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Diversity, Equity, and Inclusion


In our IHI Group ESG Management announcement made in November 2021, the IHI Group announced that we would seek out business opportunities while working to solve social issues. Social issues have become complicated amid destructive environmental changes, and in order to solve these problems, it is essential to go beyond conventional beliefs and our own framework, cooperating and collaborating with our various stakeholders. In order to create the foundation necessary for this, the IHI Group announced its Group Management Policies 2023 and Group Human Resources Strategy 2023 to foster a corporate culture that places an emphasis on diversity, and the Group’s top management is committed to promoting Diversity, Equity, and Inclusion (DE&I).
Aiming to solve social issues through our business activities, we feel it necessary to incorporate perspectives from our diverse group of human resources into our practices to realize the issues and needs of 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 organization, and we believe that they will become the driving source for promoting change.
In order for them to play an active role, it is necessary to consider the differences in each person’s position, living environment, gender, and so on to create fair opportunities, and to cultivate an environment in which each person’s strengths are utilized. To date, the IHI Group has been incorporating equity into its efforts to promote diversity, moving toward the promotion of DE&I where our diverse human resources can play active roles, and letting the power born from this diversity lead to value creation.

DE&I Initiative Overview

Education/Awareness Building

Number of Participants for Diversity Education and Training

(Unit: People, Scope: IHI and affiliated companies in Japan)

Item FY2019 FY2020 FY2021 FY2022
Empowering female employees, employees with disabilities, etc. 276 140 139 125
Work-life balance of employees raising children 134 53 125 112
Work-life balance of employees taking care of sick family 400 290 263 169

Number of Participants for Training Aimed at Developing Managers at Overseas Sites

(Unit: People, Scope: Within the region of our overseas headquarters)

Item FY2019 FY2020 FY2021 FY2022
Number of participants 42 * 21 19
  • Activities were not conducted in fiscal 2020 due to the impact of the COVID-19 pandemic.

Targets and Results

Diversity Targets and Results

KPI Target Target Year FY2022 Results
Female recruitment rate University graduates: About 20% 2026 14.3%
Ratio of female Managers 7% 2026 4.7%
Ratio of female Officers Increasing the proportion of female Officers to exceed 30% by 2030 (Participation in Keidanren’s Challenge to 30% by 2030) 2030 18%
Ratio of employees with disabilities 2.6% 2023 2.55%
Promote male employees to take 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 90.1%

Recruitment Results

New Graduate Recruitment Results

(Scope: IHI, University graduates)

New Graduate and Mid-career Recruitment Results

(Scope: IHI)

Board Diversity

Number of Officers*

(Unit: People, Scope: IHI)

Item FY2019 FY2020 FY2021 FY2022
Total 16 17 17 17

Male Officers

13 14 14 14

Female Officers

3(2) 3(3) 3(3) 3(3)

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

Ratio of Female Officers*

(Scope: IHI)

Item FY2019 FY2020 FY2021 FY2022
Ratio of female Officers 19% 18% 18% 18%

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

Management Diversity

Number of Managers*

(Unit: People, Scope: IHI)

As of April 1 each year.

Ratio of Female Managers*

(Scope: IHI)

Item FY2019 FY2020 FY2021 FY2022
Ratio of female Managers 3.0% 3.4% 3.9% 4.7%

Ratio of general Managers

0.8% 0.8% 1.1% 1.4%

Ratio of section Managers

2.2% 2.5% 2.7% 3.3%

As of April 1 each year.

Number of Managers That Joined IHI Mid-career*

(Unit: People, Scope: IHI)

Item FY2019 FY2020 FY2021 FY2022
Number of Managers 220 234 230 253

As of April 1 each year.

Managers from Abroad (General Manager or Higher)

(Unit: People, Scope: IHI)

Item FY2019 FY2020 FY2021 FY2022
Number of Managers 10 13 14 16

General Manager level

2 3 3 3

Local Managers at Overseas Sites*

(Unit: People, Scope: China, Singapore, and USA)

Item FY2019 FY2020 FY2021 FY2022
Total 23 22 25 26


4 5 6 6


7 6 5 11

United States

12 11 14 9

As of April 1 each year.

