Together with Employees

Message from the General Manager of Human Resources Division

Without the growth of human resources, there would be no growth at IHI.

We are steadily strengthening human resources in keeping with our corporate philosophy of “human resources are our single most valuable asset.”
As our business becomes more globalized, global leader development is also essential. IHI hires outstanding talents worldwide, not just in Japan, and offers employees language and cross-cultural understanding training to strengthen abilities to perform on the global stage.
We are also reforming our work styles as one of a priority issues. In addition to being lean and standardizing tasks, we aim to thoroughly revise our work processes to improve employee productivity. To this end, we are establishing new ICT infrastructure and enhancing our work systems with systems for flexible work schedules and telecommuting. Such measures are helping to reduce work hours and create workplaces in which every employee feels increasingly motivated and empowered.

By creating environments in which diverse professionals can maximize their abilities, we expect to continue growing as a corporate group that values people — our single most valuable asset.

Associate Director,General Manager of Human Resources Division,Masato Shida

Masato Shida

Associate Director
General Manager of Human Resources Division

Basic policy

IHI strives to provide its entire workforce with workplace environments where all persons feel respected, welcome, motivated and rewarded.
We believe diversity is important to foster diverse viewpoints and to create the organizational culture of creation and innovation. We are rolling out a broad range of measures focused on women, non-Japanese nationals, people with limited abilities and senior workers, aiming to create workplaces in which people representing widely varying individualities and values can maximize their potential. Moreover, IHI recognizes the sanctity of human rights and endeavors to ensure full respect in all activities at all times.

Group Human Resource Management Policy

To achieve our Group Vision of "Devising reliable and convenient solutions that bring benefit to humanity and the environment as a global company," we develop supportive systems, workplace environments and a corporate culture that enable employees to realize their full potential while sharing common values.
In 2013, we introduced our Group Human Resource Management Policy for all Group employees. The policy includes measures for realizing ideal human resources by observing the key concepts of “group,” “global” and “diversity” in personnel hiring, deployment, development and evaluation.

Workforce Demographics

Workforce Demographics

IHI Group Workforce, by Region

Region Workforce
Japan 22,752
Asia Oceania 3,856
Americas 1,166
Europe,Middle East & Africa 1,885
Total 29,659

(As of March 31, 2017)

Workforce by Age and Gender (IHI Corporation)

Men Women Total
Under 30 1,810 263 2,073
30 to 39 1,994 302 2,296
40 to 49 2,083 349 2,432
50 to 59 1,168 84 1,252
60 and over 570 7 577
Total 7,625 1,005 8,630

(As of March 31, 2017,Includes regular and rehired employees)

Employees by Employment Status (IHI Corporation)

Men Women Total
Regular Employees 7,216 964 8,180
Re-hires 181 1 182
Second by other companies 228 40 268
Constants and contract employees 216 10 226
Part-time employees 83 389 472
Fixed-term employees 56 17 73
Total 7,980 1,421 9,401

(As of March 31, 2017,Note 1,307 part-time workers are excluded above)

Turnover Rate and Average Length of Service by Gender (IHI Corporation)

【Less than 3 years with company】
Men Women Total
Turnover Rate 4.9% 6.7% 4.2%

(Based on employees who entered IHI in 2014)

【Average years of service】
Men Women Total
Average Length 15.4year 11.1year 14.8year

(As of March 31, 2017)

Respect for Human Rights

Raising Awareness

IHI corporate philosophy specifies people as IHI’s single most valuable asset, a recognition of the importance of human rights. Activities to raise awareness of human rights began in 1981 with the establishment of the company-wide Dowa Promotion Committee. Recognizing IHI’s corporate social responsibility, a basic policy was formulated to support fair, nondiscriminatory treatment of human resources, which is now a key aspect of IHI’s business.
Each worksite has a local Dowa Promotion Committee based on plans and policies drawn up by the company-wide committee. In light of domestic and international trends and changes in the social environment, these committees undertake education and awareness activities to address a wide range of human rights issues relevant to each workplace, including the treatment of social outcasts. In FY2017, the name of the company-wide committee was changed to the IHI Group Committee for Promotion of Human Rights to recognize the broadening perspective and a group-wide approach of IHI’s human rights activities.
Outside Japan, relevant human rights issues include child labor and forced labor, which IHI is addressing from a global perspective.

