Specific Initiatives for Diversity and Inclusion | Obayashi 's Diversity and Inclusion

1 promoting opportunities for women

Obayashi has made promoting opportunities for women its first step in diversity and inclusion, and is committed to a workplace where all employees can flourish everyone involved in the Group's business, including those in the construction industry.

Formulation of an action plan based on Japan’s Act on Promotion of Women’s Participation and Advancement in the Workplace

In April 2025, we formulated our third action plan based on Japan’s Act on Promotion of Women’s Participation and Advancement in the Workplace the Workplace, and are working towards our targets of achieving a 9% ratio of female managers and a 14% ratio of female technical employees by fiscal 2028.
Some of our female engineers are active in senior positions, including department heads and site managers, making our ratio of women in managerial positions among the highest in the industry.

Third Action Plan based on Japan’s Act on Promotion of Women’s Participation and Advancement in the Workplace

By further promoting the active participation of women, we have formulated the following action plan to enable each employee, regardless of gender, to maximize their individual capabilities and play an active role.
Plan period: 4 years from April 1, 2025 to March 31, 2029

Goal 1	The ratio of female managers will be increased to approximately 9% by fiscal 2028. [Details and implementation period] From April 2025, promotion examinations will continue to be based on merit, regardless of gender. From April 2025: Regularly measure the promotion status of women and continuously monitor progress toward achieving the goal. From April 2025, we will continue to provide unconscious bias training (education on management methods to eliminate potential gender-related discrimination and prejudice, and maximize the motivation and skills of subordinates regardless of gender), diversity management training, and self-leadership training to managers, regardless of gender.
Goal 2	The proportion of female technical employees will be increased to approximately 14% by fiscal 2028. [Details and implementation period] From April 2025: We will continue to hire people based on their gender. From April 2025: We will continue to create an environment that makes it easier for female engineers to work on-site, in order to prevent them from leaving the company and encourage them to continue working long-term. From April 2025 onwards, we will continue to widely publicize the achievements of our female engineers in order to increase the number of women seeking employment in the construction industry. From April 2025, we will implement an initiative to support female junior and senior high school students in choosing science and engineering majors.
Goal 3	Aim for an annual rate of 100% or more of male employees taking childcare leave or childcare leave. [Details and implementation period] From April 2025: We will use the websites and handbooks of the Human Resources Department and Diversity & Inclusion Promotion Department to deepen employees' understanding of childcare leave and further promote the taking of childcare leave. From April 2025, we will continue to hold corporate parent classes and online social gatherings on the topic of work-life balance issues. From April 2025: Conduct a questionnaire survey on childcare systems targeting employees raising children.
Goal 4	The total number of statutory overtime and holiday work hours per full-time worker per month will be less than 30 hours. [Details and implementation period] From April 2025: Further promote the implementation of eight closures every four weeks at construction sites. From April 2025, we will continue to implement one no-overtime day per week and monitor employees who work long hours. From April 2025, we will consider introducing intervals between shifts.

Promoting flexible working styles (telework, staggered work hours, annual paid leave in hourly units)
The company and union held a conference to reduce total working hours and distributed posters promoting taking holidays.
Promoting vacation time (taking annual paid vacation all at once / annual paid vacation system in half-day increments / refreshment vacation system at milestone years of service / on-site vacation system available to construction office workers / transfer vacation system available to employees when they are transferred, etc.)
No overtime days
Promoting business efficiency through the use of ICT

Major Initiatives

Diversity and inclusion training and unconscious bias training
Cultivating "Iku-Boss" who support the careers and lives of their subordinates while enhancing organizational performance
The president and heads of each department made declaration of "Iku-Boss", and Iku-Boss training was conducted for managers.
Self-leadership training and follow-up training for women
Promoting role models through the company intranet
Supporting women at transitional stages in their lives
Creating an environment and systems that make it easier for female engineers to work on-site
Support during childcare leave, regular information exchange/sharing
Conducting online roundtable discussions (OBAYASHI Talk Café) with employees on parental leave
Corporate parenting classes (Work and family realization training for today's child-rearing generation) and parenting seminars for fathers (Reiwa version of dad's parenting mindset)
Consultation regarding work style after returning from childcare leave
Promoting encouraging male employees to use the childcare leave program
Introduction of femtech-based wellbeing platform (carefull)
Holding seminars on women's health issues such as menstruation and menopause
Anonymous consultation service for health issues
Employee discounts on various healthcare services (online birth control pill consultations, menopause counseling, etc.)
Sanitary products are always available in women's restrooms (including women's restrooms in construction offices and on-site).
Installation of rest rooms and milking rooms

