014
2015
2015
Construction contracts .....................................................................................
¥ 1,321,289
¥ 1,404,530
$ 11,687,859
Real estate development (and other) ...............................................................
212,184
168,740
1,404,177
1,533,473
1,573,270
13,092,036
Cost of sales (Note 19)............................................................................................
1,402,446
1,425,295
11,860,655
Selling, general and administrative expenses (Note 19) .........................................
77,254
77,558
645,403
1,479,700
1,502,853
12,506,058
53,773
70,417
585,978
Revenue:
Net sales (Note 16):
Costs and expenses (Note 16):
Operating income .........................................................................................................
Other income (expenses):
Interest and dividends income.................................................................................
3,264
3,196
26,596
Interest expenses ....................................................................................................
(5,071)
(4,095)
(34,077)
Taxes and dues ......................................................................................................
(340)
(592)
(4,926)
Foreign exchange gains ..........................................................................................
3,568
3,767
31,347
Investment gain on equity method ..........................................................................
1,549
1,725
14,355
Gains on sales of investment securities ..................................................................
1,895
289
2,405
Gains on sales of property and equipment..............................................................
-
533
4,435
Losses on sales of property and equipment............................................................
(6,337)
Impairment losses on ¿xed assets (Note 20) ..........................................................
(4,599)
(6,688)
(55,654)
Other, net.................................................................................................................
(1,109)
(1,572)
(13,082)
(7,180)
(3,437)
(28,601)
46,593
66,980
557,377
(10,773)
(22,513)
(187,343)
Income before income taxes .......................................................................................
-
-
Income taxes (Note 8):
Current .............................................................................................................
Deferred ...........................................................................................................
Income before minority interests ................................................................................
Minority interest in consolidated subsidiaries ..........................................................
Net income
(3,347)
(6,242)
(51,943)
(14,120)
(28,755)
(239,286)
32,473
38,225
318,091
(384)
¥
(48)
32,089
¥
38,177
The accompanying notes are an integral part of these statements.
95
¥
28.17
6.00
317,692
U.S. Dollars
Yen
Amounts per share of common stock:
Net income (Note 21) .......................................................................................
Diluted net income (Note 21) ...........................................................................
Cash dividends applicable to the year .............................................................
(399)
$
(Note 1)
¥
33.52
8.00
$
0.279
0.067
GRI
G4-6, G4-7
Consolidated Statements of Comprehensive Income
Thousands of
U.S. Dollars
Millions of Yen
32,473
¥
2015
38,225
$
318,091
Other comprehensive income (Note 22)
Unrealized holding gains (losses) on securities, net of taxes..................................
13,718
51,550
428,976
Deferred gains (losses) on hedging derivatives, net of taxes..................................
26
177
1,473
Revaluation reserve for land ...................................................................................
-
453
3,770
Foreign currency translation adjustments ...............................................................
377
633
5,268
Remeasurements of de¿ned bene¿t plans, net of taxes .........................................
-
9,853
81,992
19
324
2,696
Total other comprehensive income..........................................................................
14,140
62,990
524,175
Comprehensive income
¥
46,613
¥
101,215
$
842,266
Business Overview
Share of other comprehensive income of associates accounted for by the equity method ..
Management Strategy
¥
(Note 1)
2015
2014
Income before minority interests
Outline
Comprehensive income attribute to:
Owners of the parent........................................................................................
46,118
101,000
840,476
Minority interests ..............................................................................................
495
215
1,790
CSR
Environmental
Social
Governance
Financial
FinancialData/
and Corporate
CorporateData
Data
96
Consolidated Statements of Changes in Net Assets
Millions of Yen
Common stock
Balance at March 31, 2013
Dividends................
Net income .............
Retained earnings
¥ 94,170
-
-
-
0
-
1
1
-
-
-
-
(28)
(28)
-
-
-
1,378
-
-
-
-
¥ 120,778
Acquisition of treasury
stock ...................
Reversal of revaluation
reserve for land ...
Foreign currency
translation adjustments on
overseas af¿liate ....
Changes other than
shareholders’ equity, net
¥ 93,020
Treasury stock
¥ 112,448
Sale of treasury stock
Capital Surplus
(5,695)
32,089
(14)
¥ (302)
Unrealized holding
gains on securities,
Total shareholders’ equity
net of taxes
-
-
(5,695)
32,089
1,378
(14)
¥ 45,931
-
-
-
13,719
¥ 327,067
¥ 59,650
¥ 112,448
¥ 94,170
Cumulative effect of
changes in accounting
policies ................
-
-
Restated balance at beginning
of year
¥ 112,448
¥ 94,170
10,294
10,294
-
-
-
0
-
0
0
-
-
-
-
(27)
(27)
-
-
-
-
-
-
¥ 122,742
¥104,464
¥ 143,290
Issuance of new shares
Dividends................
Net income .............
Acquisition of treasury stock
reserve for land .....
Changes other than
(6,447)
¥ 114,331
(7,403)
38,177
(1,815)
¥ (329)
¥ 299,336
¥ (329)
(6,447)
-
¥ 320,620
¥ 59,650
-
20,588
-
-
(7,403)
38,177
-
¥ (356)
(1,815)
-
51,549
¥ 370,140
¥ 111,199
Thousands of U.S. Dollars (Note 1)
Cumulative effect of
changes in accounting
policies ................
Restated balance at beginning
of year
Issuance of new shares
Dividends................
Net income .............
Acquisition of treasury
stock ...................
reserve for land .....
Changes other than
Capital Surplus
$
935,741
$ 783,640
$ 1,005,059
$ (2,738)
$ 2,721,702
$ 496,380
-
-
(53,648)
-
(53,648)
-
935,741
$ 783,640
$ 951,411
$ (2,738)
$ 2,668,054
$ 496,380
85,662
85,662
-
-
171,324
-
-
-
-
(61,606)
317,692
-
-
0
-
0
-
-
-
(224)
(224)
-
-
-
-
(15,103)
-
-
-
-
-
-
428,967
$ 1,021,403
$ 869,302
$1,192,394
$(2,962)
$ 3,080,137
$ 925,347
$
97
Retained earnings
(61,606)
317,692
(15,103)
Treasury stock
Total shareholders’ equity
Unrealized holding
gains on securities,
net of taxes
Common stock
0
-
GRI
G4-6, G4-7
Outline
Millions of Yen
Deffered gains (losses)
on hedging derivatives,
net of taxes
¥ (208)
Revaluation
reserve for land
Foreign currency
translation adjustments
Remeasure ments of
defined benefit plans,
net of taxes
¥
¥ (2,569)
¥
-
¥ 42,194
Minority interests
Total net assets
¥
1,770
¥ 343,300
-
-
-
-
-
(5,695)
32,089
-
-
-
-
-
-
1
-
-
-
-
-
-
(28)
-
-
(1,378)
-
-
(1,378)
-
14
-
14
-
-
27
-
270
129
14,145
354
14,499
129
¥ 54,975
2,124
¥ 384,166
-
-
-
(6,447)
129
¥ 54,975
2,124
¥ 377,719
¥ (181)
¥ (2,338)
¥ (181)
¥ (2,338)
¥
¥ (2,285)
¥ (2,285)
¥
¥
¥
-
-
-
-
20,588
-
-
-
-
(7,403)
38,177
-
-
-
-
-
-
0
-
-
-
-
-
-
(27)
-
1,815
-
-
1,815
177
453
799
9,845
62,823
¥ 9,974
¥ 119,613
(4)
¥
(70)
¥ (1,486)
-
¥
237
63,060
2,361
¥ 492,114
Environmental
-
CSR
-
Business Overview
-
Management Strategy
-
-
¥
(960)
Total accumulated
other comprehensive
income
Thousands of U.S. Dollars (Note 1)
Foreign currency
translation adjustments
Remeasure ments of
defined benefit plans,
net of taxes
$ (1,506)
$ (19,456)
$ (19,015)
$
-
-
-
$ (1,506)
$ (19,456)
$ (19,015)
-
-
-
Minority interests
Total net assets
1,073
$ 457,476
$ 17,675
$ 3,196,853
-
-
-
(53,648)
1,073
$ 457,476
$ 17,675
$ 3,143,205
-
-
-
-
171,324
-
-
-
-
-
(61,606)
317,692
-
-
-
-
-
-
0
-
-
-
-
-
-
(224)
-
15,103
-
-
15,103
-
-
1,473
3,770
6,649
81,927
522,786
1,972
524,758
(583)
$ (12,366)
$83,000
$ 995,365
$ 19,647
$ 4,095,149
(33)
$
$
Financial
FinancialData/
and Corporate
CorporateData
Data
$
Total accumulated
other comprehensive
income
Governance
Revaluation
reserve for land
Social
Deffered gains (losses)
on hedging derivatives,
net of taxes
98
Consolidated Statements of Cash Flows
Millions of Yen
2014
Cash Àows from operating activities:
Income before income taxes
Depreciation and amortization ..........................................................................
Impairment losses on ¿xed assets....................................................................
Increase (decrease) in allowance for doubtful accounts...................................
Increase (decrease) in allowance for losses on construction contracts............
Increase (decrease) in retirement bene¿ts .......................................................
Increase (decrease) in net de¿ned bene¿t liability............................................
Interest and dividend income ............................................................................
Interest expenses .............................................................................................
Foreign exchange losses (gains) ......................................................................
Write-down of investment securities .................................................................
Losses (gains) on sales of investment securities .............................................
Losses (gains) on sales of property and equipment .........................................
Write-down of cost on development projects in progress .................................
Decrease (increase) in trade receivables .........................................................
Decrease (increase) in cost on uncompleted contract......................................
Decrease (increase) in inventories other than cost on uncompleted contract .........
Decrease (increase) in other inventories other than cost on uncompleted contract......
Decrease (increase) in other current assets .....................................................
Decrease (increase) in prepaid pension cost ...................................................
Decrease (increase) in net de¿ned bene¿t asset .............................................
Decrease (increase) in investment and other assets........................................
Investment gain on equity method ....................................................................
Increase (decrease) in trade payables .............................................................
¥
46,593
7,407
4,599
(1,265)
19,369
(33,729)
54,279
(3,264)
5,071
(3,568)
25
(1,895)
6,337
24,705
(13,370)
9,791
14,228
(361)
(582)
6,729
(30,337)
1,712
(1,549)
(18,293)
(Note 1)
2015
¥
66,980
8,288
6,688
(1,180)
(9,444)
2,458
(3,196)
4,095
(3,768)
444
(383)
(533)
668
(45,670)
(3,064)
5,811
1,630
2015
$
557,377
68,969
55,654
(9,819)
(78,589)
20,454
(26,596)
34,077
(31,356)
3,695
(3,187)
(4,435)
5,559
(380,045)
(25,497)
48,356
13,564
(38,937)
(6,471)
2,141
(1,725)
22,966
(324,016)
(53,849)
17,817
(14,355)
191,113
24,479
31,173
866
149,150
(3,367)
19,129
7,977
31,537
(28,019)
159,183
66,382
262,437
3,416
(5,203)
(8,613)
138,750
3,347
(4,230)
(6,575)
24,079
27,852
(35,201)
(54,714)
200,374
(142)
(9,863)
24,260
(12,194)
14,503
(536)
16,028
190
(17,925)
8,283
(7,032)
2,545
(37)
(13,976)
1,581
(149,164)
68,927
(58,517)
21,178
(307)
(116,302)
Net cash provided by (used in) ¿nancing activities
(36,648)
14,600
(58,331)
19,911
(2,200)
(5,695)
(464)
(68,827)
7,368
30,400
(69,772)
(11,200)
20,477
(7,403)
(340)
(30,470)
61,313
252,975
(580,611)
(93,201)
170,400
(61,604)
(2,829)
(253,557)
Effect of exchange rate changes on cash and cash equivalents .........................
2,648
3,161
26,305
Increase (decrease) in advances received and progress billings on
uncompleted contracts ..................................................................................
