Policy and Commitment
As society undergoes major change through digitalization and globalization, the sustainable growth of companies depends on people with diverse individuality and values exchanging ideas and generating innovation. Shimizu promotes diversity management so that each employee can fully demonstrate their abilities, and aims to build an organization in which a diverse range of human resources can exercise creativity.
Human Resources Development Policy
To realize its long-term vision,
SHIMZ VISION 2030, and to create a stronger business foundation for continued growth set out in the Mid-Term Business Plan <2024–2026>,
Shimizu has formulated a Mid-Term Human Resources Development Policy and is working to develop diverse talent
willing to take on challenges and co-create. Under this policy, in addition to the conventional company-led
approach, Shimizu is shifting toward a style that places greater emphasis on each employee’s autonomous growth and
willingness to take on challenges.
Management System
Promotion Structure
Under the Company-wide Human Resources Development Committee, Shimizu has established specialized committees by division, line, and function. Each committee formulates and reviews annual plans and ensures the steady operation of the PDCA cycle, thereby building a finely tuned development structure.
Targets and Performance
Based on the Mid-Term Business Plan <2024–2026>, Shimizu has set and monitors the following key performance indicators (KPIs).
Maintaining the Acquisition of Industry Qualifications
As proof of its advanced technical capabilities, Shimizu aims to maintain an industry-qualified engineer percentage of 80% or higher.
Development and Assignment of DX Specialists
Shimizu aims to develop 120 DX specialists and assign them to all divisions by FY2026.
| Target by FY2026 | FY2024 results (reference) | |
|---|---|---|
| Percentage of industry-qualified engineers | Maintain 80% or higher | 81.6% |
| Development of DX specialists | Develop 120 personnel and assign them to all divisions | 47 |
Initiatives
Shimizu is promoting the following initiatives as priority themes.
Development of Younger Employees
Shimizu positions the first several years after joining the company as an important period for building a foundation as a working professional and the basics as a construction professional and has established a substantial support system. By combining skill acquisition through group training with OJT (instruction through practical work) at job sites and in each department, we foster not only the ability to perform work, but also a deep understanding of Shimizu’s DNA, namely a passion for craftsmanship and a sincere approach to work.
Expansion of Elective Training Programs
The career visions that employees seek to realize are diverse. In addition to uniform training provided by the company, Shimizu has significantly expanded its elective training programs, which allow each employee to choose and learn the skills they need based on their individual challenges and goals. Under its policy of autonomous career development, Shimizu fully supports motivated employees in their challenges and growth.
Development of DX Specialists
In its Mid-Term Business Plan <2024–2026>, formulated in 2024, Shimizu has set as a KPI under “creating a stronger business foundation” the specific measure of developing 120 DX specialists and assigning them to all divisions. The Mid-Term DX Strategy <2024–2026>, formulated to realize a Smart Innovation Company that creates new value for society through innovation in business structure, technology, and human resources, sets out two goals: “Work Process Revamp” and “Management with the Maximum Use of Data.” Shimizu positions the development of digital human resources as a key measure for achieving these goals.
Development Program
As part of the priority measure of “Nurture/Hire Requisite Talent” under the Mid-Term DX Strategy <2024–2026>,
Shimizu launched the Shimizu Digital Academy in 2024.
As part of the priority measure of “Nurture/Hire
Requisite Talent” under the Mid-Term DX Strategy <2024–2026>, Shimizu launched the Shimizu Digital Academy in
2024.
DX Specialist Development Program
Shimizu is advancing the development of DX specialists through three courses: the DX Producer Course, which explores client and social issues and plans and realizes new solutions; the DX Technical Planner Course, which uses data, AI, and other technologies to realize system implementation aimed at transforming operations; and the IT Technical Planner Course, which develops personnel with specialized digital expertise who design systems. Shimizu is working toward the goal of developing 120 personnel over the three years from FY2024 to FY2026 and assigning them to all divisions.
DX Producer Course
- Existing business
- New business
DX Technical Planner Course
- Data scientist
- Data scientist
- No-code/low-code development
IT Technical Planner Course
- IT Technical Planner Course
- Software engineer
- Software engineer
NOVARE Academy
To enable Shimizu Group human resources to return to the starting point of monozukuri and thoroughly pursue quality and safety, which are the foundations of its business, Shimizu positions NOVARE Academy as a platform supporting line-specific specialized education and provides practical training programs. Training programs are tailored to each individual’s skill level to improve capabilities step by step.
Quality Education Initiatives
Shimizu places emphasis on hands-on training that allows participants to see, touch, and try things for themselves, using full-scale mockups and the latest digital technologies. Through practical programs directly linked to job sites, such as steel frame quality control, ultrasonic testing, and hands-on experience with final tightening of high-strength bolts, each engineer develops a strong awareness of quality and a sense of autonomy. In addition, past cases of serious defects are used as training materials to help prevent recurrence and pass down a culture of quality.
Strengthening Safety Education
By combining hazard-experience programs, leadership training, and VR-based disaster simulations, Shimizu is strengthening safety awareness and command capability at job sites. We are also working to create workplace environments where employees can work with peace of mind, both physically and mentally, through smooth communication.
Promoting Cross-divisional Education
Shimizu promotes education that cuts across divisions, including building construction, civil engineering, equipment, and design, providing opportunities for engineers in diverse fields to work together to solve issues. In particular, the Digital Learning Zone (DLZ) is used to pilot digital construction management and job site simulations utilizing BIM and XR technologies, thereby promoting the transfer and sharing of on-site knowledge and know-how.
Expansion Across the Group
NOVARE Academy also functions as a technical training hub for Group companies and dispatched employees nationwide, contributing to the enhancement of technical capabilities across the Group. Through NOVARE Academy, Shimizu seeks to pass on its spirit of monozukuri and unwavering commitment to innovation to the next generation, while pursuing sustainable growth and contribution to society.
Contribution to the Construction Industry as a Whole
To communicate the appeal of the construction industry, Shimizu supports tours and classes for junior high school, high school, and university students nationwide, thereby helping expand the pool of human resources aiming to enter the industry.
To communicate the appeal of the construction industry, Shimizu supports tours and classes for junior high school, high school, and university students nationwide, thereby helping expand the pool of human resources aiming to enter the industry.
| Visitors from head office | 2,633 |
|---|---|
| Visitors from branches | 401 |
| Visitors from Group companies | 572 |
| Participants in employee training programs nationwide | 3,706 |
(As of March 31, 2025)
NOVARE Boot Camp: Innovation Human Resources Development Program
In 2025, Shimizu launched NOVARE Boot Camp, a new human resources development program aimed at strengthening business competitiveness and enhancing innovation capabilities. The program's concept is “Thinker to Doer” — moving from simply thinking to taking action. Thirty selected employees, chosen through a company-wide open application process, learn the mindset and skill set required to drive innovation through practical training.
Creating Client-driven Ideas Based on Real Insights
The program consists of a total of 12 days, combining online and in-person sessions.
It begins with participants exploring the themes they themselves want to tackle, followed by a thorough examination of who the clients are and what issues they face. To ensure the process remains practical, participants conduct client interviews and develop client-driven innovation ideas based on real-world insights from the field.
A Place Where Diverse High-potential Employees Learn from one Another
Participants come from a wide range of departments and age groups, bringing together employees with diverse backgrounds, including frontline job site managers and members stationed overseas. Through lectures, group work, and individual work on their own themes, the program supports their growth into human resources with the ambition to lead innovation across the company.
