Shimizu emphasizes humanity in its management principles, and in its Corporate Ethical Standards and Compliance with Laws and Regulations, iterates its corporate mission to value people by proactively improving its employment, labor conditions, and workplace environment for its employees.
As a corporate citizen that operates harmoniously with society, we cooperate with various stakeholders to pursue initiatives that are relevant and appropriate. For example, we cooperate with our employees and contractors that work on site in order to create a workplace environment that address both their well-being and their safety at work.
Basic Human Resources Policy
In order to be a company that values people, Shimizu respects the diversity, personality, and individuality of employees, prohibits discrimination, and works earnestly to prevent various kinds of harassment. We work actively to improve employment and labor conditions, to develop the full potential of employees as human beings and draw out their inherent ambition and potential, and to support further growth and development of character.
Basic Human Rights Policy
Shimizu aims to cultivate a workplace environment that respects human rights and values its people. As such, as a guideline for us to fulfill this responsibility, we established the Shimizu Group Basic Human Rights Policy.
As a group company with operations around the globe, we aim to contribute to the United Nations Sustainable Development Goals (SDGs), as well as manage our business by recognizing and addressing relevant environmental, social and governance (ESG) issues. In order to fulfill our responsibility toward a sustainable society, we consider human rights issues from various perspectives.
Human Resource Development Policy
Shimizu is working to ensure that the Shimizu’s DNA is passed on and that the monozukuri (craftsmanship) mindset is firmly rooted in all employees by establishing a platform providing training to everyone from the perspective of equipping them with the spirit and skills of craftsmanship. We are working to quickly develop human resources who are trusted by the community and customers as professionals through specialized training by area and function.
Policy on Promotion of Diversity & Inclusion
Shimizu works to promote diversity. Our goal is to effectively utilize the diverse range of individuality that exists among our employees and enable each employee to manifest his or her skills to the fullest extent.
- Our employees possess a diverse range of values, views, and skills that originate from differences in gender, presence or absence of disabilities, nationality, age, sexual orientation, gender identity and other background influences. Shimizu aims to be a company that can fully and actively utilize this diverse range of skills and individual characteristics to the fullest extent.
- Shimizu promotes work-life balance and creates a workplace that makes it easy to work.
Shimizu's goal is to respond to changes in the business environment, increase corporate value, and improve business results by promoting diversity.
Penetration of basic policy
In order to ensure that group employees understand and adhere to labor standards and other basic policies, we have implemented an e-learning system, which has allowed us to effectively reach a 100% employee participation rate. We furthermore take appropriate measures relevant to each business division including international branches to ensure that the labor standards and other basic policies are communicated to our global workforce ? for example, we translate relevant guidelines into local languages and incorporate them into compliance trainings. At the Group company level, we require each company to establish standards and systems that align to those of Shimizu Corporation. In order to ensure cooperation and alignment across the Shimizu Group, we also conduct compliance meetings with Group companies.
Labor Standards in Different Countries
Shimizu establishes country-specific rules of employment, including wage regulations, to incorporate local laws and regulations. In order to drive local talent attraction, we set higher standards for rules of employment, including wage regulations, than required by law.
Participation in the United Nations Global Compact
Shimizu is committed to complying with labor standards as a signatory to the United Nations Global Compact.
Human Rights Initiatives
Our Code of Corporate Ethics and Conduct upholds respect for human rights and prohibits discrimination and harassment. We have also established the Shimizu Group Human Rights Policy, which adheres to the UN Guiding Principles on Business and Human Rights, and endeavor to instill these principles in all employees through group training that includes affiliated companies. We will continue efforts aimed at ensuring respect for human rights in the future through activities such as due diligence on human rights, aid and correction, education and training, dialog and discussion, and disclosure of information.
Our human rights initiatives are rolled out through a Group-wide promotional structure which includes subsidiaries. The structure is essentially headed by the Human Rights Education Promotion Committee (Chair: Executive Vice President), and is supported by human rights promotion staff, whom are assigned at every division.
