Building a Strong Organizational Structure to Create “Tomorrow’s Normal”
The third pillar of the third Medium-Term Management Plan, “enhance the management base,” underpins all activities for the implementation of the other two basic policies. In addition to changing the Group’s management structure, we are building a strong structure to create “tomorrow’s normal” by implementing human resource and digital strategies to bolster talent and strengthen infrastructure needed to lead dynamic transformation in each of our business areas.
Change in Group Operating Structure
Convert High Performance Materials Business, Electricity Business and Renewable Energy Business into Separate Companies
As companies which engage in any important businesses of the ENEOS Group, we will transition to autonomous management in pursuit of growth strategies and capital efficiency by visualizing performance and increasing competitiveness in each industry.
Listing of JX Advanced Metals
We will begin preparing for the listing of JX Advanced Metals in order to further enhance corporate value of ENEOS Holdings and JX Advanced Metals, a 100% subsidiary, with the aim of transitioning it to an equity-method affiliate in the future in order to establish an independent management structure.
ENEOS Holdings
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Appropriately promote JX Advanced Metals’ high growth potential in advanced materials industry to stock market
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Execute strategic investment, which is necessary to transform business portfolio, and shareholder returns quickly and reliably
JX Advanced Metals
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Establish a management structure which enables the company’s rapid decision-making based on business characteristics
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Execute each strategy targeting semiconductor materials and ICT materials, which are areas in which the company is highly competitive, through realization of optimal capital structure
Group Human Resource Strategy
For the realization of our Long-Term Vision, we have identified necessary skills and ideal human resources and have also formulated a human resource strategy to aid in the establishment of a solid earnings base and acceleration of measures for energy transition. Transfers of technology and experience, along with further skill development, are vital to building a foundation for the establishment of a solid earnings base in our base businesses. In addition to promoting diversity, equity, and inclusion, the Group is working to ensure that the personnel supporting our base businesses can maximize their skills by improving compensation and benefits for senior employees and providing opportunities for skill development. On the other hand, personnel portfolio transformation is essential for business portfolio transformation. Based on the belief that integrating the knowledge and ideas of people with experience in existing businesses and those with experience in other industries and businesses will lead to the creation of new energy businesses, we are focusing on the acquisition and development of human resources with new ideas and skills. Improvement of employee engagement is essential for achieving this. We have established regular opportunities for direct dialogue between management and employees in order to deepen understanding of our management policies and challenges. At the same time, we continue to conduct employee engagement surveys. In addition, we utilize human resource systems and programs to actively promote highly motivated human resources to posts where they can take full advantage of their individuality and skills.
Human Resource Strategy Supporting “Today’s Normal” and Taking the Lead for “Tomorrow’s Normal”
Strengthening the Driving Force for DX
We have formulated the Digital Strategy as one of the measures for enhancing the management base. This strategy defines “DX Key Themes,” which stipulate policies for the utilization of digital technologies in the areas of base businesses, growth businesses, and carbon neutrality. In addition, the strategy defines four areas to strengthen under “strengthening the driving force for DX”: development of digital human resources, data utilization, IT governance, and co-creation opportunities. Based on the experience and knowledge cultivated during the prior years, in the third Medium-Term Management Plan we have set a target for the number of digital human resources to develop as a key element to achieve continuous business transformation and contribute to earnings.
Key Themes in Each Business Area
Developing Digital Human Resources at ENEOS
Continuing from the second Medium-Term Management Plan, we will focus on the development of digital human resources. From the third Medium-Term Management Plan, we will introduce four levels of certification and three types of digital resources, and accelerate development by combining training and work experience for each type. We will encourage the assignment of the right person to the right job and skill acquisition by developing digital human resources.
Business Designer:
Consistently involved in and contributes to the planning of business transformation, the launch of new businesses, and the overall promotion of DX.
DX Coordinator:
Engages those involved and builds appropriate cooperative relationships while ensuring the materialization of products, services and measures, as well as quality, cost and delivery (QCD).
Data Analyst:
Formulates hypotheses for business transformation and new business creation, and uses data to verify hypotheses and derive suggestions.