In this context, IHI’s Basic Code of Conduct was amended in 2010 to include respect for human rights as a fundamental principle of the company. Since then, IHI has been implementing various relevant initiatives on an ongoing basis. The activities are reported to executive management, a reflection of their importance to the company. No human rights violation, including the use of child or forced labor, was reported in FY2016.

Human Rights Training

In 2016, 5,187 employees participated in position-specific training, training at IHI offices and plants, and training conducted by third parties, to deepen awareness and knowledge of human rights, compliance, harassment and more.

Equal Wages for International Recruits

IHI practices fair and impartial wage setting both in Japan and in international locations. Employees are treated equally-regardless of gender-and basic wages are set in the same manner.

Promoting Diversity

Promoting diversity is important towards creating an organizational climate that spawns creativity and innovation. Presently, diversity initiatives are focused on women, foreign nationals, persons with disabilities and the elderly.


To ensure a diverse workforce, IHI recruits human resources regardless of nationality, gender or age, and accepts candidates who have been out of school for up to three years.
In its recruiting practices, IHI selects suitable and capable candidates that fit the company’s standards for ideal human resources (sincere, dependable, creative and innovative; serve customers and society as a whole, contribute as team players; and act and perform like world-class professionals) described in the Group Human Resource Management Policy. Moreover, personnel assigned to candidate interviews, etc. are trained to follow fair and impartial recruitment practices.
To attract global talent, IHI provides a wide range of opportunities, including recruitment seminars in the U.S., U.K., South Korea and Singapore. Looking at the past five years, IHI hired 15 non-Japanese employees in 2012, 14 in 2013, 11 in 2014, 9 in 2015, 7 in 2016 and 8 in 2017.

Recruitment (IHI Corporation)

FY2015 FY2016 FY2017
Engineers 204(24) 229(21) 193(19)
Administrative 57(23) 59(19) 52(16)
Foreign nationals in the total above

Women indicated in ( )

IHI actively recruits mid-career employees, with 153 such people joining the company in FY2016. We conduct an annual symposium to inform mid-career recruits about career opportunities at IHI and to build networks. Also, we offer fixed-term employment contracts as a mechanism for shifting temporary staffers to regular employment. Under this system, six-month contracts can be renewed up to a maximum of three years and personnel who meet certain standards can be subsequently hired as regular employees.

Employment of Physically-challenged Persons

To create workplaces where anyone can work with ease, IHI encourages the employment of persons who are physically challenged. As of June 1, 2017, 2.01% of IHI employees had disabilities. We will continue to cooperate with public employment agencies to actively provide employment opportunities for workers with disabilities.

Employment of Disabled People

Employment rate at IHI Statutory employment rate
FY2013 1.87% 2.0%
FY2014 2.04% 2.0%
FY2015 2.17% 2.0%
FY2016 2.14% 2.0%
FY2017 2.01% 2.0%

(As of June 1 of each year)

Employment from Age 60

In April 2013, IHI revised its re-employment system to allow employees at the age of 59 to decide their retirement age anywhere between 60 and 65.
In addition to complying with Japan’s revised Law concerning the Stabilization of Employment of Older People, the system has assured an environment in which people can continue working actively beyond the age of 60. The system was further revised in April 2016, resulting in more than 80% of those aged 59 choosing to continued working.

Recruitment and Promotion of Women

To recruit more women, IHI has developed pamphlets, created a special webpage on the company's website and staged seminars for women candidates. This includes the Technical Recruitment Seminar for Women held on March 14, 2017 to provide female university students in technical fields with an idea of what it would be like to work for a heavy-industry manufacturer such as IHI.