Increase (decrease) in deposits received .........................................................
Other, net..............................................................................................................
Cash received (paid) during the year for:
Interest and dividends received ...............................................................................
Interest paid .............................................................................................................
Income taxes paid ....................................................................................................
Net cash provided by (used in) operating activities
Cash Àows from investing activities:
Decrease (increase) in time deposits.......................................................................
Purchase of marketable and investment securities .................................................
Proceeds from sale of marketable and investment securities..................................
Purchase of property, equipment and intangible assets ..........................................
Proceeds from sale of property, equipment and intangible assets ..........................
Other, net .................................................................................................................
Net cash provided by (used in) investing activities
Cash Àows from ¿nancing activities:
Increase (decrease) in short-term borrowings .........................................................
Proceeds from long-term borrowings .......................................................................
Repayment of long-term borrowings ........................................................................
Issue of bonds..........................................................................................................
Redemption of bonds ...............................................................................................
Proceeds from issuance of common shares ............................................................
Cash dividends paid, including those to minority interest ........................................
Other, net .................................................................................................................
Net increase (decrease) in cash and cash equivalents .........................................
88,599
(17,206)
Cash and cash equivalents at beginning of year ...................................................
265,773
354,372
2,948,922
337,166
$ 2,805,742
Cash and cash equivalents at end of year (Note 3)................................................
99
Thousands of
U.S. Dollars
¥
354,372
¥
(143,180)
Notes to Consolidated Financial Statements
Outline
1. Basis of Presenting Consolidated Financial Statements
The translations of the Japanese yen amounts into U.S. dollars
are included solely for the convenience of readers outside Japan,
using the prevailing exchange rate at March 31, 2015, which was
¥ 120.17 to U.S. $ 1. The translations should not be construed as
representations of what the Japanese yen amounts have been, could
have been, or could in the future be when converted into U.S. dollars
at this or any other rate of exchange.
Business Overview
CSR
2. Summary of Significant Accounting Policies
(c) Goodwill
Signi¿cant excesses of investment cost over net equity of consolidated
subsidiaries and af¿liated companies accounted for by the equity
method are recognized as goodwill (negative goodwill, if credit
balance), and amortized principally over the estimated useful lives or
less than twenty years on a straight-line basis. However, immaterial
goodwill charged to income in the year of acquisition. Negative
goodwill is credited to income upon occurrence.
Financial
FinancialData/
and Corporate
CorporateData
Data
(b) Valuation of Assets and Liabilities of Subsidiaries
In the elimination of the investments in subsidiaries, the assets and
liabilities of the subsidiaries including the portion attributable to minority
shareholders are recorded based on their fair value at the time the
Company acquired control of the respective subsidiaries.
Governance
(e) Cash and Cash Equivalents in the Consolidated Statements
of Cash Flows
In preparing the consolidated statements of cash Àows, cash on hand,
readily available deposits and short-term highly liquid investments with
maturities not exceeding three months at the date of purchase and with
insigni¿cant risks of change in value are considered to be cash and
cash equivalents.
Social
(d) Foreign Currency Translation
Receivables and payables denominated in foreign currencies are
translated into Japanese yen at year-end exchange rates. The
resulting exchange gains and losses are reÀected in the consolidated
statements of income. All revenues and expenses associated with
foreign currencies are translated at rates of exchange prevailing when
such transactions are made.
The ¿nancial statements of consolidated foreign subsidiaries
and af¿liated companies under the equity method are translated into
Japanese yen at exchange rates prevailing at the respective year-end
dates except for shareholders’ equity accounts, which are translated at
historical rates. The resulting foreign currency translation adjustments
are presented in accumulated other comprehensive income in the net
assets section of the consolidated balance sheets.
Environmental
(a) Consolidation and equity method
The Company prepares the consolidated ¿nancial statements
including the accounts of the Company and those of its majority-owned
subsidiaries, whether directly or indirectly controlled. The consolidated
¿nancial statements include the accounts of 25 subsidiaries for the
year ended March 31, 2015 (25 subsidiaries for the year ended
March 31, 2014).
Exclusion of certain small-scale subsidiaries from the scope of
consolidation does not have a material impact on the consolidated
¿nancial statements.
All signi¿cant intercompany transactions, account balances and
unrealized gains or losses have been eliminated in consolidation.
Investments in af¿liated companies, in which the Company does
not have control, but has the ability to exercise signi¿cant inÀuence,
are accounted for by the equity method. Investments in 8 af¿liated
companies are accounted for by the equity method for the year ended
March 31, 2015 (7 af¿liated companies for the year ended March 31,
2014).
The company included SHINAGAWA SEASON TERRACE
BUILDING MANAGEMENT Co., Ltd. in the scope of equity method as
it was newly established and became an af¿liated company in the year
ended March 31, 2015.
Exclusion of certain small-scale af¿liated companies from the
scope of equity method does not have a material impact on the
consolidated ¿nancial statements.
All consolidated subsidiaries other than 6 consolidated overseas
subsidiaries have the same balance sheet date, March 31, corresponding
with that of the Company. As for the 6 consolidated overseas subsidiaries
whose ¿scal year ends are December 31, their ¿nancial statements as
of December 31 are used in the preparation of the consolidated ¿nancial
statements. Signi¿cant transactions, if any, in the period from January 1
to March 31 have been adjusted in the consolidated ¿nancial statements.
Management Strategy
The accompanying consolidated ¿nancial statements of Taisei
Corporation (the “Company”) and its consolidated subsidiaries
(collectively the “Group”) have been prepared in accordance with
the provisions set forth in the Japanese Financial Instruments
and Exchange Law and its related accounting regulations, and in
conformity with accounting principles generally accepted in Japan
(“Japanese GAAP”), which are different in certain respects as to
application and disclosure requirements of International Financial
Reporting Standards.
The accompanying consolidated ¿nancial statements have
been reformatted and translated into English (with some expanded
descriptions) from the consolidated ¿nancial statements of the
Company prepared in accordance with Japanese GAAP and ¿led
with the appropriate Local Finance Bureau of the Ministry of Finance
as required by the Financial Instruments and Exchange Law. Certain
supplementary information included in the statutory Japanese
language consolidated ¿nancial statements but not required for fair
presentation, is not presented in the accompanying consolidated
¿nancial statements.
100
Notes to Consolidated Financial Statements (cont.)
(f) Securities
Securities held by the Group are classi¿ed into (a) debt securities
intended to be held to maturity (hereafter, “held-to-maturity debt
securities”), (b) equity securities issued by subsidiaries and af¿liated
companies, and (c) all other securities that are not classi¿ed in any of
the above categories (hereafter, “available-for-sale securities”).
Held-to-maturity debt securities are stated at amortized cost.
Equity securities issued by subsidiaries and af¿liated companies that
are not consolidated or accounted for by the equity method are stated
at moving-average cost. Available-for-sale securities with available fair
market values are stated at fair market value. Unrealized gains and
losses on available-for-sale securities are reported, net of applicable
income taxes, as a separate component of accumulated other
comprehensive income in the net assets section. Realized gains and
losses on sales of such securities are computed using moving-average
cost. Other securities with no available fair market value are stated at
moving-average cost.
(g) Revenue Recognition of Construction
Revenue associated with construction contracts of which the outcome
can be reliably estimated is accounted for by the percentage-ofcompletion method; otherwise contract revenue is accounted for by
the completed-contract method. The percentage of completion at the
end of the reporting period is determined by the percentage of the cost
incurred to the estimated total costs.
(h) Inventories
The Company and its certain subsidiaries develop real estate projects
on their own account. Cost on development projects in progress are
mainly stated at the lower of cost based on the speci¿c-identi¿cation
cost method or net realizable value. For this purpose, the cost includes
the purchase cost of land, incidental costs, direct development costs
and (in relation to certain developments by one of the subsidiaries)
interest expenses.
Cost on uncompleted contracts is mainly stated at cost based on
the speci¿c-identi¿cation cost method.
(i) Property, plant and Equipment
Property, plant and equipment except for buildings are recorded at cost
and depreciated principally by the declining-balance method over the
standard useful lives prescribed in the Corporation Tax Law. Buildings
are principally depreciated by the straight-line method.
(j) Accounting for Lease Transactions
Finance leases, except for certain immaterial or short-term ¿nance
leases in which ownership is not transferred to lessee, are capitalized.
Capitalized leased assets whose ownership is transferred to lessee are
depreciated by the same method of depreciation applied to property,
plant and equipment. Capitalized leased assets whose ownership is
not transferred to lessee are depreciated to a residual value of zero by
the straight-line method over a useful life period corresponding to the
lease contract period.
(k) Derivatives and Hedge Accounting
Derivative ¿nancial instruments are stated at fair value and changes in
fair value are recognized as gains or losses unless derivative ¿nancial
instruments are used for hedging purposes.
If derivative ¿nancial instruments are used as hedges and meet
certain hedging criteria, the Company and its consolidated domestic
subsidiaries defer recognition of gains or losses resulting from changes
in fair value of the derivative ¿nancial instruments until related losses
or gains on hedged items are recognized.
If interest rate swap contracts are used as hedge and meet certain
hedging criteria, net amounts to be paid or received under the interest
rate swap contracts are added to or deducted from the interest on
liabilities for which the swap contract were executed.
101
(l) Income Taxes
The Company and its wholly owned domestic subsidiaries apply the
system of consolidated tax returns.
The Company computes the provision for income taxes based on
the pretax income included in the consolidated statement of income
and recognizes deferred tax assets and liabilities for expected future
tax consequences of temporary differences between the ¿nancial
statement basis and the tax basis of assets and liabilities.
(m) Allowance for Doubtful Accounts
Allowance for doubtful accounts is provided to reserve for probable
losses from bad debt. It consists of the estimated uncollectible amount
of certain identi¿ed doubtful receivables and the amount estimated on
the basis of the past default ratio for normal receivables.
(n) Allowance for Warranty on Completed Contracts
Allowance for warranty on completed contracts is provided as the
amount estimated using an actual ratio of related losses during the
past certain periods.
(o) Allowance for Losses on Construction Contracts
Allowance for losses on construction contracts is provided with respect
to construction projects for which eventual losses are reasonably
estimated.
(p) Allowance for Losses on Order Received
Allowance for losses on order received is provided with respect to
orders (excluding construction contracts) for which eventual losses are
reasonably estimated.
(q) Retirement Bene¿ts for Directors and Corporate Auditors
Retirement bene¿ts for directors and corporate auditors of certain
consolidated subsidiaries have been set up in accordance with each
company’s regulations.
(r) Allowance for Losses on Investments in Subsidiaries and
Af¿liates
Allowance for losses on investments in subsidiaries and af¿liates is
provided for estimated losses from certain subsidiaries and af¿liates in
liquidation.
(s) Allowance for Environmental Spending
Allowance for environmental spending is provided based on estimated
costs for disposal of Polychlorinated Biphenyl (“PCB”) waste, which
is obligated to dispose by the Act on Special Measures Concerning
Promotion of Proper Treatment of PCB Waste.
(t) Accounting Method for Retirement Bene¿t
Net de¿ned bene¿t liability is provided for severance and retirement
bene¿ts for employees and executive of¿cers of the Company’s certain
consolidated subsidiaries based on estimated amounts of projected
bene¿t obligations and plan assets at the year-end.
In calculating projected bene¿t obligations, the method of
attributing estimated amounts of retirement bene¿ts to the period
until this ¿scal year is based on the bene¿t formula basis. (In some
consolidated subsidiaries, the straight line basis is used.)
Past service costs are amortized using the straight-line method
(some consolidated subsidiaries use the declining-balance method)
over 1-10 years, which is not longer than an average remaining service
period of the employees when the costs are incurred.
