Message from the Director In Charge of Sustainability
Read the full message from the director in charge of sustainability
Sustainability Promotion Structure
Policy and Commitment
Our credo is “the Analects and the Abacus,” and our management principles are: “With devotion and a spirit of innovation, we work to create value that exceeds expectations and contribute to a sustainable tomorrow.” Guided by these principles, we conduct business activities with a strong focus on the sustainability of not only our company but also society and the environment.
In the Mid-Term Business Plan 〈2024–2026〉, to ensure the sustainability of the planet and society, we are enhancing cross-functional collaboration among various functions within the Group and promoting sustainability management that balances the fulfillment of our corporate social responsibility with the pursuit of business opportunities.
Sustainability Promotion Structure
We have established a “Sustainability Committee” to engage in deliberation and decision-making regarding our Group’s sustainability policies, priority measures, and information disclosure.
This committee is chaired by the President, with the Executive Officer in charge of Sustainability serving as Vice Chairperson, and consists of relevant Executive Officers. The committee meets approximately four times a year. Important matters on the agenda are reported to the Board of Directors, thereby establishing a governance structure overseen by the Board. We have established specialized committees and special subcommittees as subsidiary bodies of the Sustainability Committee.
Each specialized committee and Special Subcommittee examines sustainability-related topics and makes proposals and reports to the Sustainability Committee. We have also established a system to issue instructions to relevant departments/divisions regarding matters discussed and decided by the Sustainability Committee and to monitor the status of their implementation.
Main matters deliberated and reported during Fiscal 2025
In fiscal year 2025, we focused our deliberations on the environment, the supply chain, human capital, and disclosure. The Sustainability Committee met four times and reported to the Board of Directors three times.
- Formulation of a roadmap toward achieving the Group Environmental Vision “SHIMZ Beyond Zero 2050”
- Setting of new quantitative targets toward achieving a resource-recycling society
- Traceability survey of procured materials (structural steel, reinforcing bars, and glass)
- Results of engagement survey and improvement measures
- Initiatives for this fiscal year based on the Health Management Promotion Plan
- Response to mandatory sustainability disclosure requirements
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Management Capital
Human Capital
A Stronger Business Foundation Through the Growth of “Talent and Organizational Capabilities”
Policy and Commitment
New Human Resources Policy
The growth of each and every employee is essential for sustainable growth. In April 2026, we adopted a new concept: “a relationship in which the company and its employees grow together amid a healthy sense of mutual accountability.”
We are establishing personnel systems and support structures that encourage employees to take the initiative in their learning and growth, and we aim to build a partnership in which the company and employees meet each other’s expectations. By deepening this relationship, we will secure the talent essential for business continuity and achieve the organization’s sustainable growth.
A Stronger Business Foundation Under the Mid-Term Business Plan 〈2024–2026〉
Based on the belief that “people” are the source of our competitiveness, we have positioned “the growth of our talent and organizational capabilities” at the core of our efforts to strengthen our business foundation—a basic policy of the Mid-Term Business Plan. Through various policies designed to realize our management and business strategies, as well as by establishing systems that boost employee motivation and support their growth, we will secure and develop a diverse workforce that embraces challenges and co-creates.
In addition, to strengthen the alignment between management and business strategies and talent management, we are promoting the development and utilization of talent data. By compiling employees’ experiences and competencies* into a database and comparing them with the organizational talent profile, we aim to facilitate strategic decision-making based on objective data—from recruitment to placement and development. By placing the right people in the right roles, we maximize the capabilities of the entire organization and strive to secure talent that serves as a source of our competitive advantage.
Words and actions demonstrated in the process of achieving goals
Management System
We have established a system in which the Sustainability Committee (Chairperson: President) and the HR Development Committee (Chairperson: Executive Officer in Charge of Innovation) engage in deliberation on key strategies and policies and monitor key initiatives. In addition, we have established specialized committees and special subcommittees as subordinate bodies to these committees, creating a framework to address human capital-related themes—such as a rewarding workplace, Health Management, and DE&I—on a case-by-case basis.
Human Resource Development
Policy and Commitment
With “systematic development” and “support for proactive career development” as our two pillars, we are committed to talent development based on these two core principles. In addition to company-led talent development policies, we are working to establish a development framework that emphasizes the “proactive growth” and “challenges” of each individual employee.
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Systematic Development
With the goals of “fostering the mindset necessary to strengthen our business, acquiring knowledge and skills, and improving capabilities,” “developing talent to lead transformation,” and “strengthening management capabilities,” we conduct cross-functional, tier-based training as well as functional and specialized training aimed at enhancing expertise. -
Support for Proactive Career Development
We are expanding our selection-based and In-house open recruitment training programs with the goals of “cultivating individual career awareness,” “providing growth opportunities for self-realization through diverse career paths,” and “highlighting each individual’s abilities and promoting personal growth.”
Initiatives
In-House Open Recruitment Business Skills Training
To support employees’ proactive learning, we introduced an open application system for sending employees to external business schools starting in fiscal year 2023. In fiscal year 2024, we launched an online “video learning service” that allows employees to choose from a wide variety of courses, thereby expanding opportunities to acquire knowledge and skills relevant to their work. Furthermore, participation in training programs also helps build a network of learners.
Elective Training Programs
Starting in fiscal year 2026, we will launch “Elective Training” as a new initiative. The program consists of on-demand and in-person components, each of which is systematically linked to specific competencies. By creating an environment where each employee can identify their challenges based on their own competencies and select the most appropriate learning opportunities, we will foster proactive growth and drive results.
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Securing Talent
Initiatives
Recruitment Activities
By combining various recruitment categories and methods, we are working to secure the diverse talent necessary for business continuity. In terms of recruitment categories, in addition to new graduate and mid-career hires, we have established frameworks such as “semi-career hiring,” which targets young talent with no prior experience in the job role but who demonstrate future potential, and “Special Appointment Positions,” which recruit individuals expected to deliver outstanding results in specific fields. Furthermore, in terms of recruitment methods, we utilize various channels—such as year-round recruitment, referral recruitment, and alumni recruitment—to reach a wide range of talent, including those with specialized expertise and diverse backgrounds.
Support for Balancing Work and Personal Life
We aim to create a workplace environment where employees can continue to thrive as their life stages change. To help employees balance child-rearing and their careers, we promote the use of “Child-Rearing and Career Counseling Sessions” and “Paternity Leave,” while also fostering understanding throughout the workplace and providing financial support through initiatives such as hosting “Baby Care Seminars” and offering a subsidy program for babysitting services. Furthermore, to ensure that employees experiencing life events such as pregnancy, childbirth, and child-rearing can continue to develop their careers over the medium to long term, we have created a “Handbook for Balancing Career and Childcare” for both employees and their supervisors.
Regarding the balance between work and nursing care for family members, in addition to establishing systems such as caregiver leave and reduced-hour work schedules, we are working to create an environment where employees can continue working with peace of mind by setting up contact points for nursing care issues and holding seminars on balancing work and nursing care.
