Work with us and show us what you’ve got.

What’s it like to enter the workforce?

It’s not like being a student.

You may think all you need to do is put on a suit,
act passively and avoid confrontation.

That’s not going to fly at HEXEL Works.

We think your adult life is a culmination of all you’ve learned,
the hard times and fun you’ve experienced with your friends,
your financial responsibility, etc.

A basic tenet of HEXEL Works philosophy is putting your ideas
out there and making sure the good ones get put to use.

Forget the boring recruitment strategies; come work with us and show us what you’ve got.

We’re looking to hire the true individuals out there.

“ Behind the HEXEL Brand ”



Your Brand


The HEXEL Brand

Our ever-evolving DNA has guided HEXEL Works
as we keep pushing ourselves to change our business,
training methods, and corporate systems to keep up with the changing times.

We are always seeking the best way to go along with the flow of the times.

We do this by constantly introducing new systems
to benefit our employees as part of our HEXEL Style initiative,
and by providing an education system to help them work
in a way that best suits them and helps
them establish their own ‘brand.’

From these efforts, the ever-adapting, ever-evolving, ever-shining HEXEL Brand was born.

A Training Culture
That Promotes Autonomy

We encourage our employees to not just wait around for orders from their bosses while delaying decisions, but to act decisively and independently and take on new challenges. In order to train this sort of autonomous professional, company management strives to listen earnestly to our employees, and create a workplace environment in which young employees can feel comfortable suggesting any ideas they might have. The workplace culture centers around a proactive mindset of “first thinking of ways to make an idea succeed, rather than looking for reasons why it might not,” and helping employees think and act for themselves while they are still young.

  • ・Certification Acquisition Support
  • ・Tokyo Young Employees Gathering
  • ・Rookie of the Year Award

A Training Culture That Promotes Autonomy


When I first joined the company, I didn’t know how to do anything. I started by just thinking about what I could do while communicating actively with my senior coworkers, my general contractor supervisor, business partners, and anyone else I could. They gave me a lot of great advice and showed me how to do many things. Before long I had gained my footing and was ready to work too. I encountered many more challenges once I became a field representative, but by using the experience gained in my training and thinking and acting independently, I achieved good results, and was ultimately selected for the Rookie of the Year Award. I want to remember what I’ve learned so far as I keep pushing myself going forward.

Helping All Employees Care about Company Performance
with Special Bonuses and Profit Return Programs

To encourage all employees to care about our company’s performance, in additional to our standard bonus system, we give results-based-payments of 20% of each departments’ fiscal profits back to that department’s employees. The profits of each department are reported at management meetings, so all employees are aware of the performance of all departments, not just their own. This system has led our employees to think of company profits as responsibility that they themselves share. Instead of focusing on only the total value of orders received, or the completing some other objective for their own department, employees are now motivated to also consider profits as the ultimate goal of the company; a mindset which also facilitates their development as potential future company managers. We believe that the key reason why this initiative has worked is our relaxed and friendly corporate culture, and our fair and merit-based performance evaluation system. Even our appointment screening for new executives is open to any employee with the necessary credentials, business acumen, and drive necessary to lift themselves up to the next level of company involvement.

  • ・Profit Return Payment System
  • ・Innovation Achievement Award

Helping All Employees Care about Company Performance
 with Special Bonuses and Profit Return Programs


I remember being so surprised when I first heard about the profit return payment system. Knowing that I would be affected by the performance of my department and the company, made me think proactively about things like, “How can I increase profits?” and, “What can I do to improve department performance?” Not only me, but everyone in my department began to think about what they could do themselves, or how to work with the people around them as a team to get things done. Naturally, this also made us all better team players who liked to cooperate with and appreciated one another. Now, I feel motivated to keep making strides with them in our work.

Supporting Diverse Work-Styles to Create a Workplace Environment That’s Full of Smiles

At HEXEL Works, we believe that employing a variety of people helps make our organization more adaptable to changes in the work environment. That is why we strive to create a workplace where, no matter the age, gender, nationality, work or educational background, marriage or familial status, or personal values of an employee, they will find a place where they belong. We believe that having a good environment with a variety of viewpoints will lead to the exchange of opinions and to innovative ideas that will help our company continue to evolve. In addition, we have systems for helping turn even innocuous suggestions from our employees into realities, and have even produced products and internal systems from such valuable input. As a company, we want to continue to evolve and grow along with our employees.

