Human Resource Development

Basic Approach

The ENEOS Group believes that an important challenge in the achievement of our growth strategy in a rapidly changing business environment is the development of creative, innovative human resources who can take on challenges on a global scale. Therefore, in addition to incorporating this belief into our Code of Conduct, we have established consistent systems for each phase of human resource development, including hiring, assignment, assessment, promotion, and training.

ENEOS Group Code of Conduct (excerpt)

  1. 12.Establishment of a healthy work environment
    1. (1)We strive to enable all personnel to carry out their business operations in the workplace with vigor, and to enable ourselves, our families and our colleagues to lead healthy and cultured lives by promoting health care and work-life balance.
    2. (2)We promote diversity in order to enable diverse individuals to maximize their abilities.
    3. (3)We strive to secure and maintain a pleasant work environment through interactive dialogue and ongoing communication.
    4. (4)We strive to train our people, and seek to enhance the abilities of ourselves and others.
    5. (5)We shall obtain the necessary confirmation and approval from the appropriate person(s) with authority before we commence any religious activity, political activity, or any similar activities during work.


The Human Rights Promotion and Human Resource Development Committee, chaired by the officer (director) responsible for the Human Resources Department of ENEOS Holdings, has been established under the ENEOS Group CSR Council, which is chaired by the president of ENEOS Holdings.
The committee coordinates Group policy on human resource development, manages human resource requirements, and carries out discussion to foster a shared awareness of human resource development among Group companies.
As for specific measures concerning the development of human resources, each Group company conducts a development program tailored to its own business characteristics and suited to the aptitude of individual employees. The challenges and objectives of each Group company are addressed by the committee, and the PDCA cycle is implemented for the Group as a whole for effective human resource development.

For more information about our structure, see Structure for Promoting Human Rights, Human Resource Development and Health.

Major Initiatives


Development of future leaders

Training for future Group management positions

Candidates for future Group management positions are cultivated through classification-leveled training of selected personnel.

Promotion of measures linked to workstyle reforms

Proactive efforts are made with a variety of measures targeting workstyle reforms to create an environment for effectively nurturing diverse human resources.


Training by rank

Classification-leveled training and training to develop core resources are provided.

Overseas training for young employees

College graduates in their third to fifth year of employment with the company are sent overseas for about one month for training, which includes English lessons and fieldwork in accordance with their language skill levels.

Local staff training

Face to face training is implemented for local staff in Japan.

Promotion of career opportunities for female employees

Seminars are held to follow up with employees who have returned to work from childcare leave, to raise awareness among supervisors, and to support the career development of female employees.

Self-assessment interviews

Regular interviews are conducted in which we listen to employees' ambitions for long-term career design and skill development. This gives the company and supervisors a better understanding of employees' wishes, helping to ensure optimal assignment, relocation, and development of employees.

JX Nippon Oil & Gas Exploration

Training by rank

Classification-leveled training and training to develop core resources are provided.

Dispatch of young employees overseas

Young employees with several years of experience at the company are dispatched for three to six months to overseas offices and sites, where they focus on core learning themes to learn about the E&P business in the field while contributing to local operations.

Career development interviews

Employees are interviewed at key points in their careers to enhance the effectiveness of career development over the medium to long term, based on employees' own wishes and the needs of the company. Based on the results, the company offers support for every individual to take on new challenges in order to achieve their future vision for themselves.

Employee training programs

A total of 12 programs are offered throughout the year for young employees to educate them about E&P business technologies, contracts, and economic calculations. Training is led by in-house instructors using curriculum developed by the company.

JX Nippon Mining & Metals

Training by rank

Classification-leveled training and training to develop core resources are provided.

Overseas language training

All management-track employees in their second year at the company as well as other employees in need of language training are sent abroad to study foreign languages for one to three months.

Career development interviews for young employees

Recognizing that human resources are the source of our organization's strength, regular human resources and division interviews with young employees are conducted as an effort to ensure the systematic development of these employees and enhance their proposal-making capabilities.

Energizing individuals and organizations

Efforts are made to strengthen human resource management and development, as well as establish an environment in which diverse human resources can work with enthusiasm.