Actuarial gains and losses are amortized from the subsequent
¿scal year (some consolidated subsidiaries amortize actuarial gains
and losses from the current ¿scal year) using the straight line method
(some consolidated subsidiaries use the declining balance method)
over 1-10 years, which is not longer than an estimated average
remaining service period of the employees when the gains or losses
are incurred.
Outline
Management Strategy
(u) Net Income and Cash Dividends per Share
Net income per share is calculated by dividing net income available to
common shares by the weighted average number of common shares
outstanding during the year. Cash dividends per share shown for each
year represent dividends declared as applicable to the respective
years.
(v) Reclassi¿cations
Certain prior year amounts have been reclassi¿ed to conform to the
current year presentation. These reclassi¿cations have no impact on
previously reported results of operations or retained earnings.
Business Overview
(w) Change in Accounting Policy
Adoption of the Accounting Standard for Retirement Bene¿ts
Effective from the ¿scal year ended March 31, 2015, the
Company and its domestic subsidiaries adopted “Accounting
Standard for Retirement Bene¿ts” (Accounting Standards Board
of Japan (“ASBJ”) Statement No.26, issued on May 17, 2012
(hereinafter the “Statement No.26”)) and “Guidance on Accounting
Standard for Retirement Bene¿ts” (ASBJ Guidance No.25, issued on
March 26, 2015 (hereinafter the “Guidance No.25”)) in accordance
with the provisions stated in the paragraph 35 of the Statement No.26
and the paragraph 67 of the Guidance No.25.
By this adoption, the calculation methods for projected bene¿t
obligations and current service costs were reviewed. The method of
attributing estimated retirement bene¿ts to periods was changed from
the straight line basis to the bene¿t formula basis and the method of
determining the discount rate was changed from a method based on
a yield of the bonds carrying the same remaining life as an average
remaining service period of the employees to a method of using
a single weighted average discount rate reÀecting the estimated
payment period and the amount for each estimated payment period of
the retirement bene¿t.
In transition, as stipulated in the paragraph 37 of the Statement
No.26, the impact associated with the change in calculation methods
for projected bene¿t obligations and current service costs was
reÀected in retained earnings carried forward at the beginning of the
¿scal year.
As a result, net de¿ned bene¿t asset decreased by ¥ 3,290
million ($ 27,378 thousand), net de¿ned bene¿t liability increased by
¥ 6,670 million ($ 55,505 thousand) and retained earnings decreased
by ¥ 6,447 million ($ 53,649 thousand) at the beginning of the ¿scal
year ended March 31, 2015. In addition, operating income, ordinary
income and income before income taxes increased by ¥ 435 million
($ 3,620 thousand) as of the ¿scal year ended March 31.
The effect of this change on Per Share Data is described in the
relevant section.
CSR
Environmental
Social
Governance
Cash and cash equivalents at March 31, 2014 and 2015 consist of the following:
Millions of Yen
Cash and time deposits ..............................................................................................
Less: Time deposits with maturities exceeding three months ....................................
Cash and cash equivalents ........................................................................................
2014
¥ 355,548
(1,176)
¥ 354,372
2015
¥ 338,309
(1,143)
¥ 337,166
Thousands of
U.S. Dollars
2015
$ 2,815,253
(9,511)
$ 2,805,742
Financial
FinancialData/
and Corporate
CorporateData
Data
3. Cash and Cash Equivalents
102
4. Financial Instruments
(1) Policies for using ¿nancial instruments
The Group restricts investments to the low risk assets such as
deposits, and raise funds by the indirect ¿nance such as borrowings
from bank as well as by the direct ¿nance such as issuing corporate
bonds or commercial papers.
Derivative ¿nancial instruments are employed mainly for hedging
Àuctuation in interest rate and foreign currency exchange, and not
used to speculate.
Receivables: trade notes and trade accounts are exposed to the
credit risks of customers. In order to reduce such risks, the Group
conducts strict credit examinations when orders are received, and
afterward manage the receivables individually and make effort to
detect reduction of credit risks early.
For investment securities which are mainly held-to-maturity debt
securities and shares held to keep the relationship with business
partners, the Group regularly monitors the fair values or ¿nancial
positions of the invested companies, and revises the portfolio
timely (except for held-to-maturity debt securities) considering the
relationship with them.
(2) Fair Value of Financial Instruments
(a) Book values of the ¿nancial instruments included in the
consolidated balance sheet, the fair values of said items as of March
31, 2014 and 2015, were as follows. Items for which it is extremely
Debts, trade payables: notes and accounts are debts mostly
due within one year. Borrowings, commercial papers and bonds are
primarily for working capital, and have maturity dates of ¿ve years
or less. Although the borrowings or bonds issued at variable rates
are exposed to interest rate Àuctuation risk, the risk is hedged by
derivative transactions (interest rate swap contracts).
The Group primarily utilizes derivative transactions related to
interest rates in order to mitigate the Àuctuation risk in interest rates
or to reduce ¿nancing costs, and derivative transactions related
to currency in order to mitigate the foreign exchange risk. These
transactions are exposed to the Àuctuation risk in interest rates
and the foreign exchange risk. However, the Group is exposed to
limited risk, because most of them are hedged by the corresponding
transactions. They consider the credit risk to be low, because they
conduct derivative transactions solely with reliable international
¿nancial institutions.
The Group executes and manages derivative transactions in
accordance with internal rules. Their Finance Departments are
responsible for conducting, evaluating transactions and managing
related risks.
dif¿cult to calculate the fair value were not included in the following
table (see “Note 2” below).
Millions of Yen
2014
[ASSETS]
Cash and time deposits
Notes and accounts receivable, trade
Book Value
Fair Value
Difference
¥ 355,548
¥ 355,548
¥
444,425
444,362
(63)
-
Investment securities
Debt securities intended to be held to maturity
818
826
8
207,055
207,055
-
Notes and accounts payable, trade
Short-term borrowings and Long-term borrowings due within one
year
Straight bonds due within one year
466,030
466,030
-
118,799
119,423
(624)
11,200
11,225
(25)
Deposits received
122,875
122,875
-
55,000
55,992
(992)
131,494
132,789
(1,295)
(275)
(275)
-
Available-for-sale securities
[LIABILITIES]
Straight bonds
Long-term borrowings
[Derivative ¿nancial instruments (*)]
Millions of Yen
2015
[ASSETS]
Book Value
Fair Value
Difference
¥ 338,309
¥ 338,309
¥
490,712
490,685
(27)
-
735
744
9
287,515
287,515
-
year
489,707
489,707
-
104,955
105,177
(222)
15,000
15,047
(47)
Deposits received
142,016
142,016
-
40,000
40,782
(782)
113,334
114,411
(1,077)
(245)
(245)
-
[LIABILITIES]
Straight bonds
103
Outline
Thousands of U.S. dollars
2015
[ASSETS]
Fair Value
$ 2,815,253
$ 2,815,253
Difference
4,083,482
4,083,257
(225)
$
-
6,191
75
2,392,569
-
year
4,075,119
4,075,119
-
873,388
875,235
(1,847)
124,823
125,214
(391)
Deposits received
1,181,792
1,181,792
-
Straight bonds
332,862
339,369
(6,507)
943,114
952,076
(8,962)
(2,039)
(2,039)
-
[LIABILITIES]
(*)Note The assets and liabilities are reported as net amounts. Any items for which the total becomes a net liability are indicated in parentheses.
¥ 354,998
¥
-
¥
-
437,396
7,029
-
281
383
83
20
-
-
50
-
-
10
139
144
-
30
Governance
Time deposits .............................................................................................................
Receivables: Trade notes and Trade accounts ..........................................................
Due after ¿ve years but
within ten years
Social
Due within one year
2014
Due after one year but
within ¿ve years
Environmental
Millions of Yen
CSR
Note 1: The calculation method of the fair values of ¿nancial instrument and securities, derivative transactions
[ASSETS]
・Cash and time deposits and Notes and accounts receivable, trade
The fair values of these ¿nancial instruments are almost equivalent to the book value, due to the short term settlements; although, the fair value
of receivables due after one year are based on the present values of discounted cash Àows reÀecting the interest rate, the estimated collection
terms and credit risks with respect to each receivables categorized by collection terms.
・Investment securities
The fair values of marketable securities are based on the quoted market value, and bonds are based on the market value, the price indicated by
a third party such as broker or the present value of discounted cash Àows.
See the notes on “5 Securities” for notes pertaining to securities categorized by the purposes for which they are held.
[LIABILITIES]
・Notes and accounts payable, trade, Short-term borrowings and Long term borrowings due within one year, Commercial papers and Deposits received
The fair values of these ¿nancial instruments are almost equivalent to the book value, due to the short term settlements; although, the fair value
of long-term borrowings due within one year is based on the same method as that for long-term borrowings.
・Long-term borrowings
The fair value of long-term borrowings is based on the present value of discounted cash Àows by the interest rate which may be applicable when
the same kind of borrowings is conducted.
・Bonds
The fair value of marketable bonds is based on the quoted market value, otherwise the fair value of nonmarketable bonds are based on the
present value of discounted cash Àows by the interest rate reÀecting the estimated redemption terms and issuer’s credit risk.
[Derivative ¿nancial instruments]
See the notes on “13 Derivative Transactions”.
Note 2: Financial instruments for which it is deemed to be extremely dif¿cult to calculate the fair value
Nonmarketable securities (book value amount to ¥ 57,986 million and ¥ 60,077 million ($ 499,933 thousand) at March 31, 2014 and 2015,
respectively) are not included in the [Assets] Investment securities–Available-for-sale securities above, as it is extremely dif¿cult to calculate the
fair values because they have no quoted market prices and the future cash Àows cannot be estimated.
Note 3: Scheduled redemption amounts after the consolidated balance sheet date for monetary claims and securities with period of maturities as of March
31, 2014 and 2015 were as follows:
Business Overview
6,116
2,392,569
Management Strategy
Book Value
Bonds ..................................................................................................................
Other bonds.........................................................................................................
Government bonds ..............................................................................................
Others .....................................................................................................................
Total..............................................................................................................
¥ 792,757
¥
7,581
¥
227
Financial
FinancialData/
and Corporate
CorporateData
Data
104
Time deposits .............................................................................................................
Others .....................................................................................................................
Total..............................................................................................................
Time deposits .............................................................................................................
Others .....................................................................................................................
Total..............................................................................................................
Due within one year
¥ 337,447
487,401
Millions of Yen
2015
Due after one year but
within ¿ve years
¥
3,311
Due after ¿ve years but
within ten years
¥
-
62
401
273
45
¥ 824,955
276
30
4,018
273
¥
¥
Thousands of U.S. Dollars
2015
Due after one year but Due after ¿ve years but
Due within one year
within ¿ve years
within ten years
$2,808,080
$
$
4,055,929
27,553
-
516
375
$6,864,900
3,337
2,272
2,297
249
$ 33,436
2,272
$
Note 4: See the notes on “7 Short-term Borrowings, Long-term Borrowings and Straight Bonds” for notes pertaining to the aggregate annual maturities of
long term debt after the consolidated balance sheet date.
5. Securities
(1) Following tables summarized acquisition costs, book values and fair values of securities with fair values available as of March 31, 2014
and 2015:
(a) Held-to-maturity debt securities:
Securities with fair values exceeding book values
Type
Government bonds .....................................................................................................
Corporate bonds .........................................................................................................
Others .........................................................................................................................
Total..............................................................................................................
Type
Government bonds ....................................
105
Book value
¥
732
Millions of Yen
2015
Fair value
¥
741
Book value
¥
597
20
50
¥
667
Difference
¥
9
Millions of Yen
2014
Fair value
¥
604
21
50
¥
675
Difference
¥
7
1
0
¥
8
2015
Book value
Fair value
Difference
$ 6,091
$ 6,166
$
75
Outline
Other securities
Type
Book value
¥
3
Millions of Yen
2015
Fair value
¥
3
Book value
¥
151
Difference
¥
(0)
Difference
¥
(0)
2015
Book value
Fair value
Difference
$
25
$
25
$
(0)
Type
Equity securities .........................................................................................................
