Introduction

Human resource strategies

Business foundation
Major sustainability KPIs (FY2023-2025)

Engagement score (Japan)

Improvement in the scores for 3 main issues

 atio of males taking childcare leave 90% (IDEC unconsolidated)
RNumber of female managers 15 (IDEC unconsolidated)* Including assistant managers with subordinates

60 IDEC Report 2024

Corporate Communication
Department

Sustainability Management
Department

Strategic
Planning
Department

Company-wide
Safety and HealthCommittee

Human Resourcesand General Affairs
Department

HealthcareCenter

Decent Work
Subcommittee

Instilling and practicing
the corporate philosophy
and improving employee engagement
IDEC pursues initiatives designed to instill and put into practice“The IDEC Way”, its corporate philosophy. Specific activities
include the display of posters internally, utilization of thecorporate intranet and company newsletter and the distributionof credo cards. In the new personnel system that was revised
in FY2023, definitions of roles and grades were revised basedon “The IDEC Way” and linked to personnel evaluations.
To improve employee engagement, we conductedengagement surveys in FY2020 and FY2023, and havepromoted initiatives to deal with the issues identified throughthose surveys. In FY2023 survey, the scores for the major
metrics “Total Employer Attractiveness” and “Total Workplace
Attractiveness” improved, and the scores for most of theData andCompany Overview

 verage per capita training costsA
70,000 yen (IDEC unconsolidated)

Managing
Director

Foundation forValue Creation(as compared to FY2023)*1*1 Main issues: (1) human resource development, (2) strengthening management abilities,and (3) improving the acceptability of the personnel system

Strategic Planning Division

Business Strategy

Related material issue

Representative Directors

The IDEC Group has established the following as its main
purpose: “Achieve safety, ANSHIN, and well-being for people
around the world.” This main purpose and the company’svision (Pioneer the new norm for a safer and sustainable world)
constitute “The IDEC Way.” The goal of “The IDEC Way” isto realize a safer and more sustainable society that brings
happiness and ANSHIN to all people.
To achieve the vision of the IDEC Group, we will further
expand our activities on a global scale and strive to contributeto the resolution of various societal issues through our businessactivities. To this end, we have made it a priority to hire anddevelop personnel with diverse strengths who are able tomanifest their capabilities and their passion and open the way
to the future to become the leaders of the next generation.
We will continue to actively promote diversity & inclusion andcarry out a variety of human resource development policies.
The IDEC Group will also protect the safety of theworkplace and mental and physical health of our employees,
and will strive to ensure a healthy working environment where
human rights are respected without discrimination.

Initiatives for
Realization of Vision

By creating a pleasant workplace environment where diversity
in gender, age, nationality, culture, lifestyle and more isrespected, we are working to foster a corporate culture whereemployees with diverse personalities and values can fully
demonstrate their abilities.

In FY2023, a Strategic Planning Division was established as
an organization under the direct control of representative
directors to work together to draft management strategies
and personnel strategies.
The division, working in coordination with related
departments, leads the formulation of long-term visions,
medium-term management plans, sustainability KPIs,
management and personnel strategies, and the managing ofour management resources. Critical matters are referred tothe Top Management Meeting, whose policy decisions arereported to the Board of Directors.
In addition, a Decent Work Subcommittee was establishedin 2022 as a specialized subcommittee of the Company-wide
Safety and Health Committee. The subcommittee works
to create a rewarding workplace environment and increase
employee satisfaction in order to achieve employee well-being.

Value Creation Story

New ideas created from the diversity
in human resources

Human resource development policy
In-house environment improvement policy
Message

Human Capital

One of the four material issues defined by IDEC reads, “Businessfoundation: Establishment of a management structure that
promotes value creation, respect for human rights, anddevelopment of a corporate culture and human resources.”
As corporate revitalization and the strengthening of humancapital are vital for sustainable growth and increasing corporate
value, we have declared a 2030 vision and implement a numberof initiatives in coordination with medium-term management
plan measures and sustainability KPIs.
We have conducted an employee engagement survey
since FY2020 and set sustainability KPIs based on theengagement score obtained from the survey in FY2023. By
ascertaining current conditions and issues, and implementing
measures focused on priority issues, we are working to improveengagement.
We have also introduced a new talent management
system as the foundation of our global human resources,
and plan to make use of it to discover and appropriately placetalented human resources across the entire IDEC Group. To
further promote the global expansion of our business going
forward, initiatives advancing the concepts of decent work,
diversity & inclusion are also essential. To ensure diversity in
our human resources, we are focusing on the recruitment of
global human resources, improvements to the percentage offemale managers, and other efforts.
We have positioned the filling of key positions anddevelopment of leadership talent as part of our medium tolong-term human resources strategy, and systematically selectand foster candidates for top management who will take on
management responsibilities in the next generation.

Implementation structureIntroduction

Human Capital

FY2020 score

3.12

3.16

Total Employer Attractiveness

3.01

3.12

Issues1 2
Human resource
development
Strengthening
management
abilities

FY2023 score

Major action plans implemented
since FY2024

Encouraging
communication

 urther enhancing communication aimed atF
achieving “One IDEC”
Disseminating and instilling the medium-term
management plan and corporate policies, etc.