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Creating Rewarding and Attractive Workplaces
Policy and Commitment
We define a rewarding and attractive workplace as “one in which everyone who works at the company is physically and mentally healthy and can fully demonstrate their individual characteristics.” We are committed to creating corporate value by enhancing job satisfaction and strengthening collaboration both within the workplace and across organizational units.
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Initiatives
Through one-on-one meetings between managers and subordinates, we foster changes in individual mindset and behavior. We also strive to strengthen relationships through “dialogue sessions” focused on workplace challenges and our vision for the future. In the Mid-Term Business Plan, we have established an “employee engagement score”—a KPI focused on individual job satisfaction and strengthened collaboration within the workplace and across departments—which we measure quantitatively using an external survey tool. The survey for fiscal year 2025 revealed that organizations where employees are satisfied with their one-on-one meetings have higher employee engagement scores compared to other organizations. We will continue to further promote policies that prioritize “dialogue” and work toward the continuous improvement of employee engagement.
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Creating Rewarding and Attractive Workplaces
Health Management
Policy and Commitment
Maintaining and promoting the physical and mental health of our employees is essential for them to perform at their best. Based on our “Health Management Declaration,” we have established a company-wide promotion framework centered around a specialized corporate committee.
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Health Management Strategy Map
Initiatives
We have assigned occupational health staff (health nurses and psychologists) to Corporate Headquarters and all branch offices, and we implement mental health initiatives such as pulse surveys and on-site interviews at each project site. In addition, we are continuously working on initiatives related to sleep, diet, and exercise to improve lifestyle habits, as well as addressing health issues specific to women.
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Revision of the Personnel System
Effective April 1, 2026, we revised our personnel system and implemented a new wage system that emphasizes roles and responsibilities. By ensuring that roles, responsibilities, and performance evaluation results are reflected in compensation in a timely manner and to a greater extent, we aim to further enhance employee motivation, foster an organizational culture of mutual growth and improvement, and promote employees’ comprehensive learning and development.
Diversity, Equity & Inclusion (DE&I)
Policy and Commitment
We promote diversity so that each employee can make the most of their unique individuality and fully demonstrate their abilities. By respecting diversity—not only in terms of race, religion, nationality, age, gender, gender identity, sexual orientation, and disability, but also in terms of expertise, values, and career paths—we aim to foster a culture where everyone can thrive and fully utilize their abilities, while further encouraging free thinking and new challenges.
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Shimizu Corporation Declaration on Diversity & Inclusion
Initiatives
Shin Diversity 2.0
Since fiscal year 2022, under the theme of “Closing the Gender Gap,” we have been advancing our “Shin Diversity” initiative primarily to promote the appointment of women to management positions. Regarding the non-financial KPI set forth in the Mid-Term Business Plan—“a percentage of women in management positions of 6.0% or more (by fiscal year 2026)”—our performance results for fiscal year 2025 were 6.2%*, thereby meeting our target.
Starting in fiscal year 2025, we have updated our theme to “Balancing Job Satisfaction and Life Fulfillment.” Top management, including the Chairman and female executive officers, has visited 14 divisions nationwide to create opportunities to engage with the values of diverse talent through group work and role-playing exercises.
As of April 1, 2026
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Promotion of Diversity, Equity & Inclusion (DE&I)
Employment and Active Advancement of People with Disabilities
Our company aims to create an environment where employees with disabilities can thrive in their work, and since fiscal year 2018, we have held the “Challenge Forum” annually to promote the active participation of employees with disabilities and foster a better understanding of disabilities among our workforce. At the fiscal year 2025 Challenge Forum, themed around the Deaflympics—which were held in Japan for the first time—we welcomed Mr. Naoto Yamada, head of the administrative office of the Sports Committee of the All Japan Federation of the Deaf, a public interest incorporated foundation. He gave a lecture on the history of the Deaflympics and Deaf sports, and we also invited Deaflympians currently active at our company to share their thoughts on the Games. Many executive officers and employees also visited the Deaflympics venue to cheer on the athletes.
We also held a site tour of the Shin-Meishin Hirakata Tunnel project management office for employees with disabilities. Twenty-four participants from across the country attended; they were divided into three groups based on their specific disabilities and toured the shield machine, as well as the elevator installed in the office for employees who use wheelchairs.
Regarding the non-financial KPI set forth in the Mid-Term Business Plan—“Percentage of employees with disabilities of 2.7% or more (FY 2026)”—the performance results for FY 2025 were 2.5%.
Promoting Understanding of the LGBTQ+ Community
To deepen understanding of the LGBTQ+ community, expand the circle of “ALLIES” who support them, and create a workplace environment where everyone can shine as their true selves, we have created original merchandise that declares our status as ALLIES. In fiscal year 2025, we received the Gold Certification—the highest rating—for the second consecutive year under the PRIDE Index, which recognizes companies implementing LGBTQ+ initiatives.
Monozukuri (Superb Craftsmanship) Capital
Quality
Policy and Commitment
For our company, which is in the Monozukuri business, quality is the cornerstone of our operations.
Guided by our quality slogan—“Crafting with Dedication and Pride: Building ‘Shimizu Quality’ Together”—we value each individual’s passion for Monozukuri and work systematically to ensure quality through effective communication and teamwork with our partner companies.
Management System
Quality Management System
We have established and operate a Quality Management System (QMS) to ensure quality in accordance with our business fields, such as building construction and civil engineering.
The QMS defines the matters we must implement at every stage of a project—from sales, planning, and design through construction and maintenance—but across all business fields and stages, “accurately understanding and fulfilling our clients’ requirements” remains a key priority. By operating the QMS appropriately, we strive to enhance client satisfaction and further improve our systems.
Initiatives
“QC (Quality Control) Day” Event
As part of our initiatives during Quality Month every November, we hold a company-wide “QC Day.” The purpose of this event is to ensure we steadfastly uphold “quality”—the cornerstone of our business—by “passing on” the lessons learned from past defects and taking a fresh look at the current state of our quality control. We aim to use this event to raise each employee’s awareness of quality and to invigorate our company-wide quality control efforts
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Quality and Customer Satisfaction
Building Construction Business Preventive Quality Management through Branch Quality Management Department Inspections
The Quality Control Departments at each branch conduct site visits to projects currently under construction (construction sites) to provide guidance on technical risks and other matters from an objective perspective and to coordinate responses with relevant departments. Furthermore, the Building Construction Headquarters monitors the activities of each branch and works to continuously improve quality control activities across the entire building construction business by identifying challenges and sharing information.
Civil Engineering Business A “sincere and humble” mindset toward Monozukuri (craftsmanship) and the practice of “taking ownership”
Civil engineering projects encompass many types of work, including dams, tunnels, bridges, and shields. In the Civil Engineering Business, we cultivate strong engineers with high technical skills, sound judgment, and broad knowledge through a variety of educational programs. Experienced engineers leverage the latest technologies to carry out their work.
Moreover, in civil engineering projects, we are committed to enhancing the construction process quality through organizational efforts, including the implementation and follow-up of quality management systems at each site by the construction departments, and technical support for quality issues and technical discussions by specialized departments. Furthermore, to avoid repeating the same mistakes, we are working on defect prevention by taking a “personalized” approach.