We implement a wide range of initiatives to raise awareness on human rights related issues in our company. For example, by explicitly addressing human rights issues including bullying and harassment in our rules of employment, communicating our human rights initiatives including those regarding prevention of bullying and harassment to our employees through the intranet, establishing an expert contact for consultation regarding human rights, conducting grade-specific (officers, deputy general managers and general managers, and employees) human rights trainings that also address bullying and harassment, conducting slogan competitions to raise human rights awareness, and displaying sexual harassment prevention posters in workplaces.
Human Rights Education Promotion Structure
Shimizu has established a Company-wide Human Rights Education Promotion Committee, which is chaired by our executive vice president. This committee will draft annual strategies based on the Shimizu Group Human Rights Basic Policy, as well as concrete action plans to guide implementation.
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. Group companies also work with Shimizu on rolling out various human rights initiatives.
Response through the Expert Human Rights Contact
Shimizu aims to respect its employees’ human rights throughout business operations, including issues regarding bullying and harassment in the workplace, by providing means to communicate incidents. Specifically, the company intranet serves as an internal reporting channel and there is an external helpline for employees to email or call experts. These mechanisms ensure the anonymity of our employees and the confidentiality of the case that they have reported, including their personal information. Once an employee submits a report, Shimizu will receive information from the external expert, and based on that, plan and implement appropriate measures to resolve the issue. As for external stakeholders, Shimizu accepts reports through the inquiry hotline. All reported incidents will be addressed in accordance with corporate rules and handled with care to ensure that the person reporting or seeking consultation is not put at a disadvantage throughout the process. In 2017, we received 19 reports and responded to and appropriately addressed all 19 cases.
Human Rights Education Program
Based on the company-wide human rights education promotion plan, Shimizu provides human rights seminars and group trainings for all directors and employees (including those of subsidiaries) on various themes such as the dowa mondai (a Japanese discrimination issue regarding an ostracized community called the “burakumin”), discrimination against people with disabilities, discrimination against LGBT people, bullying and harassment, and other topics.
|Division deputy general managers and general managers|
|Employees||Group training||Once every two years|
|Human rights education promotion leaders||Annually (group format)|
We also solicit slogans every year in the theme of raising human rights awareness, and present awards for the best slogans at a ceremony during Human Rights Week. There were a total of 1,684 entries from employees and their families in fiscal 2018.
Managing Human Rights Through CSR Procurement
Shimizu has compiled the following types of guidelines on human rights and labor for suppliers and subcontractors and provides guidance to them on compliance with laws and regulations pertaining to human rights and labor.
* Consideration for the Environment
Human Rights and Labor
We ask our suppliers and subcontractors to respect the diversity, personality, and individuality of employees; be strict in prohibiting discrimination, various kinds of harassment, child labor, and forced labor; strive to pay appropriate wages and manage work hours, holidays, and time off appropriately, and take other steps to ensure proper employment and labor conditions.。
We hold nationwide compliance trainings for our suppliers and subcontractors.
During fiscal 2018, 26 times in total, 1,619 companies and 1,704 people participated in these training sessions. We will continue to work together with our suppliers and subcontractors to ensure strict legal compliance and build good partnerships.
Cooperation with outside concerning human rights
Global Compact Network Japan (GCNJ) Activities
Shimizu participates in the Human Rights Education Working Group, Human Rights Due Diligence Subcommittee and the WEPs (Women’s Empowerment Principles) Working Group. Alongside other corporate participants, we share and obtain information and insight about the effective implementation of human rights initiatives.