Supports Keidanren "Challenge to 30% by 2030"

Highest Rank of "Eruboshi" certification as a Company that Promotes Women’s Participation and Advancement in the Workplace

Participated in Participation in the Nikkei Women’s Empowerment Project

In the women's toilet
Keep sanitary products on hand

Participation in Global Compact Network Japan(GCNJ) “Women’s Empowerment Principles” （WEPs） subcommittee

Signed the Women's Empowerment Principles (WEPs)

Introduction of femtech-based wellbeing platform (carefull)

[Related information]

Diversity and Inclusion Training for Executives

Promoting Opportunities for Women in Obayashi Singapore

2　Global Human Resources

At the Obayashi Group, we hire more foreign nationals as a whole, and locally hired staff members (national staff) play active roles as core personnel of management and administration in overseas Group companies. Considering the development of human resources in response to global expansion as one of our priority measures, we offer a wide variety of training programs.

Developing global human resources
Conducting practical training in Japan for the purpose of developing national staff (employees hired locally by overseas group companies)
Cultivating inclusive leaders through cross-cultural experiences through dialogue with international students and minority experience programs
Conference room available for use as a prayer room
Illustrated food display in the cafeteria

[Related information]

PT. Jaya Obayashi acquires ISO 30415:2021 (Human Resource Management - Diversity and Inclusion) certification

3. People with disabilities

At Obayashi, we promote initiatives to encourage the employment and retention of people with disabilities, and our employees with disabilities flourish in fields most suited to each employee’s characteristics. Based on the idea that a comfortable environment to work in for employees with disabilities is a good workplace for all employees, we examine solutions together with our employees and make improvements if an employee with a disability experiences challenges in the workplace environment.

Special subsidiary Oak Friendly Service continues to employ people with intellectual and mental disabilities
They are active in various Obayashi offices, delivering internal mail, doing light clerical work, and cleaning.
We regularly accept students from special needs schools as interns.
Bread and pastries made by people at a vocational facility for people with intellectual disabilities are sold in the company.
Requested the creation of a sign for "all-gender restrooms" to a vocational facility for people with intellectual disabilities
Universal Braille "Braille Neue" introduced, Braille installation carried out by special subsidiary Oak Friendly Service Corporation
Improving the work environment through the use of ICT (introducing hardware and software tailored to the characteristics of disabilities, such as touchscreen computers and text-to-speech software, utilizing subtitles for online meetings, utilizing automatic minutes-creation software, etc.)
Arrangements for sign language interpreters
Barrier-free access within the office
Conducting seminars aimed at acquiring basic knowledge about employing people with disabilities and management skills for having people with disabilities as subordinates

Introduction of Universal Braille "Braille Neue"

Registered as a Tokyo Metropolitan Government "Barrier-free mind program" supporting company

[Related information]

Obayashi has been registered as a Tokyo Metropolitan Government "Barrier-free mind program" supporting company.（2022.04.12）
special subsidiary Oak Friendly Service Corporation promotes Obayashi 's eco-friendly activities（2016.05.27）
special subsidiary Oak Friendly Service Corporation expands to 11 locations nationwide（2015.04.23）
special subsidiary Oak Friendly Service Corporation holds workplace tour（2012.03.29）
We cooperated with the Tokyo Metropolitan Minato Special Needs School's workplace training program（2011.01.14）

4 LGBTQ+/SOGI 　(Sexual Orientation and Gender Identity)

At Obayashi, targeting the creation of a workplace where all employees can flourish and be true to themselves, we promote the understanding of and support for LGBTQ+/SOGI.

Support for Tokyo's "LGBT-Friendly Declaration"
Registered as Saitama Prefecture Ally Challenge Companies
Obayashi Group Human Rights Policy explicitly prohibits discrimination on the basis of sexual orientation and gender identity.
Guidelines for preventing SOGI harassment and disciplinary action against perpetrators are clearly stated in the guidelines.
Establishment of a consultation desk
LGBTQ+/SOGI training
Regular information dissemination and awareness-raising via the company intranet
Implementing initiatives to increase allies through e-learning, etc.
Distribution of original Arai stickers
Expanding the application of certain systems to same-sex partners (marriage leave, care leave, bereavement leave, housing allowance, separation allowance, travel expenses for separated persons returning home, use of recreation facilities, etc.)
You can use a nickname based on your gender identity.
Accumulated leave can be used for gender reassignment surgery and hormone treatment
Installation of "all-gender restrooms"
Supporting Business for Marriage Equality
Businesses supporting LGBT equality
Support for advancing discussions on "relaxing the requirements of the Gender Identity Disorder Special Cases Act"
Awarded Gold for the second consecutive year in PRIDE Index 2024 (Silver in 2022, Gold in 2023)