Through these initiatives, we are dedicated to delivering high-quality structures that exceed our clients’ expectations. Management System
Engineering Business Strengthening the Quality Foundation Through the Accumulation and Deepening of Technology and Expertise
In order to manage projects end-to-end—from planning and design through construction and maintenance—we are strengthening the foundation of our quality control activities by accumulating and deepening our technical expertise and know-how based on our performance results and experience.
We value the principle of not repeating past mistakes, actively practice risk communication by sharing our awareness of issues, challenges, and the facts surrounding failures to drive problem-solving, and top management itself is committed to fostering an organizational culture with a high level of psychological safety regarding the disclosure of negative information, such as risks and failures.
Health & Safety
Policy and Commitment
Our company upholds “the principle of respect for human life and human beings” as our fundamental management principles, and we make the protection of our employees’ lives and health our top priority in all corporate activities. Based on our Basic Health and Safety Policy, we will promote the creation of a safe and comfortable workplace environment and the establishment of a safety culture, and we are committed to further raising the standard of our “safety culture” throughout the entire organization.
Company-wide Health and Safety Plan for Fiscal 2026
Management System
Our company has appointed the Executive Vice President and Representative Director as the Officer in Charge of Safety and Environment, establishing a system to oversee company-wide occupational health and safety. On the operational level, the General Manager of the Safety & Environment Division is responsible for planning and implementing policies, and reports and deliberations are conducted through the “Safety & Environment Committee.” This committee deliberates on important matters, such as the formulation of the company-wide Health and Safety Plan and measures to prevent the recurrence of major disasters and accidents, thereby enhancing the effectiveness of safety management.
Construction Occupational Health and Safety Management System
Our company strictly adheres to a “preventive safety management” approach that accurately identifies potential hazards and risks. At every project site, we identify hazardous operations during project commencement meetings and conduct detailed risk assessments before construction begins, ensuring that reliable risk mitigation measures are implemented. Furthermore, based on the Occupational Health and Safety Management System (COHSMS) we introduced in 2001, we are committed to continuously improving our health and safety standards by effectively implementing the PDCA cycle.
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Initiatives in Health & Safety
Initiatives
Accident Situation
In fiscal year 2025, two fatal accidents occurred both domestically and internationally. Both were incidents involving heavy machines; we take the gravity of these incidents very seriously and are committed to implementing thorough recurrence prevention measures company-wide. Meanwhile, regarding accidents over 4 days lost time injury, our performance results showed a frequency rate of 0.53 compared to our KPI target of 0.57. We also saw a significant reduction in fall accidents, which have been a priority measure in our safety policies.
Breakdown by Type of Accident
Holding of the “Health and Safety Promotion Conference”
On June 17, we held the “Health and Safety Promotion Conference” at the Bunkyo Civic Grand Hall. During the conference, we earnestly reflected on the accidents that occurred last fiscal year and shared a steadfast commitment across the entire Group to achieving zero fatal accidents. The President once again emphasized the importance of all employees taking personal responsibility for “protecting their own lives and health, as well as those of their colleagues.”
President’s Safety Patrol
In conjunction with “National Safety Week” and “National Occupational Health Week,” our company conducts on-site safety patrols led by the president. In addition to checking on construction progress and safety measures, the president directly urges workers to adhere to work procedures and basic rules, and to thoroughly implement heat stroke prevention measures. Through dialogue with project site personnel, the president directly conveys our management principles of respect for life and respect for people, thereby striving to enhance safety awareness company-wide.
NOVARE Academy
Facility Overview
NOVARE Academy is one of the facilities located within our innovation hub, “Smart Innovation Ecosystem NOVARE”. Through practical, experience-based training, it cultivates talent to support the construction industry while also working to improve technical capabilities and quality. As such, it serves as a “strategic training hub” that supports the establishment of our sustainable competitive advantage.
Initiatives
Conducting hands-on training using the industry’s largest life-size mock-up
Using the industry’s largest full-scale mock-up—a realistic reproduction of a project site—we provide hands-on training based on the principles of “see, touch, and try.” This experiential education, which moves beyond traditional classroom instruction, accelerates trainees’ skill acquisition and yields results that directly impact profitability, such as stabilizing construction quality on-site and reducing rework.
In addition to our own employees, approximately 5,300 people annually—including overseas national staff and employees from Group companies—participate in these programs. The facility serves as a hub for sharing and instilling our company’s quality standards and values across our global operations. Furthermore, participant surveys indicate improved engagement, demonstrating that this facility contributes to boosting employee morale and fostering a sense of belonging among all employees, including those at Group companies. Furthermore, the facility accommodates student tours, helping to foster an understanding of the construction industry and thereby contributing to the discovery of future talent who will lead the sector. These initiatives lead to the growth of trainees, the enhancement of organizational capabilities, and the discovery of future talent, serving as the driving force behind our corporate value.
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NOVARE Academy (Japanese only)
The Complete Reconstruction Project for Tokyo Mokkoujou Arts & Crafts Furnishings Is Complete
Since its establishment in 1884 as a timber cutting and joinery workshop, Tokyo Mokkoujou Arts & Crafts Furnishings has been responsible for preserving and advancing our company’s woodworking techniques, having worked on numerous structures, including historic buildings. It serves as the core hub of our woodworking technology, carrying on the traditional craftsmanship of our master artisans while also pursuing technological innovation. To further develop this role, we completed a full-scale renovation in February 2026. The new facility consists of a “Woodworking Factory” and a “Visitor Center.” The Factory Building houses processing machinery incorporating advanced technology, while the Visitor Center showcases the appeal of wood through a museum and wood education programs (Mokuiku). Moving forward, we will continue to preserve traditional techniques and, as a “showcase of wood culture, technique, and allures,” contribute to the creation of new value and the development of a sustainable society.
Message from the General Manager of Tokyo Mokkoujou Arts & Crafts Furnishings
Exploring the Potential of Wood Under the Theme of “Tradition and Innovation”
Tokyo Mokkoujou Arts & Crafts Furnishings is a hub that, grounded in “tradition”—the passing down of woodworking techniques cultivated over the years to the next generation—takes on the challenge of “innovation” by exploring new possibilities inherent in wood through the development of woodworking technologies. While we aim for efficient Monozukuri by utilizing state-of-the-art equipment, we also practice “craftsmanship focused on quality,” ensuring that the final finishing touches are performed by master craftsmen who know wood inside and out. Moving forward, we will continue to meet our clients’ expectations under the theme of “Tradition and Innovation.”
