Human Resources

Corporate activities are supported by each and every employee.
We ensure a work environmnet where all employees and workers can exercise their unique character and talents and feel motivated.

Respect for Human Rights

Under Obayashi Basic Principles, respecting human rights is an important issue within our social responsibilities, and these policies are put into a written form:

Obayashi Statement on Human Rights

In the spirit of the Universal Declaration on Human Rights, Obayashi respects fundamental human rights and does not discriminate based on race, gender, nationality, religion, social origin, disability or other distinction.

In support of this principle, We will undertake education and awareness raising efforts to instill appropriate values and understanding regarding human rights in all employees and people associated with our operations to ensure they do not engage in any form of discrimination. Further, our overseas operations will be conducted in compliance with international rules, including International Labor Organization (ILO) agreements. In addition to completely prohibiting the use of forced labor or child labor, We will operate in compliance with all applicable laws and regulations in the nations and regions in which we operate.

Established June 1, 2011

To promote the recognition of human rights in keeping with our statement, a Human Rights Awareness Promotion Committee chaired by the executive officer responsible for human resources meets regularly. All employees need to ensure they do not engage in any form of discrimination and have a correct sense and awareness of human rights. To this end, we will undertake education on issues such as racism, sexual harassment, and international human rights.

Group companies also conduct training tailored to their business activities and regional characteristics, based on the policies determined by the Human Rights Awareness Promotion Committee.

Human Rights Awareness Training

Obayashi provides human rights awareness training for all employees and officers to actively address human rights issues. The focus of the training themes depends on the level of personnel. These training sessions take up familiar human rights themes such as SOGI (sexual orientation and gender identity), individuals with disabilities, integration issues, foreign nationals, diversity and inclusion, or themes in international human rights in light of global trends in business and human rights such as the publication of ISO 26000(*1), formulation of the OECD Guidelines for Multinational Enterprises, and adoption of the Sustainable Development Goals (SDGs).

We also designate a human rights theme each year and provide training for all employees. We solicit human rights slogans from Obayashi Group employees and their families in conjunction with human rights week, which begins on December 10, each year. The top entries are displayed on posters to promote awareness.

We have also established guidelines to prevent sexual harassment and maternity harassment. As our business becomes increasingly global, we are working to create an environment that all people connected with our business feel comfortable working in, not only in Japan, but at overseas locations as well, based on compliance with local labor laws and regulations, and views of diversity and inclusion.

*1 ISO 26000
The guidance on social responsibility standard published by the International Organization for Standardization (ISO) in November 2010

Participation in the United Nations Global Compact

We joined the UN Global Compact in August 2013. The UN Global Compact supports ten principles relating to the areas of human rights, labor, environment, and anti-corruption. We will promote our business activities with a high sense of responsibility and global perspective in order to contribute to the creation of a sustainable society.
We are also responding to human rights issues addressed by the UN in its Guiding Principles on Business and Human Rights.

Labor-management Initiatives

We respect the basic rights of employees and have established labor conditions based on various laws and regulations. We also respect our employees' rights to freedom of association and collective bargaining, and have concluded a labor agreement. With the exception of managerial level staff, all of our 6,653 employees are union members. (100% of employees who are eligible are enrolled in the labor union.)

Our employees union hold conferences to discuss wide range of issues such as reducing overall working hours, creating a comfortable workplace environment to promote health management. Union members from each workplace report their opinions. By discussing effective improvements based on those opinions, we work to improve workplace and employment conditions.

Also, a survey of employees is also conducted regarding their degree of satisfaction. These results are reported on the Intranet and also are published for all employees. Systems to raise the satisfaction of employees are always being revised, etc., based on such opinions.

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Diversity of Human Resources

We respect individuals based on the thoughts that the power of each and every employee supports our business. Therefore, no discrimination is conducted based on capabilities and execution of duties, such as race, gender, nationality, in any aspect of hiring, promotions, and others. We are promoting the creation of working environment where all of our associates can exercise their unique talents.

Fair Personnel Evaluation

The foundation of our personnel management system is fair pay and benefits based on fair personnel evaluations. Personnel evaluations are conducted every six months, with managers and subordinates discussing targets and achievements in detail. To ensure transparency and acceptance of the personnel evaluations, the system allows employees to check their final evaluations. Our personnel system makes no distinction between men and women with regard to the assignment of roles, promotions, and compensation and benefits. Our employees actively demonstrate their individual capabilities.

Rehiring of Retirees

To pass on our DNA, "honest craftmanship" and "technical skills" inherited from our foundation, we have a system to provide ongoing employment opportunities for people after they have reached the mandatory retirement age of 60.

Promoting Employment of People with Disabilities

We promote employment of people with disabilities to provide them with greater work opportunities. Our special subsidiary Oak Friendly Service Corporation, established in 2001, employs persons with intellectual and mental disabilities. Employees work at 11 offices around Japan. Job coaches with specialized knowledge guide employees, who perform jobs that take account of the nature of their disability. The aim is to provide opportunities for independence and a place in society. We also periodically host students from special-needs schools as workplace trainees or for internships, thereby supporting education for social inclusion.

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Human Resources Development

Obayashi's DNA, which has been passed down from the founders in the form of an attitude of honest craftsmanship and technical skills, is supported by our employees. Human resources are one of the most important management resources to us, and we have positioned training of human resources as an important issue, based on this perspective. In FY2018, we provided approximately 24 hours of training per employee.

Training System

Training System

Obayashi's Training System

One month after entering the company, new employees participate in group training to learn business skills as a member of society, regardless of their position. After they have completed the lectures, discussions, or other group work, they are divided by type of position and learn specialized skills.