|Working Group||Purpose||FY 2019 Activities||Shimizu’s Role|
|Human Rights Education Working Group||To create human rights training tools that can be utilized by participants in their own companies based on expert lectures and research on leading companies.||The committee deepens our understanding of topics on which the United Nations Commission on Human Rights has issued recommendations to Japan through lecture by experts and discussion among subcommittee members.||One person participates as the official member|
|Human Rights Due Diligence Subcommittee||We learn from initiatives in due diligence on human rights based on the UN Guiding Principles on Business and Human Rights.||Each company pursues its own initiatives by holding lectures by experts, evaluating the company’s progress on its own initiatives, and through workshops, group work, and other means.||One person participates as the official member|
|WEPs (Women’s Empowerment Principles) Working Group||To improve the international competitiveness of signatories to the GCNJ and ultimately to contribute to the improvement of gender equality in Japanese companies.||To examine the seven WEPs, engage in activities that can facilitate concrete initiatives within participant companies, and communicate them.||Two people participate as official members.|
Activities of the Industrial Federation for Human Rights, Tokyo
Shimizu is a member of the Industrial Federation for Human Rights, Tokyo, which consists of 123 companies as of September, 2019 － most of which are headquartered in Tokyo. We work along with other member companies to contribute to solving various human rights issues through implementation of human rights trainings, raising social awareness of human rights issues, and publicly reporting on these activities.
Our goal is to reduce long working hours and create a work environment that contributes to the well-being of its employees.
We are actively promoting industry-led initiatives to achieve a five-day work week, particularly at our construction sites.
Shimizu has established a system that provides various kinds of time off work, including sabbaticals for refreshment, time off for job site workers to relocate to a new job site, and days off as a rest break. Many of our employees use the time off for volunteering to help with the recovery efforts in the wake of the Great East Japan Earthquake.
Creating a Workplace that Makes It Easy to Work
We are working to establish an environment that provides more flexibility in work styles. In addition to the company-wide No Overtime Day held since fiscal 2015, Shimizu introduced a system that permits taking annual leave time by the hour in fiscal 2016, a system for working from home in fiscal 2019, and other initiatives.
The president himself takes advantage of the many informal events with employees to outline the vision that the company strives for and the need for innovation in workstyles on an ongoing basis, and is working to change the mindset of each and every employee about work styles and hours.
Promoting a Five-day Work Week
As is the case in the construction business, the civil engineering business in Japan is also facing the pressing issue of a shortage of workers amid the current anticipated high demand due to an aging workforce of skilled construction workers and a large number of workers retiring.
Shimizu is currently working on initiatives to improve productivity to reduce the number of workers needed and shorten construction periods. We have also introduced a five-day work week at job sites and are promoting other types of workstyle reform to attract young people, women, and others and ensure a new supply of workers to carry on the work.
On March 27 2017, the Japan Federation of Construction Contractors (formerly the Nikkenren), which is an organization consisting of the major general contractors, established a new Five-day Work Week Promotion Unit, and appointed Shimizu's president, Kazuyuki Inoue, as the head of the unit.
Maintaining and Improving Health
In our Mid-Term Management Plan, we have included “Improve health management by promoting individual physical and mental health” as part of our key strategies.
We are working to detect health conditions early and prevent them from worsening by making sure that all employees undergo a regular medical exam every year, by substituting a comprehensive medical exam for the regular exam for people aged 40 and over, and other measures. An occupational health physician uses the results from these exams to determine when additional care and/or restrictions on an employee’s work are needed depending on the category of health management. In addition to this, the company also offers guidance on maintaining heath from an occupational physicians and public health nurse, counseling and group sessions led by a clinical psychologist, has a partnership with an external EAP (employee assistance program), implements a program to provide support for employees on leave when they return to work, and other programs to improve mental health.
To ensure vibrant workplaces, we analyze the issues in each workplace based on the results of the employee awareness survey and provide feedback on measures for improvement and other support.
Shimizu also employs a full-time occupational health physician at the clinic in the head office. The clinic is equipped with the equipment and structure to vaccinate employees and provide other care to prevent the spread of infectious diseases and provide acute care, in addition to performing typical internal, surgical, and psychosomatic medical exams for insurance.
