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.

Creation of employment opportunities for persons with disabilities, and initiatives to provide opportunities for activity

Since FY2022, we have applied a special corporate group exception to calculate the number of employees with disabilities. As of the end of FY2024, the number of employees with disabilities within the IDEC Group in Japan was 37 (converted number: 45), resulting in an employment rate of 3.0%.
Our Group company APEM has also actively engaged in hiring disabled persons, and the rate of employees with disabilities in its head office in France is 8.6%.

Understanding of and support for LGBTQ+

In FY2022, we began in-house education relating to LGBTQ+ issues to establish a workplace environment that enables all people to work with energy and enthusiasm. We conduct training for people who serve as in-house consultation contacts and post specific information on the company intranet regarding basic responses to persons coming so it can be read by all employees in order to deepen understanding of LGBTQ+ issues. We will continue to work to create an environment in which employee identities are not compromised.
 

Development of a pleasant workplace environment

“Decent work” is defined as “rewarding employment (work) which has high consideration for humanity,” and also as “productive work in which the rights of each individual are ensured, sufficient income is generated, and appropriate social protection is provided.”We have implemented various workstyle transformation initiatives, such as increasing work efficiency through DX, building an IT infrastructure that includes telephones, etc., introducing a planned paid holiday program, and encouraging male employees to take childcare leave.
To enable more flexible working styles, we have launched discretionary work and we are currently reassessing flex-time systems, existing work-from-home programs and special leave systems.

Moreover, in FY2023 we established a Decent Work Promotion Subcommittee to strive to create a rewarding workplace environment where employees can work with ANSHIN, in order to increase employee satisfaction and achieve employee well-being. The following objectives have been established and cross-departmental information sharing and company-wide policies are currently being studied.

Through coordination by relevant departments beginning with the Decent Work Promotion Subcommittee, IDEC will work to create a work environment that is rewarding for all employees.

・Optimization of working time management
・Support for balancing career and family
・Achievement of flexible work styles
・Support for empowering women

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).