Implementation Structure

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.

Human Resource Strategies

One of the four Materialities defined by IDEC is “Business foundation: Establishment of a management structure that promotes value creation, respect for human rights, and development of a corporate culture and talent.” As corporate revitalization and the strengthening of human capital are vital for sustainable growth and increasing corporate value, we have declared a 2030 vision and implement several initiatives in coordination with the medium-term management plan measures and sustainability KPIs.
To achieve further growth, it is necessary to strengthen investment in human capital throughout the IDEC Group. For this reason, we are going to introduce a new talent management system as the foundation of our global human capitals, and plan to make use of it to identify and appropriately place talented personnel. We will also drive globalization of the organization and conduct global engagement surveys.
IDEC also considers initiatives advancing the concepts of diversity equity & inclusion to be essential. To ensure diversity in our personnel, we are actively recruiting mid-career and global talents. In Japan, we are also taking steps to improve the ratio of female managers, to reduce the wage gap between male and female employees.
We have positioned the filling of key positions, global talents, and development of leadership talent as part of our medium- to long-term HR strategy. We are systematically selecting and developing top management candidates who will assume leadership responsibilities in the next generation.

■ Materiality & Sustainability KPIs

■ Diversity, Equity & Inclusion

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.

Human Resource Development

Training programs

The IDEC Group has increased investments in employees, which is essential to support sustainable growth, and developed our training system.
In particular, regarding English education, we decided to focus investment on a reskilling program, having previously supported self-development.
Specifically, we have expanded our range of English learning options with coaching and overseas study programs, as well as strengthening our cross-cultural understanding programs as part of new employee training. We are also raising our English language standards for management appointments and working to develop leaders who can play an active role globally.
Furthermore, we are working with the overseas group to expand overseas training, overseas secondments, and overseas transfers, etc., to an even greater extent than before and are working together to create an environment where employees can gain global business experience.

Global talent management

We have been making preparations to introduce a talent management system as a global human resources base. By managing personnel data such as skills and experience on a global basis, we will advance the visualization of human resources and maximization of organizational capabilities in an effort to discover talented human resources and allocate them appropriately. In Japan, we will consolidate human resource development plans, e-Learning, the organizational structure, survey management and other aspects based on skills and experience into a talent management system, and work to promote career development and improve engagement.