Installation of "all-gender restrooms"

Supporting Business for Marriage Equality

Businesses supporting LGBT equality

Distribution of original Arai stickers

[Related information]

5 Seniors

Senior workers can serve as important human resources that help develop young talent and pass on skills to the next generation of employees. We have therefore created an environment that encourages senior workers to continue to play an active role even after retirement and have re-employed 100% of those who wished to utilize the system.
In April 2023, Obayashi significantly revised the annual salary level for senior workers appointed to such positions as managers with important responsibilities at construction sites, and in April 2024 we also applied the same revision to senior back office employees.

Creating an environment where employees can utilize their extensive experience and know-how even after retirement
Many employees are active as senior employees from the age of 60 through a post-retirement re-employment system, and as post-senior employees from the age of 65.
100% re-employment rate for those who apply for the system

6 Human Resource Development and Career Support

Obayashi 's Education System
Diversity and inclusion training and unconscious bias training
Cultivating "Iku-Boss" who support the careers and lives of their subordinates while enhancing organizational performance
The president and heads of each department made declaration of "Iku-Boss", and Iku-Boss training was conducted for managers.
Self-leadership training and follow-up training for female employees
Promoting role models through the company intranet
Level-specific training, job-specific training, business area-specific training, global leadership training, study abroad programs
Instructor system, mentor system
Career support seminars for all employees
Career support for young people
Support for obtaining qualifications and self-development
Providing learning opportunities using Online self-learning programs

[Related information]

Conduct Unconscious Bias Training

Joining the "Iku-Boss Corporate Alliance" and declaration of "Iku-Boss" by President Hasuwa

7. Promoting diverse work styles (work-life balance)

For a good work-life balance as well, it is important that each employee be able to flexibly select their work location and working time. At Obayashi, we proactively introduce and operate highly flexible working systems that allow employees to choose and combine their work locations and times so employees, who are motivated to pursue their careers, can work with peace of mind without fear of losing their career even when raising children, providing nursing care to family members, or receiving medical treatment. We strive to build a framework which deepens the understanding of managers and colleagues to support diversified work styles in the workplace as a whole.

Measures to Support Raising Next-generation Children

Obayashi has formulated and continues to implement a corporate action plan to ensure a society in which children who will lead the next generation of society are born and raised in good health.
We achieved the targets set for all of our Action Plans: First Action Plan (April 2005 to September 2007), Second Action Plan (October 2007 to September 2009), Third Action Plan (October 2009 to September 2011), Fourth Action Plan (October 2011 to March 2015), Fifth Action Plan (April 2015 to March 2017), Sixth Action Plan (April 2017 to March 2021), and Seventh Action Plan (April 2021 to March 2025). We are currently working on improving our internal systems and raising awareness under our Eighth Action Plan.

Eighth Action Plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children

We will continue to work to improve the working environment to support a balance between work and family life, and will formulate the following action plan to enable all employees to maximize their individual capabilities.
Plan period: 4 years from April 1, 2025 to March 31, 2029

Goal 1	Consider and implement initiatives to create a comfortable working environment. 【countermeasure】 From April 2025: Childcare and nursing care systems will be further expanded to meet or exceed legal requirements. From April 2025: We will continue to implement measures to reduce total working hours and maintain and improve health. From April 2025: Continue to implement other measures that contribute to creating a comfortable workplace and environment (Pit in program, mentor system, etc.).
Goal 2	Aim for an annual rate of 100% or more of male employees taking childcare leave or childcare leave. 【countermeasure】 From April 2025: We will use the websites and handbooks of the Human Resources Department and Diversity & Inclusion Promotion Department to deepen employees' understanding of childcare leave and further promote the taking of childcare leave. From April 2025: We will continue to hold corporate parenting classes, parenting seminars for fathers, and online social events on the topic of work-life balance issues. From April 2025: Conduct a questionnaire survey on childcare systems targeting employees raising children.
Goal 3	The total number of statutory overtime and holiday work hours per full-time worker per month will be less than 30 hours. 【countermeasure】 From April 2025: Further promote the implementation of eight closures every four weeks at construction sites. From April 2025, we will continue to implement one no-overtime day per week and monitor employees who work long hours. From April 2025, we will consider introducing intervals between shifts.
Goal 4	Expand the system of reduced working hours for childcare. 【countermeasure】 From April 2025 onwards, the scope of children eligible for the short-time work system will be expanded during the action plan period.

