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Diversity, Equity, and Inclusion

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Approach

Based on the IHI Group ESG Management (announced in November 2021), Group Management Policies 2023, and Group Human Talent Strategy 2023, the IHI Group is working to promote diversity, equity, and inclusion (DE&I).
To solve social issues through business activities, it is necessary to incorporate perspectives from the Group’s diverse human resources into its practices to grasp the needs and issues of the consumers that make up society so that we can achieve a society offering safety, security, and prosperity. Additionally, the backgrounds, experiences, and individuality present in this diverse group bring fresh perspectives to the Group, and they will become the driving source for promoting change.
The IHI Group is aiming to transform its organizational ethos to incorporate a DE&I approach into the corporate culture and leverage the power of diversity to create value, recognizing and respecting the differences between individual employees and focusing on building an environment and an organization in which each employee can maximize the full potential of their own personality.

Policies

IHI Group Human Resource Management Policy
IHI Group Human Rights Policy

Governance

Human Rights—Governance

Strategy

Risks

If DE&I is not ingrained into the IHI Group’s corporate culture, this may result in a lack of diversity within the organization, making it difficult to coordinate and collaborate with various stakeholders and inhibiting the creation of new ideas and innovation. Moreover, when management and workplace environments are based on homogeneity, it becomes difficult for each employee to perform to the best of his or her abilities, which may lead to a decline in their engagement. In addition, a lack of diversity in management decision-making could have a negative impact on the performance and financial health of the IHI Group.

Opportunities

The IHI Group believes that instilling DE&I in the organization is vital for enhancing corporate value creation. Incorporating the perspectives of diverse human talent into the business will enable the Group to realize flexible decision-making that is not hidebound by conventional wisdom. Furthermore, it can be anticipated that, in an organization in which DE&I is deeply ingrained, and in which each employee therefore feels that they are respected and fairly evaluated, employee motivation will be enhanced, thereby strengthening operational performance. In addition, DE&I can invigorate both internal and external communication, thereby enhancing the perceived social value of the enterprise (for example, by ensuring that corporate activities proceed more smoothly), which will help to raise corporate value.

Risk Management

The IHI Group is monitoring the following items to assess the extent to which understanding of DE&I has penetrated into the organization and among employees, and to assess the current state of diversity implementation.

  1. DE&I-related training status and survey response results
  2. Employee engagement survey results
  3. Female manager ratio
  4. Diversity Index

DE&I-Related Training Status and Survey Response Results

The IHI Group provides a variety of training and awareness-raising opportunities for employees to strengthen their understanding of DE&I and to learn how to put it into practice. Through these initiatives, the Group monitors training implementation status and related survey response results in order to determine the extent to which understanding of DE&I has been instilled. From the results obtained in monitoring in fiscal 2024, it was determined that understanding of DE&I was gradually taking root, but that actual results and meaningful change were not readily apparent, so the Group is rolling out more concrete measures to realize practical implementation.

Employee Engagement Survey Results

The IHI Group believes that the extent to which employees understand and are aware of the need to respect and promote diversity can be seen in employee engagement survey results, and so the Group monitors the results of an employee engagement survey which is administered to employees (both within and outside Japan) annually. The results of this monitoring to date show a correlation between the penetration of DE& I awareness and the responses to survey questions relating to “respect for the individual,” so this is being used effectively as an indicator.

Female Manager Ratio

One of the indicators that the IHI Group uses to gauge the progress made in measures to promote the advancement of female employees is the monitoring of the percentage of managers who are female. As of April 2024, for IHI Corporation this percentage was 5.8% (with a total of 153 female managers), representing a steady increase. Also, for the Group’s affiliated companies in Japan, they are disclosing their female manager ratios, as required by law. Going forward, the Group will continue to monitor the female manager ratio and implement measures aimed at raising it.

Diversity Index

To get an objective picture of how thoroughly DE&I has been instilled, the IHI Group is monitoring basic knowledge and awareness of DE&I, and DE&I-related action, through the implementation of the Diversity Index training program, which targets senior executives and managers at IHI Corporation and at affiliated companies in Japan.
The Diversity Index assesses participants’ knowledge of the enterprise’s organizational systems as they relate to diversity, and also measures their own basic knowledge of, and actions relating to, DE&I. The scores are used to analyze the level of penetration of DE&I in the company.
This program has been implemented for two consecutive years, starting in fiscal 2023. It is apparent that, while there has been an improvement in basic knowledge relating to diversity, there has not been a significant change in attitudes or behavior. With this in mind, in fiscal 2025, the Group will be focusing on initiatives that incorporate a DE&I perspective into individual employees’ work and workplaces.

