Social

Healthy Work Environment

Basic Approach

The ENEOS Group aims to increase the motivation and creativity of each and every employee and enable them to maximize their abilities through the promotion of work-life management.
Moreover, the Group believes in actively incorporating diversity and inclusion, acknowledging differences pertaining to gender, age, nationality, race, ethnicity, skin color, culture, thought, religion, belief, political opinions, sexual orientation (LGBT), the presence or absence of disability, and any familial and personal circumstances, to create new value across the entire organization for our continued growth.
We have stipulated such norms in the ENEOS Group Code of Conduct, and have implemented a variety of initiatives for their advancement.

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.

Structure

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 is responsible for deliberation on Group-wide policies and approaches to work-life management, diversity and inclusion. It confirms and evaluates the activities of each Group company and shares information.
Specifically, we are implementing measures such as workstyle reforms, workplace and career advancement initiatives for female employees and employees with disabilities, and the expansion of systems promoting work-life balance. We are also raising awareness about diversity and inclusion through in-house training for officers, including the president, and employees and other initiatives, and monitoring progress through the committee.

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

Advancement of Women in the Workplace

To support the career planning and growth of our female employees, the ENEOS Group is working to change attitudes toward workstyle among both male and female employees, and has put various systems in place to support the work-life balance of all employees, both male and female.
Furthermore, our Group companies have created their own action plans for the advancement of women in the workplace in accordance with the Act on Promotion of Women's Participation and Advancement in the Workplace, enacted on April 1, 2016, and have implemented measures for the achievement of these plans.

For more information, see Major Systems Supporting Work-Life Balance.

Goals of Action Plan on the Advancement of Women in the Workplace

  • ENEOS: Ensure that the ratio of women among newly hired university graduates in fiscal 2020 is at least 25%.
  • JX Nippon Oil & Gas Exploration: Maintain the percentage of female workers at 15% of the employed workforce.
  • JX Nippon Mining & Metals: Steadily increase the number of female employees and ensure that the ratio of women among newly hired university graduates is at least 30% in order to cultivate female managers early on.

Employment Status of Female Employees

(As of March 31, 2019)

Newly hired female employees 78 Percentage of women among new hires: 13.4%
Total number of female employees 1,221 Percentage of women in the workforce: 10.9%
Number of female managers 76 Percentage of women in management: 2.7%
Number of female directors* 3 Percentage of female directors: 17.6%
Average years of service
for all female employees
17.5 years Average years of service for male employees: 19.2 years
Difference in average years of service between male and female employees: 1.7 years

Note:

  • Data on number of female directors is from ENEOS Holdings; other data is from ENEOS Holdings and core operating companies.
  • *Data on number of female directors only is as of June 26, 2019.

New Systems Introduced in Fiscal 2019

Job Transfer Deferment System

ENEOS Holdings and ENEOS have introduced a system whereby employees can defer job transfers up to a maximum of three years for personal reasons, such as marriage or childbirth.

Spouse Accompaniment Job Transfer System

ENEOS Holdings and ENEOS have introduced a system whereby employees can request job transfers to specific regions to accompany a spouse who has been relocated to another part of Japan due to a job transfer.

Spouse Accompaniment Leave of Absence (Retirement) System

ENEOS Holdings and ENEOS have introduced a system whereby employees can request to be re-hired within five years of taking leave of absence or retiring to accompany a spouse who was relocated due to a job transfer.

Diversity and Inclusion

In accordance with the basic approach below, the ENEOS Group actively incorporates diversity and inclusion to create new value across the entire organization for our continued growth.

  • We implement fair and equal hiring practices that ensure diversity.
  • We endeavor to maintain a healthy work environment and carry out effective human resource development to maximize the talents of a diverse workforce.
  • We work to foster a corporate culture where each and every employee understands the importance of diversity, and where employees respect each other, help each other, and grow together.

Ikuboss Corporate Alliance Membership and Activities

After the signing ceremony
Left: Sugimori Tsutomu, then president of JXTG Nippon Oil & Energy
Right: Koso Tokiko, director of Fathering Japan

On September 21, 2017, JXTG Nippon Oil & Energy joined the Ikuboss Corporate Alliance, established by Fathering Japan.
The Ikuboss Corporate Alliance is a network of companies that recognize the importance of ideal bosses, or "ikubosses,"* in an age of workforce diversity, which includes increased participation of women in the workplace and an increasing number of men who are actively involved in child-rearing. These companies are actively working to change management mindsets as part of their efforts to foster ikubosses in this new age.
In fiscal 2018, we held "ikuboss lectures" on three occasions for employees at the group manager position or higher. All of the 200 participants, including the president, declared their commitment to being ikubosses.

  • *An "ikuboss" is a boss (executive or manager) who thinks about the work-life balance of staff under his or her supervision. Ikubosses support the careers and lives of their staff, while delivering results to the organization and enjoying their own work and private lives.

ENEOS Ikuboss Declaration

In view of the ikuboss objectives, ENEOS endeavors to maintain work environments where all employees in all stages of life can balance their work and private lives while maintaining motivation to work.

