Talent Development Strategy

The portable skills that should be acquired by personnel who contribute to the realization of our Purpose, are defined as: openness to diversity, ability to identify issues, capacity to take on challenges, and autonomous learning ability.
In our recruiting activities, we are engaged in a range of efforts to hire a diverse workforce that possesses these portable skills.

・Hiring of new university graduates

To obtain contact with a broad range of people from across the country, we are engaged in in-person and online recruiting activities. When recruiting personnel with a technical background, we conduct on-site tours and interviews at our manufacturing sites. When recruiting personnel with a humanities background, we provide opportunities for roundtable discussions with young employees, particularly in sales positions.
We also offer internships as an opportunity for interns to gain work experience, and a deeper understanding of our work environment and corporate culture.

・Hiring of experienced personnel

To continue attracting an even larger and more diverse workforce, we strive to hire experienced personnel. We are also working on a new compensation system that will help us secure core personnel with high-level expertise who can become the leaders of the future.
In addition to general recruitment routes, we also use a wide range of targeted recruiting in our search for diverse personnel, such as employee referrals and proactively approaching prospective candidates.

・Level-specific training and self-development support

We provide level-specific training for all employees, from new hires to managers.
Furthermore, to support self-development, we make online learning platforms available, and strive to create an environment where people can acquire the skills they are seeking.

・Growth support for middle-level managers

Based on the results of the engagement survey, we believe that to raise the level of performance for the organization as a whole, it is important to enhance the skills of middle-level employees who drive the workplace as well as business strategy execution, in order to enable them to boost the level of job satisfaction and desire to take on challenges felt by employees at each workplace.
As such, by designing educational content for middle-level employees that takes into consideration the needs of each workplace, we will support these employees in enhancing their guidance and development skills, and this will in turn vitalize our workplaces. We also promote the development of personnel who are capable of leading strategy execution without being constrained by precedent. Consequently, we actively fast-track young high performers into management in anticipation of future advancement to senior management. We task these individuals with critical missions involving significant responsibility, and actively conduct development programs through internal recruitment and rotation.

・IT skills education

All employees will be categorized into levels according to responsibilities and IT skills, and the target percentage of employees at each level will be set. As we work to achieve these percentages, we will formulate a system to provide appropriate educational content to each employee, thereby undertaking to maximize the effectiveness of efforts to improve IT literacy throughout JSW Group. In addition to the foregoing, we will also work to develop department leaders, familiar with business as well as IT, who will promote digitization of business operations to derive concrete results from DX activities.

・Support and monetary incentive programs for technology and skills transfer, and acquisition of official certifications

We have established in-house training environments such as Ginou-Dojo (Technical Skills Dojo) (Hiroshima Plant) and Hagane-Juku (Steel Academy) (Japan Steel Works M&E Muroran Plant). We are transmitting skills that have been passed down by generations of skilled technicians to younger employees, and broadening the base of employees with technical backgrounds.
We also encourage employees to obtain official certifications and reward them when they do, and have introduced a skills certification system to promote autonomous learning and growth.

・Global business skills

We offer employees educational opportunities to acquire global business skills. In addition to improving skills such as negotiating and presenting in English, this training also gives participants the opportunity to learn styles of thinking that have global resonance. Moreover, we provide the basic and specialized education required for global business, such as language training including study abroad, and flexible rotation for personnel development, including to the Company's international locations. These efforts are fostering the human resources who will lead the development of our business on a global scale.
Going forward, we will begin to structure an educational system to effect management skills acquisition, including the expertise to formulate and execute growth strategies and establish corresponding management structures, and knowledge of M&A.

To deploy the right person into the right job, we assign employees to the most suitable positions for business execution, after consideration of their individual aptitudes and personalities. This will ensure that all employees can exercise their abilities and acquire technical skills (specialized abilities) through their work.
In addition, in fiscal 2023, we are embarking on initiatives that will promote autonomous career development, including implementing planned internal open recruitment in certain divisions, with the aim of developing personnel by encouraging them to take on the challenge of developing new businesses.

We provide onboarding training for experienced hires, to ensure smooth integration and participation. We provide advance training to departments hiring persons with disabilities, to ensure smooth personnel integration and departmental understanding of the nature of the disability. We are also developing educational content addressing female health issues, and working to obtain support and understanding at each workplace.
JSW Group's relatively low percentage of female employees overall, and female managers in particular, presents a challenge. We have women in management positions—at the general manager level in sales, and at the section manager level in technical and corporate departments. However, to place women in leadership positions, we will hire more careertrack women and, through retention measures, steadily expand the number of assistant manager-level women who aspire to become managers. In parallel, we will actively promote generallevel individuals with demonstrated competence, and make more experienced-female hires. In conjunction, we will provide support that is attentive specifically to women's needs, such as training and networking.

In addition to establishing a childcare and family care leave system and ensuring that it conforms with current law, we are working to create an environment that facilitates a balance of work with childcare and family care, with telecommuting, staggered work hours, and an hourly paid leave system.
In terms of education, we are promoting measures to support self-development, so that employees can upgrade their skills in line with their motivation.

To accommodate the diverse values and needs of our employees, we are undertaking to enhance our system by offering them a cafeteria (benefit) plan from which they can select the benefits that fit their needs.

As part of its "global recruitment" activities, JSW Group continues to hire international students and people with long-term overseas residency experience every year. In addition, the entire group, including affiliated companies, employs over 500 people worldwide, including our expatriates/local hires. In the future, we will consider exchanging human resources with our overseas subsidiaries while strengthening the training of foreign nationals.

Flexible work styles (flextime system, work interval system, etc.) will be considered in the future.