Long Work Hours and Work Style Reform

Promoting flexible working styles (telework, staggered work hours, annual paid leave in hourly units)
The company and union held a conference to reduce total working hours and distributed posters promoting taking holidays.
Promoting vacation time (taking annual paid vacation all at once / annual paid vacation system in half-day increments / refreshment vacation system at milestone years of service / on-site vacation system available to construction office workers / transfer vacation system available to employees when they are transferred, etc.)
No overtime days
Promoting business efficiency through the use of ICT

Support for Successfully Balancing Work and Childcare

Creation of a childbirth and childcare handbook
Support during childcare leave, regular information exchange/sharing
Conducting online roundtable discussions (OBAYASHI Talk Café) with employees on parental leave
Corporate parenting classes (Work and family realization training for today's child-rearing generation), and seminars for returning to work after parental leave
Consultation regarding work style after returning from childcare leave

Promoting encouraging male employees to use the childcare leave program

Paternity leave program system has been expanded, allowing employees to take up to five days of paid leave in the six weeks before childbirth and up to four weeks in the eight weeks after childbirth.
Communicate policies regarding the promotion of taking parental leave to all employees
Individual notification to target individuals and confirmation of their intentions
Send an email to the recipient and their superiors explaining the system
E-learning for all employees
A message from your boss
Cultivating "Iku-Boss" who support the careers and lives of their subordinates while enhancing organizational performance
The president and heads of each department made declaration of "Iku-Boss", and Iku-Boss training was conducted for managers.
Corporate parenting classes (Work and family training for today's child-rearing generation), parenting seminars for fathers (Reiwa version of dads' parenting mindset), and seminars for returning to work after parental leave
Acquisition case studies

Joined Iku-Boss Corporate Alliance

Supporting Ikumen(men proactively involved in childcare)Project

Supporting the 100% encouraging male employees to use the childcare leave program declaration

[Related information]

Support to Successfully Balance Work and Home Nursing Care

Caring seminars and video distribution
E-learning for all employees
Caring for the elderly survey for all employees
Providing information content related to nursing care
Creation of a caregiving handbook
Acquisition case studies

8. Systems to support diverse work styles

Programs to Support Diverse Work Styles

Ensuring time for doctor’s appointments	If requested by a pregnant woman, she can take the time necessary to go to the hospital for prenatal checkups, etc., as required by the Maternal and Child Health Act.
Changes to break times	If requested by the expectant mother, the break time can be changed to another time during working hours.
Exemption from overtime work, etc.	If a pregnant woman or nursing mother requests it, she will be exempt from overtime, holiday work, and night work.
Maternity leave program	Expectant mothers are entitled to leave for up to six weeks before giving birth (14 weeks in the case of multiple pregnancies) and eight weeks after giving birth.
Paternity leave program	Employees can take up to five days of leave (one day at a time) during the six weeks before their spouse's birth (or 14 weeks in the case of multiple pregnancies) and up to four weeks of leave (one day at a time) during the eight weeks after the birth (this can be divided into two periods).
Childcare leave	You can take leave to raise a child under the age of 1 (or 2 if you extend the leave, or 3 if you cannot get your child into a nursery school, etc.).
Childcare time	Female employees raising children under one year old can request 30 minutes of childcare time twice a day.
Exemption from overtime	If an employee who is raising a preschool child requests it, they will be exempt from working beyond the regular working hours.
Limitations on overtime work	If an employee who is raising a preschool child requests this, the upper limit of overtime work (working more than 8 hours per day) will be set at 24 hours per month and 150 hours per year.
Exemption from late-night work	Employees who are raising preschool children will be exempt from late-night shifts (working between 10 p.m. and 5 a.m.) upon request.
Nursing leave	Employees can take nursing care leave to care for children up to the sixth grade of elementary school (nursing care includes providing vaccinations and health checkups) (up to a maximum of five days per fiscal year if there is one child, and ten days if there are two or more children).
Child rearing leave	Employees can take up to five days of accumulated leave for childcare purposes (such as kindergarten and elementary school entrance, school events, etc.) until their child reaches the third year of elementary school.
Child rearing consecutive leave	Employees can take seven or more consecutive days of accumulated leave to raise a child under the age of two.
Shortened working hours system for childcare	Employees who are raising children under the third grade of elementary school may reduce their working hours in order to raise their children.
Baby gifts Subsidy for Raising the Next Generation	We donate 30,000 yen as a birth gift, 100,000 yen for the first and second child, and 300,000 yen for the third child and beyond as a subsidy for raising the next generation.
Babysitting cost subsidy system	Babysitting subsidies are available for children up to the third grade of elementary school who require childcare or transportation services to and from daycare centers.
Infertility treatment subsidies	When you receive infertility treatment at a medical institution, you will receive infertility treatment subsidies.
Loan system	There is a loan system in place to cover expenses such as childbirth, infertility treatment, and children's education.
Health consultation and medical institution information service	Professional counselors such as doctors, nurses, midwives, and clinical psychologists will answer your questions about pregnancy and child-rearing, as well as provide information about hospitals.
femtech-based wellbeing platform	Services are available to address health issues at each life stage. Employees can learn about areas of interest at their convenience and anonymously seek advice on concerns they might find difficult to discuss. Consultations with specialists are also available in the community. Employees can also receive employee discounts on various healthcare services, including online birth control consultations and menopausal consultations.

