To ensure that we deploy the right person into the right job in executing our business strategies, we are developing a talent management system. By visualizing not only employees’ career histories but also their individual skills, we will promote the optimal allocation of personnel to address a wide range of business challenges.
In addition, while taking into account each individual’s aptitude and personality, we are systematizing personnel rotations based on a medium-term development vision to achieve placements best suited to business execution.
In addition, 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.

In recruiting new graduates from science and engineering backgrounds, we offer opportunities during the selection process for applicants to meet with senior employees, thereby deepening their understanding of our business. In the actual interviews, department heads from the divisions where candidates are expected to be assigned after joining the Company serve as interviewers, ensuring the recruitment of students who are expected to contribute actively to our business operations. For new graduates from humanities backgrounds, we also emphasize applicants’ willingness to take on the global business challenges the Company is pursuing as part of our selection criteria.
When recruiting candidates who already have experience in the requisite field, interviewers are selected from business divisions to ensure alignment between applicants’ career backgrounds and aspirations and the direction of our business.
Going forward, we will also focus on expanding the recruitment of personnel with advanced expertise directly connected to business needs, such as those holding doctoral degrees.

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 organizational managers who drive the workplace to achieve strategic goals.
Firstly, we consider it important for the organizational managers to develop the skills to enhance the psychological safety and job satisfaction of workplace members, and therefore have strengthened the training to acquire management skills with a view to contributing not only to improved engagement but also to organizational change and innovation.
We also implement educational programs, particularly for young employees, to help them acquire global business skills. In addition to improving skills such as negotiating and giving presentations 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 workplace rotation for personnel development, including to the Company’s international locations, to drive the global expansion of the Group’s business.
Going forward, we will increase opportunities for employees to acquire management skills that encompass the formulation and execution of growth strategies, the establishment of corresponding management structures, and knowledge of M&A.

Since personnel composition and challenges differ across workplaces, we believe that expanding diverse educational content to meet various learning needs—rather than relying solely on uniform company-wide training—will enable timely and appropriate educational opportunities suited to each workplace’s actual circumstances. To this end, we are expanding our lineup of voluntary training programs. In addition, to support self-development, we have established an online learning platform to create an environment where employees can learn the skills they wish to acquire.
As part of the Group’s ongoing DX initiatives, we are also focusing on DX education. All employees have been categorized into levels according to responsibilities and IT skills, and the target percentage of employees at each level has been set. As we work to achieve these percentages, we are developing an environment to provide appropriate educational content to employees with various skill levels, thereby working 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.
Beyond education and training programs, we also actively fast-track young high performers into management in anticipation of future advancement to senior management. We also actively conduct development measures through internal recruitment and rotation.

Separate systems have been established for general employees (non-managers) and managers. Each individual's evaluation is conducted annually and reflected in their compensation.
Evaluation of general employees focuses on job performance. At the 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. For management-level employees, an MBO system has been put in place, where they 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.
In the past, the MBO system for managers had set targets for a single fiscal year, which was inconsistent with the medium-term targets. Starting in fiscal 2024, we have clarified the setting of targets over a multi-year span for the execution of the mediumterm management plan, and set new challenge targets so as not to operate the system in a conservative manner.

To ensure diversity in attributes, we are focusing our energies on increasing the ratio of female employees, which currently remains low. In particular, we are working to increase the ratio of female recruits by having female employees actively provide followups to female candidates during the selection process. We also obtained Kurumin certification in fiscal 2025.
We are likewise advancing initiatives to recruit persons with disabilities and foreign nationals by utilizing multiple channels and emphasizing alignment between each applicant’s career aspirations and the Company’s opportunities.

To promote diversity in terms of qualities, we launched the Special Talent Recruitment Course for new graduates in fiscal 2024—a recruitment track designed to attract unique individuals through a selection process that differs from conventional methods. This has enabled us to hire students with distinctive experiences and backgrounds that we had not previously been able to reach. We are also strengthening our recruitment of individuals who already have experience in the requisite fields, welcoming those with a wide range of experience, backgrounds, and skills, thereby enhancing workforce diversity. Furthermore, through a rotation system centered on developing young employees and promoting personnel exchange, we are creating an environment where employees with diverse career paths inspire one another as they work toward shared goals.
To ensure that employees with diverse personalities and circumstances can thrive, we continue to promote flexible workstyles while implementing initiatives to enhance communication and mutual understanding within workplaces.

We also provide opportunities for managers to acquire organizational development skills and conduct onboarding programs for recruits with experience to support their smooth integration and success. When hiring individuals with disabilities, we provide pre-hiring training to the receiving departments to ensure a thorough understanding of the necessary considerations.
While we already have female managers active in departments such as sales, technology, and corporate functions, we are further enhancing career training programs for female career-track employees to foster the next generation of leaders.
In addition, we hold roundtable discussions between female employees and female directors and Audit & Supervisory Board members to collect opinions on workplace environments and further improve conditions for women.
As part of our DEI&B initiatives, we also conduct unconscious bias training for all employees to ensure that individuals with diverse personalities and circumstances do not unconsciously restrict their own or others’ opportunities to succeed.

We have been conducting an engagement survey annually using a third-party organization since fiscal 2022.
Based on the results of these efforts, we are enhancing education for organizational managers so that all employees can play an active role, eliminating disparities in management among workplaces and raising the level of management.
In addition, since scores tended to gradually decrease as employees continued to work after joining the Company, we are strengthening the environment in which young employees can fully demonstrate their abilities by enhancing follow-up after joining the Company.
Female employees have higher scores than male employees, but the results of the analysis show that they need support in terms of career awareness, and in order to stay close to their respective career visions, we will consider support measures including support for female employees, including their superiors.

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.