General Manager, Tokyo Mokkoujou Arts & Crafts Furnishings
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Intellectual Capital
Technology Development
Policy and Commitment
Managing Officer
Director, Institute of Technology
Since establishing the Institute of Technology in 1944—the industry’s first research organization—we have pursued value creation that stays ahead of the times under the motto “Shimizu: The Technology Leader.” Intellectual capital is a fundamental component of our business and management foundations that is indispensable to realizing our vision of a “Smart Innovation Company,” and we are advancing technological development to help create a safe, secure, and sustainable society. We will resolve the labor shortage by revolutionizing productivity at project sites through the use of AI and robotics, while also building resilient buildings and infrastructure to create a resilient society. At the same time, we will drive market development in new growth areas such as carbon neutrality and space. Furthermore, we conduct technology development aligned with our business strategy through a company-wide, cross-functional approach, and by rapidly applying cutting-edge R&D results to our actual business operations, we contribute to solving societal challenges.
Management System
With the Institute of Technology at its core, we are advancing technological development through close collaboration with various business departments, including Building Construction, Civil Engineering, and Engineering. Our development infrastructure now consists of two bases—the Institute of Technology in Etchujima, Koto Ward, and the “NOVARE Lab,” which opened in 2023—significantly strengthening our research and development capabilities. Six centers conducting research across multiple disciplines are located at both sites, carrying out research and development to address a wide range of challenges.
We accelerate the societal implementation of our technologies by quickly delivering development results to project sites and repeatedly verifying and refining them there. At NOVARE Lab, in addition to large-scale experimental spaces, we utilize a space integrated with the NOVARE Hub—a platform for co-creation of innovation—to foster innovation by fusing internal and external expertise. Through the demonstration and dissemination of our technologies, we will continue to create new technologies and value to realize a sustainable future society where people can truly experience a sense of prosperity.
Initiatives
Construction Process Reform — Building Construction Sector —
We are promoting the practical application of AI robots (physical AI) at project sites with the aim of addressing labor shortages and improving productivity and safety through initiatives such as site patrols by humanoid robots and painting work performed by robotic arms. At the same time, we are strengthening the foundation for optimizing construction management through digital twin technologies such as “VRSnapi” to visualize construction procedures, as well as AI-powered automated crack detection. Our Spray-based 3D concrete printing system automatically fabricates complex components with high speed and precision, accelerating the full automation of concrete construction. We will continue to pursue labor savings, productivity improvements, and high-quality manufacturing across the entire project site through the integration of AI, robotics, and digital technologies.
Construction Process Reform — Civil Engineering Sector —
The AI-equipped autonomous bulldozer “Smart Dozer®” successfully performed unmanned leveling on a project commissioned by the Ministry of Land, Infrastructure, Transport and Tourism, while the “Shimizu Smart Tunnel”—which integrates robotic construction with AI-based safety management—achieved a 40% reduction in manpower at an actual mountain tunnel project site. Furthermore, we are accelerating the implementation of technologies that augment human capabilities, such as automated excavation and loading by hydraulic excavators. We will continue to promote the widespread adoption of “labor-saving and unmanned construction,” in which multiple construction machines operate in coordination to improve productivity by leveraging AI to assess the project site environment in real time.
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Business Topics | Next-Generation Tunnel Construction System: Shimizu Smart Tunnel
Initiatives
Decarbonization and Environmental Considerations — Development of New Construction Materials —
“SUSMICS-C,” a biochar concrete that achieves carbon negativity, utilizes plant-derived biochar to sequester CO2. Its strengths lie in its ease of production—it can be manufactured at standard ready-mix concrete plants—and its high quality. In addition to “SUSMICS-C,” which was adopted for a project commissioned by the Ministry of Land, Infrastructure, Transport and Tourism, there is “SUSMICS-Cs” for structural use (first applied at our Tokyo Mokkoujou Arts & Crafts Furnishings ), and “SUSMICS-Ca”—a low-ammonia specification designed for semiconductors and works of art (scheduled for use at the Izumi Art Museum, opening in 2029)—we are advancing technological development and social implementation to meet a diverse range of needs.
We have applied “DAC Coat”—a coating that converts existing concrete structures into CO2 sinks—to the exterior walls of the Shinagawa Ward Third Government Building for the first time. Through verification monitoring at this site, we are working to achieve widespread adoption and general applicability.
(Our Tokyo Mokkoujou Arts & Crafts Furnishings)
Decarbonization and Environmental Considerations — Development of New Structural Construction Methods —
“Shimizu Hy-wood,” a wood-based hybrid technology that optimally combines wood, steel, and concrete to achieve both design excellence and cost-effectiveness, has been adopted in projects such as the Dai-ichi Life Kyobashi Kino Terrace, which boasts the largest volume of wood used in Japan. The “Slim Fire-Resistant Wood” fire-resistant wooden columns and beams have achieved both improved productivity—by halving the number of work steps—and a cost reduction of approximately 20% through the transition from wet-process to semi-dry construction methods. We will continue to expand the adoption of wood-based structures in medium- to large-scale buildings.
Furthermore, during the reconstruction of a super-tall building, we applied the innovative new underground construction method “Re-GENUS BASE” for the first time in the southern section of the Uchisaiwaicho 1-chome block. This method eliminates the need for conventional processes such as backfilling and temporary piles, instead utilizing the existing foundation to construct the new structural frame. Having demonstrated significant results—including a 13-month reduction in construction time and a reduction of approximately 9,000 metric tons in CO2 output—we will actively promote this method going forward to secure a competitive edge in winning orders for the reconstruction of super-tall buildings.
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Sustainable Construction Using Biochar
Technological Development for Offshore Wind Power
In the field of floating offshore wind power generation, we are collaborating with Dublin Offshore Technology of Ireland to develop a load relief device (LRD) that will cut the cost of the mooring system—which accounts for just over 20% of construction costs—in half. Through mass-production design and the establishment of a supply chain, we aim to become a market leader in the Asia-Pacific region.
Building Next-Generation Infrastructure in Outer Space
In addition to developing technology for manufacturing rocket fuel tanks using WAAM (metal additive manufacturing) technology through a co-creation effort with JAXA, we have begun joint discussions with ispace toward the construction of a lunar data center. Building on the space construction technology we have cultivated, we will establish a first-mover advantage in infrastructure development within the future lunar economy.
Development of Cutting-Edge AI Applications
We are driving digital transformation (DX) in construction management by integrating video search and summarization (VSS) technology with generative AI (RAG). We have digitized traditional visual management at the project site and safety management, and have built a system that not only detects hazardous behaviors from camera footage but also instantly and automatically generates context-specific safety measures and instructions based on historical project site records. This technology, which enhances both safety and productivity, was recognized as the only case study from the construction industry presented at “NVIDIA AI DAYS TOKYO 2025.” Looking ahead, we plan to actively promote its implementation in society, with an eye toward expanding into the logistics, manufacturing, and disaster prevention sectors.
We are also participating in the AI Suitcase Consortium and are jointly developing the “AI Suitcase,” which supports the independent mobility of visually impaired individuals. A key feature of this technology is that it enables users to navigate safely and independently through complex, crowded environments—a task that was previously difficult—by leveraging AI for advanced situational awareness and obstacle avoidance. We have confirmed its effectiveness through field trials at the Expo 2025 Osaka, Kansai, Japan, and we will accelerate its societal implementation based on the data we have accumulated.