For employees involved in work on response to the Fukushima Daiichi nuclear accident or decontamination work for various local governments, we manage exposure to radiation to make sure that it remains below the legal limits and have established a system for measuring, recording, and managing internal and external radiation exposure to strictly manage radiation doses. The clinic in the head office also takes primary responsibility for ascertaining and following up on health conditions in addition to the legally mandated ionizing radiation exams during health checks.
Walking & Quit Smoking Campaign at the Hiroshima Branch
For the month of October, Shimizu put on the "300,000 steps in one month" challenge, stressing that making a habit of walking will improve health and prevent illness. Over 60% of participants met the challenge and participants confirmed the unexpected benefit of better communication in addition to the health aspects, with comments such as "Checking in with one another about our daily results provided a springboard that energized conversation in the workplace." We also held a Quit Smoking Campaign under the guidance of a public health nurse. All nine participants succeeded, and one person voiced his joy, saying "I worried about whether I could quit smoking during a busy period, but I was able to succeed with the support of my workplace and family and I am incredibly satisfied."
Human Resource Development
Human Resource Development to Develop Individuality and Creativity
On-the-job training (OJT) is the basis for developing a rich sense of humanity and drawing out the inherent ambition and potential of employees while also supporting greater growth and character formation. We have employees take on various tasks while they are young with an eye toward future career development, and provide training to encourage a mindset of independent study based on personal responsibility and personal choice.
- A person who has self-knowledge and passion, thinks seriously about what he or she wants to do and what he or she can do, and acts on it
- A person who can respond flexibly to changes in his or her environment
- A person with superior expertise who is also interested in a wide variety of things
- A person with a rich imagination who dares to actively take on challenges in the path toward he or her dream
Developing these kinds of human resources is goal of Shimizu's human resource development.
Educational Promotion Structure and Human Resource Development Program
Shimizu's educational promotion structure consists of a core company-wide education committee and various education committees for individual divisions, line and functions. Each committee formulates and revises the educational plans for each fiscal year, and builds an even better educational promotion structure by utilizing the PDCA cycle.
We are also working to produce human resources who are first-class professionals trusted by the community and customers through programs revolving around specialized education by line and function, from the perspective of developing capable people.
Initiatives to Ensure that Shimizu is a Company that Values People
The Diversity Promotion Office that Shimizu established in 2009 pursues various initiatives aimed at the advancement of diverse human resources. We have held the Forum on Promoting the Advancement of Women every year since 2013 to promote the advancement of women specifically. The name of this forum was changed to the Diversity Forum and the scope of eligible attendees was expanded to include all employees in 2018 in order to promote diversity.
It is working to create an environment that is easy for women to work in by introducing work clothing tailored for women at job sites. The office also introduced Dialog in the Dark training for officers and newly appointed officers on engaging in mutual communication and performing collaborative work in the dark. The goal is to learn the communication skills necessary for creating a work environment that is accepting of a diverse range of human resources, including people with disabilities. These efforts were recognized and Shimizu was selected as a Nadeshiko Brand company in 2017 for being a company that excels in promoting the advancement of women. Shimizu was also selected as one of the companies for "Diversity Management Selection 100" for being a company that implements diversity management and achieves results.
Shimizu also acquired Eruboshi (L-Star) certification in 2018 based on the Act on Promotion of Women's Participation and Advancement in the Workplace
Planning Detailed Training Based on Experience and Skills
Training for All New Employees
Shimizu has held 15 days of lectures and work group sessions from fiscal 2017 onward. The sessions were held in April (10 days), September (3 days), and February (2 days) with the goal of equipping employees with the basic knowledge necessary to be a community citizen, a member of the construction industry, and a Shimizu employee, and ensuring that they understand the DNA of monozukuri (craftsmanship). Shimizu also scheduled tours of Toyama, the birthplace of Shimizu, and the disaster recovery job site in the Tohoku area. A total of 268 employees participated in the training, including 13 foreign nationals and 58 women.