Metrics and Targets

DE&I Targets and Results

(Scope: IHI)

KPI Target Target Year FY2021 FY2022 FY2023 FY2024
Female recruitment rate University graduates: About 20% 2026 20.2% 14.3% 19.8% 19.8%
Ratio of female Managers 7% 2026 3.9% 4.7% 5.3% 5.8%
15% 2030
Ratio of female Officers 30% or more 2030 18% 18% 18% 29%
Ratio of employees with disabilities 2.7% 2026 2.39% 2.55% 2.62% 2.58%
Percentage of eligible male employees taking paternity leave or paid time off for childcare Promote all applicable male employees to take childcare leave of at least a week, and promote 2 or more weeks 2025 70.8% 90.1% 124.9% 231.7%

Education and Training

DE&I Training Participants

(Unit: People)

Item Targets FY2021 FY2022 FY2023 FY2024
DE&I Diversity Index Management and key positions at IHI and Group companies within Japan ─ ─ 5,461 5,598
DE&I Heated Classroom Divisions that wish to participate ─ ─ ─ 1,000
Seminars relating to DE&I IHI and Japanese Group company employees ─ ─ 600 364
DE&I experiential activities IHI and Japanese Group company employees ─ ─ ─ 432
E-learning seminar on unconscious bias IHI and Japanese Group company employees ─ ─ ─ 19,671
Female empowerment and work-life balance support Career Transit Program Female employee candidates for managerial positions in IHI and Group companies in Japan ─ ─ ─ 173
Coexistence Support Seminar IHI and Japanese Group company employees 388 281 483 362
Active participation by diverse human resources LGBTQ+ Ally conference IHI and Japanese Group company employees 35 ─ 99 110
Training and exchange of employees from abroad IHI and Japanese Group company employees ─ ─ 12 16

Recruitment Results

New Graduate and Mid-career Recruitment Results

Human Resource Management—Recruitment Results—New Graduate and Mid-career Recruitment Results

Board Diversity

Number of Officers*

(Unit: People, Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Number of Officers 17 17 17 17

Male Officers

 14 14 14 12

Female Officers
(Of which, outside officers)

 3 3 3 5
(3) (3) (3) (4)

As of July 1 each year, members of the Board of Directors and Audit & Supervisory Board.

Ratio of Female Officers*

(Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Ratio of female Officers 18% 18% 18% 29%

As of July 1 each year, members of the Board of Directors and Audit & Supervisory Board.

Management Diversity

Number of Managers (by position, gender)*

(Unit: People, Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Number of Managers 2,763 2,643 2,707 2,622

Male Managers

 2,656 2,519 2,563 2,469

General Managers

 1,065 1,004 1,026 978

Section Managers

 1,591 1,515 1,537 1,491

Female Managers

 107 124 144 153

General Managers

 31 38 39 42

Section Managers

 76 86 105 111

As of April 1 each year.

Ratio of Female Managers*

(Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Ratio of male Managers 96.1% 95.3% 94.7% 94.2%

Ratio of General Managers

 97.2% 96.4% 96.3% 95.9%

Ratio of Section Managers

 95.4% 94.6% 93.6% 93.1%
Ratio of female Managers 3.9% 4.7% 5.3% 5.8%

Ratio of General Managers

 2.8% 3.6% 3.7% 4.1%

Ratio of Section Managers

 4.6% 5.4% 6.4% 6.9%

As of April 1 each year.

Ratio of Managers in Revenue-Generating Divisions (Business Divisions)

(Unit: People, Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Managers in business divisions

Total

 ─ ─ ─ 2,009

Male

 ─ ─ ─ 1,928

Female

 ─ ─ ─ 81

Female ratio

 ─ ─ ─ 4.0%

Number of Managers Among Employees from Abroad*

(Unit: People, Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Number of Managers 14 16 22 18

Of which, General Managers

 3 3 7 3

Of which, Section Managers

 ─ ─ 15 15

As of April 1 each year.

