Material Issues / Governance

Diverse Human Resources / Development and Participation of Human Resources

Approach and Policy

Based on the Group Corporate Philosophy of “respect for all individuals” and in accordance with the SMM Group Policy on Human Rights, we work to secure, develop, and make the most of human resources by respecting the diverse values of each individual employee and fostering workplace environments in which each individual can fully demonstrate their abilities.

Vision for 2030, KPIs, Results, and Action Plans

Vision for 2030: A company where all employees can take a vibrant and active part

  1. A company that respects the humanity of each and every employee, and where employees feel pride, motivation, and joy in work
  2. A company that provides each and every employee with opportunities to improve his/her capabilities, and grows together with employees

1. Promote working style reform and create workplaces that make use of digital technology, enabling diverse human resources to play vibrant and active roles

KPIs (Indicators and Goals) Results Issues FY2021 Action Plan
1) I mprove scores for “Management by managers and superiors,” “Appeal of job,” and “Work environment” in employee awareness survey
  • As employee awareness surveys are carried out once every three years, we used similar and connected items from stress checks. A comparison of the checks carried out in FY2019 and FY2020 showed improvement in the proportion of employees with issues for each item.
  • Support employees’ activities by revising various human resources systems.
  • Improve productivity in the Head Office District.
  • Continue to carry out events in FY2021 that influence “Appeal of job,” and “Work environment” in particular, such as announcing proposed revisions to human resources systems and renovating the Head Office building. Steadily implement these alongside efforts to improve productivity in the Head Office District.
2)

(1) Number of female managers: 50 (SMM employees)

(2) Increase workplaces open to women and improve ratio of female employees (20% or higher at Japanese sites)

  • As of March 31, 2021, there were: (1) 11 female managers, and (2) 18% female employees.
  • Transform the awareness of female employees and their supervisors.
(1) Target 20 female managers by March 31, 2023.

(2) Formulate action plans for 11 Group companies by March 31, 2022, ahead of when revisions to the Act on the Promotion of Female Participation and Career Advancement in the Workplace make it mandatory in April 2022.

3) Expand number of managerial track employees of foreign nationality
  • One employee of foreign nationality has been hired in FY2021.
  • In FY2020, two new graduates and one mid-career employee of foreign nationality were hired.
  • While each business division is addressing globalization, the response by the personnel departments will be strengthened going forward.
  • Survey the foreign national recruitment needs of each division.
  • Formulate a Group-wide policy for recruiting employees of foreign nationality, recruitment conditions, division assignments, and education plans for after joining the Group based on the results of this survey, and reflect these in recruitment activities.
4) Percentage of employees with disabilities: 3% or higher
  • As of April 2021, the percentage of employees with disabilities was 2.56% (legally required percentage: 2.3%).
  • Internships were given to three students from Tsukuba University of Technology (Japan’s only national university for people with disabilities).
  • Continue recruitment activities aimed at achieving a 3% employment rate and provide thorough support to help employees with disabilities to stay with the Company, such as individual interviews after joining.
  • Advance internship initiatives for new graduates with disabilities (hearing impairments and developmental disabilities).
5) Assign jobs and provide support matched to employees’ life stages
  • Childcare: We held seminars for both men and women on balancing work with family commitments and in the period up to March 31, 2021, 12 male employees took childcare leave.
  • Nursing care: We held lectures by external experts.
  • Continue to actively carry out initiatives that support employees in coping with life events, such as childcare, nursing care, and recovery from illness, so that they can demonstrate their full abilities.
  • Childcare: Continue FY2020 activities.
  • Nursing care: Hold briefings explaining SMM’s systems in addition to lectures by external experts.
  • Recovery from illness: Identify issues related to balancing recovery with work and propose ideas for addressing these.

2. Support employees’ mental and physical health

KPIs (Indicators and Goals) Results Issues FY2021 Action Plan
1) Halve the number of people found to require support in stress checks

2) Percentage of employees with abnormal findings indicated in health checkups: 50% or lower

1) The number of people found to require support in FY2020 was 211, or 6.9% of all employees who took stress checks.

2) The percentage of employees in our Group with abnormal findings indicat-ed in health checkups in FY2020 was 58.9%.

1) Steadily reduce the number of employees suffering from illnesses through initiatives to improve working environ-ment at each workplace.

2) Lower the percentage of employees with abnormal findings.

1) (1) Aim for 6.0% for the two years from FY2021 to FY2022. (2) Provide feed-back from each type of check as nec-essary to prevent illnesses in advance. (3) Use the Work-life Support Desk to respond to individual situations.