Others .........................................................................................................................
Total..............................................................................................................
Book value
¥ 190,502
247
995
¥ 191,744
Millions of Yen
2014
Acquisition cost
¥ 94,703
238
741
¥ 95,682
Difference
¥ 95,799
9
254
¥ 96,062
Business Overview
(b) Available-for-sale securities:
Securities with book values exceeding acquisition costs
Management Strategy
Type
Millions of Yen
2014
Fair value
¥
151
CSR
Book value
¥276,637
292
1,174
¥278,103
Difference
¥165,458
9
432
¥165,899
2015
Book value
Acquisition cost
Difference
$2,302,047
$925,181
$1,376,866
2,430
2,355
75
9,769
6,175
3,594
$2,314,246
$933,711
$1,380,535
Environmental
Type
Equity securities ........................................
Others ........................................................
Total.............................................
Millions of Yen
2015
Acquisition cost
¥111,179
283
742
¥112,204
Other securities
Book value
¥ 9,370
28
15
¥ 9,413
Difference
¥
(1,663)
(0)
(0)
¥
(1,663)
Difference
¥ (3,428)
(0)
(9)
¥ (3,437)
2015
Book value
Acquisition cost
Difference
$
77,973
$
91,811
$ (13,838)
233
233
(0)
125
125
(0)
$
78,331
$
92,169
$ (13,838)
Governance
Type
Equity securities ........................................
Others ........................................................
Total.............................................
Millions of Yen
2015
Acquisition cost
¥ 11,033
28
15
¥ 11,076
Book value
¥ 15,085
46
180
¥ 15,311
Social
Type
Others .........................................................................................................................
Total..............................................................................................................
Millions of Yen
2014
Acquisition cost
¥ 18,513
46
189
¥ 18,748
Financial
FinancialData/
and Corporate
CorporateData
Data
106
(2) Total sales of available-for-sale securities and the related gains and losses for the years ended March 31, 2014 and 2015 were as follows:
Millions of Yen
2014
Type
Total amount of available-for-sale securities sold ....................................
Gains on sales of available-for-sale securities ........................................
Losses on sales of available-for-sale securities ......................................
Equity securities
¥ 4,110
1,882
127
Type
Total amount of available-for-sale securities sold .......................................................
Gains on sales of available-for-sale securities ...........................................................
Losses on sales of available-for-sale securities .........................................................
Type
Total amount of available-for-sale securities sold .......................................................
Gains on sales of available-for-sale securities ...........................................................
Losses on sales of available-for-sale securities .........................................................
¥
Bonds
2,829
104
-
Others
¥ 3,890
36
4,781
Equity securities
¥
457
287
5
Millions of Yen
2015
Others
¥
176
2
-
Equity securities
$ 3,803
2,388
42
2015
Others
$ 1,465
17
-
¥
¥
$
Total
10,829
2,022
4,908
Total
633
289
5
Total
5,268
2,405
42
(3) Impairment losses on securities
The Group recognized impairment losses on the following securities for the years ended March 31, 2014 and 2015 as followings:
Thousands of
U.S. Dollars
2015
Millions of Yen
Type
Write-down of investment securities included in cost of sales (Real estate
development) ..............................................................................................................
Write-down of investment securities ...........................................................................
2015
2014
¥
-
¥
3
439
25
$
25
3,653
6. Pledged Assets
(1) The following assets were pledged as long-term debt at March 31, 2014 and 2015:
Millions of Yen
Buildings and structures (net of accumulated depreciation) .......................................
¥
2014
4,139
¥
2015
3,906
Thousands of
U.S. Dollars
2015
$ 32,504
(2) The following assets were pledged principally as collateral for loans of companies, which were not consolidated at March 31, 2014 and
2015
Millions of Yen
Investment securities ..................................................................................................
Other assets ...............................................................................................................
Total..............................................................................................................
107
2014
2,106
1,922
¥ 4,028
¥
2015
2,191
1,907
¥ 4,098
¥
Thousands of
U.S. Dollars
2015
$ 18,233
15,869
$ 34,102
Outline
7. Short-term Borrowings, Long-term Borrowings and Straight Bonds
Millions of Yen
2015
2014
Loans, principally from banks and insurance companies:
Secured loans .........................................................................................................
Unsecured loans .....................................................................................................
Amount due within one year .......................................................................................
Total long-term borrowings (due after one year).........................................................
¥ 10,000
1,200
15,000
10,000
10,000
10,000
10,000
¥
15,000
10,000
10,000
10,000
10,000
1,050
199,536
266,786
(80,292)
¥ 186,494
840
160,374
216,214
(62,880)
¥ 153,334
$
124,823
83,215
83,215
83,215
83,215
6,991
1,334,560
1,799,234
(523,258)
$ 1,275,976
Millions of Yen
¥
62,880
61,636
47,558
16,400
17,740
10,000
¥ 216,214
Thousands of
U.S. Dollars
$
523,259
512,907
395,756
136,473
147,624
83,215
$ 1,799,234
Environmental
Year ending March 31,
2016................................................................................
2017................................................................................
2018................................................................................
2019................................................................................
2020................................................................................
2021 and thereafter ........................................................
Total ...............................
CSR
The annual interest rates applicable to long-term loans due within one year averaged 1.1% and 1.8% as of March 31, 2014 and 2015,
respectively, and the annual interest rates applicable to long-term loans due after one year averaged 1.2% as of March 31, 2014 and 2015.
The aggregate annual maturities of long-term borrowings (including current portion) at March 31, 2015 were summarized as follows:
Business Overview
Bonds and notes:
Issued by the Company:
1.80% yen bonds due in 2014 .............................................................................
1.81% yen bonds due in 2014 .............................................................................
1.49% yen bonds due in 2015 .............................................................................
0.80% yen bonds due in 2016 .............................................................................
1.58% yen bonds due in 2017 .............................................................................
0.66% yen bonds due in 2018 .............................................................................
0.67% yen bonds due in 2020 .............................................................................
Thousands of
U.S. Dollars
2015
Management Strategy
Short-term borrowings at March 31, 2014 and 2015 mainly consisted of short-term notes and overdrafts from banks. The weighted average
interest rates of short-term borrowings at March 31, 2014 and 2015 were 0.7% and 0.6% per annum, respectively.
The Group has had no dif¿culty in renewing such notes and overdraft facility agreements, when they considered such renewal advisable.
Long-term borrowings at March 31, 2014 and 2015 consisted of the following:
The Company has a commitment line provided by co-¿nancing consisting of several correspondent ¿nancial institutions for the purpose of
securing ¿nancing in case of an emergency. The commitment line amounts as of March 31, 2014 and 2015 were ¥ 100,000 million and ¥ 75,000
million ($ 624,116 thousand), respectively, although there was no amount of corresponding loans as of March 31, 2014 and 2015.
Social
Governance
Financial
FinancialData/
and Corporate
CorporateData
Data
108
8. Income Taxes
Taxes on income consist of corporation, enterprise and inhabitants taxes.
The adjustment of deferred tax assets and liabilities due to the reduction of corporation tax rates
On March 31, 2015, amendments to the Japanese tax regulations “Act on Partial Amendment of the Income Tax Act and Others” (Act
No. 9 of 2015) and “Act on Partial Amendment of the Local Tax Act and Others” (Act No. 2 of 2015) were enacted into law. As a result of these
amendments, the effective statutory tax rate used to measure deferred income tax assets and liabilities was changed subject to those are to
be eliminated after April 1, 2015 from 35.6% to 33.1% for those expected to be eliminated in the ¿scal year beginning on April 1, 2015 until that
ended on March 31, 2016 and to 32.3% for those expected to be eliminated in the ¿scal years beginning on and after April 1, 2016.
Due to this change in the effective statutory tax rate, amount of deferred income tax liabilities (net of deferred income tax assets)
decreased by ¥ 490 million ($ 4,078 thousand), deferred income taxes increased by ¥ 5,321 million ($ 44,279 thousand), unrealized gains
on available-for-sale securities, net of taxes increased by ¥ 5,324 million ($ 44,304 thousand) and remeasurements of de¿ned bene¿t plans
increased by ¥ 487 million ($ 4,053 thousand). In addition, deferred income tax liabilities for revaluation reserve for land decreased by ¥ 453
million ($ 3,770 thousand) and revaluation reserve for land increased by ¥ 453 million ($ 3,770 thousand).
The following table summarized the signi¿cant differences between the statutory tax rate and the Company’s effective tax rate for ¿nancial
statement purposes for the year ended March 31, 2014 and 2015.
Statutory tax rate
2014
38.0%
2015
35.6%
Permanent differences:
Non-deductible expenses
Non-taxable income
Per capita inhabitant tax and others
Changes in valuation reverse
Tax rate difference of foreign consolidated subsidiaries
Reversal of revaluation reserve for land
Effect of enacted changes in tax laws and rates on Japanese tax
Others
Effective tax rate
12.0
(11.1)
1.2
(6.8)
(1.7)
(1.7)
1.7
(1.3)
30.3
2.5
(2.4)
0.8
0.6
(1.4)
(0.7)
7.9
0.0
42.9
Signi¿cant components of deferred income taxes at March 31, 2014 and 2015 were as follows:
2014
2015
Thousands of
U.S. Dollars
2015
Deferred income tax assets:
Disallowed portion of expenses and losses:
Net de¿ned bene¿t liability ..................................................................................
Inventories ...........................................................................................................
Accrued bonuses.................................................................................................
Fixed assets ........................................................................................................
Bad debt expenses and allowance for doubtful accounts ...................................
Others..................................................................................................................
Tax loss carryforward ..............................................................................................
Unrealized pro¿ts ....................................................................................................
Sub-total .......................................................................................................
Valuation allowance ................................................................................................
Total..............................................................................................................
¥ 42,277
28,774
4,680
2,130
3,841
8,916
2,328
7,372
100,318
(4,718)
95,600
¥ 43,164
23,116
4,702
4,627
3,523
8,224
841
7,424
95,621
(4,292)
91,329
$ 359,191
192,361
39,128
38,504
29,317
68,436
6,998
61,779
795,714
(35,716)
759,999
Deferred income tax liabilities:
Unrealized holding gains on securities ...................................................................
Gains on securities contribution to employee retirement bene¿t trust ....................
Net de¿ned bene¿t asset ........................................................................................
Others .....................................................................................................................
Total..............................................................................................................
Net total ........................................................................................................
(32,954)
(20,605)
(6,367)
(1,419)
(61,345)
¥ 34,255
(53,013)
(18,695)
(11,831)
(1,117)
(84,656)
¥ 6,673
(441,150)
(155,571)
(98,452)
(9,295)
(704,468)
$ 55,531
Millions of Yen
In addition to the deferred income taxes shown above, deferred tax liabilities concerning revaluation of land amounting to ¥ 4,913 million at
March 31, 2014 and ¥ 4,430 million ($ 36,864 thousand) at March 31, 2015 were included in the consolidated balance sheets.
109
Outline
9. Investment and Rental Property
(2) The amounts of investment and rental property which booked in consolidated balance sheets, the amounts of increase or decrease, and
fair value at March 31, 2014 and 2015 were as follows:
March 31, 2014
¥
59,135
Millions of Yen
2015
Book value
increase (decrease)
March 31, 2015
¥
(7,997)
¥
51,138
Fair value
March 31, 2015
¥
57,284
March 31, 2014
$ 492,095
2015
Book value
increase (decrease)
March 31, 2015
$ (62,548)
$ 425,547
Fair value
March 31, 2015
$ 476,691
CSR
Fair value
March 31, 2014
¥
65,882
Business Overview
March 31, 2013
¥
86,731
Millions of Yen
2014
Book value
increase (decrease)
March 31, 2014
¥ (27,596)
¥
59,135
Management Strategy
(1) The Company and certain consolidated subsidiaries hold some of¿ce buildings for rent in Tokyo and other areas. The rental income
on of¿ce buildings for rent was ¥ 3,657 million and ¥ 2,734 million ($ 22,751 thousand) at the year ended on March 31, 2014 and 2015,
respectively. Rental income is mainly booked in Net Sales: Real estate development and other, and rental cost is mainly booked in Cost of
Sales.
