Materiality and SDGs
The Takenaka Group has established the Takenaka Group Management Vision to create new value and meet social needs. With a "regenerative" mindset and posture, our group will work in an integrated manner across three priority areas. In formulating the Medium to Long-Term Management Plan 2030, we will identify major objectives (materiality) based on this vision and three priority areas, establish specific action plans and targets for their realization, and develop business activities accordingly.
1. Reviewing conventional major objectives in response to changes in the external environment and social issues
In 2023, we reassessed our major objectives (materiality) by reframing our approach to social and environmental issues from a perspective of short-, medium-, and long-term horizons. Done within our annual business plan and goal-setting framework, this enabled us to prioritize the initiatives that our group should focus on. This approach is based on the idea of accurately grasping the rapidly changing business environment, adapting more flexibly, and steadily moving towards our vision. In this review of our major objectives, we placed greater emphasis on external perspectives and held repeated dialogues with experts, expanding the scope to 17 divisions at our Head Office, four main offices and branches, and each group company. Having gained a thorough understanding of the changes in the social environment surrounding our group and social trends related to sustainability, we have identified the major objectives for our group. Through efforts to resolve these major objectives, we are striving to improve corporate value by realizing a sustainable society through the resolution of social issues and achieving our group’s vision.
2. Prioritizing social and environmental impact, we have reorganized our major objectives into four categories.
Regarding this year's major objectives (materiality), we have conducted impact assessments and advanced our review by considering the social issues examined in 2023 alongside international guidelines and trends in the corporate environment. While also placing importance on the traditions and unique characteristics of our corporate culture, which has been cultivated over many years, we have divided major objectives into the following four categories and established KPIs and target values specific to our group.
Within these four categories, we aim to resolve social issues and achieve sustainable growth by placing importance on "providing high-quality monozukuri and services," connecting people with nature through "environmental cocreation," taking on the challenge of creating new value through "technological innovation and digital transformation," and "empowering people" through developing talent and creating environments.
3. Indicators and targets for our group major objectives (materiality)
4. Relationship between major objectives and SDGs
In parallel with identifying and evaluating social issues, we have also linked each issue to SDGs. Then we have established key performance indicators (KPIs) and target values to measure progress and achievement for resolving issues, and we are proceeding with our initiatives while keeping in mind, "How can we advance our initiatives to contribute to improving the global environment and achieving SDGs"
5. What are Sustainable Development Goals (SDGs)?
Adopted unanimously at the 2015 United Nations Summit, the goals that the world should aim for by 2030 are comprised of 17 goals and 169 targets under them. These cannot be achieved by the United Nations or national governments alone, so corporate participation is essential to resolve the social issues underlying these goals.
