Human Capital Strategy
At the Kyoei Steel Group, we believe that our Group’s human capital is enhanced when diverse individuals maximize their individuality and connect within the organization, to society, and to the next generation, which then leads to individual growth. We will reinvest the Group’s human capital in business activities that support value creation and accelerate the cycle of creating further economic and social value.
The Human Capital Working Group (WG) was established under the Medium-term Business Plan Project Team (PT), and specific initiatives were incorporated into the medium-term business plan, NeXuS II 2026, and shared with each division for execution of operations. Going forward, we are continuing to upgrade our system for the Human Capital WG to discuss our efforts on a regular basis.
The Board of Directors will receive regular reports from the Medium-term Business Plan PT and oversee its efforts.
The Group regards human resource strategy as a key management issue and recognizes that human capital management has a significant influence on its business strategies. We have introduced the following processes to successfully implement, support, and maintain human capital management.
- The Human Capital WG, with the Human Resources & General Affairs Department as its secretariat, will formulate the ideal state of the entire Group.
- The Human Capital WG will analyze the challenges faced in achieving the Group’s ideal state.
- Each division in charge of executing operations will incorporate initiatives to address issues into the medium-term business plan and implement them.
- The secretariat shall regularly summarize the progress of the initiatives and report to the Medium-term Business Plan PT.
- The Medium-term Business Plan PT shall report to the Board of Directors at least once a year on the effectiveness and results of human capital management.
Our human capital strategy is to acquire and nurture human resources who can contribute to our medium- to long-term goal of becoming an essential company in a resource-circulating society.
We believe that the implementation of our strategy requires the “three connections:” the power for connections among Group companies, the power for connections outside the Kyoei Steel Group, and the power to advance to the next stage. In order to cultivate these three connections, we have defined four themes— material benefits, self-fulfillment, solidarity and teamwork, and empathy for the corporate philosophy, and will continue to implement these as measures in our medium-term business plan, NeXuS II 2026.
|
Metrics and indicators |
Target value (final year: FY2027) |
|
Percentage of female career-track employees |
15.0% or more |
|
Percentage of female managers |
3.0% or more |
|
Paid leave rate |
85.0％ |
|
Education and training costs per person |
150,000 yen |
|
Occupational accident frequency rate |
0.00 |
We have established key indicators and targets for human capital as shown in the table on the left, and are working to create a safer and more comfortable workplace environment, and one in which female employees and other diverse human resources can take an active role. Furthermore, the working group is currently discussing its own metrics, indicators, and targets tied to the strategy of strengthening the “three connections” in the NeXuS II 2026 medium-term business plan.