Environmental
Note 1: The carrying amount is stated at cost of acquisition less accumulated depreciation and impairment losses.
Note 2: The main reasons of decrease for the years ended March 31, 2014 and March 31, 2015 were sales of ¿xed assets in the amounts of ¥ 18,297 million
and ¥ 686 million ($ 5,709 thousand), impairment loss on ¿xed assets in the amounts of ¥ 3,987 million and ¥ 4,883 million ($ 40,634 thousand),
and reclassi¿cation to inventories (real estate) in the amounts of ¥ 5,339 million and ¥ 1,959 million ($ 16,302 thousand), respectively.
Note 3: The book value at March 31, 2014 and 2015 included asset retirement obligations of ¥ 240 million and ¥ 233 million ($ 1,939 thousand),
respectively.
Note 4: The fair value of investment and rental property as of March 31, 2014 and 2015 were mainly calculated by the Company according to the appraisal
standard of real-estate (including those which were adjusted by the land price index, if any).
10. Employees Severance and Retirement Benefits
Social
Governance
1. The Company and its main consolidated subsidiaries have adopted the de¿ned-bene¿t pension plans and de¿ned-contribution
pension plans. The de¿ned-bene¿t pension plans adopted consist of de¿ned-bene¿t corporate pension plans and lump-sum
payment plans.
Liabilities and expenses for severance and retirement bene¿ts of the Company and its consolidated domestic subsidiaries are determined based
on amounts obtained by actuarial calculations. The Company may also pay additional retirement bene¿ts which are not subject to actuarial
calculation.
The Company has established a retirement bene¿t trust.
As a result of the change of retirement bene¿t system in one of the consolidated subsidiaries of the Company, from de¿ned-bene¿t
pension plan to de¿ned-contribution pension plan, the number of companies applying de¿ned-bene¿t pension plan decreased by 1 and
de¿ned-contribution pension plan increased by 1 during ¿scal year 2015. Besides, as a result of the change of retirement bene¿t system in
the Company, the number of companies applying de¿ned-contribution pension plan increased by 1 during ¿scal year 2014. Accordingly, the
numbers of consolidated companies which have adopted lump-sum payment plans, de¿ned-bene¿t corporate pension plans and de¿nedcontribution pension plans were 20, 8 and 4, respectively, as of March 31, 2015.
Financial
FinancialData/
and Corporate
CorporateData
Data
110
2. De¿ned-bene¿t pension plans
(1) Movement in retirement bene¿t obligations
Thousands of
U.S. Dollars
Millions of Yen
Balance at April 1, beginning of the year ...................................................................
Cumulative effects of changes in accounting policies ...............................................
Related balance after reÀecting changes in accounting policies ...............................
Current service cost ...............................................................................................
Interest cost ...........................................................................................................
Actuarial loss (gain) ...............................................................................................
Bene¿ts paid ..........................................................................................................
Past service costs ..................................................................................................
Other ......................................................................................................................
Balance at end of the year ..............................................................................
2014
¥ 148,920
148,920
5,632
2,760
790
(12,848)
(97)
437
¥ 145,594
2015
¥ 145,594
9,960
155,554
6,178
1,616
(1,449)
(12,074)
(255)
56
¥ 149,626
2015
$ 1,211,567
82,883
1,294,450
51,411
13,448
(12,058)
(100,474)
(2,122)
464
$ 1,245,119
Some of the consolidated subsidiaries use simpli¿ed method for the calculation of retirement bene¿t obligations.
Retirement bene¿t expenses in the consolidated subsidiaries applying simplifying method are recorded in current service cost.
(2) Movements in plan assets
Thousands of
U.S. Dollars
Millions of Yen
Balance at beginning of the year ...............................................................................
Expected return on plan assets .............................................................................
Actuarial loss (gain) ...............................................................................................
Contributions paid by the employer .......................................................................
Bene¿ts paid ..........................................................................................................
Balance at end of the year ..............................................................................
2014
¥ 115,634
1,629
7,449
6,143
(9,202)
¥ 121,653
2015
¥ 121,653
1,699
10,353
3,978
(7,997)
¥ 129,686
2015
$ 1,012,341
14,138
86,153
33,103
(66,547)
$ 1,079,188
(3) Reconciliation from retirement bene¿t obligations and plan assets to net de¿ned bene¿t liability (asset)
Thousands of
U.S. Dollars
Millions of Yen
Unfunded retirement bene¿t obligations ....................................................................
Net total at year-end ..................................................................................................
2014
¥ 143,377
(121,653)
21,724
2,218
23,942
2015
¥ 147,187
(129,686)
17,501
2,439
19,940
2015
$ 1,224,823
(1,079,188)
145,635
20,297
165,932
Net de¿ned bene¿t liability.........................................................................................
Net de¿ned bene¿t asset ...........................................................................................
Net total at year-end .......................................................................................
54,279
(30,337)
¥ 23,942
56,748
(36,808)
¥ 19,940
472,231
(306,299)
$ 165,932
Funded retirement bene¿t obligations .......................................................................
Plan assets ................................................................................................................
(4) Retirement bene¿t costs
Thousands of
U.S. Dollars
Millions of Yen
Current service cost...................................................................................................
Interest cost ...............................................................................................................
Expected return on plan assets .................................................................................
Net actuarial loss amortization ..................................................................................
Past service costs amortization .................................................................................
Other..........................................................................................................................
Total retirement bene¿t costs for the year.......................................................
¥
¥
2014
5,632
2,760
(1,629)
1,503
(1,736)
16
6,546
¥
¥
2015
6,178
1,616
(1,699)
4,218
(1,760)
37
8,590
$
$
2015
51,411
13,448
(14,138)
35,100
(14,646)
307
71,482
(5) Remeasurements of de¿ned bene¿t plans
Items recorded in remeasurements of de¿ned bene¿t plans, before tax were as follows:
Thousands of
U.S. Dollars
Millions of Yen
2014
Past service costs......................................................................................................
Actuarial gains and losses .........................................................................................
Total balance at March 31, 2014 and 2015.....................................................
111
¥
¥
-
¥
¥
2015
(1,505)
16,020
14,515
$
$
2015
(12,524)
133,311
120,787
Outline
(6) Accumulated remeasurements of de¿ned bene¿t plans
Items recorded in accumulated remeasurements of de¿ned bene¿t plans (before considering tax effect) were as follows:
Thousands of
U.S. Dollars
Millions of Yen
2014
¥ (11,722)
11,524
¥
(198)
2015
¥ (10,216)
(4,497)
¥ (14,713)
2015
(85,013)
(37,422)
$ (122,435)
$
(7) Plan assets
① Plan assets comprise:
2014
43%
24
21
3
0
9
100
2015
47%
22
20
3
0
8
100
Business Overview
Bonds .........................................................................................................................
General accounts .......................................................................................................
Special accounts ........................................................................................................
Cash and cash equivalents ........................................................................................
Other...........................................................................................................................
Total ................................................................................................................
Management Strategy
Unrecognized past service costs ...............................................................................
Unrecognized actuarial gains and losses ..................................................................
Total balance at March 31, 2014 and 2015.....................................................
The retirement bene¿t trust established for corporate pension plans accounted for 31% and 35% of total plan assets, for the ¿scal year ended
March 31, 2014 and 2015, respectively.
Discount rate
The Company and its consolidated domestic subsidiaries .....................................
Consolidated overseas subsidiaries .......................................................................
Long-term expected rate of return ..............................................................................
2014
0.5~2.0%
6.4
1.0~3.5
Environmental
(8) Actuarial assumptions
The principal actuarial assumptions at March 31, 2014 and 2015 (expressed as weighted averages) were as follows:
CSR
② Long-term expected rate of return
Current and target asset allocations, historical and expected returns on various categories of plan assets have been considered in determining
the long-term expected rate of return.
2015
0.8~1.5%
4.6
1.0~3.5
3. De¿ned-contribution pension plans
Amount payable for de¿ned-contribution pension plans of the Company and its consolidated subsidiaries were ¥ 2,058 million and ¥ 2,161 million
($ 17,983 thousand), for the ¿scal year ended March 31, 2014 and 2015, respectively.
Social
11. Net assets
Financial
FinancialData/
and Corporate
CorporateData
Data
Governance
Net assets comprise three subsections; which are shareholders’ equity, accumulated other comprehensive income and minority interests.
Under Japanese laws and regulations, the entire amount paid for new shares is required to be designated as common stock. However,
a company may, by a resolution of the Board of Directors, designate an amount not exceeding one-half of the price of the new shares as
additional paid-in capital, which is included in capital surplus.
Under the Japanese Corporate Law (“the Law”), when a dividend distribution of surplus is made, the smaller of an amount equal to 10%
of the dividend or the excess, if any, of 25% of common stock over the total of additional paid-in capital and legal earnings reserve must be
set aside as additional paid-in capital or legal earnings reserve. Legal earnings reserve is included in retained earnings in the accompanying
consolidated balance sheets.
Under the Law, appropriations of legal earnings reserve and additional paid-in capital generally require a resolution of the shareholders’
meeting.
Additional paid-in capital and legal earnings reserve may not be distributed as dividends. Under the Law, however, all additional paid-in
capital and all legal earnings reserve may be transferred to other capital surplus and retained earnings, respectively, which are potentially
available for dividends.
The maximum amount that the Company can distribute as dividends is calculated based on the non-consolidated ¿nancial statements of
the Company in accordance with the Law.
The number of treasury stock owned by the Company, consolidated subsidiaries and af¿liated companies adopting the equity method as
of March 31, 2014 and 2015 were 1,278 thousand shares and 1,322 thousand shares, respectively.
112
12. Lease Transactions
Operating leases
(a) Lessee
Future minimum lease payments as of March 31, 2014 and 2015 were as follows:
2015
¥ 4,209
25,067
¥ 29,276
Thousands of
U.S. Dollars
2015
$ 35,026
208,596
$ 243,622
2015
¥ 3,576
25,272
¥ 28,848
Thousands of
U.S. Dollars
2015
$ 29,758
210,302
$ 240,060
Millions of Yen
2014
¥ 4,386
29,046
¥ 33,432
Due within one year ........................................................................................................
Due after one year ..........................................................................................................
Total .....................................................................................................................
(b) Lesser
Future minimum lease receipts as of March 31, 2014 and 2015 were as follows:
Millions of Yen
2014
¥ 3,337
25,601
¥ 28,938
Due within one year ........................................................................................................
Due after one year ..........................................................................................................
Total .....................................................................................................................
13. Derivative Transactions
(1) Derivative transactions of the Company and its consolidated subsidiaries as of March 31, 2014 and 2015 were as follows:
① Derivative transactions which were not accounted for by the hedge accounting
・Currency-related transactions
Corresponding derivative transactions at March 31, 2014 were not applicable.
(a) Over-the counter transactions
Millions of Yen
2015
Currency swap contracts short commitment ..........................
¥
Contract amount
Total
Due after one year
33,004
¥
-
¥
Fair value
(245)
Unrealized loss
¥
(245)
2015
Currency swap contracts short commitment ..........................
$
Contract amount
Total
Due after one year
274,644
$
-
$
Fair value
(2,039)
Unrealized loss
$
(2,039)
② Derivative transactions which were accounted for by the hedge accounting
・Interest Rate-Related Derivatives:
Main items hedged by interest rate swap contracts are long-term debt.
The following interest rate swaps are used as hedges. The net amounts to be paid or received are added to or deducted from interests.
(a) Special treatment of swap
Millions of Yen
2014
Contract amount
Total
Due after one year
Interest rate swaps
receive Àoating rate, pay ¿xed rate .............................................................................
