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  4. Diversity, Equity, and Inclusion (DE&I)

Diversity, Equity, and Inclusion (DE&I)

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Approach

Based on its Medium-to-Longer-Term Direction and its corporate responsibility to respect human rights, the IHI Group positions collaboration with diverse human resources as a key management issue. As one of the initiatives to achieve this objective, the 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 culture to incorporate a DE&I approach 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 organizational 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

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 conducted since 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 2026, for IHI Corporation this percentage was 6.9% (with a total of 196 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.

Metrics and Targets

DE&I Targets and Results

KPI Target Target Year Scope Unit FY2022 FY2023 FY2024 FY2025
Female recruitment rate University graduates: About 20% 2026 IHI % 14.3 19.8 19.8 17.5
Ratio of female Managers* 15% (FY2030) 2026/2030 IHI % 4.7 5.3 5.8 6.1
Ratio of female Officers 30% or more 2030 IHI % 17.6 17.6 29.4 29.0
Ratio of employees with disabilities 2.7% 2026 IHI % 2.55 2.62 2.58 2.64
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 IHI % 90.1 124.9 231.7 205.6

As of July 1 each year, member of the Board of Directors and Audit & Supervisor Board.

Education and Training

DE&I Training Participants

Item Scope Unit FY2022 FY2023 FY2024 FY2025
DE&I DE&I Heated Classroom Divisions that wish to participate People ─ ─ 1,000 340
Seminars relating to DE&I IHI and affiliated companies in Japan People ─ 600 364 300
DE&I experiential activities IHI and affiliated companies in Japan People ─ ─ 432 1,253
Company-wide DE&I E-learning* IHI and affiliated companies in Japan People ─ ─ 19,671 43,200
DE&I Elective E-learning Program IHI and affiliated companies in Japan who wish to participate People ─ ─ ─ 1,242
Female empowerment and work-life balance support Career Transit Program Female employee candidates for managerial positions in IHI and affiliated companiesin Japan People ─ ─ 173 65
Coexistence Support Seminar IHI and affiliated companies in Japan People 281 483 362 945
Active participation by diverse human resources LGBTQ+ Ally conference IHI and Japanese affiliated companies in Japan People ─ 99 110 20
Training and exchange of employees from abroad IHI and Japanese affiliated companies in Japan People ─ 12 16 28

Cumulative number of participants

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*

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Number of Officers IHI People 17 17 17 17

Male Officers

 IHI People 14 14 12 12

Female Officers

 IHI People 3 3 5 5

(Of which, outside officers)

 IHI People 3 3 4 4

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

Ratio of Female Officers*

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Ratio of female Officers IHI % 17.6 17.6 29.4 29.0

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

Management Diversity

Number of Managers (by position, gender)*

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Number of Managers IHI People 2,643 2,707 2,622 2,792

Male Managers

 IHI People 2,519 2,563 2,469 2,621

General Managers

 IHI People 1,004 1,026 978 1,062

Section Managers

 IHI People 1,515 1,537 1,491 1,559

Female Managers

 IHI People 124 144 153 171

General Managers

 IHI People 38 39 42 43

Section Managers

 IHI People 86 105 111 128

As of April 1 each year.

Ratio of Managers*

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Ratio of Male Managers IHI % 95.3 94.7 94.2 93.9

Ratio of General Managers

 IHI % 96.4 96.3 95.9 96.1

Ratio of Section Managers

 IHI % 94.6 93.6 93.1 92.4
Ratio of Female Managers IHI % 4.7 5.3 5.8 6.1

Ratio of General Managers

 IHI % 3.6 3.7 4.1 3.9

Ratio of Section Managers

 IHI % 5.4 6.4 6.9 7.6

As of April 1 each year.

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

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Managers in business divisions IHI People ─ ─ 2,009 2,066

Male

 IHI People ─ ─ 1,928 1,976

Female

 IHI People ─ ─ 81 90

Female ratio

 IHI % ─ ─ 4.0 4.4

Number of Managers Among Employees from Abroad*

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Number of Managers IHI People 16 22 18 18

Of which, General Managers

 IHI People 3 7 3 1

Of which, Section Managers

 IHI People ─ 15 15 17

As of April 1 each year.

