Développement durable

Materiality

Along with formulating its long-term vision for 2050 and interim vision for 2030 in 2023, IDEC reviewed material issues, incorporating enhancement of its human capital and governance under the heading “business foundation”. IDEC again reviewed some of its material issues in light of the external environment and other factors and, in addition to adding respect for human rights in 2024, also changed its interim vision for 2030.

Sustainability Targets and Progress

Areas for action have been established in order to achieve our vision for 2030, and sustainability KPIs have been selected for each area.

Material issues	Vision for 2030	Areas for action	Sustainability KPIs	FY2024 results	FY2023-2025 targets	Targets achieved
Productivity improvement	Contribute to improving the productivity and efficiency of our customers and society around the world by providing the IDEC Group’s long-cultivated control technology, products, and system solutions.	Develop products that meet new customer needs and strengthen our ability to propose solutions to customer issues	Solution ratio to sales	13.0％	12％	〇
Safety, ANSHIN, and well-being	Realize the optimum environment for both humans and machines to resolve societal issues to create safe and comfortable environment and achieve healthy, happy, and vigorous lives. Improve safety, productivity, and well-being through technology development, human resource development, management, and rulemaking.	Provide products and services that achieve customer safety, ANSHIN and well-being	CAGR in Safety & Explosion Protection Business (during the past five years)	6.5％	15％
			Cumulative attendees of safety & explosion protection seminars (Japan)	Increase 7.7％ YoY	Increase 5％ YoY	〇
		Achieve safety, ANSHIN, and well-being by fostering a culture of safety	Number of cumulative employees holding safety qualification*1	Increase 5.3％ YoY	Increase 3％ YoY	〇
			Frequency rate of industrial accidents*2	0.65	0
Climate change	Contribute to the reduction of the environmental impact of customers and society through the use of the IDEC Group’s technologies and products.	Promote development of eco-friendly products	Cumulative ratio of enhanced eco-friendly products to total new products (Cumulative total since FY2020)	73.5％	60％ or hither	〇
	Reduce CO2 emissions through the in-house use of renewable energy.	Reduce environmental impact at our business sites	Reduction ratio of CO2 emissions (Scope1&2, vs. FY2020)	Decrease 19.8％	Decrease 24％
			Renewable energy utilization ratio	14.5％	18％
			Reduction ratio of industrial wastes (vs. FY2020)	Increase 1.0％	Decrease 24％
Business foundation	Ensure a thorough understanding of “The IDEC Way” and stimulate the company by creating an attractive work environment that gives employees a sense of purpose.	Create a pleasant work environment	Engagement score (Japan)	－	Improvement in the scores for 3 main issues*3 (as compared to FY2023)
		Create a pleasant work environment	Ratio of males taking childcare leave*2	100％	90％	〇
	Conduct business with the highest ethical standards, respect human rights both at our company and in the value chain, and further strengthen corporate governance and compliance.	Respect for human rights Improve management transparency and effectiveness	Human rights and compliance training attendance rate (Japan)	100％	100％	〇
			Number of items with below average scores in the Board of Directors’ effectiveness assessment	26％	20％ or less
			Number of serious legal violations	0	0	〇
	Strengthen human capital to cultivate employees who will be able to create new value and innovate.	Promote of decent work and increase investment in human capital	Number of female managers*2 (including associates in the position of leader with subordinates	15	15	〇
			Average per capital training costs*2	JPY 59,000	JPY 70,000

*1 Number of employees certified as Safety Assessors, Safety Basic Assessors, Robot Safety Assessors, or Safety Officers
*2 IDEC unconsolidated
*3 Main issues: (1) human resource development, (2) strengthening management abilities, and (3) improving the acceptability of the personnel system