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Human Capital
As a company with its roots in trading and distribution, we are profoundly aware of the importance of people. Likewise, we believe that human capital are also at the heart of value in manufacturing, an industry in which we are becoming increasingly involved through our group companies. When identifying material issues (materiality), the ALCONIX Group conducts analyze from ESG (environmental, social, and governance) perspectives but also examines all relevant factors through the lens of human capital ("H"), which it regards as its most crucial evaluative criterion. Moving forward, we will establish a concrete action plan with the aim of strengthening our human capital; improving employee salaries and benefits; and creating environments that allow our personnel to maximize their abilities through the systemization of education and training, the delivery of opportunities that enable them to leverage their individual talents and characteristics, and the introduction of evaluation systems.
Human Capital
The ALCONIX Group’s Human Capital—The Source of Value Creation
ALCONIX and Its People
We consider the ALCONIX Group’s ultimate source of value creation to be its people, whether they are part of our trading businesses or manufacturing businesses. Accordingly, we consider the upgrading of human capital as a material issue (materiality) of the highest order. As a comprehensive solution provider for non-ferrous metals, we seek “people who can dream and transform their dreams into reality.” Put another way, we look for those who can sense new possibilities and make them a reality. In order to recruit, develop, and retain such people, the Group is making efforts in line with its corporate philosophy to promote a human capital strategy and make investments that will make work rewarding, pleasant, and healthy.
Three Keys to Maximizing the Value of Human Capital
Basic Stance
We believe that an essential part of increasing corporate value is making sure people with a wide range of values and experiences have a work environment that allows them to put their abilities on full display.
To create such an environment, under the guidance of the COO, we have highlighted a policy aimed at upgrading human capital that centers on three key themes: compensation, education, and opportunity.
First, we will promote health management, recognizing that employees perform better when they and their families have healthy bodies and minds. In addition, we will use dialogues with employees to establish work environments and systems that make for “pleasant work,” and gives these employees a sense that ALCONIX is a place where every one of them can demonstrate their unique abilities. More specifically, we will conduct regular one-on-one meetings with employees so that they can help us develop better and more comfortable working conditions. This is a step we will take in addition to efforts to develop voluntary training programs that empower employees to improve the skills they need to perform their duties. We also strive to raise salary levels and actively improve our payroll system in order to attract highly talented people and make their work more rewarding.
Cultivation and Utilization of Our People
Promoting three essential elements of compliance
Compensation: Improvement of salaries and other benefits
Education: Development of training systems and the delivery of learning opportunities
Opportunity: Expansion of our self-assessment system and exploration of more flexible work styles
Cultivation and Utilization of our people
The ALCONIX Group believes its people are the source of the value it creates and accordingly emphasizes the importance of the unique abilities and individual characteristics of each and every employee. Moving forward, we will promote the development of highly specialized human capital capable of "drawing the future of our dreams," thereby fulfilling our corporate group's basic philosophy.
Developing “Human Resources” to Fulfill Our Corporate Philosophy
- ALCONIX complies with all laws, regulations and corporate ethics, operates in a highly fair and transparent manner, and strives to be an honest and reliable group.
- ALCONIX maintains good relations with its shareholders, employees and the community, and fulfills its obligations as ‘a good corporate citizen’.
- ALCONIX will contribute to the development of a sustainable and recycling-oriented society and endeavor to conduct environmentally sound business while always adhering to its core principles—the 3Rs (reduce, reuse, recycle).
- ALCONIX aims to develop human capital with a high degree of expertise, and to become an energetic and sophisticate group.
Human Capital Development Program
We will develop and expand our human capital development program by systematizing our education and training, thereby enabling all employees to leverage their diverse perspectives and experiences and achieve their full potential.
(ALCONIX only)
Education and Training Expenses (Total and per employee) and Hours of Training Attended (Total and per employee) over the Past Three Years
(ALCONIX only)
| Unit | FY2020 | FY2021 | FY2022 | Targets | |
|---|---|---|---|---|---|
| Education and training expenses (total) | Ten thousand yen | 814 | 1,087 | 1,320 | 4,500 |
| (per employee) | Yen | 47,919 | 62,490 | 69,529 | |
| Total training hours (total) | Hours | 1,554 | 1,985 | 2,386 | 4,300 |
| (per employee) | Hours | 9.1 | 11.4 | 13 |
Actual Participation in Training Programs
Staffwide Interviews
The ALCONIX Group aims to enable each and every member of its staff to reach his or her fullest potential and therefore attaches great importance to communication with its employees. Accordingly, we conduct regular interviews with all personnel to ensure we understand all of their aspirations and abilities.
Quick Identification and Correction of Employee Issues
Promoting Diversity and Inclusion
The ALCONIX Group respects the diverse perspectives and work styles of its employees and promotes the creation of appealing workplaces where all staff members can fully demonstrate their abilities.