¥
126,638
¥
85,328
Fair value
¥
Millions of Yen
2015
Contract amount
Total
Due after one year
Interest rate swaps
113
¥
95,064
¥
87,630
-
Fair value
¥
-
Outline
2015
Contract amount
Total
Due after one year
$
791,079
$
729,217
Fair value
$
-
Note 1: Fair value of interest rate swaps was included in the corresponding hedged long-term debt (long term debt due within one year was considered
as short-term debt) as those interest rate swaps were recorded as an adjustment to the corresponding hedged long-term debt under the special
treatment.
(b) Deferred swap
The Company had no deferred swap as of March 31, 2015. The information as of March 31, 2014 was as follows:
Interest rate swaps
¥
20,000
¥
20,000
Fair value
¥
(275)
Note 1: Fair value was determined at the quoted price obtained from the counterparty ¿nancial institutions.
Business Overview
Millions of Yen
2014
Contract amount
Total
Due after one year
Management Strategy
Interest rate swaps
14. Asset Retirement Obligations
Asset retirement obligations are based on the estimated future restoration obligations pursuant to the of¿ce rental agreements and future
obligations for asbestos removal pursuant to the Ordinance on Prevention of Health Impairment due to Asbestos.
CSR
(1) General information on the asset retirement obligations is as follows:
(2) Calculation method of the asset retirement obligations
(3) Asset retirement obligations as of March 31, 2014 and 2015 were as follows:
Thousands of
U.S. Dollars
Millions of Yen
As of end of the year
¥
¥
2014
1,223
1
23
(10)
(321)
916
¥
¥
2015
916
20
17
(12)
6
947
$
$
2015
7,623
166
141
(100)
51
7,881
Social
As of beginning of the year .............................................
New obligations by acquisition of ¿xed assets ...............
Changes in estimated obligations and accretion ............
Settlement payment........................................................
Others .............................................................................
Environmental
Asset retirement obligations are calculated based on the estimated period of use depending on the period of useful life of the relevant tangible
¿xed assets and discounted by rates of 0.4-2.3% which are estimated based on the rate of return on government bonds for the each period
mainly corresponding to the useful life.
(4) Asset retirement obligations which were not recognized on the consolidated balance sheet were as follows:
Governance
The Company and its certain consolidated subsidiaries have obligation for future restoration mainly relating to the head of¿ces, assumed
pursuant to the of¿ce rental agreements. However, they did not recognize these obligations because they could not specify the timing of its
pursuance and estimate reasonably the amounts of these obligations, for estimated period of use of the relevant tangible ¿xed assets was
uncertain and no plan or expectation of relocation according to their business strategy was existed.
Financial
FinancialData/
and Corporate
CorporateData
Data
114
15. Related Party Transactions
Transactions of the Company’s consolidated subsidiaries with related individuals, including shareholders and directors, for the
years ended March 31, 2014 and 2015 were as follows:
Millions of Yen
2014
Transactions during the year ended
March 31, 2014
(a)
(b)
(c)
(d)
Name
Attribution
Capital (Million yen)
Equity ownership percentage of the Company
(a)
(b)
(c)
(d)
Yoshiyuki Murata
The director of the Corporation
0.00%
Housing construction
by Taisei Housing Co.,
Ltd.
¥ 23
-
¥
-
(a)
(b)
(c)
(d)
Toyoko Murata
Close relative of the director of the Corporation
-
Ltd.
¥ 23
-
¥
-
(a)
(b)
(c)
(d)
Takao Kanai
Close relative of the operating of¿cer of the Corporation by Taisei Housing Co.,
Ltd.
0.00%
¥ 23
-
¥
-
Description of
transaction
Amount
Balance at the end of the year
Amount
Amount
Notes 1: Consumption taxes were not included in the transaction amounts.
2: Transaction conditions and policies to decide transaction conditions
(1) Transaction condition including the contract price was determined properly on an arm’s length basis as in the case of other general transactions.
The amount of transaction above represents the contract price on the construction contract.
(2) Yoshiyuki Murata, the director of the Corporation and his close relative, Toyoko Murata jointly ordered the housing construction.
Millions of Yen
2015
March 31, 2015
(a)
(b)
(c)
(d)
Name
Attribution
(a)
(b)
(c)
(d)
Yasushi Yoshinari
0.00%
Purchase of land by
Taisei Yuraku Real
Estate Co., Ltd.
¥ 64
-
¥
-
(a)
(b)
(c)
(d)
Yasushi Yoshinari
0.00%
Ltd.
¥ 36
-
¥
-
Description of
transaction
Amount
Amount
Amount
Thousands of U.S. dollars
2015
March 31, 2015
(a)
(b)
(c)
(d)
Name
Attribution
(a)
(b)
(c)
(d)
Yasushi Yoshinari
0.00%
Purchase of land by
Taisei Yuraku Real
Estate Co., Ltd.
$
533
-
$
-
(a)
(b)
(c)
(d)
Yasushi Yoshinari
0.00%
Ltd.
$
300
-
$
-
Description of
transaction
Amount
Amount
Amount
Notes 1: Consumption taxes were not included in the transaction amounts.
2: Transaction conditions and policies to decide transaction conditions
(1) The purchase price of land was determined on an arm’s length basis considering the market price. The amount of transaction above represents
the price on the contract for sales of real estate.
(2) Transaction condition including the contract price was determined properly on an arm’s length basis as in the case of other general transactions.
The amount of transaction above represents the contract price on the construction contract.
115
Outline
16. Segment Information
CSR
(c) Information of net sales, pro¿t or loss and other material items on reportable segment
Segment information as for the years ended March 31, 2014 and 2015 were as follows:
Business Overview
(b) Basis of measurement of net sales, pro¿t or loss and other material items on reportable segment
The accounting methods for each reportable segment are the same as that set forth in the “Summary of Signi¿cant Accounting Policies”. The
pro¿t (loss) of a reportable segment is based on the operating income (loss) before amortization of good will in Consolidated Statements of
Income. In addition, conditions of intersegment transactions and transfers are determined by considering market prices as in the case of other
general transactions.
Assets of the Group are not allocated to the segments. However, the corresponding depreciation expenses are allocated to the segments
according to the rational bases such as the usage of assets.
Management Strategy
(1) Segment Information
(a) General information on reportable segments
Each reportable segment of the Group is a business unit in the Group, whose discrete ¿nancial information is available. Reportable segments are
reviewed periodically at the Board of Directors Meeting in order to determine distribution of management resources and evaluate business result
of each reportable segment.
The headquarters in the head of¿ce are established by the products of construction and the services. Each headquarter proposes
comprehensive domestic and oversea strategies with respect to products and services, and operates its business activities.
The Group consists of segments identi¿ed by products and services based on the headquarters, and identi¿es the three segments, “Civil
engineering,” “Construction contracts,” and “Real estate development” as reportable segments: “Civil engineering” delivering construction of civil
engineering, etc.; “Construction contracts” delivering construction of building and housing, etc.; “Real estate development” delivering purchase,
sale and rental of land and buildings, etc.
Millions of Yen
2014
Net sales:
Customers ..........................
Intersegment .......................
Total.................................
Operating income ...................
¥
418,526
29,642
448,168
32,568
¥
¥
¥
3,070
¥
¥
555
¥
922,647
33,378
956,025
(8,950)
¥
Others
Total
¥
¥
182,346
6,089
188,435
27,963
¥
9,954
2,010
11,964
566
2,681
¥
1,619
¥
18,814
¥
-
¥
Adjustments
¥ 1,533,473
71,119
1,604,592
¥
52,147
¥
¥
(71,119)
(71,119)
1,626
78
¥
7,448
¥
(41)
-
¥
19,369
¥
-
Consolidated
¥ 1,533,473
1,533,473
¥
53,773
¥
7,407
¥
19,369
Social
Depreciation expense.............
Increase (decrease) in
allowance for losses on
construction contracts .............
¥
Reportable segments
Construction
Real estate
contracts
development
Environmental
Civil
engineering
Notes 1: “Others” presented businesses such as incidental business to the construction business, leisure business, and other service businesses, which are
not included in reportable segments.
2: Adjustment amount of operating income was ¥ 1,626 million, which included ¥ 1,684 million of intersegment elimination, etc. and ¥ (58) million of
the amount of amortization of goodwill.
3: Segment operating income was adjusted against operating income of Consolidated Statement of Income.
Governance
Financial
FinancialData/
and Corporate
CorporateData
Data
116
Millions of Yen
2015
Civil
engineering
Net sales:
Customers ..........................
Intersegment .......................
Total.................................
construction contracts ............
¥
Reportable segments
Construction
Real estate
contracts
development
¥
974,539
42,718
1,017,257
¥
24,453
¥
¥
448,727
22,331
471,058
33,128
¥
4,623
¥
¥
¥
(49)
Others
Total
¥
¥
137,555
5,874
143,429
12,243
¥
12,449
2,026
14,475
355
2,478
¥
1,170
¥
(9,395)
¥
-
¥
Adjustments
¥ 1,573,270
72,949
1,646,219
¥
70,179
¥
¥
(72,949)
(72,949)
238
85
¥
8,356
¥
(68)
-
¥
(9,444)
¥
-
Consolidated
¥ 1,573,270
1,573,270
¥
70,417
¥
8,288
¥
(9,444)
2015
Civil
engineering
Net sales:
Customers ..........................
Intersegment .......................
Total.................................
construction contracts ............
Reportable segments
Construction
Real estate
contracts
development
Others
Total
$ 3,734,102
185,828
3,919,930
$ 275,676
$ 8,109,670
355,479
8,465,149
$ 203,487
$ 1,144,670
48,881
1,193,551
$ 101,881
$
$
103,594
16,861
120,455
2,954
$
$
20,621
$
9,736
$
$
(78,181)
$
-
$
$
38,471
(408)
Adjustments
$ 13,092,036
607,049
13,699,085
$ 583,998
$
$
(607,049)
(607,049)
1,980
707
$
69,535
$
(566)
-
$
(78,589)
$
-
Consolidated
$ 13,092,036
13,092,036
$ 585,978
$
68,969
$
(78,589)
Notes 1: “Others” presented businesses such as incidental business to the construction business, leisure business, and other service businesses, which are
not included in reportable segments.
2: Adjustment amount of operating income was ¥ 238 million ($ 1,980 thousand), which included ¥ 317 million ($ 2,638 thousand) of intersegment
elimination, etc. and ¥ (79) million ($ (658) thousand) of the amount of amortization of goodwill.
3: Segment operating income was adjusted against operating income of Consolidated Statement of Income.
(2) Related Information
(a) Information about products and services
The information about products and services is included in “(c) Information of net sales, pro¿t or loss and other material items on reportable
segment” of “(1) Segment Information” for the years ended March 31, 2014 and 2015.
(b) Information about geographic areas
・Net sales
The information about net sales was not presented for the years ended March 31, 2014 and 2015 since sales to unaf¿liated customers in Japan
accounted for more than 90% of sales of Consolidated Statement of Income.
・Property, plant and equipment
The information about property, plant and equipment was not presented for the years ended March 31, 2014 and 2015 since the amounts
of property, plant and equipment that located in Japan accounted for more than 90% of the amounts of property, plant and equipment of
Consolidated Balance Sheet.
(c) Information about major customers
The information about major customers was not presented for the years ended March 31, 2014 and 2015 since net sales to any customer were
less than 10% of the amounts of sales of Consolidated Statement of Income.
117
Outline
(d) Information about impairment loss on ¿xed assets of reportable segment for the years ended March 31, 2014 and 2015 were as follows:
Millions of Yen
2014
Reportable segments
Construction
contracts
¥ 291
Real estate
development
¥ 4,092
Others
¥
-
Total
¥ 4,599
Elimination
and/or
corporate
¥
(13)
Total
¥ 6,688
Elimination
and/or
corporate
$ (108)
Total
$ 55,654
Millions of Yen
2015
Reportable segments
Impairment loss on ¿xed assets .................................