Recruitment of Female University Graduates (IHI Corporation)

FY2013 33(3 technical and 20 administrative)
FY2014 31(11 technical and 20 administrative)
FY2015 47(24 technical and 23 administrative)
FY2016 40(21 technical and 19 administrative)
FY2017 35(19 technical and 16 administrative)

(As of April 1, 2017)

Recruitment Targets for Female University Graduates (IHI Corporation)

Current* Target
Administrative 34% 35% or above
Technical 10% 10% or above
University Graduates 15% 15% or above

*Average of last three years

「Panel discussion at seminar on promoting female roles in the workplace

Panel discussion at seminar on promoting female roles in the workplace

IHI has taken constructive steps to create work environments based on workforce diversity and helping individuals to reach their potential.
For example, in 2012, training was introduced for women in managerial positions to raise their awareness, enhance their leadership skills and support their networking efforts. A networking leadership program was launched in 2013 to support women employees in diverse business areas and in 2017 workshops, seminars and other activities were launched for a total of 12 women. One training program has provided seminars for women in managerial positions since 2013 and their superiors since 2014. At these events, female executives from diversity-minded businesses speak to the women about career development and to their superiors about the roles that they play in their development. Moreover, to groom women candidates for managerial positions, the Human Resource Division interviews the candidates' superiors.

Percentage of Women Managers (IHI Corporation)

April 2015 April 2016 April 2017
Total managers 2,847 2,630 2,626
Woman managers 60
14 19 21
46 47 47

Note: Figures in parentheses show female percentages.
Transferred managers included. Intragroup transfers not included in 2016 figures. Directors not included.

Targeted Percentage of Women Managers (IHI Corporation)

2018 Target 2020 Target
Percentage of all managers 3% minimum 3.5% minimum

Number of Woman Directors (IHI Corporation)

2020 Target
Number of Women Directors 1 minimum

Note: As of April 1, 2017, IHI had one female executive officer and one female external auditor.

Locally Hired Employees of Overseas Affiliates

Based on the Group Human Resource Management Policy stipulated in Group Management Policies 2013, IHI actively hires capable individuals regardless of gender, educational background, age or nationality, aiming to promote the diversity and global capabilities of its workforce. To achieve ideal human resources, as identified in the Group Human Resource Management Policy, each overseas base recruits candidates relative to the respective country's labor market and customs.
Since FY2014, IHI has conducted training to develop local managers at overseas bases, expanding such training in China and the Asia Pacific region in FY2016. In the past three years, 40 employees in China and 62 in Asia Pacific have completed such training. We will continue working to develop local personnel to manage business in each country.

Locally Hired Managers

Company Managers

*IHIAP includes IHIAPT.

FY2016 Topics

IHI offers various initiatives to help employees return quickly and smoothly after childcare leave and to balance work and child-raising.
In May 2017, an external consultation service called "Child-care Advisor" was established in addition to an existing internal consultation service. Child-care Advisors are specialists who advise on topics ranging from searching for childcare services to general child-raising concerns. Preparations for new internal childcare centers began in FY2016 and were completed at Soma Works in May 2017 and Mizuho Works in August 2017.
Moving forward, IHI will continue to ensure its work environments support work-life balance.

Creating Better Workplaces

Ensuring employee safety and well-being is an important issue for IHI.
Safety, hygiene and health issues across the group are reported to the Board of Directors every month.
Moreover, IHI takes constructive steps (managing workplace safety, hygiene and risk, providing mental healthcare, preventing harassment, building feelings of trust with labor unions, etc.) to create workplace environments where all group employees feel respected, welcome, motivated and rewarded, and can exhibit their full potential.