Diversity in Technical Roles

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

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Number of Employees in Technical Roles (STEM-Related Roles) IHI People ─ ─ 1,007 1,001

Male

 IHI People ─ ─ 883 878

Female

 IHI People ─ ─ 124 123

Female ratio

 IHI % ─ ─ 12 12

Wage Disparity

Male-Female Wage Disparity*

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Male-Female Wage Disparity IHI % 64.4 65.9 67.0 68.4

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*

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Ratio of Employees IHI % 2.55 2.62 2.58 2.64

As of June 1 each year.

Re-employment Rate of Employees at Retirement Age

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Re-employment rate of employees at retirement age IHI % 100 81 78 85

Work-Life Balance

Work Hours

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Monthly average overtime IHI Hours per person 21.6 21.9 21.3 22.1
Annual work hours IHI Hours per person 1,984.5 1,972.7 1,966.5 1,976.3

Average Annual Paid Vacation Days Taken

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Average annual paid vacation days taken IHI Days 18.7 19.8 19.6 19.5

Leave Acquisition Status

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Employees who have used the reduced work hour program IHI People 140 141 167 125
Employees who have taken childcare leave IHI People 1,010 995 1,212 1,265
Employees who have taken parental leave IHI People 198 185 233 262

Male

 IHI People 78 89 142 185

Female

 IHI People 120 96 91 77
Percentage of employees who return to work after parental leave IHI % 99.6 98.3 100 100
Employees who have taken nursing care leave IHI People 3 10 13 2

Ratio of Male Employees Who Took Paternity Leave or Paid Time Off for Childcare*

Item Scope Unit FY2022 FY2023 FY2024 FY2025
Ratio that took leave (1 Week or More) IHI % 90.1 124.9 231.7 205.6

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 set fiscal 2024 as the year to broadly launch DE&I efforts, and actively rolled out training programs and experiential content to spread awareness and understanding of DE&I among the Group’s employees. In addition, the Group held its first-ever company-wide meeting that brings together all of the IHI Group’s global business locations, enabling direct communication between management and employees. Through initiatives such as panel discussions, with the Chief Executive Officer (CEO) participating, the Group disseminated the message of how important DE&I is to the IHI Group.
In fiscal 2025, the Group expanded its activities to embed and establish DE&I in daily operations. Focusing on creating workplaces where employees feel comfortable speaking up, which serves as a starting point for active participation by diverse human resources, the Group held lectures and dialogue sessions featuring external experts at production-sites. In companies that had undergone business integration, the Group promoted initiatives tailored to workplace realities and needs, such as conducting workshops to support the integration of organizational cultures. At the second company-wide meeting, the Group engaged in dialogue on the organizational culture that the IHI Group aspires to build for the future, with DE&I serving as its foundation.

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 daily initiatives in the workplace such as cultivation and coaching by supervisors with targeted career development opportunities 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.
Through these initiatives, the Group systematically fosters career awareness among candidates for managerial positions and supports their development, thereby creating a sustainable pipeline of female leaders.

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 low proportion 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.
Furthermore, in recognition of its efforts to foster an organizational culture embracing DE&I, create such workplaces, and support the success of each employee, IHI was selected as a fiscal 2024 Barrier-Free Mindset good practice company announced by the Tokyo Metropolitan Government.

Empowering People Over 60

The IHI Group promotes the continued active participation of employees who have already reached retirement age in many different ways. The Group has adopted a program whereby each employee can decide for themselves 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.
In April 2025, the Group abolished the framework whereby the salaries of employees over the age of 60 were reduced. It has also put in place systems to encourage active participation by employees who have already reached retirement age, including the adoption of a system which enables employees aged 60 or over to choose whether they want to switch to working a 4-day week, which embodies respect for diverse workstyles and the desire to encourage active participation by people across a wider age range.