Civil
engineering
¥ 463
Construction
contracts
¥ 1,292
Real estate
development
¥ 4,946
Others
¥
-
2015
Reportable segments
Civil
engineering
$ 3,853
Construction
contracts
$ 10,751
Real estate
development
$ 41,158
Others
$
-
CSR
(e) Information about amortization and unamortized balance of goodwill of reportable segment for the years ended March 31, 2014 and 2015
were as follows:
Business Overview
Elimination
and/or
corporate
¥
-
Management Strategy
Civil
engineering
¥ 216
Millions of Yen
2014
Amortization of goodwill..............................................
Unamortized balance of goodwill................................
Civil
engineering
¥
¥
-
Construction
contracts
¥
¥
-
Real estate
development
¥
57
¥
57
Others
¥
¥
-
Elimination
and/or
corporate
¥
¥
-
Total
¥
57
¥
57
Elimination
and/or
corporate
¥
¥
-
Total
¥
79
¥
-
Elimination
and/or
corporate
$
$
-
$
$
Environmental
Reportable segments
Millions of Yen
2015
Reportable segments
Construction
contracts
¥
¥
-
Real estate
development
¥
57
¥
-
Others
¥
¥
-
Social
Civil
engineering
¥
22
¥
-
2015
Reportable segments
Construction
contracts
$
$
-
Real estate
development
$
474
$
-
Others
$
$
-
Total
657
-
Governance
Civil
engineering
$
183
$
-
(f) Information about gains on negative goodwill of reportable segment
Information about gains on negative goodwill for the years ended March 31, 2014 and 2015 were not applicable.
Financial
FinancialData/
and Corporate
CorporateData
Data
118
17. Contingent Liabilities and Commitment
The Group was contingently liable as guarantors for borrowings of companies, which were not consolidated, with the amount of ¥ 5,647 million
and ¥ 2,684 million ($ 22,335 thousand) at March 31, 2014 and 2015, respectively.
In addition, the Group was contingently liable to invest in the speci¿c purpose companies for their repayment and other obligations of
borrowings with the amount of ¥ 17,280 million and ¥17,280 million ($ 143,796 thousand) at March 31, 2014 and 2015, respectively. The amounts
indicated their shares of the additional investment obligations.
18. Revaluation Reserve for Land
In the year ended March 31, 2002, certain consolidated domestic subsidiaries executed revaluation of their land for business in accordance with
the Law Concerning Revaluation of Land (the “Law”).
As a result of this revaluation, deferred income taxes concerning the differences between the amounts after revaluation and the book values
before revaluation were stated in the assets and liabilities in the consolidated balance sheets. The differences between these amounts, net of
taxes, were stated as “Revaluation reserve for land” in “Accumulated other comprehensive income”.
The revaluation was executed in accordance with the method prescribed in the Article 2, Items 3, 4 and 5 of the Law on November 30, 2001
and March 31, 2002.
One of the consolidated subsidiaries, which was merged with another consolidated subsidiary on December 1, 2001, executed the
revaluation on November 30, 2001.
Excess amount of the book values of the revaluated land over the fair values as of March 31, 2014 and 2015 was ¥ 8,289 million and ¥ 4,500
million ($ 37,447 thousand), respectively (including the excess amount of ¥ 2,482 million and short amount of ¥ 1,021 million ($ 8,496 thousand)
related to investment and rental property at March 31, 2014 and 2015, respectively).
19. Research and Development Expenses
Research and development expenses, which were included in selling, general and administrative expenses and cost of sales, amounted to
¥ 9,534 million and ¥ 10,665 million ($ 88,749 thousand) for the years ended March 31, 2014 and 2015, respectively.
20. Impairment Losses of Fixed Assets
Impairment losses on ¿xed assets for the years ended March 31, 2014 and 2015 consisted of the following:
2014
Use
Type of assets
Assets for business use.......................................... Land, Building and others
Location
Tokyo and others (14 lots)
Leased assets ........................................................ Machinery and equipment
Hokkaido (1 lot)
Assets reclassi¿ed from
Land, Building, Structure
business purpose to trading purpose ..................
......................................................
Dormant assets
Land, Building, Structure
Kanagawa and others (3 lots)
Nagano and another (2 lots)
2015
Type of assets
Land, Building, Machinery and equipment
Assets for business use..........................................
and others
Dormant assets ...................................................... Land and Building
Use
Location
Kanagawa and others (33 lots)
Hokkaido and others (4 lots)
The Company and its consolidated domestic subsidiaries grouped their ¿xed assets based on units, for which decisions for investments were
made. Book values of the ¿xed assets listed above were reduced to recoverable amounts and impairment losses were recognized as follows:
Millions of Yen
Buildings and structures .................................................................................................
Land................................................................................................................................
Others .............................................................................................................................
Total .....................................................................................................................
¥
¥
2014
1,481
2,982
136
4,599
¥
¥
2015
1,754
4,016
918
6,688
Thousands of
U.S. Dollars
2015
$
14,596
33,419
7,639
$
55,654
The recoverable amount of the ¿xed assets for the years ended March 31, 2014 and 2015 were their net realizable values mainly based on
amounts determined by valuations made in accordance with real estate appraisal standards.
119
Outline
21. Per Share Data
Net assets per share and net income per share as of and for the years ended March 31, 2014 and 2015 were as follows:
Yen
¥
Net income per share .................................................................................................
¥
33.52
28.17
Diluted Net income per share.....................................................................................
U.S. Dollars
2015
$
3.483
2015
418.61
0.279
-
-
-
Diluted net income per share for the years ended March 31, 2014 and 2015 were not presented because the Company had no shares with
dilutive effects.
Millions of Yen
2014
Basic Net income per share
Net income .................................................................................................................
Net income not available to common stock holders ...................................................
Net income available to common stock......................................................................
Average common stock outstanding (in thousands share) ........................................
¥
2015
32,089
32,089
1,139,022
¥
38,177
38,177
1,139,057
Thousands of
U.S. Dollars
2015
$
317,692
317,692
CSR
As described in “2. (w) Changes in accounting policy”, the Company has adopted “Accounting Standard for Retirement Bene¿ts”. As a result,
net assets per share decreased by ¥ 5.28 ($ 0.0439) and net income per share increased by ¥ 0.24 ($ 0.00200).
Business Overview
Calculation bases for basic net income per share for the years ended March 31, 2014 and 2015 were as follows:
Management Strategy
Net assets per share ..................................................................................................
2014
335.42
22. Comprehensive Income
Millions of Yen
2014
Unrealized holding gains on securities
Amount incurred .....................................................................................................
Recycling .................................................................................................................
Before Tax............................................................................................................
Tax effect .............................................................................................................
Unrealized holding gains on securities, net of taxes............................................
¥
2015
22,774
(1,482)
21,292
(7,574)
13,718
¥
Thousands of
U.S. Dollars
2015
257
18
275
(98)
177
2,139
149
2,288
(815)
1,473
452
3,761
30
11
41
(15)
26
Revaluation reserve for land
Tax effect .............................................................................................................
-
Foreign currency translation adjustments
Amount incurred .....................................................................................................
Recycling .................................................................................................................
Foreign currency translation adjustments, net of taxes .......................................
504
(127)
377
693
(60)
633
5,767
(499)
5,268
Remeasurements of de¿ned bene¿t plans
Amount incurred ......................................................................................................
Recycling .................................................................................................................
Before Tax............................................................................................................
Tax effect .............................................................................................................
Remeasurements of de¿ned bene¿t plans, net of tax .........................................
-
12,071
2,444
14,515
(4,662)
9,853
100,449
20,338
120,787
(38,795)
81,992
Share of other comprehensive income of associates accounted for by the equity
method
Amount incurred ......................................................................................................
Total other comprehensive income ......................................................................
¥
19
14,140
¥
325
62,990
Financial
FinancialData/
and Corporate
CorporateData
Data
Deffered gains or losses on hedging derivatives
Amount incurred .....................................................................................................
Recycling .................................................................................................................
Before Tax............................................................................................................
Tax effect .............................................................................................................
Unrealized gains or losses on hedging derivatives, net of taxes .........................
Governance
$ 596,314
(416)
595,898
(166,922)
428,976
Social
71,659
(50)
71,609
(20,059)
51,550
Environmental
Recycling adjustments and tax effects for each component of other comprehensive income were as follows:
2,704
¥ 524,174
120
23. Subsequent Event
Cash dividends
The following appropriation of retained earnings at March 31, 2015 was approved at the annual meeting of the Company’s shareholders held
on June 26, 2015.
Millions of Yen
Cash dividends, ¥ 5 ($ 0.042) per share ................................................................................................................
121
¥ 5,850
Thousands of
U.S. Dollars
$ 48,681
Outline
Independent Auditors Report
Management Strategy
Business Overview
CSR
Environmental
Social
Governance
Financial
FinancialData/
and Corporate
CorporateData
Data
122
Third Party Opinion
Professor,
Faculty of Commerce,
Waseda University
Ph. D., Business Administration
Kanji Tanimoto
This is the 4th year that the Taisei Group CORPORATE REPORT has been issued in the form of an integrated report. However this year it has
not been divided into a main report and a DATA BOOK, but has been produced as a single larger volume. The report describes the
management activities of the Taisei Group, which will be useful not only for the existing shareholders and investors, but also for future
shareholders, investors, and other stakeholders.
Contributing to Sustainable Growth
Over the past few years their effort has been applied to the task of linking the management plan and work with the CSR initiatives.
Gradually the specific contents of the long-term vision and the Mid-term Business Plan are becoming clearer, and the direction of the
business strategy and its relationship to the CSR tasks is described in an easy manner to understand.
The new Mid-term Business Plan (2015-2017) and the 8 management tasks that are the pillars of this plan from this year are described in
the Commitment from the Top by the new Chairman (pp.7-10). How these relate to the CSR tasks is described (pp.45-46) based on the
recognition of the business environment in the medium and long-term and the corresponding fundamental policies (pp.13-14).
Reviewing again the points regarding CSR management, the following 2 points can be identified. 1. Socially responsible management:
incorporating CSR into the management process, and strengthening the management basis. 2. Initiatives for social problems: either
development of a sustainable society as the main business, or contributing to philanthropical activities.
In Taisei Corporation for some time past the fundamentals of management have been stated as the following 2 principles: (1)
Implementation of socially responsible construction, and (2) Establishment of a business structure for creating higher added value.
Regarding (1), their efforts to initiatives are progressing year by year. As shown in the Materiality Matrix (p.44), 1) on the vertical axis the
tasks and targets that are important for stakeholders are set, and 2) on the horizontal axis the management tasks based on ESG in the
Management Plan are set, and the important tasks can be seen in this matrix. KPIs have been set for the main items, and the system for
implementing the PDCA cycle has been established for several years. Considering the important tasks based on ISO 26000.Considersing
the important tasks based on ISO 26000, understanding among workers there has deepened. I can say that finding out important tasks for
CSR through their engagement with their stakeholders both within and outside of Japan is required.
Regarding (2) also, for the past few years it has been stated that Taisei is contributing to solving social issues using technologies and
know-how in their core business of the construction industry, and that they are working towards a business structure for the creation of
high added value. An image of the business structure to create high added value in the TAISEI VISION 2020 Targets (p.8) is shown in the
Mid-term Business Plan (announced 30th March). In this, high added value business is defined on a graph in which the vertical axis is a
possible market growth, and the horizontal axis is possible profitability. In order to make it possible, they need to set social issues as the
vertical axis on the matrix first and the company s technologies and know-how as the horizontal axis which is equal to Taisei s uniqueness
so that both the market growth and profitability are considered in terms of their management strategy. In this way the contribution to
development of a sustainable society through the core business in TAISEI VISION 2020 can be more easily understood.