Various Programs to Support Nursing Care

Nursing care leave	Employees can take leave to care for a family member who requires care (including accompanying them to medical appointments, etc.) (up to 5 days per fiscal year if there is one eligible family member, and up to 10 days if there are two or more eligible family members).
Accumulated leave for caregiving	Employees can take accumulated leave to care for family members who require care.
Nursing care leave	Employees can take leave to care for family members who require care (up to a total of 365 days per person, and can be split up into three installments).
Shortened working hours for caregiving	Employees can take advantage of reduced working hours to care for family members who require care (this can be used for up to three years from the start date, and can also be combined with staggered working hours).
Exemption from overtime	If an employee who is caring for a family member who requires care requests it, they will be exempt from working beyond their regular working hours.
Limitations on overtime work	When an employee who is caring for a family member in need of care requests it, the limit on overtime work (working more than 8 hours per day) will be 24 hours per month and 150 hours per year.
Exemption from late-night work	Employees who are caring for a family member in need of care will be exempt from night shifts (working from 10:00 PM to 5:00 AM) upon request.
Nursing care subsidy	When the person in question or a certain range of dependents receives nursing care certification or nursing care support certification and receives nursing care insurance services, they can receive assistance with nursing care costs.
Nursing care travel subsidy	If you travel to support your separated parents who have been certified as requiring nursing care or assistance, you can receive assistance with travel expenses for caregiving.
Health consultation and medical institution information service	Professional counselors such as doctors, public health nurses, nurses, and clinical psychologists will answer questions about nursing care, health concerns, and provide information about hospitals.

Various systems for flexible working styles

telework	We have introduced telework system for all employees. We have put in place information-sharing tools such as online conference systems and chat, and are also enhancing support for ICT tools.
staggered work hours	All employees can move their start and finish times forward or backward by up to two hours, regardless of the purpose. This can also be used when telework.
Slide shift	We are implementing a sliding work schedule by utilizing a staggered work schedule system, introducing early and late shifts at the construction office, and adjusting work hours on a team basis.
Annual leave, half-day annual leave, hourly annual leave	Employees are granted 20 days of annual paid leave per fiscal year. Employees can take leave in half-day or hourly increments. Any remaining days will be carried over to the next fiscal year.
Substitute holidays	Holidays can be exchanged for other working days.
Accumulated vacation time	Employees can save and accumulate annual paid leave that would otherwise expire (up to 50 days) each year. This can be used for personal injury or illness, infertility treatment, childcare, nursing care, volunteer work, etc.
Refreshing vacation	Employees with 12 years of service can take seven consecutive days of refreshment leave, and those with 22 or 32 years of service can take 14 consecutive days of refreshment leave.
Establishment of satellite offices	We have opened satellite offices to provide alternative facilities for those who do not have a telework environment at home, to reduce travel time by using them temporarily for business trips or when away from home, and to improve work efficiency.
Use of shared offices	In order to make effective use of travel and waiting time, we have signed up for a multi-location shared office service for businesses that can be used while on the go.
Introduction of electronic seals	We have introduced electronic seals for internal documents, creating an environment that makes telework easy.

We offer flexible working styles through the use of telework, staggered work hours, and hourly paid leave.

example: Switching plans to go to the office to telework depending on the child's health
Use staggered work hours to coordinate who takes children to and from daycare.
Use hourly annual leave to attend your child's school events or go to the hospital
Staggered working hours allow employees to start work earlier and finish work earlier to pursue hobbies, etc.