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 2025, as part of initiatives for Pride Month (held annually in June) to deepen understanding of LGBTQ+ rights and DE&I, the Group provided banner sponsorship for Tokyo Pride 2025, and volunteer employees and their family members or partners took part in the Pride Parade. In November 2025, the Group held its fourth ally conference, which was co-hosted with Toshiba Corporation for the first time. The conference featured talks by LGBTQ+ individuals and ally employees, as well as discussions with online participants.
In terms of HR policies and employee benefits, the Group extends spousal-equivalent treatment to same-sex partners with respect to employee benefits and workplace policies, such as condolence and congratulatory payments and special leave, except where legal requirements preclude such treatment. In addition, IHI has enhanced its HR systems to support workforce management based, in principle, on employees’ chosen names and self-identified gender. IHI also has established mechanisms to receive and address consultations regarding SOGI-related harassment*3 through its harassment consultation channels, as well as a dedicated service that enables employees to seek support for LGBTQ+ matters anonymously. In September 2025, IHI established the LGBTQ+ Response Guidelines for Human Resources Personnel and has been rolling out training to human resources personnel.

  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-related harrassment: Harassment related to sexual orientation or gender identity

Promoting Diverse Workstyles

Systems for Realizing Diverse Workstyles

The IHI Group is working to create a workplace environment in which each employee can work comfortably while balancing work and personal life according to their individual lifestyles and values.

Systems for Realizing Diverse Workstyles
Name of System or Initiative Main Features or Content Paid/Unpaid Scope of Application
Remote work system This system allows employees to work from home or from an equivalent location. Eligible employees may use the system with company approval when it is expected to improve work efficiency (as a general rule, remote working is not available for frontline staff working in factories, etc.). ─ IHI and 29 affiliated companies in Japan
Family support remote work This system allows employees, with approval, to work remotely for up to three years from their own or their partner's family home or other suitable location if they temporarily need to provide childcare or family care, or if they need to accompany their partner on transfer to another location. ─ IHI and 2 affiliated companies in Japan
Flextime system This system enables employees to decide for themselves what time they begin and finish work each day. It applies to departments where allowing employees discretion over their start and finish times is expected to improve overall working efficiency, help employees balance work and family responsibilities, and support their health. It may also be applied on an individual basis, including to employees eligible for shortened working hours for childcare or caregiving. ─ IHI and 27 affiliated companies in Japan
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. Non-working days are unpaid. IHI and 7 affiliated companies in Japan
Spousal Transfer Leave System This system allows 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. ─ IHI and 15 affiliated companies in Japan
Promoting Extended Leave Combined with Regular Days Off This initiative encourages employees to take planned extended leave by combining approximately three days of annual paid leave with regular days off, with the aim of supporting physical and mental refreshment. Paid IHI and 10 affiliated companies in Japan

Balancing Work and 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, with separate programs provided for employees returning to work and their supervisors. It helps 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 Employees giving birth may take leave from eight weeks before the expected birth date (16 weeks in the case of a multiple pregnancy) until eight weeks after childbirth. Employees whose spouse gives birth may take up to 10 days of leave between the date of childbirth, or the date of hospital admission for a hospital birth, and the child’s first birthday. Employee giving birth: Unpaid
Employee whose spouse gives birth: Paid		 Employee giving birth: IHI and affiliated companies in Japan (available days may vary in some cases)
Employee whose spouse gives birth: IHI and affiliated companies in Japan (available days may vary in some cases)
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 affiliated companies in Japan (Eligibility requirements may vary for some employees.)
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 affiliated companies in Japan (Eligibility requirements may vary for some employees.)
Child Care 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 28 affiliated companies in Japan (Eligibility and grant conditions may vary by company.)
Childcare Support and Child Nursing Care Leave Employees who take care of a child can take up to 20 days of leave per year to provide care or nursing for their child, until the time when the child finishes the third grade of elementary school. Unpaid IHI and affiliated companies in Japan (Eligibility requirements may vary for some companies.)
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 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 and 13 affiliated companies in Japan

Balancing Work and 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 Employees who have family members requiring care may take caregiving leave for a cumulative period of up to three years for each family member requiring care. Unpaid IHI and 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 affiliated companies in Japan (Eligibility requirements may vary for some companies.)
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 and affiliated companies in Japan (Eligibility requirements may vary for some companies.)
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

Balancing Work and 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

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 26 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 12 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 23 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 14 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

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