Remaining Tasks
The Taisei Group is making efforts to propagate what has been the policy at Headquarters to all the Group companies as well as
cooperating companies. It is crucial to ensure that any differences in the degree of understanding or initiatives produced at each level do
not result in any risks.
Firstly it is important that the implementation of CSR management and PDCA control are recognized from the point of view of both
constant strengthening of the management basis and risk management, in order that they do not become a formality through familiarity.
It is necessary that the understanding of CSR as required by Headquarters is deepened in each of the Group companies, and that the
system of initiatives continues to be expanded and established. In addition, the progress of the initiatives in the overseas sales offices,
contact offices, and overseas affiliates is a task for the future.
Regarding CSR procurement, initiatives are steadily progressing. Since last year monitoring forms have been distributed to the cooperating
companies Souyu-kai and collected, and guidance is provided to companies whose initiatives are lagging. It is important that this
steadfast work is meticulously continued.
In any case each construction site and the departments responsible for them should have a thorough understanding of problems ranging
from the various CSR issues to compliance, risk management, and information security, and it is expected that new possibilities for solving
social problems will emerge from strong construction sites.
Regarding stakeholder engagement, the initiatives currently undertaken by each department are summarized in a table (p.78). It is also
expected that in the future stakeholders will be placed as the key within each business process, and that engagement will be carried out
to identify and solve problems. In addition as stated previously it is expected that in establishing materiality, each section should ask for
feedback on opinions of stakeholders.
Finally, I have noticed that the amount of financial information provided so far is small for an integrated report. There is a large gap
between the quantity and method of presentation of the financial information in the ANNUAL REPORT (English version) and in this
integrated report. As stated at the beginning, this report provides valuable information regarding the management policies and overall
activities of Taisei Corporation for stakeholders such as the present and future shareholders and investors. However I consider that one task
is for each of the departments responsible for CSR, finance, management planning, etc., to show in the report how this information is
connected with the financial information.
123
Outline of the Company
Corporate Date（as of 31st March,2015)
Organization Chart（as of 1st April,2015)
Outline
Major Offices
Name: TAISEI CORPORATION
Established: December 28,1917
Paid-in capital: 122.7 billion yen
Number of employees: 8,007 people
Head Office:
1-25-1 Nishi-Shinjuku, Shinjuku-ku, Tokyo 163-0606,
JAPAN TEL. 81-3-3348-1111
President
Secretarial Dept.
※
Engineering Div.
Business Administration Div.
Safety Administration Div.
Branch Offices:
Tokyo Branch (Shinjuku-ku,Tokyo), Kansai Branch
(Osaka City), Nagoya Branch (Nagoya City), Kyushu
Branch (Fuku oka City), Sapporo Branch (Sapporo
City), Tohoku Branch (Sendai City), Chugoku Branch
(Hiroshima City), Yokohama Branch (Yokohama City),
Hokushi netsu Branch (Niigata City), Shikoku Branch
(Takamatsu City), Chiba Branch (Chiba City), Kanto
Branch (Saitama City), Kobe Branch (Kobe City),
Kyoto Branch (Kyoto City),International Operations
Headquarters (Shinjuku-ku)
Environment Div.
Taisei Technology Center
Nuclear Facilities Div.
Marketing & Sales Promotion Div.
Proposal & Solutions Div.
Marketing & Sales
(Building Construction) Div.Ⅰ
International Operations Headquarters:
1-25-1 Nishi-Shinjuku, Shinjuku-ku, Tokyo
163-0606, JAPAN TEL. 81-3-5381-5516
Technology Center:
Taisei Technology Center (Yokohama City)
Overseas Offices:
Taipei Office, Kuala Lumpur Office, Jakarta
Office, India Office (New Delhi), Middle East Office
(Doha), North Africa Office (Egypt), U.S.A. Office
(California)
Technology Management Dept.
Building Construction Div.
Mechanical & Electrical Div.
Design Div.
Civil Engineering Div.
Marketing & Sales
(Building Construction) Div.Ⅲ
Procurement Div.
Medical &
Welfare Business Div.
Branch
Urban Development Div.
International Operations
Headquarters
Marketing & Sales
(Civil Engineering)Div.
Marketing & Sales
(West Japan) Div.
Projects Creation Dept.
Sales Mindset/Skills Training Dept.
Transfer Agent:
Mizuho Trust & Banking Co., Ltd.
1-2-1, Yaesu, Chuo-ku, Tokyo 103-8670, Japan
Audit & Supervisory Board Members' Dept.
Major Companies Providing Loans to the Affiliated Companies
Name of Lender
Ratio of
Shares held
(%)
6.69
Status of Shares
The Master Trust Bank of Japan,
Ltd. (Trust Account)
54,608
4.67
Retirement Benefit Trust in Mizuho
Trust (Mizuho Bank, Ltd. Account)
39,289
3.36
Taisei Associates Shareholding
Plan
25,957
2.22
Taisei Employees Shareholding
Plan
24,877
2.13
Mitsubishi Estate Co., Ltd.
17,604
1.50
Chase Manhattan Bank GTS
Clients Account Escrow
16,455
1.41
The Bank of New York Mellon
SANV 10
14,767
1.26
Meiji Yasuda Life Insurance
Company
14,238
1.22
State Street Bank West ClientTreaty 505234
13,784
1.18
2,200,000,000
1,171,268,860
(including 1,321,513 treasury shares)
Number of Shareholders
100,032
Distribution of shares
[Status according
to ownership]
■Financial
institutions
332,535,000
shares
（28.39%）
■Securities
companies
27,402,000
shares
（2.34%）
■Ordinary
companies
98,982,000
shares
(8.45%)
■Overseas
corporations, etc.
357,446,000
shares
(30.52%)
■Individuals,
others
354,901,000
shares
(30.30%)
Financial
FinancialData/
and Corporate
CorporateData
Data
78,302
Governance
Japan Trustee Services Bank,
Ltd. (Trust Account)
Social
Number of
Shares held
(Unit:
Thousand
shares)
Share Information (as of 31st March 2015)
Number of Shares Issued
Environmental
※
Stock Listings:
Tokyo, Nagoya (Code:1801）
Number of Shares Authorized
CSR
Marketing & Sales Div.(Integrated)
Marketing & Sales
(Building Construction) Div.Ⅱ
Strategic Projects Support
& Technology Coordination Dept.
Business Overview
Architecture＆Engineering Div.(Integrated)
Corporate Planning Office
Management Strategy
Auditing Dept.
124
Overseas Network
Overseas Business Offices
Overseas Subsidiaries/Affiliated Companies
TAIPEI OFFICE Zone B, 6F, No. 16, Sec. 4, Nan-Jing E. Road, Taipei,
Taiwan R. O. C. TEL. 886-2-2578-5656 FAX. 886-2-2578-8288
PT.PP-TAISEI INDONESIA CONSTRUCTION 5th Floor, Plaza PP, JL
Letjend TB Simatupang, No.57, Pasar Rebo, Jakarta 13760, INDONESIA
TEL. 62-21-841-6037 FAX. 62-21-841-6038
MIDDLE EAST OFFICE Corner Abdullah Bin Jassim St. United Bank
Bldg. 4th Floor, Facing QNB Bldg, Doha - Qatar, PO BOX 47366
TEL. 974-4443-4174 FAX. 974-4443-7176
U.S.A OFFICE 6261 Katella Avenue, Suite 200, Cypress, CA 90630, U.S.A
TEL. 1-714-886-1530 FAX. 1-714-886-1546
KUALA LUMPUR OFFICE 9-3, 9th Floor, Faber Imperial Court, Jalan
Sultan Ismail, 50250 Kuala Lumpur, MALAYSIA
TEL. 60-3-2070-6155 FAX. 60-3-2070-6010
VINATA INTERNATIONAL J/V CO., LTD. (Vinata Head Office) 3F, Song Da Bldg., Pham Hung Rd, My Dinh 1, Nam Tu Liem Dist.,
Hanoi, S.R. VIETNAM S.R.VIETNAM
TEL. 84-4-3553-3839, -3840 FAX. 84-4-3553-3788
JAKARTA OFFICE Plaza PP 5F, JL Letjend TB Simatupang, No.57,
Pasar Rebo, Jakarta 13760, INDONESIA TEL. 62-21-840-3985 FAX. 62-21-840-3986
TAISEI MYANMAR CO., LTD. 2nd Floor Tokyo Enterprise Building,
No.32, Pyay Road, 61/2 miles, Hlaing Township, Yangon, MYANMAR
TEL. 010-95-1-654-838
INDIA OFFICE 4th Floor, SCO-56, Old Judicial Complex, Civil Lines,
Gurgaon. Haryana-122001, INDIA
TEL. 91-124-466-9800 FAX. 91-124-466-9888
CSCEC-TAISEI CONSTRUCTION, LTD. 4thFloor, Building No. 8,
Foreign Culture Creativity Park, 19 Chegongzhuang Xi Road, Haidian
District, BEIJING, P.R.C. TEL. 86-10-6843-1912
PAKISTAN OFFICE House#16, Street #13, Sector: F7/2, Islamabad,
Pakistan
TEL. 92-51-2609655 FAX. 92-51-2609655
PT. INDOTAISEI INDAH DEVELOPMENT (Chikanpeck Office) Kawasan Industri Indotaisei, Kota Bukit Indah Sector IA, Block B
Karihurip, Cikampek, Karawan, Jawa Barat, INDONESIA
TEL. 62-264-351-003 FAX. 62-264-351-026
VIETNAM OFFICE (Hanoi) Room No.410, 4th Floor, V-Tower, 649 Kim
Ma Street, Ngoc Khanh Ward, Ba Dinh District, Hanoi, S.R.VIETNAM
TEL. 84-4-3553-5032 FAX. 84-4-3553-5002
VIETNAM OFFICE (Hochiminh City) VIETNAM CHAMBER OF
COMMERCE AND INDUSTRY, Hochiminh City Branch Building 7th FL,
171 Vo Thi Sau St., Ward7, District-3, Hochiminh City, S.R.VIETNAM
TEL. 84-8-3932-1759 FAX. 84-8-3932-1758
MYANMAR OFFICE 2nd Floor, Tokyo Enterprise Building, No.32, Pyay
Road, 61/2 miles, Hlaing Township, Yangon, Myanmar
TEL./FAX. 95-1-654-838
SRI LANKA OFFICE No.177, 3rd Floor, Galle Road, Colombo 03, Srilanka
TEL. 94-11-2446194 FAX. 94-11-2446198
NORTH AFRICA OFFICE 25th, Rd. No.10, Station Sqr., Maadi, Cairo,
Arab Republic of Egypt
TEL. 20-2-2378-3609 FAX. 20-2-2380-1362
ISTANBUL OFFICE Barbaros Mah. Seyit Ahmet Deresi Sok. Bahar
Sitesi Yani, 34662 Altunizade - Uskudar Istanbul, TURKEY
TEL. 90-216-651-8160 FAX. 90-216-651-8180
125
TAISEI (THAILAND) CO., LTD. 9th Floor, Thanapoom Tower, 1550
New Petchburi Road, Kwaeng Makkasan, Khet Rachtavee, Bangkok
10400, THAILAND
TEL. 66-2-207-0330(MAIN), 0325∼ 0329 FAX. 66-2-207-0332
TAISEI PHILIPPINE CONSTRUSTION INCORPORATED 23rd Floor,
Equitable Bank Tower, Paseo de Roxas, Salcedo Village, Makati City,
PHILIPPINES
TEL. 63-2-886-0670 FAX. 63-2-886-0663
［ I n q u irie s ］
CSR Promotion Section,
Corporate Communication Department,
Corporate Planning Office, Taisei Corporation
E-mail : t-csr @ pub.taisei.co.jp
URL : http:// www.taisei.co.jp
1509.3500.Ｍ.S

TAISEI ANNUAL REPORT 2015

Transcription

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