Human Capital Management

In today's rapidly changing business environment, in order to be a “Leading solution provider taking on social challenges by collecting whole resources of Sumitomo Riko and its partners*” it is important to acquire human resources who embody the Purpose, develop them, and have them play an active role in the cycle of “human capital improvement,” which leads to increased corporate value.
We believe that the people who embody the Sumitomo Riko Group's Purpose: “To realize the comfort of the society by maximizing the potential of materials through MONOZUKURI,” are “people who look at the world from diverse perspectives and draw out the power of management resources such as materials, facilities, organizations and diverse human resources,” and "people who autonomously ask themselves what kind of manufacturing is needed by society and continue to explore it.
Aiming to be a corporate group where employees with diversity and autonomy can grow and work with high motivation as human resources embodying Purpose, we are promoting activities that place the “Formula for Human Capital Improvement,” which we have independently established, at the center of our human resource strategy.

*The ideal state of the Sumitomo Riko Group in 2029

The cross-department Human Resources project, led by the director in charge of the Human Resources division and consisting of Human Resources division managers and mid-level employees, coordinates activities related to human capital disclosure to achieve 2029V, and promotes measures and initiatives to improve human capital through united efforts among the HR divisions.

Based on the “Sumitomo Spirit,” which is the origin of our Management Principles, we have established four human resource materialities: “DE&I,” “Human Resource Development,” and "Engagement.” And we aim to improve human capital and realize 2029V by implementing measures based on the policies defined for each materiality.
In order to measure the progress and achievement of human capital improvement, KPIs are set for each measure, and a system is in place to regularly monitor the status of these efforts, led by the general manager of the Human Resources Department. Most recently, we have set a KPI (2025P) for the end of fiscal year 2025, and are vigorously working on it.

We recognize that “global collaboration” and “business support” are key issues. In order to improve human capital at an accelerated pace toward the realization of 2029V, we believe it is imperative to strengthen and expand “networking” and “dialogue” with business divisions and domestic and overseas affiliates.
In order to resolve the issues, we are working to strengthen the linkage between management strategy and human resource strategy by examining personnel in charge of business divisions with HRBP in mind, strengthening career development support through the introduction of career dialogue sheets and trials of an internal recruitment system, and launching a mechanism to support dialogue between “HR and business divisions” and “supervisors and subordinates.” We will continue to formulate and implement various measures in the future.