Embedding CSR in Corporate Activities
First written in FY2016. 3 of 7 entries say "Reframed", first in FY2018. Latest entry: FY2026.
80 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Fiscal 2025 Sustainability Committee meetings: 6 meetings held; reports to the Board of Directors: 4」
The Sustainability Committee met 6 times in fiscal 2025 and reported to the Board of Directors 4 times. A system has been established for deliberating and monitoring policies, progress and issues relating to themes including the environment, human resources and DE&I, human rights, the supply chain and securing the workforce. - FY2024ReframedAnnual report
「During the consolidated fiscal year, we discussed reviewing the materiality issues in parallel with consideration of the “Kajima Group Medium-Term Management Plan (2024–2026) — Further Strengthening Our Core and Opening Up the Future —” and the new environmental vision, “Kajima Environmental Vision 2050plus.”」
The materiality issues were reviewed in line with the new medium-term management plan and environmental vision, and “Making an active contribution to the transition to a decarbonized society” was updated to “Contributing to decarbonization, a circular economy and nature restoration.” - FY2023AdvancedAnnual report
「In May 2022, we established the Sustainability Committee to strengthen the Group’s commitment to ESG management and enhance corporate value. We have clarified the system for considering and deciding policies for sustainability initiatives, monitoring them, and promoting them, including environmental matters (E), securing workforce diversity, respect for human rights and supply chain management (S), as well as the governance structure (G).」
The embedding of CSR and ESG has progressed to a system under which the Sustainability Committee determines policies and conducts monitoring. The committee met 4 times in fiscal 2022 and reported to the Board of Directors 2 times. - FY2021ReframedAnnual report
「Some items were reviewed in light of major changes in the social environment, including the spread of COVID-19 and the acceleration of efforts toward decarbonization.」
The CSR and ESG initiatives were reorganized through a review of the seven materiality issues and their alignment with the medium-term management plan. The changes include “Building functional urban, regional and industrial infrastructure to meet new needs” and “Making an active contribution to the transition to a decarbonized society.” - FY2020AdvancedAnnual report
「During the consolidated fiscal year, after identifying and organizing the relationship between social issues, including the SDGs, and our business activities, we identified seven materiality issues by selecting those with a significant impact on society and the environment and high importance to enhancing the Group’s corporate value and ensuring business continuity.」
Regarding CSR and ESG initiatives, the relationship between social issues and business activities was organized, and the process advanced to the formal identification of seven materiality issues. - FY2018ReframedAnnual report
「The Group launched the “Kajima Group Medium-Term Management Plan (2018–2020)” to address management issues and achieve sustainable growth from an ESG perspective.」
The previous policy of embedding CSR as a fundamental concept in corporate activities has been incorporated into the medium-term management plan framework for sustainable growth from an ESG perspective. - FY2016First statedAnnual report
「We position corporate social responsibility (CSR) as a fundamental concept underlying our corporate activities and aim to contribute to society through our business operations. Based on the “Kajima Group Code of Corporate Conduct,” we intend to further embed CSR across each division and department.」
CSR is positioned as a fundamental concept underlying corporate activities, with the policy of embedding it across divisions and departments based on the Code of Corporate Conduct.