Diversity in Technical Roles

Number of Employees in STEM-Related Roles (Technical Roles)

(Unit: People, Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Number of Employees in STEM-Related Roles (Technical Roles) ─ ─ ─ 1,007

Male

 ─ ─ ─ 883

Female

 ─ ─ ─ 124

Female ratio

 ─ ─ ─ 12%

Wage Disparity

Male-Female Wage Disparity*

(Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Male-Female Wage Disparity ─ 64.4% 65.9% 67.0%

Male-Female wage disparity among employees = (Total amount of salary paid to all female employees in the current fiscal year / Total number of female employees in the current fiscal year) ÷ (Total amount of salary paid to all male employees in the current fiscal year / Total number of male employees in the current fiscal year)

Ratio of Employees

Ratio of Employees with Disabilities*

(Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Ratio of Employees 2.39% 2.55% 2.62% 2.58%

As of June 1 each year.

Re-employment Rate of Employees at Retirement Age

(Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Re-employment rate of employees at retirement age 78% 100% 81% 78%

Work-Life Balance

Work Hours

(Unit: Hours per person, Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Monthly average overtime 18.9 21.6 21.9 21.3
Annual work hours 1,948.3 1,984.5 1,972.7 1,966.5

Average Annual Paid Vacation Days Taken

(Unit: Days, Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Average annual paid vacation days taken 17 19 20 20

Leave Acquisition Status

(Unit: People, Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Employees who have used the reduced work hour program 158 140 141 167
Employees who have taken childcare leave 935 1,010 995 1,212
Employees who have taken parental leave 128 198 185 233

Male

 60 78 89 142

Female

 68 120 96 91
Percentage of employees who return to work after parental leave 100% 99.6% 98.3% 100%
Employees who have taken nursing care leave 6 3 10 13

Ratio of Male Employees Who Took Paternity Leave or Paid Time Off for Childcare (1 Week or More)*

(Scope: IHI)

Item FY2021 FY2022 FY2023 FY2024
Ratio that took leave 70.8% 90.1% 124.9% 231.7%

Male employees who took applicable leave or paid time off during the respective fiscal year divided by male employees who had a child born during the respective fiscal year.

Initiatives

Promoting DE&I

Fostering a New Organizational Culture

The IHI Group has set 2024 as the year to broadly launch DE&I efforts, and has been actively rolling out training programs and experiential content to spread awareness and understanding of DE&I among the Group’s employees. More specifically, the Group has been arranging DE&I Heated Classroom activities, which visit individual units on request to provide training regarding the need for DE&I and to provide hints on integrating DE&I into the workplace, as well as DE&I training programs for senior executives and managers, and a new e-learning program for all employees that incorporates practical dialog tasks in the workplace. In addition, the company-wide meetings that bring together all of the IHI Group’s global business locations have featured panel discussions, with the Chief Executive Officer (CEO) participating, to disseminate to employees the message of how important DE&I is to the IHI Group.

Empowering Female Employees

The IHI Group is recruiting and developing female hires in key roles to promote to middle and top management while also defining various goals to build a workplace environment where they can actively participate.
Specifically, the Group is implementing the Career Transit Program, an innovative training program which integrates initiatives in the workplace such as cultivation and coaching by supervisors with targeted career development for female employees who are candidates for managerial positions, opportunities for dialogue with other female employees in senior roles, and provision of support by internal and external mentors.
Regarding wage disparities between male and female employees, these are due partly to the fact that the share of regular female employees who hold managerial positions is lower than the corresponding figure for men, as well as the relatively small number of female employees in senior management positions, and the fact that male employees tend to work longer hours (including overtime). Taking these factors into account, going forward the Group will continue to promote the creation of a workplace environment where women can thrive.

Empowering Employees from Abroad

The IHI Group is working to create an employee-friendly workplace environment where diverse human talent can fully realize their potential regardless of nationality or cultural background.
As part of these efforts, within Japan the Group provides Japanese language training for new employees from abroad before they commence their employment. Furthermore, upon assuming their roles, cross-cultural awareness training sessions and social events, for the purpose of networking among employees, are implemented. Employees from abroad also encounter problems unique to foreign nationals, so the Group has put in place consultation services and is also proceeding with measures to build an environment in which employees from overseas can work with peace of mind, for example by taking religious and cultural needs into account (e.g., through the provision of prayer rooms).

Empowering Local Employees Overseas

The IHI Group is working to accelerate its global expansion through the proactive recruitment of human resources with roots in the local community, while taking into account the unique labor market and practices of each country.
Furthermore, in terms of human resource development and allocation, the head office works together with each unit to support the implementation of measures established at each overseas production site and business division according to current conditions and needs.
In the future, the IHI Group will continue to drive the building of the foundations needed for human talent to play an active role throughout the Group, worldwide.