Promoting work
style reform andimproving thewelfare system hased restoration of welfare services
PIntroducing flexible workstyles (discretionary workand flex-time) and promoting working from home

Improving
workplace cultureImplementing action plans to resolve workplaceissues in each department

Promotingdiversity & inclusionImplementing policies to support families
raising children

61 IDEC Report 2024

FY2023-2025(Target)JPY

70,000Strengthening of
human resource management systems
To further enhance human resource management, we are working
to revise personnel system, conduct multi-faceted employee
evaluations, enhance career development meetings and ourtraining programs and improve global talent management.

New personnel system
Taking into account issues with the personnel system thatcame to light based on engagement surveys (matters related toevaluations, salaries, bonuses, promotion and advancement,etc.) we introduced a new personnel system in FY2023.

IDEC unconsolidated

FY2023

FY2024JPY

66,000JPY

Career Development Meeting
We have been conducting Career Development Meeting
since FY2023 to support employee growth and ensure theright people are placed appropriately within the organization.
At the meeting, the department general managers withineach division gather to share and clarify issues relating todeveloping member capabilities and so on, study the allocationof roles, and consider employee training plans including
future promotion.

59,000

Next-generation management candidate training programs
ProgramPurposeDetails

Number of trainees

IDEC Top Management
ProgramDevelopment ofnext-generation
director candidates

 utside manager development trainingOLectures on specialized fields delivered by outside directors
Nominating Committee reporting session

IDEC Advanced
Management Program

Development ofnext-generation
executive officer candidatesMBA study (for executive tiers)
Assessment exercisesTraining to overcome weaknesses based on assessment results

From FY2022

IDEC General Management
ProgramDevelopment ofnext-generation department
general manager candidatesMBA study (for middle-management tiers)

To be conductedin FY2025

IDEC Leadership Challenge
ProgramDevelopment ofnext-generation
manager candidates heme-based lectures delivered by directors (10 sessions in total)
TPresentations on solutions to management issues(year-long group work)MBA study (basic)
English language learning

From FY2022

317FY2021

28

FY202219

FY202331

FY202418

Data andCompany Overview trengthening feedback provided on personnel
Sevaluations
Conducting training for evaluators

Average per capita training costs

In FY2023, we introduced a multifaceted evaluation system
for managerial staff ranked general manager and above,and expanded the scope to managers starting FY2024. We
conduct post-evaluation training for all applicable managers,
and encourage them to change their self-perceptions andmake behavioral changes by drawing attention to their regularduties and abilities to perform their responsibilities.

Foundation for
Value Creation

3
Improving theacceptability of thepersonnel system

We have strengthened investments in human resources that areessential to support sustainable growth and have arranged adiverse range of training programs. In addition to well-organizedin-house and external training programs and schemes tosupport career advancement, as part of efforts to develop
global human resources we help each employee improvetheir skills with a range of training options including English
language training in the Philippines and English learning withcoaching for executives, and a diverse menu of online English
education for regular employees.

Multifaceted evaluation system

Business StrategyImproving personnel training including managerialtraining, career design training, etc.
Implementing a career design program
Preparing to introduce a global talentmanagement system
E xpanding the operation of multi-faceted
evaluations

Training programs

To achieve the sustainable growth of the entire IDEC Group,
we have also introduced selective training programs for theearly development of next-generation management candidates
who will drive the future of the IDEC Group.

Initiatives for
Realization of Vision

Item
Total Workplace AttractivenessTo accommodate diverse career aspirations, we provide
multiple career courses and opportunities to meet individual
requests and strengths, while enhancing the transparencyof goal management (evaluation) and compensation, andconducting fair evaluations and delivering compensationthat reflects the roles employees are expected to fulfill, theiractions and job performance.

Value Creation Story

Results of engagement survey

We have introduced an employee commendation systemfrom FY2025. To ensure broad employee participation thesystem covers all employees except executive officers. Fourtheme-based categories and a Core Values category havebeen established, with a winner of the “President’s Award”
selected in each category. In an effort to instill the Groupphilosophy, in the Core Values category we also establisheda category to recognize employees who embody the Groupphilosophy, are exemplary employees acting in accordancewith the Principles - the specific approaches and actions tobe aware of when working based on the Core Values.
We are committed to further strengthening our corporate
foundations by instilling the corporate philosophy globally andimproving employee engagement.

Messageother items showed improvement as well. However, werecognize three major issues that scored lower, 1 humanresource development, 2 strengthening management
abilities and 3 improving the acceptability of the personnelsystem. We have set sustainability KPIs based on theseissues and have been taking steps to make improvements.
We also incorporated questions on how “The IDEC Way” isput into practice in the engagement survey, and in FY2023
survey results there were higher scores on questions about
the degree to which “The IDEC Way” was practiced byemployees themselves, and by their superiors.

