Human Capital Management
Policy and Approach
Yutaka Kubota, founder of Nippon Koei, the forerunner of the ID&E Group, once stated, "The power of creativity unique to humans is what a consultant embodies." The value created by people encompasses not only technical skills and expertise in specialised fields but also invaluable qualities such as insight, creativity, trustworthiness, relationships, corporate culture, and brand reputation—intangible assets that foster sustainable competitive advantage. This perspective is rooted in the experiences gained through our long-standing involvement in nation-building and human development projects, both in Japan and internationally. We believe that having partners and stakeholders who are keen to collaborate with us is one of the foundations of sustainable corporate development. Our Group's workforce comprises diverse professionals, including those who address societal challenges through their technical expertise and those who tackle management and operational issues. ID&E aspires for these professionals to grow as problem-solving experts who contribute to the growth of knowledge in their respective fields. Whilst we have long proclaimed that human capital is our greatest management resource and the source of value creation, we are reaffirming our belief that human capital is the foundation of corporate value and embodies the ID&E brand itself. With this as our cornerstone, we will intensify our investment in human capital to ensure that every employee can independently and fully realise their potential, while feeling both mentally and physically fulfilled in a safe and supportive workplace.
Foundational Policy on Human Capital Management
Foundational Concept
- Human capital management regards people as a core asset and seeks to enhance corporate value through investments in human capital.
- The ID&E Group continuously drives corporate value by investing in human capital who are committed to co-creation and innovation, and who prioritise "Making the World a Better Place" making the world a better place.
For diverse individuals with various perspectives to fully realise their potential, it is essential for them to deeply empathise with ID&E's mission of "Making the World a Better Place" and possess the determination to boldly challenge themselves to co-create and innovate for the future. The ID&E Group will continue to enhance corporate value by investing in such human capital.
ID&E's Ideal Human Capital Profile and Organisation
[Human Capital Profile]The ID&E Group aims to become a collective of individuals with a pioneering spirit, equipped with five core competencies:1. Social Contribution, 2. Technical Expertise, 3. Insightfulness, 4. Managerial Skills, 5. Ethical Standards. These individuals will tackle global challenges through three key approaches: efficient and responsible management, adaption to global needs, and technological innovation for solving societal issues.
In particular, we envision the following types of individuals:
- Individuals who carry forward the pioneering spirit of our founder, Yutaka Kubota, and who continue to address complex global and local challenges by shaping the future and improving themselves.
- Individuals who uphold the principles of responsible management, global responsiveness, and technological innovation—values embodied by Kubota—and who act with integrity.
[Organisation]To foster co-creation and innovation, to create opportunities for individuals to excel while cultivating a culture that respects diverse values.
Each individual must recognise their role as a professional in their jurisdiction, experience personal growth, fully demonstrate their abilities, and find fulfilment in their work. To achieve this, we will establish personnel systems, training programmes, and mechanisms for continuous skill development. Additionally, we value the mental and physical wellbeing of our employees, respect the diversity of individuals' backgrounds and aspirations, and cultivate a culture that fosters co-creation among those with differing values. We actively enhance workplace environments and support employees' happiness in their personal lives.
Human Capital Strategy
The ID&E Group aims to continuously enhance corporate value through human capital management that integrates management strategy and human resources strategy. Under the Long‑Term Management Strategy and the Medium‑Term Management Plan, we position the evolution of people and technology as the foundation for growth. Accordingly, we have identified and are promoting the following three initiatives as key priorities of our human capital strategy: 1.Advancement of the Global Academy, 2.Realisation of diversity‑driven management, and 3.Promotion of wellbeing‑focused management. Through these initiatives, the Group seeks to strengthen its human capital base and support sustainable growth.
Governance
To effectively implement human capital management, we have established the Human Resources Strategy Council to convene under the ID&E Board of Executive Officers. This council meeting is held in principle six times a year, and its outcomes are reported to the Board of Executive Officers and the Board of Directors.The Chairperson of the council is the President of ID&E Holdings, and its members are selected from among the executive officers of ID&E Holdings, specifically the presidents and vice presidents of main Group companies in Japan, as appointed by the Board of Executive Officers.
Metrics and Targets
The ID&E Group has established Sustainability Goals and related Commitments and Targets in our Sustainability Management Framework. We formulate action plans across the Group and manage progress whilst aiming to achieve targets.
| Scope | HR Initiative KPIs | FY2025/06 Performance | |
|---|---|---|---|
| Promoting the Global Academy | Talent Management | Frequency of Engagement Survey: Conducted once annually | Once a year |
| Human Resource Development | Cumulative number of participants (management, global, DX talent: 1,560 as of FY2029 | 2,720 people | |
| Number of professional engineer qualification holders: 2,400 as of FY2029 | 1,806 people | ||
| Implementing Diversity Management | DE&I | Male parental leave ratio: Over 70% as of FY2026 | 65.4％ |
| Female manager ratio: Over 10% as of FY2026, 15% as of FY2029 | 6.2％ | ||
| Foreign national employment ratio: Over 2.5% as of FY2026, 3.5% as of FY2029 | 2.1％ | ||
| Foreign manager ratio: Over 1% as of FY2026 | 0.4％ | ||
| Mid-career hire manager ratio: Over 30% as of FY2026 | 29.2％ | ||
| Employment ratio of persons with disabilities: Over 3% as of FY2026, 3% as of FY2029 | 2.52％ | ||
| Recruitment and Retention | Achievement status of new graduate recruitment plans: 100% in FY2026 | 84.8％ | |
| Turnover rate for new graduates within 3 years: 8% or lower in FY2026 | 7.2％ | ||
| Overall turnover rate: 3.5% or lower in FY 2026 | 3.6％ | ||
| Promoting Well-being | Well-being | Findings Rate in Annual Health Checkups: 58.3% or lower | 67.2％ |
| Absenteeism*¹: Maintained at 2.3 days or fewer in FY2029 | 2.3 days | ||
| Presenteeism*²: Maintained at 85% or higher in FY2029 | 84％ | ||
| Work Engagement*³: Maintained at a score of 3.3 or above in FY2029 | 3.5 points | ||
| Annual Overtime Hours per Employee: Maintained at 140 hours or fewer in FY2026 | 139.5 hours | ||
| Annual Paid Leave Utilisation Rate: Maintained at 60% or higher in FY2029 | 66.5％ |
Key issues
For further details on the three key priorities identified by the ID&E Group—(1) the promotion of the Global Academy (human Resource development/talent management), (2) the implementation of diversity-driven management (DE&I/recruitment and retention), and (3) the promotion of well-being management (well-being)—please refer to the Sustainability Report 2025 and the following page.
| Human Resource Development | Developing professionals with enhanced expertise and a spirit of initiative to tackle societal challenges |
|---|---|
| DE&I | Initiatives to respect employee diversity and create a workplace where everyone can thrive |
| Well-being Health Management | Supporting the physical and mental well-being of our employees and fostering a workplace environment where they can thrive |
