Human Capital Management

To drive business growth and realize the "Sumitomo Riko Group Vision 2029 (2029V)," we operate in three business areas: "Mobility," "Infrastructure," and "Life & Electronics."
In each of these business areas, we leverage "polymer materials technology" -which enables the creation of high-performance, high-value-added products—and "comprehensive evaluation technology" -which enables the development of optimal solutions-as our core competencies. We are advancing value co-creation through collaboration within our business units, cooperation across business units, and partnerships with external stakeholders.
In today's rapidly changing business environment, to support these initiatives from a human capital perspective, it is essential to maintain a "cycle of human capital enhancement" -one that involves recruiting talent who embody the company's purpose and supporting their growth and success, thereby driving 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 those who can view the world from diverse perspectives, harness the power of our management resources (materials, facilities, organizations, and a diverse workforce), and continuously and independently ask themselves and explore the question, "What Is Manufacturing That Society Needs?"
With the goal of becoming a corporate group where employees-who embody diversity and autonomy—can grow into individuals who embody our purpose and work with high motivation, we are promoting initiatives that place our uniquely defined "Equation for Human Capital Enhancement," established under the "Sumitomo Spirit," at the center of our human resources strategy.

Led by the executive in charge of the Human Resources Headquarters, and centered on a cross-functional HR project team composed of HR staff and mid-level employees, we are working to coordinate efforts toward achieving the 2029V goals and to disclose information related to human capital. Thus, the HR departments are working together in unity to promote initiatives aimed at enhancing human capital.

Starting with the “Sumitomo Spirit”-the foundation of our management philosophy-we have identified four human capital materialities: “DE&I,” “Human Resources Development,” and “Engagement.” By implementing initiatives based on policies established for each materiality, we aim to enhance our human capital and achieve the 2029V.
In addition, we have established KPIs for each initiative to measure progress and achievement in enhancing human capital. We have also established a system led by the General Manager of the Human Resources Department to regularly monitor the status of these initiatives.
Most recently, as a result of setting KPIs in our Mid-Term Management Plan (2025P) covering fiscal years 2023 through 2025 and vigorously pursuing these initiatives, we achieved the target levels for all items.

In our Mid-Term Management Plan (2029M) covering fiscal years 2026 through 2029, we will build on the results of our past initiatives to formulate the following measures and KPIs, with the aim of further enhancing our human capital.

Human Resources Materiality	Key Initiatives	KPIs for 2029M		Related Pages
The Sumitomo Spirit	Global Philosophy Education	Global Business Spirit Education	100% Implementation Rate	Human Resources Development
DE&I	Promoting Women's Participation	Percentage of Women in Management Positions	Global 15.0% Non-consolidated 3.0%	Diversity, Equity & Inclusion
	Employment of People with Disabilities	Employment Rate for People with Disabilities	3.00%
	Paternity Leave	Taking Parental Leave	90%
		Taking Parental Leave and Other Childcare-Related Leave	100%
		Rate of Employees Taking 28 or More Days of Parental Leave	90%
Human Resources Development	Strengthening Management Training	Number of Participants in Executive Training Programs	140 people	Human Resources Development
	Strengthening Retention	Number of New Graduates Who Leave Within 3 Years of Joining (Target)	0 people
Engagement	Promotion of Health Management	White 500	Continuous Certification	Health Management Initiatives
		Presenteeism	Domestic Group Average 80%
	Compensation Levels	Wage Increases (Target)	Inflation Rate + α	-
	Improving Employee Engagement	"Sustainable Engagement" Score	At or above the Global manufacturing industry benchmark	Enhancing Workplace Comfort and Job Satisfaction

The Sumitomo Riko Group recognizes “global collaboration” and “hands-on business support within business divisions” as key challenges in human capital management. And we believe that strengthening and expanding “networking” and “dialogue” with our business divisions and affiliated companies both in Japan and overseas is an urgent priority in order to accelerate the enhancement of our human capital and achieve the 2029V vision.
To address these challenges, we are working to strengthen career development support through initiatives such as reviewing HR functions within business units with HRBPs* in mind, introducing career dialogue sheets, and piloting of an internal job posting system.
We are also moving forward with the creation of new mechanisms to strengthen the alignment between management strategy and human resources strategy, such as launching initiatives to facilitate dialogue between “the HR department and business units” and “managers and subordinates.”
Going forward, we will continue to advance our human capital management through the planning and implementation of various initiatives.

※HRBP(Human Resource Business Partner)
An approach in which the HR division works closely with management and business divisions to support business growth from a human resources perspective.