Ratio of Employees

Ratio of Employees with Disabilities*

(Scope: IHI)

Item FY2019 FY2020 FY2021 FY2022
Ratio of employees 2.39% 2.35% 2.39% 2.55%


2.3% 2.3% 2.4%

As of June 1 each year.

Re-employment Rate of Employees at Retirement Age

(Scope: IHI)

Item FY2019 FY2020 FY2021 FY2022
Re-employment rate of employees at retirement age 81% 81% 78% 100%

Work-life Balance

Work Hours

(Unit: Hours, Scope: IHI)

Item FY2019 FY2020 FY2021 FY2022
Monthly average overtime 21.10 13.00 18.90 21.60
Annual work hours 1,967.8 1,797.9 1,948.3 1,984.5

Average Annual Paid Vacation Days Taken

(Unit: Days, Scope: IHI)

Item FY2019 FY2020 FY2021 FY2022
Average annual paid vacation days taken 19.40 18.73 17.37 18.65

Leave Acquisition Rate

(Unit: People, Scope: IHI)

Item FY2019 FY2020 FY2021 FY2022
Employees who have used the reduced work hour program 161 139 158 140
Employees who have taken childcare leave 779 768 935 1,010
Employees who have taken parental leave 131 137 128 198


21 31 60 78


110 106 68 120
Percentage of employees who return to work after parental leave 99.2% 100% 100% 99.6%
Employees who have taken nursing care leave 7 2 6 3

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

(Scope: IHI)

Item FY2019 FY2020 FY2021 FY2022
Ratio that took leave 28.6% 26.5% 70.8% 90.1%


Supporting the Active Participation of Diverse Human Resources

Mid-career Recruitment

To achieve its Group management policy, the IHI Group is actively pursuing mid-career candidates with skills difficult to find within the Company as diverse human resources who possess the necessary expertise for building new business models. Maintaining flexible and timely employment of human resources who have the capabilities demanded of our businesses and technological strategies is crucial in an ever-changing business environment. Our avenues to recruit human resources go beyond the regular hiring of new graduates to a variety of other channels.

Empowering Female Employees

The IHI Group executes a wide range of initiatives to help better develop the careers of all female employees. These initiatives not only recruit and develop key human resource roles to promote to middle and top management but also define various goals to build a workplace environment where everyone can actively participate. As part of our training, we set up career development opportunities for female Managers by dispatching them to seminars outside of the Company, in addition to supervisor instruction and coaching.
We also endorse the Cabinet Office’s Declaration on Action from the Male Leaders Coalition for Empowerment of Women.

Empowering Employees from Abroad

The IHI Group strives to create workplaces motivating fantastic employees to fully realize their potential regardless of their nationality. This includes broad assistance for foreign nationals working in the IHI Group. We offer a variety of training opportunities to enhance communication skills in Japanese while events such as those to encourage multicultural exchanges build broader professional networks. These are just some of the many things IHI does to promote work-friendly environments where foreign nationals can utilize all of their skills. Employees from abroad also encounter problems unique to foreign nationals. That is why IHI has put in place consultation services for employees from abroad.

Empowering Local Employees Overseas

The IHI Group is working to accelerate global expansion. Overseas, we recruit and nurture human resources with roots in the community according to the Group Human Resource Management Policy while considering the unique labor market and practices of each country. Our human resource development programs offer training to cultivate local Managers, which also strengthens our Group management capabilities. Moreover, we emphasize the development of global procurement Officers and advance training programs for local staff. In fiscal 2022 we implemented a human resource development program for management in the Asia-Pacific region in addition to a selling power improvement training program in China. In the future, we will promote even more active participation by cultivating diverse human resources throughout the Group worldwide.

Empowering Employees with Disabilities

The IHI Group strives to empower employees with disabilities, aware that everyone can reach their full potential with the right support and understanding in the workplace. For employees with disabilities in need of special assistance, we have assistance programs in place, such as specialized support staff, covering work and general aspects of company life. We also support career advancement of each employee by providing an environment conducive to growth and success.
IHI has been a member of the Accessibility Consortium of Enterprises (ACE) since fiscal 2013, and through sharing its recruitment guidelines and examples of employment with other ACE member companies, is able to resolve problems faced by employees with disabilities while helping to implement better measures regarding personnel and support corporate affiliates.

