Diversity, Equity & Inclusion |
Basic approach
The IDEC Group promotes diversity and inclusion (D&I), and aims to revitalize the organization and create new value by building a work environment where people with diverse values can work together, regardless of race, skin color, age, gender, sexual orientation, gender identity and expression, ethnicity or nationality, disability, pregnancy, religion, political party affiliation, union affiliation, military experience, protected genetic information, or marital status.
Promotion of Empowerment of Women
General Employers Action Plan for Promoting Women's Participation Based on the Act on Advancement of Measures to Support Raising Next-Generation Children (Next Generation Act)
The following action plan was formulated to promote the creation of a comfortable working environment in which employees can balance work and childcare, and all employees can fully demonstrate their abilities, as well as to establish an environment in which women can fully exercise their abilities and thrive in their professional lives according to their aspirations.
1. Planned period: Three years and one month from March 1, 2025 to March 31, 2028
2. Contents
| Goals | Measures | |
|---|---|---|
| 1 | Raise the female manager ratio at IDEC to 12% or more | March 2025: Strengthen diversity management training for leaders and managers |
| 2 | Improve the work environment so that 100% of employees, both male and female, can take childcare leave | April 2026: Introduce a special allowance system for employees who take over duties from those on childcare leave |
| 3 | Establish a financial support system for promoting women to managerial positions | March 2025: Submit an application for approval under the Cabinet Office’s company-led babysitter support program March 2025: Provide subsidies for extended daycare fees to female employees with children up to age three March 2025: Offer a lump-sum payment to female employees who return early from childcare leave |
*"Female manager" includes leader-class employees who are candidates for the next managerial position.
Development and appointment of female managers
As part of our efforts to develop an environment and culture in which a diverse talent can take on challenges,we have been pursuing initiatives to enable female employees to succeed. We set a target of increasing the number of female managers at IDEC on a nonconsolidated basis to 15 by the end of FY2025, and managed to achieve this goal ahead of schedule in FY2024, by conducting awareness training for all department managers who will be key figures in promoting the success of female employees, and by promoting initiatives such as selection-based training for female management candidates. In addition, we have set a new KPI to increase the female manager ratio at IDEC to 12% or more by FY2028.
IDEC is also working to address the issue of correcting the wage gap between men and women in Japan. The wage gap was 80.2% in FY2025. We are actively implementing selective training for female employees to increase effectiveness, and we are also strengthening our recruitment of female managers to promote women’s advancement.
The female manager ratio at our sites outside of Japan has been relatively high for some time.
Moreover, based on the Act on Advancement of Measures to Support Raising Next-Generation Children (Next Generation Act), we have compiled and practice an autonomous action plan, and we acquired a certification (the Kurumin certification) from the Minister of Health, Labour and Welfare in July 2017. We will continue to strive for measures to support work-life balance from now on.
Initiatives for Diversity and Inclusion
Recruiting and promoting a diverse range of human resources
To promote global business expansion, we hire a diverse range of talent irrespective of nationality, and make a point of developing an environment conductive to those from various backgrounds, including efforts to produce multilingual records of important meetings.
We also hire individuals with diverse experience, including DX and AI-minded personnel who are able to drive business innovation, and those with highly specialized knowledge that enables them to propose optimal solutions that address the issues faced by customers, or develop new products.
Going forward, we will continue to hire talent who possess the expertise and knowledge needed to strengthen our business.
Creating employment opportunities for people with disabilities
Since FY2022, we have applied a special corporate group exception to calculate the number of employees with
disabilities. At the end of FY2025, the ratio of employees with disabilities in IDEC unconsolidated was 2.5% and in the IDEC Group in Japan was 3.1%. As part of our efforts to create a company environment in which everyone can play an active role, in FY2025 we established a new Office Support Team at IDEC head office to promote the employment of people with disabilities.
Understanding of and support for LGBTQ+
Since FY2022, we have continued to provide in-house training on LGBTQ+ issues to create a work environment in which everyone can do their job well.
In FY2025, IDEC Group ran a group-wide LGBTQ+ Ally Campaign, registering employees who show support and understanding for LGBTQ+ people and awarding them with a certificate and a rainbow ribbon. We have established the “Guidelines for Creating an LGBTQ+ Friendly Workplace” in FY2026.
Development of a pleasant workplace environment
IDEC is promoting work style reforms that enable flexible working styles, such as improving work efficiency through digital transformation (DX), encouraging the planned use of annual leave and the taking of childcare leave by male employees, and introducing discretionary work systems and flexible working hours.
To improve the percentage of eligible male employees in Japan taking childcare leave, we have posted interviews with employees who had taken childcare leave on the company intranet and made efforts to increase awareness among supervisors. As a result, in FY2025, 92.3% of eligible employees took childcare leave.
From FY2026, we have been working to improve HR systems, and new initiatives are planned to create a workplace culture where everyone can work with peace of mind, including not only employees on childcare leave, but also colleagues who take over their work while they are away.
Reduction of long working hours
The IDEC Group is making a company-wide effort to promote Decent Work and prevent excessive work with the aims of realizing 100% use of annual paid leave.
In addition to the conventional "no-overtime work days", we encourage employees to leave work on time through calling on employees to leave early on the P.A. system. As a result, employees are required to compile and execute more efficient work plans, making them more conscious of working hours than before.
We also strive to increase annual paid leave utilization rates with emphasis on encouraging employees to seek mental and physical refreshment based on scheduled utilization of paid leaves. We are striving to create a workplace atmosphere that encourages taking holidays. For example, we give monthly feedback on individual leave utilization with the aim of realizing 80% or higher utilization.
We were also one of the first corporations to introduce the office hours interval system and take other pioneering measures to reduce long working hours.
In this way, we help our employees control their working hours, leave work early when their workloads are light, and shorten working hours so that they can devote more energy to having fuller private lives.
Systems for Supporting Life and Work Balance
We are expanding the scope of short-time work for childcare and family nursing care. Specifically, we have extended applicability of the childcare short-time work system from "until admission to elementary school" to "elementary school third grade". Also, in anticipation of revision to the law, we have expanded the scope of the family nursing care short-time work system to "three years in total". We also support life and work balance through exempting overtime work, limiting after-hours work and late-night work, and expanding application of the staggered work hours system for childcare to "until graduation from elementary school" and so on. In this way, we are striving to create an environment in which all employees are able to fully exhibit their capabilities.
Also, from the fiscal year ended March 31, 2017, anticipating revision to the law, we made it possible for employees to take half-day holidays for family nursing care and take nursing leave in up to three installments.
We actively promote awareness and encourage employees to utilize such systems by posting them on the intranet and so on. As a result, 100% of female employees returned to work after childcare leave, ratio of employees taking childcare leave 100% (as of the fiscal year ended March 31, 2024).
Data on Promotion of Decent Work
See the following for data related to promotion of Decent Work (childcare leave, annual paid leave utilization rates, etc.)