Health and Safety Management

IHI emphasizes health management because it believes that a satisfying and fulfilling work environment improves productivity. Currently, 12 full-time industrial doctors and about 45 full-time health nurses are supporting the management of IHI employees' physical health and mental healthcare.
Mental health education includes both remedial aftercare for people with mental illnesses and preventative measures promoting mental toughness. Everyone from senior managers to new employees is targeted as part of nurturing a robust workforce and pleasant work environment through various programs for mental health.
Additional measures address health issues such as metabolic syndrome, smoking and other unhealthy lifestyles.

Health management data (IHI Corporation)

FY2014 FY2015 FY2016
Employees with negative diagnosis in one or more categories 64% 63% 65%
Need special healthcare guidance
(metabolic syndrome)
20% 20% 20%
Smokers 27% 26% 26%

IHI is committed to eradicating work-related accidents and has established five group-wide safety principles as the basis for doing that.
At factories and construction sites, risk assessments are implemented to identify and mitigate potential hazards via strict verifiable countermeasures. Moreover, regular safety training is provided not only to supervisors, leaders and site managers but to all employees as well, in order to make workplaces accident-free. Support is also given to outside contractors at IHI work sites to raise the level of their safety management and, together with IHI, keep the work site safe.
Our health and safety initiatives are based on a logical and far-reaching occupational health and safety management system.

【5 Safety Principles】

  • Give first priority to safety over everything.
  • Don't do or make others do dangerous work.
  • Take measures to prevent accidents in advance.
  • Observe safety regulations.
  • Our own efforts prevent accidents.

IHI Group Work Hours Lost to Injuries

IHI Group Work Hours Lost to Injuries

Promotion of Work-Life Balance

Besides providing workplace environments that make jobs motivating and rewarding, IHI is always improving and adding programs and systems to help employees balance their professional and personal lives.
For example, the company offers flexible working hours, encourages employees to use paid holidays to take longer vacations, allows employees to take time off for childcare and nursing obligations, and requires worksites to shut down at certain times.

Employees with reduced work hours (IHI Corporation)

FY2012 130
FY2013 137
FY2014 151
FY2015 145
FY2016 149

Employees who utilized childcare leave (IHI Corporation)

FY2012 406
FY2013 420
FY2014 400
FY2015 622
FY2016 674

Employees who utilized nursing-care leave (IHI Corporation)

FY2012 5
FY2013 3
FY2014 2
FY2015 8
FY2016 11

Employees Who Took Childcare Leave and Returned to Work (IHI Corporation)

FY2012 101(95% returned)
FY2013 89(100% returned)
FY2014 92(100% returned)
FY2015 82(100% returned)
FY2016 89(100% returned)

Average leisure holidays acquired (IHI Corporation)

FY2012 16.14 days
FY2013 16.27 days
FY2014 16.02 days
FY2015 15.92 days
FY2016 16.50 days

Each year, IHI formulates a working-hours policy to promote a healthy work-life balance, by limiting non-essential overtime. The key initiatives under that policy are to promote work efficiency and delegate tasks among employees. Other activities serving that same purpose include having individual divisions craft action plans, shutting down all of our works at the same time, and reporting overtime conditions to the Board of Directors.

Average monthly overtime(IHI Corporation)

FY2012 21.8 hours
FY2013 22.7 hours
FY2014 23.3 hours
FY2015 23.8 hours
FY2016 23.9 hours

Partnership between Labor and Management

IHI concludes labor agreements with IHI labor unions based on mutual understanding and trust.
Various labor-relations councils are organized in accordance with labor agreements, including workers' councils to promptly resolve day-to-day issues, management councils to discuss management initiatives and financial results, and production councils to maintain and improve productivity in works divisions.

Labor Union Membership (IHI Corporation)

Region Members Region Members
Musashi 1,795 Tomioka 667
Tokyo 1,542 Aioi 505
Yokohama 1,461 Kure 501
Soma 913 Nagoya 500
Total 7,884

(As of March 31, 2017)

IHI management and labor are provided with abundant opportunities for dialog under the I-Project group-wide initiative. In FY2016, meetings to exchange views and ideas were held at seven IHI offices and nine group companies. Moreover, when management visited factories and worksites, time was provided for them to tour the sites and interact with employees.
The Management Council gathers management and labor for meetings to explain corporate policies and hear union proposals. The IHI president joins three meetings each year.

