Being a Company that Values People

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 Policy

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

Based on its management principle of humanity, 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

The basis of Shimizu's human resource development policy is on-the-job training (OJT). 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.

Policy on Promotion of Diversity & Inclusion

[Basic Policy]

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.

The values and needs of Shimizu's customers and stakeholders are becoming increasingly diverse and complex as the society, economy, and labor environment surrounding the company change. Shimizu must respond flexibly and appropriately to these changes.
As described in Shimizu Smart Vision 2010 in regard to the future development of the company, the construction business will be our core business, and we will expand business domains and areas by promoting our global business, sustainability business, building stock management business, and other businesses peripheral to the construction business.
As we expand our business domains and regions, our customer segments will expand and include new customers, and we will need to accommodate an increasingly diverse and complex range of values and needs.

As employees' lifestyles and reasons for working at the company become increasingly diverse, we will need to take the initiative on offering a variety of workstyles and providing work-life balance in order to develop and utilize first-rate human resources.

Our company has a social responsibility to employ and promote social integration of people with disabilities and help to develop the next generation of human resources. The degree to which we fulfill these responsibilities will be how we are valued by the community, and this will be reflected in our corporate value.

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.

Compliance training for national staff in Mexico
Compliance training for national staff in Mexico
Compliance training for national staff in Singapore
Compliance training for national staff in Singapore

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

In addition to committing to respect human rights and prohibition of discrimination and harassment in our Code of Corporate Ethics and Conduct, Shimizu has also established the Shimizu Group Basic Human Rights Policy in accordance with the United Nations Guiding Principles for Business and Human Rights. We will continue to enhance our human rights initiatives by preparing to implement human rights due diligence, establish a grievance mechanism, conduct human rights training, conduct stakeholder engagement, and disclose 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.

Human Rights Education Promotion Structure

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.

Compliance Hotline, Internal Whistleblowing System
Compliance Hotline, Internal Whistleblowing System

Managing Human Rights Through CSR Procurement

At Shimizu Corporation, we require our business partners to address human rights and labor standard issues such as the below, and provide guidance where necessary on respecting human rights and compliance with labor standard laws.

* 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 2017, 2,997 companies and 3,077 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.

Compliance training for suppliers and subcontractors
Compliance training for suppliers and subcontractors

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.

Recipients Form Training Frequency
Officers Lecture Annually
Division deputy general managers and general managers
Employees Group training Once every two years
Human rights education promotion leaders Annually (group format)
New employees Annually

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.

Human rights training for general managers of divisions
Human rights training for general managers of divisions

Cooperation with outside concerning human rights

Global Compact Network Japan (GCNJ) Activities

Shimizu participates in the Human Rights Education Working Group 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 2018 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. To learn about and deepen our understanding of expat workers in Japan – particularly regarding relevant human rights issues and expectations of companies on addressing these issues. One person participates as the official member (Corporate facilitator)
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 December, 2018 – 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.

Work-life Balance

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

In addition to the company-wide No Overtime Day held since fiscal 2015, Shimizu endorsed the objectives of Premium Friday in fiscal 2016 and is working to establish an environment for implementing more flexible workstyles by enabling employees to take annual vacation in hourly units, introducing a system that enables leaving the office earlier, and other measures. (Excerpted from the fiscal 2016 Corporate Report)

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

Shimizu is working to maintain and improve the health of employees in keeping with their age and work environment through such means as a mandatory comprehensive physical examination at age 40 and over. A health management classification system based on the decisions of an occupational physician has been introduced. An occupational physician, public health nurse, or other medical professional provides guidance on health, and the employee's superior follows up on this.

We also offer counseling and training by clinical psychologists, have partnered with an external EAP (employee assistance program), and have taken other steps to improve the mental health of employees, such as a return-to-work assistance program for those on leave.

We also have a medical clinic at the new headquarters, and are putting a system into place for offering vaccines, various kinds of medical exam, and urgent care, in addition to the general treatment covered by insurance in internal medicine, surgery, and ophthalmology.

Shimizu has also set a lower radiation dosage monitoring limit than the legally mandated limit for employees who work on construction to help recovery efforts for the Fukushima Daiichi nuclear reactor accident and those involved in decontamination work for each local government. We have built a system for properly measuring, recording, and monitoring internal and external radiation dosages, and are carefully monitoring radiation exposure dosages. In addition to the legally mandated health exams for radiation exposure to check on physical condition, we are also ascertaining health status through physical exams, mainly at our headquarters clinic, and are following up on these.

Medical clinic at headquarters

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."

Photo of employees walking during lunch hour

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.

Shimizu’s Human Resource Development Program

Initiatives to Ensure that Shimizu is a Company that Values People

The Diversity Promotion Office, which was established in 2009, is working on various initiatives to ensure effective utilization of diverse human resources. The office has held the Forum on Promoting the Advancement of Women every year since 2013.

It is also 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.

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.

Training for all new employees
Training for all new employees

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."

Touring a job site in the city
Touring a job site in the city

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.

Leadership training on developing people
Leadership training on developing people

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
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.

Participants listening attentively to the panelists
Participants listening attentively to the panelists

Supporting Self-Development

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

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.

Training on rebar inspection
Training on rebar inspection

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.

Global Initiatives

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.

Global communication training conducted for
career-track employees in their 5th year

Labor-related Indicators, Results, Targets, and Past Initiatives*

(As of the end of each fiscal year)

Labor Force 2013 2014 2015 2016 2017
Number of employees(Unconsolidated) 10,714 10,547 10,466 10,431 10,348
(Of this, number of contract employees) 2,461 2,187 1,925 1,619 1,343
Employees 2013 2014 2015 2016 2017
Number of new employees (new grads) 199 228 245 252 268
Number of new employees (mid-career hires) 35 38 34 65 56
Turnover (%)(Number in the Employment Handbook) 1.0 1.1 0.9 0.9 1.1

Shimizu Corporation Construction data

Talent development training*

Training Record(FY2016)

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 17
(2)External assignments (registration-type) 94

Shimizu Corporation Construction data

Complaint Handling Process

Labor complaints are accepted at the link below.

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