Stakeholder Engagement
Policy and Approach
(*2) People other than the listed parties who directly or indirectly benefit from corporate activities and results
We recognise stakeholder dialogue as fundamental to creating shared value and addressing evolving societal expectations, positioning this as a strategic priority within our materiality framework.
Based on the ID&E Group Action Guidelines for Stakeholder Engagement formulated within our
Sustainability Management Framework, we work to understand expectations and demands regarding our Group and strive to identify and resolve social challenges that should be addressed through appropriate collaboration with stakeholders. Our Group identifies the following parties as
stakeholders based on their "degree of influence on the organisation," which indicates influence
on an organisation's decision-making, and "degree of dependence on the organisation," which
indicates dependence on an organisation's business activities, products, and services.
Action Guidelines for Stakeholder Engagement
Communication with Stakeholders
Initiatives FY 2025/06
In FY 2025, we delivered a comprehensive stakeholder engagement programme featuring 11 strategic dialogue sessions with key stakeholder groups. The resulting insights were systematically integrated into our governance processes, with findings presented to the Board of Directors and embedded into business strategy development, ensuring stakeholder perspectives drive value creation.
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| Steakholder | Main Dialogue Themes and Stakeholder Concerns | Main Insights and Our Group's Challenges from Dialogue |
|---|---|---|
| Customers (Major electric power companies,etc.) | ・Stakeholder assessment of ID&E Holdings' strategic strengths and improvement areas ・GHG emission reduction initiatives and pathways ・Human rights due diligence and supply chain management approach |
・Enhanced accountability for decarbonisation through dedicated governance councils ・Strengthened stakeholder dialogue mechanisms and targeted challenge resolution ・Strategic positioning relative to Japan's "7th Strategic Energy Plan" and future electricity demand forecasts |
| Shareholders and Investors(Institutional investors) | ・Evaluation of ID&E Group's updated materiality framework ・Sustainability performance trends and peer company initiatives ・Short-term and long-term investment considerations and value creation |
・Validation of ID&E Group's enhanced materiality approach ・Investor-focused integrated reporting guidance and strategic communication improvements ・Adoption of sustainability best practices from peer company analysis |
| Business Partners (Major construction companies,etc.) | ・Human rights due diligence and supply chain management initiatives ・Grievance response mechanisms and remedial system development ・Internal sustainability governance structures and implementation |
・Accelerated human rights due diligence implementation with supply chain policy framework and field-level examples ・Enhanced grievance response system development and operational readiness ・Optimised contractor-consultant relationship models for sustainability outcomes ・Strengthened internal sustainability governance and implementation structures |
| Academic Institutions(National university vice-president) | ・ID&E Group materiality framework validation and academic perspective ・Women's advancement initiatives,graduate recruitment priorities and organisational focus areas ・Consultation and reporting system effectiveness and accessibility |
・Enhanced understanding of private sector expectations including ID&E Group positioning ・Refined employer value proposition aligned with graduate talent pipeline objectives ・Strengthened women's leadership advancement and management development programmes ・Enhanced doctoral talent development and strategic utilisation frameworks |
| International Organisations(UN agencies) / NGO (Asian human rights advocacy organisation) | ・Remedial mechanism development and community dialogue methodologies (including dialogue environment considerations) ・Human rights due diligence best practices and implementation standards ・Government and business responsibility delineation in project implementation contexts ・Leading sustainability advancement case studies and benchmarking |
・Enhanced community dialogue protocols with cultural and environmental sensitivity
frameworks ・Integrated materiality and cross-sector collaboration approach importance ・Optimised human rights due diligence timing and corporate responsibility during government institutional challenges ・Adoption of sustainability leadership practices from advanced peer organisations |
Workshops Contributing to Stakeholder Engagement
In FY 2025/ 06, we delivered comprehensive training workshops for personnel from Japanese Group companies responsible for developing action plans under the Sustainability Management Framework.Within these workshops, we focused on enhancing understanding of stakeholder engagement and its incorporation into decision-making processes.
For further details, please refer to the Sustainability Report 2025