Introduction

Human Capital

Global talent management

FY2023-2025(Target)

90%

IDEC unconsolidated

FY2023

FY202458%

100%15

FY202312(6.9%)

FY202415(7.6%)

Employee’s Message

Improving family
well-being throughchildcare leave
Tomohiro Iwamoto
Junior AssociateElectronics & Automation ProductDevelopment Department
IDEC CORPORATION

Promotinga wide range ofmeasures in pursuitof greater heights
Barbara Smith
Human Resources Manager
IDEC CORPORATION (USA)To take things to the next level, IDEC USA is securing talent
under a new structure and revising its welfare benefits,providing seminars and training programs to improve worker
experience and knowledge while working to strengthen
compliance.
We value our responsibility not only to our employees
but to their families, and are making every effort to growinto a company that flexibly adapts to the changing times
and makes employees proud to work for.

Since FY2022, we have applied a special corporate group
exception to calculate the number of employees with disabilities.
As of the end of FY2024, the number of employees withdisabilities within the IDEC Group in Japan was 37 (convertednumber: 45), resulting in an employment rate of 3.0%.
Our Group company APEM has also actively engaged
in hiring disabled persons, and the rate of employees withdisabilities in its head office in France is 8.6%.

Understanding of and support for LGBTQ+
To build a workplace environment in which anyone can devote
themselves to their work, since FY2022 we have continued
to conduct in-house training on LGBTQ+ issues. We provide
training for staff assigned to our internal consultation desk,
post specific instructions on the basic handling of employees“coming out” and content to deepen understanding of LGBTQ+
issues on the company intranet to make the information
available to employees.

Data andCompany Overview

To coincide with the birth of my second child I went onpaternity leave after childbirth for around one month. As wewere unable to rely on parents and since my partner wasin poor health, I took on the responsibility of looking after
my eldest son and the newborn baby, and also handledhousework for a month.
Up to that point, I thought I had done my best to raisea child and do housework, but after trying to do it all on myown, I learned a lot of things that reminded me of how toughit was. I think it was great to be able to share with my partner
how difficult it is to raise a child soon after they are born.

Manager’s Message

Creating employment and involvement
opportunities for disabled persons

Foundation forValue Creation

62 IDEC Report 2024

FY2023-2025(Target)IDEC unconsolidated

Business Strategy

We promote diversity & inclusion initiatives, work to develop
an environment in which a diverse range of employees canachieve success irrespective of race, skin color, age, gender,sexual orientation, gender identity, gender expression, ethnicity,
nationality or disability while respecting the humanity, and strive
to enhance a support structure that reflects those sentiments.
In addition, to promote the development of a pleasant
workplace environment, we drive the implementation ofwork style reforms that enable flexible ways to work, suchas planned annual leave, encouraging male employees to takechildcare leave, and the introduction of discretionary workand flex-time systems. To improve the ratio of males taking
childcare leave, we have posted interviews with employees
who have taken the leave on the company intranet, andengaged in awareness-raising of supervisors of those planningto take the leave. As a result, 100% of eligible employees
availed themselves of childcare leave in FY2024.

Number of female managers* Including assistant managers with subordinates

To promote global business expansion, we hire a diverse
range of talent irrespective of nationality, and make a point ofdeveloping an environment conductive to those from various
backgrounds, including efforts to produce multilingual recordsof important meetings.
We also hire individuals with diverse experience, including
DX and AI-minded personnel who are able to drive business
innovation, and those with highly specialized knowledge thatenables them to propose optimal solutions that address theissues faced by customers, or develop new products.
Going forward, we will continue to hire talent who possess
the expertise and knowledge needed to strengthen our business.

Initiatives for
Realization of Vision

Promotion of diversity & inclusionand decent work

As part of efforts to develop an environment and culture
in which a diverse range of human resources can take onchallenges, we have been pursuing initiatives enabling female
employees to find success. We set the target of raising thenumber of female managers at IDEC on a non-consolidated
basis to 15 by the end of FY2025, and managed to achieve
this goal a year ahead of schedule by promoting initiatives
such as awareness-raising training for all department generalmanagers who play key roles in promoting the success offemale employees, and selective training for female managerial
candidates. The ratio of female managers on a consolidated
basis was 23.9% in FY2024.

Recruiting and promoting a diverse rangeof human resources

Value Creation Story

To create a fulfilling workplace environment in which
employees can continue to work with ANSHIN, improve the levelof health and safety and provide employee well-being, we haveestablished the Decent Work Subcommittee and the Workplace
Well-being Promotion Committee and share information acrossthe organization and consider company-wide measures. By
having employees from a wide range of departments take part indiscussions, we will promote the development of an environmentthat is fulfilling for all employees.

Developing and appointing female managers

Message

We have been making preparations to introduce a talentmanagement system as a global human resources base. Bymanaging personnel data such as skills and experience on
a global basis, we will advance the visualization of humanresources and maximization of organizational capabilities in aneffort to discover talented human resources and allocate themappropriately. In Japan, we will consolidate human resource
development plans, e-Learning, the organizational structure,survey management and other aspects based on skills andexperience into a talent management system, and work topromote career development and improve engagement.
Ahead of the system’s introduction in FY2026, we studied
systems and organized the issues in FY2024 and FY2025.

Ratio of males taking childcare leave