Support Program for Newly Accepted Employees (Group Tour of Job Sites)
After the informal acceptance ceremony in October, Shimizu conducted job site tours for newly accepted employees in the Greater Tokyo area and all branches nationwide. The goal of this was to deepen their understanding of the construction industry (monozukuri), an awareness of themselves as employees of Shimizu, and given them a sense of purpose in their work. Responses to the survey after the tours indicated a high degree of satisfaction with the tours. The following are comments from two of the participants: "It was very beneficial to hear from senior employees about the joy of craftsmanship and the sense of accomplishment when a building is completed," and "I was able to network with the other participants."
Training When Switching to Career Track
After employees received written notice of a switch from the local work track to the career track, they received training at the time of the switch. The training was aimed at motivating participants about their new roles and clarifying what their own goals for themselves (the vision they should strive for) were. In addition to understanding occupational mental health, compliance and management policy, the program included training by an external instructor on how to demonstrate leadership that builds people up. Participants gained many insights into the importance of developing subordinates, communication, and many other aspects.
Passing on the DNA of Shimizu Employees
Shimizu has begun to use the Shimizu Start Guide as one of the steps taken to strengthen the development of people. This guide explains the values that the company has preserved since its founding and how to become a first-rate at your job in a manner that is easy to understand. It is used as both a textbook and a topic in new employee training and the Monozukuri (Craftsmanship) Heart, Skills and Engineering Seminar for Newly Appointed Managers. It creates an opportunity for superiors and subordinates at job sites to talk to one another and provides other means of encouraging communication under a variety of scenarios, which leads to the passing down of Shimizu’s DNA.Content of the Shimizu Start Guide
- Introductory Version
- Shimizu's basic principles, history, and position
- Mindset Version
- Developing yourself helps the company to grow
- Comportment Version
- Let's begin with personal groom and greetings
- Methodology Version
- Think about the meaning of your work and be particular
Monozukuri (Craftsmanship) Heart, Skills and Engineering Seminar for Newly Appointed Managers
Shimizu holds a Monozukuri (Craftsmanship) Heart, Skills and Engineering Seminar for Newly Appointed Managers based on the theme of working together with the entire company to produce good work. Senior managers participate as panelists in several sessions. The panelists discuss how to achieve monozukuri (craftsmanship) and develop people as a new manager. Participants work on practical implementation at job sites based on an action plan after finishing the training.
Shimizu has established a strong system of support for obtaining professional qualifications, which includes the establishment of external training groups and group discounts. One of the ways we support those who qualify is by paying their exam and registration fees.
We support self-development through a training support system that enables employees to take advantage of e-learning and a library of textbooks from courses already completed.
Monozukuri Training Center Opens: A Hands-on Training Center to Pass on the "Heart" and "Skills" of Craftsmanship
Monozukuri, or superb craftsmanship, is Shimizu's mission and passing on technology and techniques forms the very core of our company. There are numerous cases in which classroom learning or limited visits to a job site cannot give employees the mastery they require, particularly with regard to technology and techniques used in design and construction management at job sites. Shimizu therefore opened the Monozukuri Training Center, a hands-on training center, in October 2016, and conducts employee training at the center. The center became fully operational in April 2017.
The Monozukuri Training Center is used to train young employees, who are mainly construction engineers. The center is designed to given them hands-on experience with actual structures, and to equip them with basic knowledge on framework construction at the core of monozukuri, and learn how to perform quality inspections. Providing a practical training program based on job sites therefore enables employees to think things through on their own, discover problems, and enables Shimizu to develop engineers who will be able to pass the vision of monozukuri based on concrete knowledge and the basic principles.
Risk Evaluation in Overseas Civil Engineering and Construction Projects
The International Division is responsible for civil engineering and construction projects overseas. It evaluates projects beforehand to determine where a given project presents the risk of a serious adverse impact on the environment, violation of environmental, labor, or other laws and regulations, infringement of human rights, lawsuits by stakeholders, or other such risks. The results of such evaluations are considered when determining whether or not to proceed with a project. Shimizu solicits the advice of local partners and experts on any aspect that could cause even a minor problem, and proceeds with the project after confirming that they will not cause a problem.