Empowering Employees with Disabilities

The IHI Group promotes the empowerment of employees with disabilities. As part of its recruitment activities, the Group builds relationships with local employment support organizations for people with disabilities, schools for the deaf, and others, linking them to its recruitment activity efforts.
In 1992, IHI established an organization at its head office specializing in helping employees with disabilities to maximize their potential. From 2018, IHI has been providing support tailored uniquely to each employee through specialized support staff, with assistance programs in place, covering work and general aspects of company life, thereby supporting the career development of each employee by providing an environment conducive to further growth and success. To date, a similar organization has been established at each of the Group’s sites in Yokohama, Akishima, and Soma to provide an opportunity for employees with disabilities to fulfill their potential.
In order to resolve problems faced by employees with disabilities while helping to implement better human resources measures and support Group companies, IHI has been a member of the Accessibility Consortium of Enterprises (ACE) since fiscal 2013, sharing its recruitment guidelines and employment case studies with other ACE member companies. These efforts to support the active participation of employees with disabilities and provide appropriate workplaces received recognition with the presenting to IHI of ACE Awards in the Individuals division and Environment-Building division in 2024.

Building an Inclusive Workplace Regardless of Sexual Orientation or Gender Identity

The IHI Group is creating a working environment where LGBTQ+ employees can reach their full potential regardless of sexual orientation or gender identity.
To take just one example, the IHI Group actively engages in LGBTQ+ ally*1 activities. The Group believes that expanding the ally mindset of not denying the SOGI*2 identity of anyone, not judging, and not talking about people’s identity to others without their consent, help to realize a workplace environment where everyone can work comfortably. Striving to promote understanding among all of its employees in Japan, the Group has established an e-learning program and has made information available through the company intranet. As a result of these efforts, there are now over 3,000 people who have declared themselves allies.
In fiscal 2024 the Group sponsored Tokyo Rainbow Pride 2024 and had a corporate booth at the event for the first time; a total of 100 volunteers, including 10 senior managers and 90 employees and their family members or partners took part in the Pride Parade. In December 2024, the Group held an online ally conference, at which the director and lead actors of an LGBTQ+ awareness-raising film talked with the participating allies.
In addition, IHI has also set up various different personnel programs. With the exception of congratulatory and/or condolence money, special paid leave, and other welfare and work benefits that are excluded due to legal requirements, same-sex partners are treated no differently than spouses. IHI has also developed a system for managing labor based on the name that employees adopt for business purposes and self-identified gender. Moreover, IHI has a system in place for accepting consultations regarding SOGI harassment*3 at its harassment consultation desk, as well as a contact window where people can anonymously seek consultation regarding LGBTQ+ support.

  1. Ally: Allies refer to people who understand and support LGBTQ+. Anyone can be an ally, even if they do not identify as LGBTQ+.
  2. SOGI: Sexual orientation and gender identity
  3. SOGI harassment: Harassment related to sexual orientation or gender identity.

Work-Life Balance Support System

Childcare

The IHI Group has put in place various support systems to help employees balance their work and childcare responsibilities. To spread awareness of these systems and encourage employees to make full use of them, three handbooks have been compiled and distributed, for employees taking childcare leave, male employees, and managers, respectively. The Group also implements annual training for employees returning to work after taking childcare leave, to help employees returning to work, their supervisors, and other interested employees to think about how work and personal responsibilities can be balanced after returning to work, and about related career development issues. In addition, the Group has established contact windows (including access to external experts) to provide support tailored to employees’ individual circumstances and needs, and it provides related employee welfare support, including subsidies for childcare equipment purchase and contracting with external service providers to help arrange babysitting services.
The Group also provides support for employees who wish to have children, by distributing leaflets to inform employees of the systems that they can use to access infertility treatment.