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. As part of our support for gender minorities, we provide employment programs, corporate dormitories, and other benefits in addition to raising awareness about gender minorities (LGBTQ+) through an ally* program and other networking and enlightenment opportunities.
In fiscal 2022, we conducted an e-learning program titled LGTBQ—Aiming for Total Allyship. The number of allies in the IHI Group has increased to over 3,500.
In addition, IHI promotes the existence of gender minorities in society, and is a co-sponsor of the Tokyo Rainbow Pride 2023 event, which celebrates gender and lifestyle diversity.

Ally: Allies refer to people who offer understanding and support to LGBTQ+. Anyone can be an ally, even if they do not identify as LGBTQ+.

Empowering People Over 60

The IHI Group promotes the active participation of employees at retirement age in many different ways. We have adopted a program for each employee to decide when to retire between the ages of 60 to 65. Many senior employees are also taking advantage of a program that enables promotion of employees over the age of 60 to encourage people to persevere regardless of age. Programs to capitalize on the high level of expertise and skill also create a framework to better encourage employees at retirement age to play a greater role.

Hiring Fixed-term Employees as Regular Salaried Employees

IHI has put in place a system to hire fixed-term workers as regular salaried employees. This program lays a path for fixed-term employees who satisfy certain criteria to request a regular salaried position.

Providing Opportunities to Gain Diverse Experience

The IHI Group continually enhances the workplace to ensure that human resources with diverse backgrounds, experience, and views have a means to fully leverage their skills. We offer programs to nurture broader experiences and open minds as well as a wide range of opportunities.


The IHI Group clearly defines the type of work and human resources critical to business and technical strategies that will realize its long-term business vision. This demands a strategic mix of new graduate and mid-career recruitment. We hire around the globe throughout the year while expanding the scope of our recruitment channels.


The IHI Group rotates staff between departments, and dispatches employees to external training programs as well as to partner companies, government agencies, and startups. Our staff members also participate in joint development projects with other companies, universities, and research institutes, which are just some of the many ways in which IHI provides access to a variety of experiences and differing viewpoints.
To help facilitate the career development plans defined by each employee, we also recruit constantly from within the Group (career challenge).


The IHI Group provides opportunities to gain broader experiences and an open mind through active human resource exchanges outside the organization, such as external training and events as well as participation in various academic societies.

Concurrent In-house Positions and Side Businesses Outside IHI

The IHI Group encourages everyone to gain broad experience both inside and outside the organization. We support employees to have concurrent positions inside IHI and side businesses (second jobs) outside of it in the hope of leveraging diverse viewpoints and ideas in management. For example, some of these activities include those related to participation in universities and research institutes or administrative agencies and start-ups for side businesses outside of the Company, and for concurrent in-house positions, developing and sharing applications that contend with internal and external problem-solving as well as data collection and analysis. As of fiscal 2022, our employees have registered approximately 110 different side businesses, 55 concurrent positions, and a total 130 activities.

Work-life Balance Programs and Consultation Services

The IHI Group has put in place various career-compatible programs to help employees actively participate in the Company while raising children, taking care of sick family, or undergoing treatment for an illness of their own. Examples include publishing handbooks and leaflets to raise awareness and promote use of these support programs, holding seminars by external lecturers, and setting up a consultation desk with outside experts who can provide support based on the circumstances and needs of each individual.
In addition, to strengthen our efforts regarding men’s childcare leave we are in the process of developing a handbook on balancing work and raising children that focuses on male employees. Furthermore, in support of employees wishing to have children we are distributing leaflets to raise awareness about a program that supports fertility treatment.

Formulation of our General Employer Action Plan

IHI has formulated a General Employer Action Plan covering employee work and childcare, based on the Act on the Promotion of Women's Active Engagement in Professional Life and the Act on Advancement of Measures to Support Raising Next-Generation Children. Regarding the utilization of our female human resources and the development of employment environments that let employees balance work with childcare, our plan incorporates concrete targets and measures for their achievement.

General Employer Action Plan based on the Act on the Promotion of Women's Active Engagement in Professional Life (April 1, 2023 to March 31, 2027)
General Employer Action Plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children (April 1, 2023 to March 31, 2026)

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