We are currently taking necessary measures to improve our global management structure by enhancing the connectivity of our corporate functions including human resources, business management, and risk management in Japan and overseas. In addition to the head office and our construction sites in Japan, we have established local subsidiaries in the U.S., China, India, Southeast Asia, and other locations around the world. These local subsidiaries help us to achieve alignment between local communities and the guidelines and rules set out by the head office. Particularly, this allows us to commit to local employment and assimilate our business into local communities.
We value the health and well-being of our local hires, and promote work-life balance at our overseas subsidiaries as well. Our goal is to be a company where employees of different genders, disabilities, nationalities, ages, sexual orientations, gender identities, etc. who possess a wide range of values, views, and skills can demonstrate their abilities and uniqueness to the greatest extent and work with passion.
Global Human Resource Development
Shimizu began assigning new employees overseas in 2011. Follow-up training was conducted in Singapore and follow-up interviews were arranged with management in the Human Resources Dept. and a clinical psychologist after the overseas assignments. We have also been implementing regular rotations between Japan and overseas since 2013.
From 2012, we also incorporated a technical English training course for construction engineers who are assigned as managers of overseas projects. The training envisions various scenarios in construction projects. The instructors are also engineers and those who have taken the training are highly satisfied with the program because it enables them to learn while imagining the construction sites they will work at after accepting the assignment. We also offer global communications training for career-track employees in their 5th year with the company. They perform work together as a group, then give presentations in English about the results. This provides an opportunity for practical language training and prompts participants to recognize the importance of communication in producing results as a team.
Labor and Training Performance Data
Labor-related Indicators, Results, Targets, and Past Initiatives*
(As of the end of each fiscal year)
|Number of employees(Unconsolidated)||10,547||10,466||10,431||10,348||10,336|
|(Of this, number of contract employees)||2,187||1,925||1,619||1,343||880|
|Number of new employees (new grads)||228||245||252||268||285|
|Number of new employees (mid-career hires)||38||34||65||56||72|
|Turnover (%)(Number in the Employment Handbook)||1.1||0.9||0.9||1.1||1.1|
Shimizu Corporation Construction data
Talent development training*
Training Record(Eligible participants in fiscal 2016)
|Training Category||Content||Number of Participants||Participation Rate (%)||Training||Hours Training per Person|
|Conduct, Temperament, and Literacy Training||(1)Training for new employees||Targeted participants||100.0％||10,480.0h||40.0h|
|(2)Global communications training||Targeted participants||100.0％||2,131.5h||14.5h|
|(3)Career support training for clerical positions||Targeted participants||100.0％||1,264.0h||8.0h|
|(4)Practical skills for mid-career hires||Targeted participants||100.0％||4,054.5h||26.5h|
|(5)Evaluator training||Targeted participants||100.0％||1,092.0h||6.5h|
|(6)Monozukuri (Craftsmanship) heart, skills and engineering seminar for newly appointed managers||Targeted participants||100.0％||4,788.5h||30.5h|
|(7)Specialized training for newly appointed management-level clerical positions||Targeted participants||100.0％||220.0h||20.0h|
|(8)Innovation-oriented human resource training||Targeted participants||100.0％||648.0h||36.0h|
|Diversity & Inclusion Promotion Training||(1)Female employee follow-up training||Targeted participants||100.0％||504.0h||12.0h|
|(2)Management training on promoting the advancement of women||Targeted participants||100.0％||225.0h||4.5h|
|Study (in Japan/abroad) & external assignments||(1)Study(Fiscal 2018 results)||17|
|(2)External assignments (registration-type as of April 1, 2018)||94|
Shimizu Corporation Construction data
Complaint Handling Process
Labor complaints are accepted at the link below.