Training Programs Implemented in Fiscal 2018


  Total training hours Training hours per employee
JXTG Holdings 2,017 18.34
JXTG Nippon Oil & Energy 81,183 9.23
JX Nippon Oil & Gas Exploration 8,338 22.47
JX Nippon Mining & Metals 29,424 15.71
Total 120,962 10.85


  • Number of hours of internal group training and external training organized by the human resources departments of JXTG Holdings and the Group's core operating companies, aggregated for each employer.

Initiatives to Develop Management Resources

With an eye on the future direction of its companies, the ENEOS Group must work to more systematically and strategically develop management resources as the future leaders of the Group in order to respond to the rapid changes expected to take place in the management environment going forward.
As the development of these management resources is a challenge facing ENEOS Holdings as well as its core companies, we will work together to identify employees qualified for management positions and provide comprehensive training to fully draw out their skills as future senior executives.

Specific Approaches to the Development of Management Resources
  • Identify management resources using impartial and objective measures, taking into account the ideal attributes for senior management positions.
  • Management resources are provided with growth opportunities by combining on-the-job training (interdepartmental transfers, challenging assignments, etc.) and off-the-job training (rank-based training in house, enrollment in business schools inside or outside of Japan, etc.) to enable them to acquire the necessary experience, knowledge and perspective required of future senior management. In addition, individual development plans are formulated for each of these processes.
  • The Human Resource Development Committee examines the suitability of management resources in a multifaceted manner and implements the PDCA cycle for the development plan.

Implementation of Various Measures

Dialogue Session Between Employees and Management

Dialogue session between employees and management

JXTG Holdings hosted a dialogue session for around 400 employees and seven directors.
The objective of this session was to share the company's direction through dialogue between employees and management to ensure that we can all think independently and work with vigor while moving toward the same objectives.
During the first part of the session, the president and executive vice president gave presentations with the theme "moving toward the future of the ENEOS Group." In the second part, participants were split up into several rooms, where employees and management sat in a circle to discuss questions and share views.
Participant feedback included the following: "I gained a better understanding of management's efforts and approaches after hearing their responses to various opinions, questions and thoughts" and "Hearing the thoughts of people from different departments and age groups was refreshing and inspiring."

Global Business Skills Training Designed for the Systematic Development of Global Human Resources

Market research in progress

ENEOS offers "Global business skills training" as part of its basic training programs. For this training, employees who are college graduates in their third to fifth year with the company are sent for about a month to a Southeast Asian country, where they participate in activities such as conducting market research or attending one-on-one language classes, depending on their language skills. In view of the anticipated overseas expansion of our business operations in the future, the objective of the training is not only the development of participants' language skills, but also the enhancement of their ability to adapt to foreign cultures.
In addition, all employees who are college graduates are required to take the TOEIC test every three years, and they are encouraged to continue their English studies even after the completion of "Global business skills training".

Development of Locally Hired Overseas Employees

ENEOS aims to boost the overseas expansion of its business operations by training locally hired overseas employees to become senior managers at its overseas sites.
To this end, the company conducts group training of managers and team leaders hired locally overseas. In fiscal 2018, training was held for team leaders in which participants learned about leadership attributes, including communication skills and problem solving ability.
In addition, the company has implemented an initiative in which highly competent locally hired overseas employees are assigned to the ENEOS head office in Japan for several years to experience head office operations firsthand.

Support for Employee Self-Development

The ENEOS Group has a self-development support system to provide employees with a desire to learn.

Voluntary Participation in Training

ENEOS Holdings offers various seminars and correspondence courses for employees of its core operating companies and other Group companies. Employees can select seminars and courses based on their individual needs in order to support their self-development.

Self-Innovation Support

In response to employees' desire for professional growth, JX Nippon Mining & Metals has implemented a self-innovation support system, which builds upon he company's previous self-development system.
Under this system, employees can apply for and participate in external training and study programs of their choice, and at the time of completion the company reimburses half the cost, to a maximum of 500,000 yen. Under the original system, participants had to choose from among programs selected in advance by the company, but under the new system, employees have access to a much broader range of programs. The objective of this system is to encourage employees to make the most of the private time gained from work-life balance initiatives. As such, it offers a much greater level of flexibility than the previous self-development system.

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