2) Work with the health insurance union to provide individual guidance for employees with a high risk of devel-oping lifestyle-related diseases and support for quitting smoking as health and productivity management initiatives.

3. Diversify opportunities to enhance the abilities of employees according to employee needs and work needs

KPIs (Indicators and Goals) Results Issues FY2021 Action Plan
1) Utilize one-on-one meetings that bring out the motivation and potential of every employee and boost the growth of subordinates through regular dialogues between superiors and subordinates
  • We implemented training to cultivate in-house coaching instructors, which was taken by 48 employees.
  • Two executive officers and one general manager received coaching from a pro-fessional coach.
  • Develop in-house training on coaching and provide this training to each business site.
  • Hold one-on-one meetings.
  • Promote OJT in the Head Office District by enhancing communication between supervisors and their team members through one-on-one meet-ings (started with the personnel departments in May 2021 and being expanded to each Head Office division in stages).
2) Reconstruct the human resources development program (in-house education, external education, etc.) to provide opportunities to employees to enhance their abili-ties in line with their roles
  • We started carrying out training online due to the COVID-19 pandemic.
  • We positioned brush-up training (MBA course) as self-improvement training and opened it up to regular employees who applied.
  • Reconstruct the human resources development program.
  • Expand opportunities for employees to enhance their abilities.
  • Reconstruct the program for manageri-al track human resources development to correspond with the program for duty-based human resources development.
  • Execute touring JCO Study Center training that teaches the reinforcement of corporate organization by address-ing driving factors (root causes).
3) Provide opportunities for self-development matched to each employee’s life plans and needs (correspondence courses, online training, etc.)
  • We revised which correspondence courses can be taken based on courses already taken and employees’ needs.
  • Brush-up training was taken by 16 employees.
  • We carried out life plan training at 50 years old (62 employees) and 58 years old (86 employees).
  • Provide education and self-de-velopment programs that are accessible and appealing to employees.
  • Use IT to expand the ways in which employees can take training.
  • Set up and launch a framework that supports recurrent education.
  • Carry out life plan training at 50 years old (74 employees) and 58 years old (116 employees) and release money planning training as e-learning.
SMM Group Policy on Human Rights The SMM Group’s policy on human rights, in accordance with the SMM Group Corporate Philosophy and the SMM Group Code of Conduct, has been established as follows. 1 The SMM Group will comply with domestic laws and international standards relating to human rights and encourage persons within the

Diverse Human Resources: Initiatives and Sustainability Data

SMM Group Policy on Human Rights

The SMM Group’s policy on human rights, in accordance with the SMM Group Corporate Philosophy and the SMM Group Code of Conduct, has been established as follows.

  1. The SMM Group will comply with domestic laws and international standards relating to human rights and encourage persons within the Group, as well as outside parties over which the Group has influence, to work toward the realization of a society without human rights infringements.
  2. The SMM Group will not allow harassment or other incidents of a discriminatory nature within the Group and will make efforts to prevent such incidents from occurring among outside parties over which the Group has influence.
  3. The SMM Group will not engage in child labor or forced labor within the Group and will make efforts to prevent child labor or forced labor from occurring among outside parties over which the Group has influence.
  4. The SMM Group will show other considerations to human rights in addition to items 1-3 above within the Group and in relationships with outside parties over which the Group has influence.
  5. The SMM Group will establish appropriate measures and procedures for responding to human rights problems should they occur.
  6. The SMM Group will identify and stay aware of the current and changing state of human rights in the world, as well as the impact of corporations in the area of human rights, and carry out awareness-raising activities and other necessary measures on an ongoing basis.

Employee Human Rights Initiatives

We have positioned December as Human Rights Month and each year we carry out activities to educate all Group employees on human rights matters, such as the SMM Group Policy on Human Rights (total time dedicated to human rights-related training: 5,797 hours). Also, we started a three-year plan in FY2019 which includes the advancement of awareness-raising activities on the major theme of “accepting diversity and creating workplaces where all employees can work with spirit.” In FY2020, we created an educational pamphlet covering the sub-theme of “considering things from other peoples’ perspectives” which was distributed and used for training at each workplace.
We have also been setting up the Work-life Support Desk as a place where employees can more easily and effectively consult about various topics, such as harassment, balancing work with family commitments, and avoiding quitting work, and this initiative was launched in April 2021.

Diversity Initiatives

In addition to our established initiatives supporting the active participation of female employees, expanding the recruitment of people with disabilities, and recruiting people of foreign nationality, we are also developing new initiatives including measures to support employees at each life stage, such as making male employees aware of childcare leave and holding lectures on nursing care, as well as LGBT-awareness training for officers and management-level employees.
We have positioned childcare support as an issue that we should address for all employees, regardless of gender. In FY2020, we held briefing sessions on our systems for support-ing the balancing of work and childcare twice in September and twice in February and these were attended by a total of 154 employees. Childcare leave was taken by 45 employees, including nine men.