Support Systems Relating to Pregnancy, Childbirth, and Childcare
Name of System or Initiative Main Features or Content Paid/Unpaid Scope of Application
Childbirth leave If the applicant employee is the person giving birth, the leave can be taken from 8 weeks prior to the birth (16 weeks in the case of twins, triplets, etc.) to 8 weeks after the birth. If it is the applicant employee’s spouse who will be giving birth, then the applicant employee can take up to 10 days’ leave between the date of giving birth (or the date of going into hospital if the birth takes place in hospital) and the child’s first birthday. Applicant employee is giving birth: Unpaid

Applicant employee’s spouse is giving birth: Paid		 Applicant employee is giving birth: IHI and 37 affiliated companies in Japan (Of these, 10 affiliated companies have a different number of days of leave)

Applicant employee’s spouse is giving birth: IHI and 36 affiliated companies in Japan (Of these, 7 affiliated companies have a different number of days of leave)
Childcare leave Can be taken until the last day of the first April after the child’s first birthday. This can be extended until the age of three for reasons such as being unable to secure a day-care center place for the child. Unpaid IHI and 37 affiliated companies in Japan (Of these, 7 affiliated companies have different ages to which leave availability can be extended)
Shortened working hours for childcare Employees who take care of children can have their monthly working hours shortened by an amount equivalent to 3 hours × the number of days per month on which the employee is required to work, up until the time when the child finishes elementary school. Unpaid for the shortened working hours IHI and 36 affiliated companies in Japan (Of these, 10 affiliated companies have different policies regarding the amount of time by which working hours can be shortened and/or regarding the age until which this is available)
Childcare leave Employees who take care of a child can take this leave to meet childcare or nursing care provision needs until the time when the child finishes elementary school (up to a maximum of 35 days per child, starting from the date of childbirth). Paid IHI and 31 affiliated companies in Japan (Of these, 8 affiliated companies have a different number of days of leave)
Child nursing care leave Employees who take care of a child can take up to 10 days of leave per year to provide nursing care for their child, until the time when the child finishes the third year of elementary school. Unpaid IHI and 37 affiliated companies in Japan (Of these, 10 affiliated companies have a different number of days of leave)
In-house day-care center Employees can make use of the in-house day-care center located at the Soma Office and Mizuho Aero-Engine Works. ─ IHI Group
Childcare advisor service This service can be used for toll-free telephone consultations, and for in-person interviews or phone or e-mail consultations, with specialist advisors. Employees’ spouses can also make use of the service. ─ IHI Group
Babysitting service Employees can enjoy exemption from joining fees and annual membership fees, and reduced service charges, for the use of babysitting services provided by specified companies. ─ IHI and 43 affiliated companies in Japan that are eligible for use
Support system for infertility treatment Employees who need to visit a hospital for infertility treatment can, on submission of an application supported by a doctor’s diagnosis, have their monthly working hours shortened by an amount equivalent to 3 hours × the number of days per month on which the employee is required to work. ─ IHI

Care Provision

The IHI Group has put in place various support programs to help employees balance work and care provision. More specifically, the Group aims to make it possible for all employees to access information about care, by compiling handbooks that outline how to approach care provision and how to make effective use of the systems put in place to support balancing work and care responsibilities, which are distributed to new employees and other interested employees, as well as being made available on the Group’s intranet.
In addition, besides organizing seminars by external lecturers, the Group has also set up a contact window for the provision of consultation services by a specialist external organization, to provide support tailored to the circumstances and needs of each individual employee.

Support Systems Relating to Caregiving for a Family Member(s)
Name of System or Initiative Main Features or Content Paid/Unpaid Scope of Application
Caregiver leave Can be taken to provide caregiving by employees with a family member(s) requiring caregiving. Does not have to be taken all at once. Unpaid IHI and 37 affiliated companies in Japan
Short-term Leave for Caregiver Can be taken to provide caregiving by employees with a family member(s) requiring caregiving (up to a maximum of 15 days per year per family member requiring care) Paid for the first 10 days, unpaid from the 11th day onward IHI and 37 affiliated companies in Japan (Of these, 11 affiliated companies have a different number of days of leave, or a different number of days of paid leave)
Shortened working hours for caregiving Employees who engage in caregiving for a family member(s) can have their monthly working hours shortened by an amount equivalent to 3 hours × the number of days per month on which the employee is required to work. Unpaid for the shortened working hours IHI
External consultation window to provide support for balancing work and caregiving for a family member(s) This service can be used for toll-free telephone consultations, and for e-mail consultations, with specialist advisors. Employees’ family member(s) can also make use of the service. ─ IHI Group

Medical Treatment

The IHI Group provides appropriate work-related measures and consideration for treatment requirements, for those employees with health issues who need to undergo repeated, ongoing treatment. By putting in place a flextime system, provision for reduced working hours so as to be able to make regular visits to hospital, and a contact window to facilitate balancing the needs of work and treatment, the Group provides support to help employees stay healthy.

