Talent Development Strategy
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To realize its Purpose while enhancing corporate value and creating social value, JSW Group must formulate and pursue a human resource strategy contributing to strengthening human capital improvement and diversity and inclusion, which we have established as a Materiality. Based on our shared Purpose and Vision, we will pursue our human resource strategy by promoting policies that focus on the organization as a whole as well as on individuals, respectively.
While organizational performance is first and foremost a function of the sum total of individual abilities, we have defined the skills we want our personnel to acquire in the course of their careers to execute our business, and are undertaking to promote individual growth through a variety of human resource policies.
Through skills development, employees will help realize our Purpose, and by promoting an organizational culture that encourages diverse personnel to grow and play active roles autonomously, we will generate synergy between organizational performance and individual growth.
Maximizing organizational performance
To realize our Purpose, society must continue to need us. To this end, it is necessary to maintain the JSW Group Value Creation Process, and to enhance sustainable corporate value while simultaneously creating social value.
We recognize that to create these types of value, we must undertake to grow as an organization that can generate innovation and link it to value, thereby maximizing performance. Therefore, based on the results of our group's workforce composition analysis and engagement survey, we are furthering a wide range of measures and Organizational Culture Reform projects.
Individual growth and participation
We believe that leveraging diversity and fostering a culture of autonomous problem-solving is essential if an organization is to create innovation and link it to value. The most important factor among those that determine culture is the individual abilities of the people making up an organization. In terms of individual abilities, we define portable skills as basic skills that are required for any job title or position, and technical skills as specialized skills acquired through work.
Our human resource strategy emphasizes individual growth and participation, and we collaborate with individuals at each stage—recruitment, deployment, development, evaluation, and compensation—to develop their skills and link them to organizational performance.
Recruitment
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.
Development
・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.
Deployment
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.
Indicators | FY2020 | FY2021 | FY2022 |
---|---|---|---|
Training cost per employee (thousands of yen) | 29.8 | 28.5 | 42.9 |
Number of participants in job level-specific training | 285 | 277 | 266 |
Completion rate of job level-specific training (%) | 98.6 | 98.9 | 98.1 |
Number of employees newly certified under The National Trade Skill Test & Certification (NTSTC) |
47 | 111 | 100 |
Training System
Evaluation and Compensation
Separate systems established for general employees and managers. Evaluation of general employees focuses on job performance. Upon advancement to assistant manager level, the highest general employee level, the Company sets goals based on the individual's scope of responsibility, and evaluates based on achievement of those goals.
Management-level employees set goals autonomously with respect to problem solving and organizational development linked to business objectives, and work autonomously to achieve them. Communication with supervisors is mandatory in setting goals for managers and assistant managers. Such communication reinforces the link between management and individual goals, and ensures that all employees can exercise their individual abilities and play an active role in furthering the organization's pursuit of management strategy.
Going forward, we will further clarify our goal-setting priorities, and aim to make the system even more conducive to the achievement of the medium-term management plan.
Workplace Success for Diverse Human Resources
The Group recognizes that the execution of its management strategy hinges on the active participation of diverse human resources that can bring about new added value through a variety of thinking styles and ideas.
Activities to promote diversity and inclusion
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.
Support for work-life balance
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.
Employee benefits
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.
Indicators | FY2020 | FY2021 | FY2022 |
---|---|---|---|
Percentage of Female New Graduate Hires for Career-track Positions (%) | 10.0 | 15.0 | 15.6 |
Percentage of Women among Section Managers (%) | 7.8 | 8.7 | 10.2 |
Number of Employees Who Took Childcare Leave | 11 | 16 | 34 |
Percentage of Employees with Disabilities (%) | 1.90 | 2.21 | 2.46 |
- The percentage of female new graduate hires for career-track positions is based on the number of women who were offered employment during the fiscal year in question and who joined the Company on April 1 of the next fiscal year.
- As of June 1 of each fiscal year
Promote employment of foreign nationals
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.
Work styles Reforms
Flexible work styles (flextime system, work interval system, etc.) will be considered in the future.