Intellectual Property
Policy and Commitment
The construction industry is built on a foundation of technologies developed to meet a wide variety of client needs. It operates in an extremely competitive environment where a broad range of specialized technologies are integrated in sophisticated and complex ways. In this context, differentiating ourselves through technical expertise is essential to achieving sustainable growth and ensuring that clients continue to choose us. We view intellectual property not merely as a collection of rights, but as a “strategic asset” for building competitive advantage, and we are promoting an intellectual property strategy closely aligned with our technology strategy.
Management System
By making the Intellectual Property Dept. a unit under direct operations of the president—thereby creating a structure that can directly reflect management’s intentions—we are promoting swift, company-wide intellectual property activities. We have assigned “Intellectual Property Promotion Staff” to each division within the company to serve as liaisons with the Intellectual Property Dept., thereby establishing a system in which not only engineers but all employees are mindful of the efficient and strategic creation and utilization of intellectual property.
Initiatives
Acquiring Intellectual Property to Build a Competitive Advantage
We pool the company’s collective strengths to co-create technologies, designs, and brands that contribute to enhancing our current and future corporate value, and we file applications for and secure intellectual property rights for them. Focusing on core technologies in our priority areas of technology strategy, we ensure thorough protection through intellectual property rights and differentiate ourselves from competitors to build a sustainable competitive advantage.
(As of the end of March 2026)
Open Licensing of Technology
In August 2025, as a first-of-its-kind initiative in the construction industry, we opened up access to over 200 of our construction-related patented technologies to external parties. We have systematically made these patented technologies public on our corporate website and established a system that makes them easily accessible to many construction-related companies—including our industry peers—by setting low, fixed annual licensing fees. The purpose of this initiative is not to increase revenue through licensing, but to promote the mutual use of patented technologies.
In the construction industry, inefficient duplicate investment—where “each company independently develops similar technologies” as part of its strategy to compete for orders received—has been a major challenge. Through this initiative, we aim to curb duplicate investment by promoting the mutual use of technologies within the industry. By concentrating limited development resources, we will accelerate the development of advanced and innovative technologies, thereby improving productivity and raising the overall technological standard across the entire industry. Furthermore, it will contribute to solving structural challenges facing the construction industry, such as a shortage of workforce and an aging workforce.
This initiative is a symbolic measure in the strategic utilization of intellectual property under our “Open-Close Strategy.” In March 2026, we carried out our second round of patent release, bringing the cumulative total of released patent technologies to over 400. We plan to continue gradually expanding the scope of patents subject to release, with the ultimate goal of making approximately half of our held patents available. By widely contributing our technologies back to society, we aim to establish a new model of “co-creation and competition” within the construction industry.
Slim Fire-Resistant Wood is a registered trademark of Shimizu Corporation in Japan.
Mid-Term DX Strategy 〈2024-2026〉
Overview of the Mid-Term DX Strategy 〈2024-2026〉
We have formulated our Mid-Term DX Strategy 〈2024–2026〉 to realize our vision of becoming a “Smart Innovation Company” that delivers new value to society through innovation in business structure, technology, and talent. This strategy aims to create value by maximizing the company’s comprehensive strengths and enhances cross-functional collaboration through digital transformation (DX). As strategic goals, we have set “Work Process Revamp” to unify data flows across the organization and “Management with the Maximum Use of Data” by integrating operational data with market data. To achieve these goals, we are advancing initiatives based on three priority measures: “Establish Cross-Organizational DX Driver,” “Nurture/Hire Requisite Talent,” and “Build a Resilient Foundation.”
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Mid-Term DX Strategy 〈2024 - 2026〉
We view AI not merely as a tool, but as a core element for reforming our corporate culture and management foundations, and we are advancing its use in a multifaceted manner—from improving work efficiency to creating new businesses. Going forward, we aim to significantly boost productivity by accelerating the field-driven adoption of generative AI and deepening automation through AI agents powered by our data integration platform. Furthermore, with the goal of strengthening our business competitiveness and enhancing client value, we will continue to focus on creating new business models centered on AI.
Our company has recently been selected as a “DX Company to Watch 2026” by the Ministry of Economy, Trade and Industry and the Incorporated Administrative Agency for Information Technology, Japan. This marks the second consecutive year we have been selected as a DX Company to Watch.
Initiatives
Shimizu Digital Academy
In a rapidly changing environment, we are systematically developing DX talent capable of continuously innovating business processes and business models to meet the diverse needs of our clients and society. In April 2024, we launched the “Shimizu Digital Academy” and rolled out a training program to nurture DX Specialists responsible for planning and driving DX initiatives, starting with efforts to improve digital literacy across the entire organization.
Spreading a Digital Transformation Mindset Across the Global Organization
Organized by Global Business Headquarters, the “DX1 Grand Prix” was held to discover employees with hidden DX talent among our more than 3,900 employees. In its inaugural year in 2026, 232 employees from 52 teams across 18 countries participated. Six teams that advanced through the document and video screening rounds delivered presentations in the finals, with the Malaysian team emerging as the inaugural champion. Innovative ideas originating from project sites continue to emerge one after another, and a culture of mutual appreciation for taking on challenges is steadily taking root.
Initiatives
Transforming Project Sites and Management with Data and AI
We aim to go beyond mere work efficiency to realize “Management with the Maximum Use of Data” and transform both the front lines and executive management.
To achieve this, we have established an organization specializing in data utilization and are advancing on two fronts: building the necessary infrastructure and developing talent. We have thoroughly standardized data management—a prerequisite for AI utilization—and built a data utilization platform that enables the cross-functional use of data scattered throughout the company.
In addition, to improve employees’ data utilization skills, we have held numerous hands-on training sessions. As a result, over the past three years, the number of users of BI tools for data analysis has increased approximately 5.5-fold, and the number of users of generative AI has increased 8.5-fold. Many employees now routinely use AI in their daily work to support their tasks by leveraging information from internal rules, operational manuals, and relevant laws and regulations, leading to a steady improvement in productivity.
Significant Increase in User Numbers (2024–2026)
Fostering an AI-Driven Corporate Culture
As the company-wide adoption of generative AI progresses, we held an internal roundtable discussion bringing together AI advocates. Numerous examples were shared of employees—from junior staff to senior executives—actively utilizing AI to independently solve workplace challenges. We are fostering an environment where AI feels accessible, facilitating the sharing of knowledge across organizational boundaries and helping an “AI-driven corporate culture” take root throughout the company.
Furthermore, we place great importance on governance based on the “Shimizu Group Basic AI Policy” By establishing a framework for appropriate and responsible AI use to address the ethical risks associated with technology, we aim to become a leading company in sound AI utilization, built on a foundation of public trust.
Social and Relational Capital
Supply Chain
Policy and Commitment
To build a sustainable supply chain with our partner companies—who are valued partners of the Shimizu Group—we have established the “Shimizu Group CSR Basic Procurement Policy,” which outlines the fundamental stance our Group should adopt. In addition, we have established the “Shimizu Group CSR Procurement Guidelines” to encourage our partner compa-nies to implement initiatives in line with our basic procurement policy regarding compliance with laws and regulations, respect for human rights, environmental consideration, and quality assurance. We also ask our partner companies to encourage their business partners and affiliated companies to adopt initiatives based on these guidelines.
