Développement durable

Human Resource Management

Human Resource Strategies

IDEC has established “Business foundation: Establish a management structure that promotes value creation, foster an organizational climate and develop human resources” as one of its four materiality goals. Corporate revitalization and strengthening human capital will be indispensable in order to achieve sustainable growth and increase our corporate value. Accordingly, we are carrying out various initiatives to this end based on the vision we established for 2030, and in coordination with the policies in the medium-term management plan and the sustainability KPIs. We have conducted an employee engagement survey since FY2020, and have made the resulting “Engagement score” one of our sustainability KPIs.

We are working to improve engagement by determining the current situation and the issues to be resolved and then implementing measures centering on priority issues. In addition, initiatives to promote decent work as well as diversity & inclusion will be essential to further expand our business activities globally. We will focus our efforts on hiring global talent and increasing the proportion of female managers to ensure human resource diversity.

We have defined filling important positions and conducting leadership training as medium to long-term human resource strategies. We will systematically select and train candidates to become the next generation of managers as part of our efforts to achieve sustainable growth for all Group companies.

■ Materiality & Sustainability KPIs

■ Human Resource Development, Diversity & Inclusion

Governance

In FY2023, a new Strategic Planning Division was established as an organization under the direct control of representative directors to work together to draft management strategies and personnel strategies. The new division, working in coordination with related departments, leads the formulation of long-term visions, medium-term management plans, sustainability KPIs, management and personnel strategies, and the managing of our management resources. Critical matters are referred to the Top Management Meeting, whose policy decisions are reported to the Board of Directors.

In addition, a new Decent Work Promotion Subcommittee was established in 2022 as a specialist subcommittee of the Company-Wide Health & Safety Committee. The subcommittee works to create a rewarding workplace environment and increase employee satisfaction in order to achieve employee well-being.

Strengthening of Human Resource Management Systems

We have introduced a personnel system that is based on our human resource development policy and employee engagement surveys.
We also conduct multifaceted evaluations and work to improve our training systems to strengthen human resource development. In addition, we created the Career Development Meeting as a mechanism for considering the development of each and every employee.

New Personnel System

Taking into account issues with the personnel system that came to light based on engagement surveys (matters related to evaluations, salaries, bonuses, promotion and advancement, etc.) we introduced a new personnel system in FY2023.
To accommodate diverse career aspirations, we provide multiple career courses and opportunities to meet individual requests and strengths, while enhancing the transparency of goal management (evaluation) and compensation, and conducting fair evaluations and delivering compensation that reflects the roles employees are expected to fulfill, their actions and job performance.

Multifaceted Evaluation System

In FY2023, we introduced a multifaceted evaluation system for managerial staff ranked general manager and above, and expanded the scope to managers starting FY2024. We conduct post-evaluation training for all applicable managers, and encourage them to change their self-perceptions and make behavioral changes by drawing attention to their regular duties and abilities to perform their responsibilities.

Career Development Meeting

Beginning in FY2023, we have held a Career Development Meeting as a new initiative to support employee growth and place the right people in the right jobs within the organization. At the Meeting, the department heads within each division gather to share and clarify issues relating to developing member capabilities and so on, study the allocation of roles, and consider employee training plans including future promotion.
Attendees also share feedback from group analysis of stress check data, and trends and opinions relating to self-reporting, in order to help to improve the working environment.

Training Programs

We have strengthened investments in human resources that are essential to support sustainable growth and have arranged a diverse range of training programs. In addition to well-organized in-house and external training programs and schemes to support career advancement, as part of efforts to develop global human resources we help each employee improve their skills with a range of training options including English language training in the Philippines and English learning with coaching for executives, and a diverse menu of online English education for regular employees.

Instilling and practicing the corporate philosophy and improving employee engagement

IDEC pursues initiatives designed to instill and put into practice “The IDEC Way”, its corporate philosophy. Specific activities include the display of posters internally, utilization of the corporate intranet and company newsletter and the distribution of credo cards. In the new personnel system that was revised in FY2023, definitions of roles and grades were revised based on “The IDEC Way” and linked to personnel evaluations.
To improve employee engagement, we conducted engagement surveys in FY2020 and FY2023, and have promoted initiatives to deal with the issues identified through those surveys. In FY2023 survey, the scores for the major metrics “Total Employer Attractiveness” and “Total Workplace Attractiveness” improved, and the scores for most of the other items showed improvement as well. However, we recognize three major issues that scored lower, (1) human resource development, (2) strengthening management abilities and (3) improving the acceptability of the personnel system. We have set sustainability KPIs based on these issues and have been taking steps to make improvements. We also incorporated questions on how “The IDEC Way” is put into practice in the engagement survey, and in FY2023 survey results there were higher scores on questions about the degree to which “The IDEC Way” was practiced by employees themselves, and by their superiors.

We have introduced an employee commendation system from FY2025. To ensure broad employee participation the system covers all employees except executive officers. Four theme-based categories and a Core Values category have been established, with a winner of the “President’s Award” selected in each category. In an effort to instill the Group philosophy, in the Core Values category we also established a category to recognize employees who embody the Group philosophy, are exemplary employees acting in accordance with the Principles - the specific approaches and actions to be aware of when working based on the Core Values.
We are committed to further strengthening our corporate foundations by instilling the corporate philosophy globally and improving employee engagement.

Risk Management

In materiality analysis, the risks and opportunities relating to human capital are mapped on the twin axes of stakeholder importance and business activity importance, and the risks associated with human capital as a “Business foundation” are integrated with the IDEC Group risk map and managed. Critical risk items are assessed and managed by the Risk Management Committee, and the risks and opportunities relating to human capital are reassessed annually at the Strategy Planning Division.

Metrics and Targets

The IDEC Group has made “Establishment of a management structure that promotes value creation, respect for human rights, and development of a corporate culture and human resources” one of its materiality goals, and has defined its vision for 2030.