Sustainability Social Initiatives
Basic Policy
MIYAJI ENGINEERING GROUP (MEG) believes that addressing social issues is part of our social responsibility as a company (CSR). We promote CSR activities by establishing the Charter of Corporate Behavior and Code of Conduct, which are the Group’s common values, ethics, and specific standards of behavior.
People Initiatives
Basic Policy
Like other industries, the construction industry is also struggling with the challenges posed by personnel shortages resulting from the declining birth rate, the graying of society, and the shrinking of the working age population. To maintain sustainable growth, it is important that we create workplace environments that produce innovation and that we hire and develop our human resources. MIYAJI ENGINEERING GROUP develops human resources that can create new value and systematically engages in initiatives aimed at securing the human resources we need to achieve this. We strive to pass on and improve our technologies, skills, knowledge, and critical corporate culture as we seek to achieve sustainable growth for our entire Group.
Specific measures
To implement the above Basic Policy, MIYAJI ENGINEERING GROUP is actively carrying out the following measures.
【1.Promoting diversity】
MIYAJI ENGINEERING GROUP recognizes that the sustainable development of companies requires the active involvement of people from a variety of backgrounds. MIYAJI ENGINEERING GROUP has long worked to set measurable targets related to the promotion of personnel with attributes set forth in Japan’s Corporate Governance Code. We have also made revisions to avoid taking an excessively results-focused approach in order to ensure that we can respond to changes in the business environment flexibly. In our approach, all employees are evaluated based on common standards (commitment to businesses and, in the case of management personnel, management capabilities). We have defined a Charter of Corporate Behavior and a Code of Conduct to serve as guideposts, and we maintain environments in which all employees, including women, non-Japanese employees, and mid-career hires, can reach their full potential. In particular, we believe that the active participation of women and foreigners is an issue that must be strongly promoted in the construction industry. We are actively hiring women not only for administrative positions but also engineer and operator positions, developing them into our workforce. We are also actively hiring foreign employees because we believe that bringing the sensibility of different cultures into the company provides major benefits in terms of energizing the company and transforming the mentalities of people within it.
【2. Creating workplace environments that produce innovation】
Improving workplace environments, including workplace systems, is important for increasing employee engagement. MIYAJI ENGINEERING GROUP has established various systems to ensure that all employees, regardless of gender, can lead fulfilling work and private lives. We are also striving to create pleasant workplace environments. Below are some of the specific activities we are carrying out.
(1)Reducing overtime through Work Style Reform
To manage both the mental and physical wellness of our employees, our Group companies have designated Wednesdays as “no overtime days.” They are also using DX to improve operational efficiency. Through these initiatives, they are promoting reductions in overtime hours and creating environments in which employees enjoy a good balance of work and private lives.
(2)Preparation of childcare leave systems
Our Group companies have set up childcare leave systems with children under three years of age, and childcare working systems, which enable reduced working time of four hours per day, for employees whose children are under junior high school age. Through these systems, which can be used by all employees, regardless of gender, we are actively supporting the nurturing of future generations and work-life balance.
(3)Preparation of nursing care-related systems
Our Group companies have created nursing care leave systems that allow employees to take leave for a period of time if close relatives require nursing care. They have also created systems that allows employees who have to provide nursing care to resign and be rehired at a later date, and nursing care working systems which enable reduced working time of four hours per day. By creating diverse support systems such as these, we are working to accommodate the needs of various employees.
(4)Workplace environment improvements
Our Group companies are striving to maintain and improve the comfort of workplace environments, such as by expanding work spaces or moving to new sites to accommodate increases in the number of employees as appropriate, and by updating equipment and facilities.
【3. Systematic human resource hiring initiatives】
For both the hiring of new graduates and mid-career hiring, every year the Group systematically carries out hiring activities focusing on a variety of attributes of the human resources we require. At the same time, we are working to improve retention rates for junior employees, which has become an issue in modern society, by improving employee satisfaction. Through these, we are striving to secure the human resources essential to our sustainable growth as a whole Group. Specifically, we are providing a wide range of possible work styles, such as moving from general or operator positions to career track positions. This is enabling us to open our gates to exceptional human resources and preventing attrition due to mismatches between the duties and capabilities of junior employees. As part of our efforts at developing the human resources of the future, we are also engaged in initiatives such as creating a scholarship system for graduate students.
【4. Initiatives for passing on technologies, skills, and corporate culture】
Passing on technologies, skills, and corporate culture to future generations is a critical challenge for the construction industry, where many veteran employees with extensive and valuable experience and knowledge are growing older. Our Group companies have created educational curricula, including new employee training and mid-career employee training, and they are providing support for certification acquisition and using on-the-job training, led by veteran employees, to maintain and improve these technologies, skills, and corporate culture, and to pass them on to future generations. Below are some of the specific activities we are carrying out.
(1)Official certification acquisition incentive system
In order to promote the acquisition of certifications such as the First-Class Civil Engineering Works Execution Managing Engineer and Professional Engineer, our Group companies assist with certification testing fees and certification courses. They also pay incentive bonuses for those who receive certifications.
(2)Setting specific ability criteria
Our Group companies define the specific techniques and skills that employees need, based on the functions of each division. They have established education and training policies, primarily focused on individualized on-the-job training based on these technique and skill requirements, and they carry out human resource development activities in line with these policies.
(3)Doctoral degree acquisition incentive system
The Group also has university overseas study programs and support programs for employees wishing to obtain doctoral degrees.
