Embedding Sustainability Management and Fostering to Take Our Own Initiatives
Higashi：One of the key challenges I face in my role as sustainability lead is ensuring that sustainability management is fully embedded across the workforce. For instance, while I believe the Group’s environmental vision is well-designed, the reality is that some employees are not even aware it exists. While we are making progress with various initiatives on the operational front, I feel that the management’s thinking and overarching direction are not being clearly communicated down to the frontline. What kinds of strategies or efforts do you think are needed to effectively embed sustainability management throughout the organization?
Iwamoto：I believe it is essential that employees see the Mid- Term Business Plan and various visions as personally relevant, truly understanding how they connect to their own roles and applying that understanding in their day-to-day work. To achieve that, the company needs initiatives and systems that encourage each employee to take ownership.
Kawada：On the topic of taking ownership, I was recently reading a document from the Agency for Natural Resources and Energy that mentioned a committee focused on addressing challenges related to biofuel refueling. The document highlighted a demonstration experiment using large construction machinery at the Torch Tower construction site, which is currently being built by Shimizu. I believe it is important that the company actively communicates, both externally and internally, that it is making meaningful investments in these kinds of advanced initiatives.
Tamura：I agree. I believe that leveraging internal communication tools like the intranet and company newsletters to increase opportunities for employees to naturally engage with company initiatives is essential to fostering to take ownership. I believe that regularly sharing information and creating an environment where employees can openly exchange ideas will help advance the integration of sustainability management throughout the organization.
Jozuka：Shimizu has compiled ideas like The Analects and the Abacus into booklets distributed to all employees, and I believe this has been effective in raising awareness of the core principles of sustainability. I also believe it is effective to clearly communicate examples of how internal operations, especially those directly related to employees, contribute to sustainability. Doing so can prompt individuals to reflect on how their own work can make a difference.
President：Exactly. It is just as important to communicate internally
as it is to share information externally. For instance, when
we receive an award, we can promote it broadly across the company,
or explain technical terms in simple language; there are
many ways we can make our messages more accessible and
easier for everyone to understand.
Sustainability management is something we’ve been committed
to for many years, and it remains a vital approach for creating
long-term business value in the years ahead. I hope all employees
will come to understand the spirit and philosophy behind
sustainability management through their business activities.