  • ・Shortened work-hours system
  • ・Smart casual dress-code
  • ・Scholarship assistance program
  • ・Parallel career system
  • ・Legend certification system
  • ・Various types of paid leave
    (Marriage, maternity/paternity, child and family-care, anniversary)
  • ・Kurumin mark recipient

Supporting Diverse Work-Styles to Create a Workplace Environment That’s Full of Smiles


When I set my first day back at work after one year off for maternity leave, I was very worried about whether I could balance my responsibilities both as an employee and as a mother. However, thanks to our shortened work hours system and our special childcare leave that was separate from the normal paid leave allowance, I was able to adjust to my new lifestyle with no trouble at all. Sometimes, I would need to take a day off all of a sudden due to my child’s needs, but everyone in my department was always supportive when this happened, saying “Don’t worry about work, family comes first.” I feel so grateful to work with such kind colleagues; their understanding means just as much as to me as the company systems.

Year One

Year One

The Excitement of the
First Time on the Field

After a few weeks in training at the company headquarters, I took my first fledgling steps into the field. Naturally, every experience I had there was a brand new one. For the first half year, I learned the ropes of field work under the direct supervision of a veteran construction worker. This is was an important period for me to build up the foundational knowledge required of a field representative. My trainer loved to chit-chat and would crack the occasional joke, but when they turned to their work, they would get a serious look in their eyes. Getting to work so closely with someone so professional and committed to producing high quality and safe results helped me get into the right mindset myself. I learned each task by doing, helping wherever I could by pulling the trunk cable during wire-laying, preparing the materials to be used on site, and so on. I still remember the feeling of satisfaction as I got better at using nippers to trim electrical wire sheathing. As there were quite a few types of wires to learn about, not to mention all of the other different construction materials. The notepad I always carried with me also became an indispensable tool during those days. I spent a half year totally absorbed in learning all of the materials and processes of the work. Then, it was time for me to learn how to manage a construction project, under the watchful eyes of a field representative working as an electrical works project foreman. We meticulously checked whether all the wiring was routed, and every switch placed, exactly as diagrammed. Here as well, my trainer would first show me how to do something, then I would try it myself. We were always so busy buzzing around the construction site that a single day would just fly by. And also, as the year passed, what started as just an exposed steel frame of a building slowly began to take its final shape. This year was a truly enriching time in my career.

Field Representatives are Leaders in the Field

Field Representatives are our employees responsible for representing our company by being on site and directing and managing the work there. They have meetings with the general contractor and other facilities staff to make plans and ensure that the work proceeds smoothly. They also make the documents and diagrams necessary for construction, and give instructions to the professional builders who perform the actual construction work. Finally, they create and submit the necessary documents for proceeding with each phase of the project, and manage on-site safety. They are true professionals of the field, who assume the heavy responsibility of coordinating the entire staff and leading them to successful project completion.

Year Two

Year Two

Me, at the Center of the Field.

The objective of my second year was learning how to be a foreman myself and lead on-site work. Under the instruction of my supervisor, I would direct on-site workers based on diagrams that I myself made. I would also make work schedules based on plans provided by the general contractor. Other times, I would check the work content and progress, approve the installation of equipment based on working diagrams, supply lighting fixtures—the number of things I could do just kept growing! I also gained more autonomy in the field and got closer with the construction workers there. I would meet with the 20-some workers in the guard room, confirming and instructing when they would be on site, points to note during the construction work, and so on. I learned the importance of not only doing things for myself, but having the right people do certain things for me. The biggest change in my second year was that I was now answering questions and making decisions that my supervisor was handling the previous year. Of course, I still had to frequently ask my supervisor representative regarding certain decisions. One time I got a call saying there had been a slip-up during construction and now some repairs were necessary. I went to the site and spoke with the staff, but the discussions weren’t progressing well. So I called my supervisor, and he came in and straightened things out immediately. I wanted to be able to do that too, and soon. My supervisor was always resolute in his encouragement of me, saying, “Don’t be afraid of failure. Try your hand at anything you want to do. As field representative, I’ll take responsibility if anything goes wrong.”

Year Three

Year Three

The Last Step to
Stepping Out on Your Own.