【5. Initiatives for developing the human resources that will lead MIYAJI ENGINEERING GROUP in the future】
Strengthening our corporate management capabilities is one of the important tasks we must accomplish to achieve sustainable growth. The Group has defined common evaluation standards for those in managerial positions, and it uses reports submitted by management to confirm and keep track of the status of initiatives and measures for taking on critical issues. Group companies appropriately evaluate the capabilities of individuals and enrich their systems for providing employees with positions that match their capabilities. They also carry out multi-year outside management training for managers of a certain level. Through these measures, we are working to develop excellent personnel who demonstrate their leadership with a birds-eye perspective of business.
Occupational Health and Safety Initiatives
Basic Policy
In our line of work, which involves handling large parts both at plants and on-site, accidents are far from unknown. MIYAJI ENGINEERING GROUP, based on the principle of respect for human life and safety, believes that safety is a priority above all else. We strive to prevent every kind of disaster from occurring. We also strive to maintain and improve the health of each employee so that we can transform and progress toward becoming a sustainable company.
Major initiatives
Our work involves creating products together with not only employees, but also many partner companies. Health and safety cannot be managed solely through the efforts of Group employees. That is why we have cooperated with many partner companies over the years, going beyond the relationship between prime contractor and subcontractor, to build up a management system for protecting the safety and security of our workplace. MIYAJI ENGINEERING CO., LTD. sets its health and safety policy each year and MM BRIDGE CO., LTD. sets its own policy each fiscal year. They each hold safety conventions with all partner companies and conduct regular on-site patrols to ensure that priority measures are achieved. In addition, we conduct regular safety meetings and safety patrols at each site, always striving to improve the health and safety awareness of all parties involved, including partner companies.
2023 Safety and Health Management Policy
(1)Basic policy
We always pay attention to safety in the manufacture, transportation, and construction of our products. We make every effort to ensure safe facilities, safe work methods, and safety training in order to complete our work without accidents or disasters.
(2)Priority measures
1. Nipping hazardous factors in the bud by implementing hazard prediction using risk assessment at the pre-work evaluation and before starting construction work
2. Aiming for zero accidents due to crashes or falls, zero heavy machinery accidents, and zero public disasters
3. Ensuring thorough health and safety training, work management and health management
Health and safety slogan
“Safety means an environment of not rushing and not causing others to rushRaise awareness to create a zero-accident workplace”
2023 Health and Safety Quality Management Policy (Excerpt for health and safety only)
(1)Basic policy
By strengthening our operation of health and safety and quality management, we will strive to enforce “safety first” and “absolute quality assurance.”
(2)Priority measures
1. Ensuring risk assessment
2. Ensuring thorough prevention of crashes and falls
3. Strengthening on-site capabilities by increasing voluntary activities in the workplace
4. On-site health and safety support through the use of ICT by health and safety staff
5. Preventing third-party disasters and public disasters
Health and safety slogan
“Safety is the highest priority in everything Raise awareness to create a zero-accident workplace”
Quality Initiatives
Basic Policy
Our Group’s products serve as important social infrastructure that is used by many people over a long time. Ensuring quality is an absolute condition for their safe and reliable use. To provide safe and secure infrastructure that many people can use, we always strive to reduce quality nonconformities in the products we provide and take thorough measures to prevent recurrence of such issues.
Major initiatives
The services we provide can be broadly divided into two categories: fabrication, which is performed in a plant, and engineering, which is performed on-site. Fabrication enables products to be precisely manufactured and processed in an optimized space. With engineering, construction and erection are carried out using only limited coordinates and objective measurements according to the site environment. These situations are naturally different in terms of the precision of quality management that can be achieved. Different quality management standards are therefore applied in the common specifications for civil engineering works, etc., as set by the customer. MIYAJI ENGINEERING GROUP puts in place the following quality management activity policies and priority measures each year for fabrication and engineering. We work to reduce non-conformities and thoroughly implement measures to prevent recurrence as we continuously strive to provide safe and secure services.
2023 Quality Management Policy at Fabrication Plants
(1)Activity policy
We will promote digital transformation, improve productivity and operational efficiency, and ensure compliance. We will work to eliminate non-conformity goods and maintain a safe and secure work environment.
(2)Priority measures
1. Managing issuing of design documents that satisfy requirements for quality and process
2. Sharing risk information on deficiencies and claims and horizontally developing countermeasures
3. Deepening communication to ensure thorough risk management (avoidance/reduction)
4. Ensuring thorough human resource development and compliance education
Quality management slogan
“Quality is an accumulation. Work with sincerity every day!”
Automatic Ultrasonic Flaw Detection
ultrasonic test equipment
Radiation Transmission Inspection
2023 Quality Management Policy for Construction Sites
(1)Activity policy
We aim to achieve reliable quality by strengthening the operation of our quality management system and promoting the use of ICT.
(2)Priority measures
1. Ensuring thorough measures to prevent recurrence of serious deficiencies and claims
2. Ensuring thorough process management
3. Strengthening customer rating point improvement activities
Quality management slogan
“Quality is an accumulation. Work with sincerity every day!”
PIXXIS 3D Measurement
Temporary Assembly Inspection
Radiation Transmission Inspection
Contributing to Local Communities
MEG holds tours at its construction sites and plants to help a wide audience of people, including members of the local community, understand the importance of public works that are necessary for sustainable growth of society.
We also actively share information through our website and brochures. In addition, we agree with the intention of and actively participate in exhibitions held as forums for technical exchanges between industry, government, and academia, and for efforts toward achieving the SDGs.
Social Contribution in the Event of Disasters
MEG is making a major contribution to society by using its accumulated technical capabilities and its abundant special equipment to provide a rapid response for emergency restoration of social infrastructure damaged during disasters.
Please click on the links below for specific examples.