Shimizu Group CSR Basic Procurement Policy
- Compliance with laws, regulations, and company rules, and respect for social norms
- Fair, equitable, and good-faith transactions
- Building good partnerships with suppliers
- Respect for human rights
- Consideration for the environment
- Quality and delivery assurance
- Promoting health and safety
- Pursuing reasonable costs
- Ensuring information security
- Contributions to society
- Disaster response
Management System
We have established the Sustainability Committee (chaired by the President), which deliberates on and determines policies and priority measures related to supply chain management and sustainable procurement, as well as disclosure of supply chain-related information. For particularly important matters, we have established a governance structure in which reports are made to the Board of Directors for oversight.
Shimizu has also established specialized committees and subcommittees as subordinate bodies of the Sustainability Committee to examine supply chain-related issues and submit their findings to the Committee. In addition, we have put in place a structure under which matters deliberated on and deter-mined by the Committee are communicated as instructions to the relevant functional divisions and departments, or under which reports are received from them.
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Initiatives
Questionnaire Survey on Status of Initiatives Related to Shimizu Group CSR Procurement Guidelines
We conduct surveys every two years to ensure that the Shimizu Group CSR Procurement Guidelines are fully understood by our partner companies. We compile and analyze the survey results and implement various initiatives in collaboration with our partner companies to promote compliance with these guidelines.
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Shimizu Rengo Kanekikai, a Nationwide Association of Subcontractors and Suppliers
The Kanekikai was established as the Kaneki (
) Koshokai in 1889. Shimizu has overcome numerous obstacles through its close bond with the Kanekikai, and have progressed to where we are today with the Kanekikai as an important partner. We will continue to work in tandem with the Kanekikai to pass on technologies, ensure safety, solve many challenges, and contribute to improving the appeal of the construction industry.
TAKUMI TRAINING CENTER
With the aim of developing and securing skilled workers, we operate the “Takumi Training Center” educational facility in collaboration with Kaneki-kai. In addition to orientation for new hires, this facility offers a variety of curricula tailored to participants’ work experience and skill levels.
Partner Companies Committed to Decarbonization
We are currently actively promoting alliances with companies working toward decarbonization. On our corporate website, we highlight the initiatives of our partner companies that are working toward decarbonization.
Human Rights Initiatives
Policy and Commitment
The Shimizu Group works to establish a corporate culture that respects human rights. We do this to ensure that each and every officer and employee respects diversity, unique character, and individuality, and does not discriminate on the basis of ethnicity, religion, nationality, age, sex, gender identity, sexual orientation, or disability. Furthermore, our officers and employees do not engage in harassment that damages the dignity of any individual, and do not tolerate such acts by others. We also respect the freedom of association and the right to engage in collective bargaining, and prohibit child labor and forced labor in any form.
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Shimizu Group Human Rights Policy
Management System
We have established the Company-wide Human Rights Education Promotion Committee under the Sustainability Committee to formulate and implement annual policies and specific company-wide measures in line with the Shimizu Group Basic Human Rights Policy.
Decisions made by the Company-wide Human Rights Education Promotion Committee are implemented under the supervision of Division Human Rights Education Promotion Committees by employees specifically tasked with human rights promotion at each division.
Initiatives
Due Diligence on Human Rights
From a business sustainability standpoint, we continuously conduct human rights due diligence to identify, prevent, and mitigate adverse human rights impacts in our core construction business.
We conduct traceability surveys to confirm whether any human rights violations are present in the supply chain. We conducted surveys on granite and formwork plywood in fiscal year 2024, and on steel and glass in fiscal year 2025.
Shimizu Group Basic AI Policy
As the adoption of generative AI services and the use of AI at construction sites continue to expand, we have formulated the Shimizu Group Basic AI Policy to serve as a guideline for maximizing the use of AI while taking into account risks such as infringement of rights and information leakage.
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Community Partnerships
Policy and Commitment
To coexist with society, we not only build and maintain positive relationships with local communities but also actively promote social contribution activities. Overseas, we not only comply with international rules and local laws but also respect the culture and customs of each country and strive to contribute to local development.
Furthermore, in the event of natural disasters such as major earthquakes, we carry out disaster response activities promptly and in an organized manner to fulfill our corporate social mission and role and contribute to society.
Initiatives
Promoting Regional Healthcare Collaboration in Kumamoto Prefecture
In August 2025, our company, Kumamoto Prefecture, and Kumamoto University Hospital entered into a comprehensive partnership agreement regarding disaster medicine. This agreement aims to jointly promote regional medical collaboration, in which medical institutions work together to provide medical relief during disasters. We will leverage our experience, including the development of “Hub360,” an in-hospital information-sharing platform that supports rapid decision-making regarding the admission of emergency patients, as well as the formulation and effective implementation of timelines to maintain medical care systems and ensure the continuity of medical operations during disasters, to enhance regional healthcare resilience.
Participating in the Hie Jinja “Sanno Festival” ~ Together with the Local Community ~
In June 2026, the “Sanno Festival” at Hie Jinja (Shrine)—considered one of Japan’s Three Great Festivals—was held. As a member of the parishioners’ community and a special patron of the shrine, our company participated in the “Shinkōsai” procession and the mikoshi parade organized by the Federation of Parishioners’ Neighborhood Associations. A total of 111 employees from our company and group companies joined local residents in bringing the festival to life. We will continue to work together with the local community to promote activities that help preserve Japan’s traditional culture and contribute to the development of our local Kyobashi neighborhood.
Natural Capital
Environmental Management
Policy and Commitment
SHIMZ Beyond Zero 2050
The Shimizu Group has formulated our environmental vision under the title of SHIMZ Beyond Zero 2050. We have defined the sustainable society we are aiming for in that vision as a zero-carbon society, a material circulation society and symbiotic society. We have stated that we are aiming to proactively provide positive environmental value to our clients and society in addition to eliminating the negative impact from our activities by 2050 (Beyond Zero).
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Management System
Basic policies and measures related to environmental issues are deliberated by the Sustainability Committee (Chair: President). The Committee is composed of the officer responsible for sustainability as Vice Chair, the officer responsible for safety and environment, and officers responsible for each business division. It deliberates on the identification and evaluation of climate-related risks and opportunities and monitors progress toward CO2 emission reduction targets. The results of these deliberations are reported to the Board of Directors, which exercises oversight. Key decisions regarding environmental issues are communicated to business divisions, including branches, and group companies through the Environmental Management Meeting and the Group Company Environmental Management Meeting. Through this structure, the Shimizu Group has established an environmental governance system that also encompasses major suppliers.
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Strategy
In October 2025, we established a roadmap toward achieving our group environmental vision, SHIMZ Beyond Zero 2050. To realize this vision, we have set environmental KPIs through 2050, including interim targets for 2030 and 2040, across three key areas: decarbonization, material circulation, and coexistence with nature. We are advancing a range of measures to achieve these targets.