Support Systems Relating to Medical Treatment
Name of System or Initiative Main Features or Content Paid/Unpaid Scope of Application
Special work system to support employees returning to work after illness or injury This system provides support for a smooth return to work, by enabling employees who have been off work because of illness or injury to make their return to work in stages, initially with shortened working hours, to ensure that the employee is able to make a full recovery while adjusting their workload. Unpaid for the shortened working hours IHI and 3 affiliated companies in Japan

Systems for Realizing Work-Life Balance

The IHI Group has put in place a variety of systems to help employees realize an appropriate work-life balance.

Systems for Realizing Work-Life Balance
Name of System or Initiative Main Features or Content Paid/Unpaid Scope of Application
Remote working system This system enables employees to work from home or from an equivalent location. It can be used, when approved by the company, where it is anticipated that it will lead to enhanced working efficiency (as a general rule, remote working is not available for frontline staff working in factories, etc.). ─ IHI and 33 affiliated companies in Japan
Family support remote working If an employee has a temporary need to provide childcare or caregiving for their family, but they also need to accompany their partner on assignment to another location, they can, if approved, work remotely for up to 3 years at their home or at their partner’s family home. ─ IHI
Flextime system This system enables employees to decide for themselves what time they begin and finish work each day. It is applicable to employees who are working shortened hours because of childcare or caregiving needs, employees with health concerns, and employees who could achieve greater working efficiency through flextime because of the nature of their job. ─ IHI
4-day workweek system for employees aged 60 or over This system enables employees who have opted to retire at the age of 61 or over to have one extra non-working day per week after they reach the age of 60. Unpaid for non-working days IHI and 2 affiliated companies in Japan
Return to work system This system enables employees with at least one year of service who leave the company of their own volition to register, at the time of leaving the company, a desire to return to work at a later date, in which case they will be permitted to rejoin the company, provided that certain conditions (re-employment criteria) are met. ─ IHI
Leave system for employees whose spouse has been transferred This system enables employees who would find it difficult to continue working because they will be accompanying a spouse who has been transferred to take leave and then return to work at the end of this period of leave. The system is not available for employees with less than 3 years of service, or for employees who already returned to work on a previous occasion less than 3 years previously. ─ IHI
Encouraging employees to take multi-day holidays that include a weekend With employees normally having 22 days of paid leave per year, this system aims to encourage employees to take more of their annual paid leave by making it possible to plan around 4–5 day holidays that include a weekend and/or public holiday(s) in combination with one or more days of paid leave. Paid IHI

Employee Benefits Programs

The IHI Group’s employee benefits programs provide a variety of options that employees can choose from to suit their individual lifestyles.

Employee Benefits Programs

Name of System or Initiative Main Features or Content Scope of Application
Company dormitories and company housing Company dormitories (for single employees or those on assignment without their partner) and company housing (for newly married employees or those on assignment) are available, allocated based on need. IHI and 31 affiliated companies in Japan
Employee welfare package This package enables employees to make use of a wide range of services at discounted prices, including hotel accommodation, childcare and caregiving support services, sports facilities, self-improvement courses, etc. IHI and 8 affiliated companies in Japan
Company-owned recreation facility Besides the recreation facilities that are directly operated by the IHI Group’s health insurance association in Izu and Tateshina, employees can also make use of other recreational facilities that the Group has contracted with. These facilities can be used at discounted prices by employees insured through the health insurance association, their dependents, former employees, and their relatives within three degrees of consanguinity. IHI Group
Asset-building support system The aim of this system is to help employees build up their financial assets by allocating part of their salary to instalment savings. IHI and 30 affiliated companies in Japan
Financing system Employees can make use of this system to access loans for house purchase and to cover education costs. IHI and 17 affiliated companies in Japan
Optional supplementary defined contribution benefit pension system This is a defined contribution benefit pension system that employees can choose to enroll in as a supplement to the regular pension system, to help them save for retirement. IHI
Employee stock ownership system* This system enables employees to invest small amounts in the purchase of IHI stock over an extended period. The stock purchase price is deducted from the employee’s salary and bonuses, with the company contributing an additional amount equivalent to 10% of the employee’s contribution. IHI

As of March 2025, the percentage of employees participating in the employee stock ownership system is 54.41%.

Diversity, Equity, and Inclusion Top

Sustainability

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