Employment Ratio of Disabled People Over the Past Five Years

(SMM non-consolidated, average employment ratio over each fiscal year)

Employment Ratio of Disabled People Over the Past Five Years

We consider providing support that helps employees with dis-abilities stay in employment to be a top priority and we hold reg-ular interviews with these employees on an ongoing basis. We are also implementing new initiatives such as providing intern-ships to students with disabilities. As a result, our employment ratio of disabled people has risen.

Current Situation Regarding Parental Leave (as of March 31, 2021)

(SMM non-consolidated)

Total Male Female
Employees with the right to take parental leave*1 190 153 37
Employees who took parental leave 45 8 37
Employees who took parental leave during FY2020 and have since returned to work 24 6 18
Employees who were still working at the Company 12 months after returning from parental leave*2 13 1 12
Ratio of workers who returned after parental leave*3 21/22(95.5%) 5/5(100%) 16/17(94.1%)
Retention rate of workers who returned after parental leave*4 13/13(100%) 1/1(100%) 12/12(100%)
  • *1Out of employees who have notified the Company of a birth: Male employees—From the day of birth until the day before the child turns one year old.
    Female employees—From 56 days before the expected delivery date until the last day of the April immediately following the fiscal year (ending March 31) when the child becomes one year old (the day before their birthday), or the day the child becomes one and a half years old, whichever is longer.
  • *2The number of employees who returned to work in FY2019 and were still working at the Company 12 months later.
  • *3Return ratio: number of employees who returned to work in FY2020 ÷ number of employees who intended to return to work in FY2020 x 100.
  • *4Retention rate: number of employees who returned to work in FY2019 and were still working at the Company 12 months later ÷ number of employees who returned to work in FY2019 x 100

Development and Participation of Human Resources: Initiatives

Initiatives for Securing, Developing, and Making the Most of Human Resources

We are securing the employees we need through various initiatives. This includes recruiting new graduates by focusing on publicity activities at an early stage and holding intern-ships and workplace observations at Niihama District, as well as holding online briefings and sharing videos. We are also actively working to recruit mid-career employees.
Our human resources development is based on OJT and includes the SMM Middle Management Program which aims to cultivate candidates for top management positions, the Mining School where resource engineers learn operational fundamentals and skills through OJT at the Hishikari Mine, and the Smelting & Refining University where metallurgy engineers learn the fundamentals of refining technologies. We also encourage employees to develop themselves by providing self-development and education courses through e-learning and correspondence courses.

Officers’ Coaching Schools

We launched the Officers’ Coaching Schools in 2014 as a pro-gram that allows Company officers and school students to mutually inspire one another and consider self-development. With a director, deputy director, and 8 to 10 students, each self-regulated school makes a report once a year. In total, there are five schools divided into the broad categories of: project promotion, sales, corporate operations, management and accounting, and manufacturing and development technology. Every year, each school separately determines the themes they will address and endeavors to foster skills for thoroughly thinking problems through, learning cooperatively, and putting strategies into practice in the workplace.

The Shikinen Kaikaku Project (The Fixed Period Reform Project)

The Shikinen Kaikaku Project involves the fixed period, mandatory application of a scrap and build process (inspired by the Shikinen Sengu ritual*) to the Group’s core technologies, programs, and operational systems with the following aims: (1) Swiftly and voraciously identifying and absorbing social and environmental changes, technological trends, and other movement in society and reflecting these in the Group’s management (transformation), (2) regularly reviewing and exploring existing technologies, programs, and systems in-depth to gain a fundamental understanding so the Group’s technology and culture can be passed down to future generations (legacy), and (3) providing a venue for the focused development of human resources (education). We appoint future leadership candidates as project leaders to provide them with practical experience on various themes which they cannot gain through off-the-job training. We believe this will lead to even greater growth.

Shikinen Sengu: A ritual held about every 20 years at Ise Jingu Shrine and other shrines in which the divine palace and its sacred apparel, furnishings, and divine treasures are completely remade and the enshrined deity is moved to the new sanctuary.

Annual hours of education per employee (FY2020)

Officers Managers Regular employees Occasional employees and temporary employees Total
Male Female Male Female Male Female
Annual hours of education per employee (average) 7.6 0.0 22.0 10.0 23.8 17.1 13.5 20.8
Number of officers and employees at the end of the fiscal year 110 0 986 96 4,720 1,175 1,205 8,292