Finally, I was at the run up to being able to steer the ship myself. I had learned how to do all the work required for a construction project, as well as how to make the various types of required documents. During my third year, I found myself reading more design schematics from the general contractor and making more working diagrams all by myself. I had learned the knack for creating a diagram that would easily translate into a final product that was both structurally sound and pleasing to the eye. I was able to confidently give instructions to the construction workers and respond to the demands of work in production. I really felt myself turning into someone who could manage an entire site. Cost is an important factor when managing field work. Once, when trying to procure some highly functional materials, I accidently ordered a higher-spec, more expensive variety. As the mistake had an effect on the profit ratio of the project, it was a hard lesson in always keeping cost in mind. However, after a mistake you have to just keep taking steps forward, keep on learning how to better pull your own weight. I’ve had countless experiences on the field, and filled countless notepads with all of my observations. I knew, “Next year, I’ll step out on my own.” I’ll be called upon by the workers I’ve spent so much time with and the other members of my company. Once the next construction project order comes in, I’ll be able to go out and handle it, and use my own hands to change a building from an idea to living, breathing reality. I couldn’t wait for what lay ahead.

The Three-Year Trajectory

We started the Three-Year Trajectory program for training new employees in 2013. The goal was to dedicate three years to teaching employees practical skills in the field, leading up to their debut as a field representative in their fourth year. The key point of this program was defining the steps for achieving this goal and providing instructions that were worked out to the level of specific actions. We then created a teaching method based on the actions necessary to train someone to grow while in the field. The first three years would be geared towards helping trainees know the field, move in the field, and manage the field, with them finally having the skill to manage the field alone by their fourth year.

Year Four

Year Four

Taking a Bow

At long last, the chance to be a true field representative! I came to the field office armed with budgets and working diagrams that I made. I was the only HEXEL Works employee on site, and at first, I couldn’t get used to all of the construction workers calling me boss. I was nervous during my first all-staff meeting, but once I started working on site, all of my apprehensions went away. Using the knowledge and experience I’d gained since joining the company, I was able to anticipate each process and plan ahead, and arrange with other workers based on the overall budget without any difficulty. Of course, there were still some things I did not know, but I could still talk about anything with my supervisor, now at a separate site, so I never lost heart. One day, circumstances called for a large change to the site. If we didn’t do something quickly, we risked not being able to receive the electric power on the day set by the general contractor. In electrical works, this is the first day when power flows through the electrical systems you’ve built; it’s an important milestone for the project as a whole. I discussed the issue with my boss, reviewing the overall progress and mulling over whether to revise some of the processes, while getting advice on how to negotiate with the associated companies and facilities staff. Finally, at the end of some negotiation, we worked out a plan for the construction work that would finish in time to make the original date for receiving power. That feat alone made me feel like taking a bow. Finally, it was the big day. With everyone’s help, the electricity was connected and the whole apartment building lit up. I felt such a sense of accomplishment as I watched my first job as a field representative come to fruition. I am always one to give my all in everything I do. Going forward, I would like to make that my brand in HEXEL Works, and continue to do great work in the field.

100 Million Yen in Year Four

The main objective of the Three Year Trajectory program is for an employee in their fourth year to be able to manage and supervise a construction project worth 100 million yen; that’s equivalent to a building with about 100 apartments. With this goal in mind, training seminars for all Three Year Trajectory trainees are held at several key points during the program. By giving them the opportunity to consolidate what they can do, what they know, and what they understand, young employees gain greater confidence and motivation for their continued growth. As a result, many participants in this program actually have achieved their goal and are working as field representatives on 100-apartment building sites. Having the skill to handle such a large construction project is proof that they have become proper field representatives.

Tatsuya Yamashita, Kobe Branch Engineer

Post-training Reflection

Tatsuya Yamashita, Kobe Branch Engineer

I joined the company and completed the Three Year Trajectory training program. Now, I am a field representative at a 40-apartment condominium site.

I acquired a lot of vital knowledge and skills in the field during the training program. The work site changes on a daily basis, as does the work to be done and the dangers to avoid. Keeping these factors in mind while giving instructions to my team is really satisfying work. I still have a lot to learn, but I will look to my supervisors and senior colleagues for assistance in seeing my building to completion.

Naoya Ishii, Kobe Branch Engineer

Comment from a Senior Employee

Naoya Ishii, Kobe Branch Engineer

Unlike working in a team with senior colleagues and supervisors, being the sole field representative on a site means having to manage the construction budget, diagrams, safety, and many other things all by yourself. It’s a lot of responsibility, but is also really satisfying, and is highly rewarded by the company. In particular, there’s a lot to worry about during your debut in the field, but your supervisors and the whole company are here to support you, so I hope you can take these challenges in stride.