Sangan-Khorasan Steel Mining Industries Company (SSMIC), in its 2024 Social Work Unit performance report, announced the implementation of targeted programs focused on physical and mental health, improving quality of life for employees, supporting families, and preventing social harm. These efforts reflect the company’s long-term approach to sustainable human resource development.

According to the Public Relations Department, Amir Rezazadeh, Vice President of Human Capital Development at SSMIC, stated that in 2024, the Social Work Unit focused on five key pillars: supporting employee families, managing social and organizational harm, addressing occupational and non-occupational incidents, promoting physical and mental health, and delivering targeted social work interventions.

He noted that in the area of family support, various initiatives were implemented, including granting interest-free loans of one billion rials, offering incentive leave, providing psychological counseling, and awarding gold coins for occasions such as marriage and childbirth. In the past year, 199 childbirth cases and 37 employee and contractor marriages were supported.

The Vice President also highlighted that tuition support for kindergarten and preschool was provided to 252 children of employees, with a total value exceeding 50 million rials — a move aimed at reducing family-related financial concerns.

Rezazadeh added that in cases of occupational and non-occupational incidents, monthly visits were made to injured employees, and in the event of a death, funeral expenses equivalent to 20 times the minimum labor wage were paid. The unit also actively supported individuals with special health conditions, disabilities, and personal or family challenges through targeted interventions.

Retaining Human Capital at SSMIC

Emphasizing the importance of mental and physical well-being in the workplace, Rezazadeh noted that mental health screenings were included in periodic checkups. Using the Mental Status Examination (MSE) and MMPI-2 tests, screenings were conducted for 2,300 employees and contractors. These efforts, combined with regular physical exams, online health monitoring, health record creation, and motivational rewards, contributed to improved organizational health indicators.

He also cited the launch of a psychology committee, workplace fitness stations, a healthy restaurant, and ecotourism programs as complementary measures aimed at promoting healthier lifestyles and increasing job satisfaction.

In terms of addressing social issues, SSMIC has adopted a preventive approach to combating addiction and its consequences. Identifying at-risk individuals, referring them to treatment centers, implementing care cycles, conducting periodic testing, and facilitating reintegration into their previous roles are all part of the company’s structured response in this area.

Rezazadeh concluded by emphasizing that human capital development goes beyond recruitment and training. “Human capital becomes sustainable and effective only when nurtured within a supportive psychological, welfare, and social framework. At SSMIC, this philosophy underpins all of our developmental programs.”