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Society, Human Resource Development, and Diversity

Systems for Employees

Training programs and career development for employees

Training programs and career development for employees

As seen in IIJ’s business philosophy, IIJ is committed to provide meaningful opportunities for growth to its employees; a place where human resources with diversified talents and values can play an active role. IIJ provides a variety of training and development-support programs regarding the acquisition of specific knowledge as well as skills that support each employee’s self-actualization, in addition to leadership and management skill development training programs based on their years and roles.

IIJ also engages in developing employees’ career development by providing programs written below for those who wish to challenge new job environment.

Career development programs Description
Global Challenge Program Three or four relatively young employees are sent to overseas subsidiaries in the U.S., the U.K or Germany as trainees for about 1.5 to 2 years.
Global Career System Employees who wish to work internationally are sent to overseas subsidiaries for the maximum period of 5 years.
Career Reporting System Employees communicate and report where they would like to head career-wise to their managers and the Human Resource Department once a year, leading to the consideration of human resources development and job rotations in the middle-to-long term perspectives.

Promotion of diverse working styles

IIJ endeavors to create an environment and systems that support employees who engages in childcare and nursing care so that they can balance work and family life and demonstrate their capabilities to the fullest.

Main systems Details
Childcare support system In addition to legally mandated maternity and childcare leave, IIJ has introduced its own special leave for spouses and other systems that go beyond what is required by law.
Nursing care support system IIJ has introduced a system that enables employees to take nursing care leave on a one-day basis and for up to 365 days per eligible family member, which exceeds the legal requirement in Japan.

In order to promote further effective and efficient working styles meeting employees’ job characteristics and individual situation, employees can also use flextime, discretionary work, shift work, shorter working hours, private injury and illness return leave system and others. IIJ has assigned an industrial physician to whom employees can seek for consultation if they have any concerns about health issues and others.

Number of employees and leavers

Due in part to the effectiveness of these systems for employees, IIJ has been able to lower turnover rates while gradually increasing the number of employees.

Number of Employees and Leavers (IIJ)

Number of Employees and Leavers (IIJ)

Diversity of Human Resources

Promotion of female managers

IIJ Group's basic policy is to neutrally assign responsibilities based on ability and performance. As of March 31, 2021, 71% of the total employees were in technology and service departments and most of them were recruited from universities and other educational backgrounds in science and engineering where the ratio of female was low. (According to the White Paper on Gender Equity 2019, female students who majored in science and engineering constituted 27.8% and 15.0% respectively.)

Due to above structural reasons, the ratio of male managers is high, although the number of female managers has been gradually increasing.

Number of Managers and Ratio of Female Managers (IIJ)

Number of Managers and  Ratio of Female Managers (IIJ)

IIJ expects that the ratio of female managers is to gradually increase in the middle-to-long term as the ratio of hired female employees at IIJ has been increasing.

Number of People Employed and Ratio of Female

Number of People Employed and Ratio of Female

Employment of people with disabilities

IIJ Group strives to create a work environment where people with disabilities do not engage in limited work, but can take charge of a variety of tasks according to their level of disability and ability, so that they can make the most of their abilities.

Main system Details
Work from home system Employees with walking disabilities can work remotely by using IIJ services (25 employees are working under this system)

As of June 2021, while the employment rate for people with disabilities was 2.31%, which achieved the statutory employment rate, IIJ will continue to work on further promotion of employment.

Reemployment system for retired employees

IIJ has introduced a “continuous employment system” to reemploy retired employees. This system allows employees to continue working as temporary staff from the day following their mandatory retirement at the age of 60. Over the past five years, 100% of retired employees have taken advantage of this system. The details of duties and working hours of reemployed employees are determined through consultation with them.

Contribution to Society

Education

IIJ regularly holds educational lectures on Internet for elementary to high school students. In addition, IIJ has created a Q&A site to help children use Internet and smartphones safely in order to realize a sound Internet society.

Regional development supports

Shimane Prefecture and its prefectural city, Matsue City, have been making efforts to promote IT and software industries by taking measures such as attracting companies and supporting the migration of engineers. With the approval from Shimane Prefecture and Matsue City for a location plan, IIJ has opened "Matsue Data Center Park" in 2011, contributing to the industrial promotion and job creation in the region, and supporting career education for high school students by offering tours of the facility.

Contribution to local healthcare, nursing care, and social welfare

In 2017, IIJ launched " the IIJ Electronic contact/communication Note Service ", a multi-professional collaboration platform, which aims to realize regional medical and nursing care collaboration and comprehensive regional healthcare which have been promoted by the Japanese government. The service, which started as a collaboration platform for professionals involved in home medical and nursing care, is now being used more widely in the field of welfare, including support for those who need assistance in times of disaster, emergency coordination, and support for mothers and children who are in medical care.


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