Promoting the Active Participation of Women
To establish and maintain an organizational structure under which all employees can contribute, we will encourage and facilitate active participation from all our female employees. Meanwhile, we will review existing workstyle-related systems and introduce new systems as needed while proactively striving to provide ongoing support for the career development of female staff.
General Employers Action Plan Based on the Act on Promotion of Women’s Participation and Advancement in the Workplace
- Goal1
-
Realize a work environment where each employee can play an active role, regardless of gender
Initiative
Review existing systems related to workstyles and introduce new systems to help employees balance work and childcare/nursing care
- Goal2
-
Achieve a 35% or higher ratio of female employees (ratio to the number of regular employees, including employees seconded from the Company)
Initiative
Continue to promote gender-neutral recruitment practices
Number of Female Employees (non-consolidated)
Expanding Work–Life Balance Support Systems and Fostering a Corporate Culture of Acceptance
We conduct in-company questionnaires to ascertain the current work–life balances of our employees. In response to the diverse feedback we obtain through these questionnaires, we have introduced a unique work–life balance support system that is designed based on the needs of our employees and does more than merely fulfill requirements stipulated by Japan's Child Care and Family Care Leave Law. Furthermore, to foster a workplace culture that accepts diverse values and work styles, we conduct training for all employees focused on the themes of diversity and subconscious biases.
Shared childcare and
nursing care benefits
Special full flextime system for childcare and nursing care*
We provide a flextime system with no core hours.
Special teleworking system for childcare and nursing care*
Employees can telework from home or, with prior approval, from the homes of parents or relatives.
Accumulating Paid Leave System
Up to 60 days of unused paid annual leave can be accrued and used when taking leave for childcare or nursing care.
Employees may use the special full flextime system and special teleworking system for childcare and nursing care simultaneously.
Childcare support
Special paternity leave
A new father can utilize special paid leave until the calendar day immediately after the date upon which eight weeks have elapsed following either the actual or expected birth date of his child.
Child nursing care leave (unpaid → paid)
An employee can receive special paid leave when his or her child is injured, sick, or needs to visit a medical facility.
Shortened working hours/exemption from overtime → Extension of period of eligibility
Limitations on overtime and late-night work
At a maximum, these work style-related systems can be utilized by an employee until his or her child(ren) graduate(s) from primary school.
Nursing care support
Support seminars for balancing professional responsibilities with nursing care
Individual nursing care consultations
Improve Salary Levels and Other Benefits
Optimal compensation is a vital part of hiring talented people and retaining them. In fiscal 2022, we increased base salary levels across the board in anticipation of price increases due to inflation and the Company’s medium- to long-term growth.
In fiscal 2023, in addition to raising base salaries again, we are taking steps to unify pay grades for career-track and clerical positions and to review and modify the payroll benchmarks for managerial positions.
The reason for the pay gap between male and female employees is that the clerical positions of the Group are all filled by women, whereas almost all managerial positions are filled by men. In addition to putting clerical and career-track positions on the same footing, we aim to eliminate this gap by actively appointing more female managers. Notably, there is no pay gap between men and women in the same job category.
Health Management
In accordance with the ALCONIX Group Health Declaration, we will ensure that our employees can perform to their full potentials by enhancing our human capital development and establishing and maintaining supportive environments. The physical and mental health of both our staff and their families will be crucial to achieving these goals. Accordingly, we will promote proper health management by creating workplaces in which all personnel can perform their duties with enthusiasm and vitality.
Health Management Promotion Policy
Organizational structure
Collaboration with health insurance associations—specific health guidance, sharing of information regarding health-related issues, etc.
Cooperation with industrial physicians and occupational health nurses—concrete initiatives aimed at addressing health-related issues, etc.
Systems and Measures
Addressing issues related to long working hours, mental health concerns, and infectious disease prevention
Education for managers and regular staff—mental health, exercise, diet, etc.
Involvement in specific health guidance—initiatives facilitating the availability of opportunities for implementation
Activities targeting the improvement of dietary habits and greater opportunity for physical exercise
Measures for the maintenance and promotion of women's health
Identification of issues and the application of practical solutions
Smoking cessation measures
Measurement of health management effectiveness
Specific Health Management Initiatives
Health Maintenance and Promotion Measures
- Establishment and furnishing of health consultation services
- Guidance on the prevention and correction of lifestyle-related diseases, etc.
- Distribution of information regarding health-related seminars and events
Implementation and Promotion of Health Checkups and Medical Examinations
- Recommendation of medical checkups to unexamined individuals
- Follow-up exams following receipt of medical checkup results
Health Guidance
- Acceleration of the specific health guidance cycle and disbursement of relevant recommendations and guidance (in collaboration with health insurance associations and medical facilities)
Improvement of Health Literacy
- Mental health care training for both line care (overseen by management) and self care