Associate-level employees run through the PDCA cycle in their work places over the course of one year to achieve growth suitable for each individual. We expand the skills of each person by appointing a mentor in the same work place to provide detailed guidance that will enable each person to steadily acquire basic skills and knowledge, techniques, and other capabilities.

We also provide external common group training, or training divided by business domain or area of work for all levels to provide our employees with the knowledge and skills necessary at each level.

Overseas Study Program

We have established a program for supporting study abroad at schools, research centers, foreign companies, and other overseas organizations to develop the skills of young employees and mid-career employees. Employees who have studied abroad are active in overseas departments and in various areas.

Development of Global Human Resources

Developing human resources to support global expansion is one of our top priorities. In addition to overseas study, dispatch to overseas companies, and language training, in the fiscal year ended March 31, 2014, we established a Global Leadership Training Program to foster understanding of the business customs of various countries and risk management skills. Around 30 people join the program each year, mainly young employees. These employees are now working in a wide range of roles in Japan and overseas.

Nurturing National Staff Overseas

We offer a program of hands-on training for national (locally hired) staff at overseas Group companies. The goal is to enable national staff to learn our latest construction technologies and safety management measures.

In the fiscal year ended March 31, 2019, there were 20 participants. Upon returning to their home countries, they take on key roles in a local Group companies.

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Promoting Opportunities for Female Employees

We have been hiring and placing jobs earlier on individual skills and knowledge no matter on gender. In August 2014, we saw our first female project manager. The ratio of female managers as of March 31, 2019 stood at 8.8%, the highest level in the domestic construction industry.

A regular opinion exchange is also held for women engineers. We consider topics such as working environment easier for women engineers at construction sites raising children to work. We implement more initiatives to promote the advancement of women to an even greater degree.

Our employment targets for women are inspired by Japan's Act on Promotion of Women's Participation and Advancement in the Workplace. Specifically, we aim to raise both our ratio of female managers and ratio of female engineers to 10% by 2024.

Ratio of Female Managers and Ratio of Female Engineers

Initiatives to Encourage Women to Thrive

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Work-Life Balance

Reduction of Overall Work Time

A poster to promote employees to take annual paid vacation

We are working to promote work-life balance under the basic principle of creating a work environment where all of our employees can exercise their unique talents.

  • Hold a meeting between the company and the labor union to discuss reduction in total work hours, and distribute posters that encourage employees to take days off.
  • Encourage employees to take time off (annual paid leave, annual paid vacation in half-day increments, sabbatical refreshment program according to the number of continuous years of work, job site vacation for employees working at construction site offices, a leave program for employees when they are relocated, among others).
  • Hold a no-overtime day.

Support for Successfully Balancing Work and Raising Children

We have established various programs for employees who are of child-rearing age and their children who will carry the future, and provide support for successfully balancing work and raising children.

Various Programs to Support Raising Children

  • Maternity leave program
  • Child care leave program
  • Spousal childbirth leave program
  • Shortened work hours for child care program
  • Exemption from overtime program
  • Family care leave program
  • Babysitter cost subsidy program
  • Loan program for the cost of infertility treatment or a child's educational expenses

Support for Successfully Balancing Work and Family Care

As Japanese society ages, the number of employees who are caring for family members while working is expected to increase. We have established various programs to enable employees to face family care responsibilities with assurance.

  • Family care leave program
  • Family care time program
  • Family care time off program
  • Family care service program (telephone consultation, provision of information, etc.)
  • Family care time off system for using expired annual paid leave
  • Family care subsidy program

Promoting Mental and Physical Health Creation

The mental and physical health of employees is very important in increasing company vitality. Obayashi is working to create healthy employees through various initiatives to enable our employees to be mentally and physically fit and lead fulfilling lives.

  • Measures to facilitate mental health (performing stress checks, counseling by specialist physicians, mental health training, etc.)
  • Performing various kinds of health checks
  • Establishment of an external health hotline (health consultations by phone or email)
  • Subsidizing the cost of physical exams
  • Smoking cessation therapy

We think that employees working overseas have a relatively higher risk of illness than those who work in Japan. We recommend preventive vaccines for Hepatitis A and B, and tetanus for all employees who are being assigned overseas for the first time. We also recommend other preventive vaccines such as rabies, Japanese encephalitis, and typhoid, depending on the destination and based on information disclosed by the Ministry of Foreign Affairs. We have also established a health support system that enables employees working overseas and accompanying family members to seek health consultations via phone or online.

In addition to that, we also mandate special health exams for people performing special work at construction sites in Japan, and strive to maintain and manage health.

Mental Health Care

The mental health consulting office set up in the head office provides full-time counselors available to offer advice at any time

Mental health training, such as e-learning, is conducted for all our employees. Internal and external points of contact have been set up to offer advice to employees when they notice they themselves, colleageus, subordinates for family members are not well. For internal point, the mental health consulting office set up in the head office provides full-time counselors available to offer advice at any time. Specialists and clinical psychologists (counselors) provide detailed support for employee's mental health. External consultation service can be used 24 hours a day, and we accept consultations by email or telephone for overseas employees and their families as well.

Employee Opinion Surveys

Survey results presented in Monthly Obayashi, our internal newsletter

We regularly conduct employee opinion surveys. In the fiscal year ended March 31, 2017, one of our survey themes was efforts to reduce overall working hours, and maintain and improve health. In general, employees are highly conscious of the issue of reducing overall working hours, and through the survey expressed a variety of opinions about workplace initiatives and the work environment. We are now engaged in efforts to make improvements. We post survey results in the internal corporate bulletin with the goal of improving employee's satisfaction.

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Human Resources Data

  • Number of employees
  • Number of female managers
  • Number of foreign national employees
  • Number of people with diabilities
  • Number of rehired employees
  • Number of employees taking annual paid vacation

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