Moreover, regular patrols of plants and construction sites are conducted through collaboration between management and labor to ensure that safety and hygiene are being properly managed.

Addressing Labor-related Complaints

Based on labor agreements, IHI operates a committee to promptly respond to labor-related complaints from employees in a fair manner, ultimately to realize harmonious work environments. No complaints were raised in FY2016.

2016 Topics

Certification under Health and Productivity Corporations 2017 (White 500)

Certification under Health and Productivity Corporations 2017 (White 500)

Four IHI companies (IHI Corporation, IHI Scube, IHI Plant Construction and Niigata Power Systems) were certified under the Health and Productivity Corporations 2017 (White 500) program operated by Japan's Ministry of Economy, Trade and Industry. The certification recognizes initiatives taken under the Group Health Management Declaration relating to workplace vitalization and promotion of healthy lifestyles for employees and their families by reducing health risks and improving the health of individuals and the organization.
In addition, IHI was ranked in the highest level under the DBJ Health Management Ranking program run by the Development Bank of Japan.

Human Resource Development

Human Resource Development Initiatives

HR training is based on the Group Human Resource Development Policy.
Level-specific training spanning the workforce, from new recruits to newly appointed managers, is implemented via programs and curricula based on principles for ideal human resources described in the Group Human Resource Management Policy. There are also training courses for grooming executives, global human resources and women managers. Moreover, optional open seminars are offered to help employees hone specialties.
To ensure that training remains consistent with evaluations and deployments, a series of three interviews is administered to all employees over the course of a year. Results are fed back to employees to help them reinforce their positive qualities and work on any weakness, thereby helping them to develop further.

Development of Global Human Resource

Activity with professors from SRM University in India

Activity with professors from SRM University in India

The IHI Group invests time, money and effort into developing human resources who can perform in the global arena. This includes overseas training. In 2016, 30 persons were sent to India for intensive training and one person was dispatched to the International Potential Development Internship Program sponsored by Japan's Ministry of Economy, Trade and Industry. These overseas training programs not only support the acquisition of language skills but also provide more in-depth exposure to different cultures. As for language training in Japan, booths were set up at business sites in 2013 so that employees could practice their English in between jobs. In 2016 alone, some 342 persons attended conversational sessions. In addition, language classes and seminars on cross-cultural understanding are open to all employees. Under the principle that there is no growth of IHI if there is no growth of its human resources, we established the IHI Group Human Resources Development Policy and are developing our human resources by enhancing training programs and facilities.
In April 2015, we started the operation of the IHI Human Resources Development & Communication Center, called I-STEP Shonan, a core facility for human resource training located in Yokosuka, Kanagawa Prefecture. More than 10,000 group employees from Japan and overseas have used the facility as of March 2016. This will be more than just a training facility – we will use it as a place for members of IHI Group from around the world to gather, share our corporate philosophy and values, actively communicate, and learn and grow together.

Passing Skills Along to Others

Highly Skilled Casting

Highly Skilled Casting

Each IHI production facility is in charge of specific manufacturing skills, such as welding and machine work, that must be passed along to the next generation. Employees with specialized skills are designated as takumi (master artisans) and are assigned to train younger workers.
In FY2016, 45 employees were certified as new takumi.

Employees Certified as Takumi in FY2016

Welding 6
Assembly 6
Machine work 14
Testing/Inspection 10
Maintenance 3
Other 6
Total 45

Human Resource Development System

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Participants in Main Training Courses and Total Training Hours (IHI Group)

Participants Hours of training
Position-specific 2,500 1,270,000
Open lectures 5,600 55,000