Road Map (Decarbonization)
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Road Map (Resource Circulation)
Road Map (Coexistence with Nature)
Furthermore, we view the impact of climate change and natural hazards on our business as a critical business challenge. We began disclosing information in accordance with the TCFD recommendations in 2020 and the TNFD recommendations in 2024, and we update this information annually for each set of guidelines.
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Decarbonization
Policy and Commitment
The Shimizu Group has established greenhouse gas emissions reduction targets aligned with the 1.5°C level to achieve carbon neutrality by 2050. Based on these targets, we will not only reduce Scope 1 and Scope 2 emissions but will also actively work to reduce Scope 3 emissions throughout the supply chain.
Initiatives
Expanding the Adoption at Construction Sites for Biofuels
As an initiative to reduce CO2 emissions at construction sites, we are promoting the on-site adoption of biofuels. Until now, adoption had been limited to construction sites in the Tokyo metropolitan area, where subsidy programs were underway; however, the use of biofuels is now expanding to construction sites across the country
SUSMICS-C Environmentally Friendly Concrete
To achieve carbon neutrality, we have developed “SUSMICS-C,” an environmentally friendly concrete blended with biochar produced by carbonizing woody biomass. As an example of this technology’s application, we poured 100 cubic meters of this concrete into the structural frame of an aggregate washing plant—a temporary structure located on the site of the “Toga Dam Main Structure Construction (Phase 1)” project (Nanto City, Toyama Prefecture), commissioned by the Ministry of Land, Infrastructure, Transport and Tourism’s Hokuriku Regional Development Bureau.
Received SBT Certification (Net-Zero Targets) / Recognized as a CDP Climate Change “A” Score Company
In November 2025, we received SBT certification (Net-Zero Targets) for our goal of achieving net-zero greenhouse gas emissions across our entire value chain by fiscal year 2050. We have also been recognized as an A-rated company—the highest rating—in the CDP 2025 Climate Change assessment.
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Material Circulation
Policy and Commitment
To date, we have worked to conserve resources and reduce and recycle construction by-products by promoting 4R initiatives in our construction business activities. In our Resource Circulation Roadmap, in addition to the “end of-life” target of achieving a 0% final disposal rate for construction by-products by 2050, we have established the “Input-side Recycling Utilization Rate*” as a new management target, conducting target setting for specific goals of at least 25% by 2030 and at least 50% by 2050.
Initiatives
Use of Electric-Furnace Steel in the Steel Frame of Dai-ichi Life Kyobashi Kino Terrace
As part of our material circulation efforts, we are promoting the recycling use of wood in steel frames. Dai-ichi Life Kyobashi Kino Terrace is a rental office building featuring a hybrid wood-frame structure characterized by a design that combines an open, airy exterior that conveys the warmth of wood with a spacious, comfortable interior free of columns. To balance architectural design with environmental performance, we used electric furnace steel—a recycled material typically employed for secondary materials such as rebar—in 70 percent of the main steel structural members. As a result, we succeeded in reducing CO2 emissions by 17.5 percent compared to using only conventional blast furnace steel. Combining the use of the hybrid wood-frame structure with the CO2 sequestration provided by the wood, we achieved a CO2 reduction of approximately 37.5% compared to a steel frame construction office building of the same size.
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Coexistence with Nature
Policy and Commitment
We recognize biodiversity as a key issue in environmental management and are proactively working to conserve biodiversity and promote coexistence across all our business areas, while conducting necessary reviews and striving for improvement.
In line with the international goal of “Achieving Nature-Positive by 2030,” we will reverse the loss of biodiversity caused by our offices and facilities by 2030. Furthermore, we aim to eliminate all negative impacts on ecosystems resulting from our business activities by 2050.
Initiatives
A “Rain Garden” Was Built on the Premises of the Kumamoto Regional Office
Currently, in Kumamoto Prefecture, the concentration of semiconductor-related companies has led to concerns about a sharp increase in water usage and future groundwater depletion; in addition, measures to address increasingly severe flooding are an urgent priority. To help address these challenges, we have installed a “rain garden” at our existing Kumamoto Regional Office facility. We are refining green infrastructure technologies that not only promote a society that coexists harmoniously with nature but also enable adaptation to climate change, and we will expand our business opportunities by introducing “rain gardens” in future renovation projects.
Toward Zero Use of Non-Certified Foreign Plywood by 2030
Based on the TNFD recommendations, we are analyzing our business’s dependence on and impact on natural capital to identify material issues. In the upstream portion of the value chain, we view the use of wood as a key issue and have set a goal of reducing the use of “non-certified foreign-sourced plywood” for concrete formwork at our construction sites to “zero” by 2030. We are advancing these efforts in collaboration with various stakeholders, including our partner companies.
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Coexistence with Nature (Biodiversity)
Exhibiting at GREEN×EXPO 2027
Our company will be exhibiting at “GREEN×EXPO 2027,” which will be held in Yokohama from March 19 to September 26, 2027. Our exhibit area is “Kids Village,” where children—the future of our world—can have fun while learning about nature and the world. At “Shimizu Forest Town,” which we will establish there, we will provide a space for children to learn about the global environment together through hands on experiences that involve seeing, touching, and creating. Additionally, this facility will reuse timber that was used in “The Grand Ring” at Expo 2025 Osaka, Kansai, Japan.
“Grand Ring” By putting material circulation into practice, we will pass on our vision for a sustainable future to the next generation.
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GREEN×EXPO 2027 (Japanese only)
Message from the Director in Charge
What We Want to Convey Through GREEN×EXPO 2027
The construction industry is built upon the irreplaceable foundation of nature. It is our vital mission not only to minimize the environmental impact of our business activities on nature but also to actively conserve and restore it. We constantly consider harmony with nature and carry out our business while grappling with the question of how we can leave a better environment for future generations.
“Shimizu Forest Town” is a facility that embodies these sentiments. Here, children can connect with nature, experience renewable energy firsthand, and try their hand at Monozukuri (craftsmanship). We hope that the time children spend here will serve as a valuable opportunity for them to reflect on the future of our global environment. We look forward to seeing many smiling faces here.
Senior Managing Officer
Director, Environmental Strategy Office,
Director, GREEN×EXPO 2027 Project
Environmental Pollution Prevention and Water Resources
Policy and Commitment
(1) Environmental Pollution Prevention
Regarding the prevention of environmental contamination in construction projects, we will thoroughly implement the following measures: ① Treatment of construction wastewater, ② Proper treatment of hazardous substances such as asbestos and PCBs, and ③ Soil contamination countermeasures—including pre-construction review and assessment, strict adherence to procedures during construction, and proper record-keeping and storage.
(2) Water Resources
We regard water as an essential resource for a sustainable society and are undertaking company-wide efforts to use water resources effectively and to reduce and avoid the impacts of water use. In our business activities, we are advancing water resource conservation from three perspectives: offices, job sites, and R&D.
Initiatives
Operation of an Environmental Management System Based on ISO 14001
In accordance with ISO 14001, we have established and operate a system to identify environmental risks and opportunities in our business activities and to continuously implement the PDCA cycle. We conduct a Top Management Review to assess the needs and expectations of internal and external stakeholders, analyze social trends, and review our internal performance results. We also prepare an Audit Report for Top Management based on information obtained through audits. The comments and instructions received from these reviews are disseminated company-wide as Top Management Directives, and we are actively engaged in environmental initiatives.
R&D Related to Water Resource Conservation including PFAS
Per- and polyfluoroalkyl substances (PFAS) are used in various products, such as coatings and foam extinguishing agents. In recent years, however, their persistence and accumulation in the environment and living organisms have been recognized as a problem, and regulations are being tightened in Japan and abroad.
We have been engaged in R&D on purification technology for PFAS-contaminated water since 2021. A field test conducted in Okinawa Prefecture to purify PFAS-contaminated water confirmed the usefulness of the technology when contaminated water with a concentration of 634 nanograms (ng) per liter was purified to a concentration of less than 1 ng per liter.
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Environmental Pollution Prevention and Water Resources
Forest Resources
Policy and Commitment
For the construction industry, forest resources are not simply a source of materials but are important resources that affect sustainability across environmental, social, and economic dimensions. Through the advancement of timber construction and wood-based building technologies and the promotion of forest-related businesses, Shimizu works to create a circular use of forest resources, a key social issue, through four steps: nurturing forests (forest conservation and management), protecting forests (revitalizing forestry and creating new industries), connecting forests (regional development and energy utilization), and using wood (advancing timber construction and wood-based building technologies and actively utilizing timber).
Initiatives
Agreement Signed with the Ministry of Agriculture, Forestry and Fisheries to Promote the Use of Wood in Buildings
In March 2025, our company signed an “Agreement on Promoting the Use of Wood in Buildings” with the Ministry of Agriculture, Forestry and Fisheries. Centered on our wood-based Building Construction technology, “Shimizu Hy-wood,” we will not only promote technological development aimed at wood-frame construction and the increased use of wood but also focus our efforts on expanding the “Shimizu Meguri no Mori” project, which plays a role in sustainable, circular wood utilization.
Primal Shinagawa-Oimachi Adopts a Wood-Frame Hybrid Structure
Commissioned by Dai-ichi Life Insurance Co., Ltd., “Primal Shinagawa-Oimachi” is an environmentally conscious building that employs a hybrid wood-frame structure (reinforced concrete construction + wood), reducing CO2 output by approximately 7% compared to conventional reinforced concrete construction. While contributing to the forest cycle through the recycling use of wood, the project utilizes technologies such as “Hy-wood Slabs” to create a healthy and warm living space surrounded by natural wood. By balancing the environmental performance sought by clients with the well-being of residents, the project has created new value for wood-based multiple dwelling houses in urban areas.
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Executive Officer,
NOVARE is a co-creation platform designed to accelerate Shimizu’s transformation into a Smart Innovation Company.
Three years since its establishment. NOVARE has organically connected its five locations (facilities) while fostering internal talent through its Corporate Venturing (CV) system and talent development programs, and promoting collaboration with external partners through business co-creation programs and Corporate Venture Capital (CVC). Furthermore, through ongoing dialogue with a diverse range of domestic and international partners, we have steadily achieved results such as the creation of new businesses and technologies, as well as the growth of our talent. We believe that the fusion of diverse knowledge, technologies, experiences, and aspirations—both within and outside the company—is the very source of new value creation. This cycle—in which strengths cultivated internally merge with external insights, and the resulting outcomes are reinvested both inside and outside the company—is the driving force behind sustainable value creation. Through co-creation with diverse stakeholders—including various internal divisions, as well as clients, partner companies, universities and research institutions, startups, and local communities—we continue to tackle social challenges and create new business opportunities.
Our vision of “Choukensetsu” is a challenge to create new value by addressing the fundamental needs of society and our clients, building on the technology and trust we have cultivated over the years. NOVARE aims to create not merely a gathering place for people and knowledge, but a co-creation ecosystem where diverse stakeholders—both inside and outside the company—are organically connected, allowing new value to be continuously generated. By transcending boundaries and eventually eliminating them altogether, we foster a cycle in which diverse knowledge and aspirations converge. NOVARE will continue to serve as the starting point for a co-creation ecosystem that generates both social and corporate value.
Value Transformation Process
Innovation and Co-creation: The Fusion of Internal and External Knowledge Drives Innovation
An Environment that Nurtures Internal Knowledge: “CV & NOVARE Boot Camp”
We are further driving innovation in our business structure through our “Corporate Venturing (CV) Program,” an entrepreneur support initiative launched in fiscal year 2023, and “NOVARE Boot Camp,” an innovation talent development program launched in fiscal year 2025.
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Innovations in the Spotlight
A First in Japan! Establishment of a Chemical Recycling Technology for Used Wind Turbine Blades
In May 2026, with the aim of promoting decarbonization and material circulation, and with the cooperation of industrial waste disposal company Otaki Shoten, we established Japan’s first chemical recycling technology for wind turbine blades used in wind power generation. This process involves crushing waste blades and recycling them as carbon additives for use in the steelmaking industry, offering the advantage of a lower environmental impact compared to landfill disposal. This innovation was born from the passion and collaboration of two employees.
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The Challenge of Recycling Used Wind Turbine Blades (Japanese only)
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Shimizu Corporation “Smart Innovation Ecosystem NOVARE” (Japanese only)
TOPICS
Fostering Collaboration Starting with the “Idea Owner’s Pitch”
— A Co-creation Ecosystem that Begins with a Theme-Based Pitch Event —
“Idea Owners’ Pitch” is a pitch event designed to support idea owners in their endeavors. Starting in fiscal year 2026, it has evolved into a place where people connect through shared themes,” serving as a starting point for co-creation by connecting people both inside and outside the company through the sharing and refinement of ideas.
Power Gained from External Knowledge: “SHIMZ NEXT & CVC”
Through our business co-creation program, “SHIMZ NEXT,” we are engaging in open innovation alongside a diverse range of partners. Furthermore, with the aim of strengthening our existing businesses and exploring new business areas, we launched a corporate venture capital (CVC) fund with a budget of 10 billion yen in October 2020, through which we are investing in startups and venture capital firms both in Japan and overseas.
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Recent Investee Companies
Dublin Offshore Technology (December 2025)
• Signing of a Memorandum of Understanding on Strategic Collaboration
An Irish marine technology startup. The company has developed and secured intellectual property rights for a groundbreaking Load Reduction Device that reduces construction costs and improves construction efficiency for floating offshore wind farms.
MESH AG (February 2026)
● A startup spun out of the Swiss Federal Institute of Technology
This system utilizes robotic arm control technology and “physical AI” to automate the entire process—from rebar cutting and assembly to welding. Starting with the replacement of rebar placement work—which has traditionally relied on manual labor—with robots, the system aims to transform the construction supply chain, including rebar cutting, transportation, and construction.