Promoting Career Opportunities for Employees with Disabilities

The ENEOS Group views disability as one of many characteristics that make up a person's individuality, and fosters an environment where employees with disabilities can thrive by assigning each person to a job and workplace suited to his or her own individuality and aptitude.
Moreover, workplace adaptation assistance is provided for employees with disabilities, including the provision of work-life consultants and job coaches.
For fiscal 2018, the percentage of employees with disabilities was 2.4%, higher than the legal requirement of 2.2%.

Re-employment of Retired Workers

The ENEOS Group has put in place a re-employment program for workers who have the desire and motivation to continue working after mandatory retirement. This program provides these employees with further opportunities to share their valuable knowledge, skills, and experience with the company.
In fiscal 2018, the number of workers re-employed after retirement was 589.

Note:

  • Data from ENEOS Holdings and core operating companies.

Creation of Local Jobs

The ENEOS Group is actively engaged in employing local staff at our overseas operating sites.

Number of Locally Hired Staff at Overseas Sites (Fiscal 2018)

(Persons)

ENEOS 1,056
JX Nippon Oil & Gas Exploration 413
JX Nippon Mining & Metals 2,601
Total 4,070

Initiatives for LGBT (Sexual Minorities)

ENEOS has implemented department- and rank-based training, e-learning and other activities as part of human rights awareness training in order to promote understanding towards sexual minorities among our employees in accordance with the ENEOS Group Code of Conduct. A contact point has also been established for consultation and inquiries.
In October 2018, ENEOS was awarded the Silver Award by work with Pride* based on their "PRIDE Index 2018," an evaluation index on programs related to LGBT and sexual minorities within businesses and organizations.

  • *A private organization that supports the promotion and instillment of diversity management concerning sexual minorities, including LGBT, within business organizations.

Work-Life Management

In accordance with the basic approach below, the ENEOS Group aims to reduce total annual working hours and encourage the taking of annual paid leave to increase the motivation and creativity of each and every employee, and enable them to maximize their abilities.

Guideline

  • To allow adequate time for each and every employee to achieve a good balance between work and private life, we promote the reduction of total annual working hours and encourage the taking of annual paid leave by improving productivity and workflow.
  • We work to ensure the establishment and utilization of effective human resource systems and programs, so that even employees limited in their workstyles by circumstances, such as childcare and family care, can achieve sustainable career development and performance.
  • We raise employee awareness to promote understanding of the importance of work-life management.

Proper Management of Total Annual Working Hours

The ENEOS Group defines those regulations related to Japan's Labor Standard Act, such as working hours, rest periods, days off, and leave, as human resource regulations.
In addition, Group companies are committed to eliminating unpaid work, and have put in place systems to accurately monitor and manage employees' working hours, while various initiatives have been implemented to reduce total annual working hours (reducing overtime work and encouraging taking of annual paid leave).

Encouraging Employees to Take Annual Paid Leave

The ENEOS Group promotes various initiatives at our Group companies to encourage employees to take annual paid leave.

Status of Annual Paid Leave in Fiscal 2018

Number of days granted 22.0
Number of days taken 19.8
Usage rate 90.0%

Note:

  • Data from ENEOS Holdings and core operating companies.

Major Systems Supporting Work-Life Balance

The ENEOS Group has in place various systems to support work-life balance at our Group companies.

Major Systems Supporting Work-Life Balance at Group Companies

  System Implemented at
Childbirth/Childcare Time off before and after childbirth All Group companies
Time off to care for an ill child All Group companies
Childcare leave All Group companies
Special time off for wife's childbirth All Group companies
Return-to-work grant JX Nippon Mining & Metals
Childcare concierge service JX Nippon Mining & Metals
Support for babysitter use ENEOS Holdings, ENEOS, JX Nippon Mining & Metals
Childcare subsidies ENEOS Holdings, ENEOS, JX Nippon Mining & Metals
Family care Time off for family care/Family care leave All Group companies
Family care leave allowance All Group companies
Home helper subsidies ENEOS Holdings, ENEOS, JX Nippon Mining & Metals
Family care subsidies JX Nippon Mining & Metals
Re-hiring system for retirement due to family care JX Nippon Oil & Gas Exploration
General Shorter workday All Group companies
Exemption from unscheduled work All Group companies
Flextime All Group companies
Cumulative annual paid leave JX Nippon Mining & Metals
Paid time off for personal injury or illness ENEOS Holdings, ENEOS, JX Nippon Oil & Gas Exploration
Hospitalization subsidy ENEOS Holdings, ENEOS, JX Nippon Oil & Gas Exploration
Leave system for supporting continuation of career JX Nippon Oil & Gas Exploration
Return-to-work system JX Nippon Mining & Metals
Working from home All Group companies
Exemption from late-night work All Group companies
Telework system ENEOS Holdings, ENEOS
Job transfer deferment system ENEOS Holdings, ENEOS
Study abroad (at own expense) leave of absence system ENEOS Holdings, ENEOS
Spouse accompaniment job transfer system ENEOS Holdings, ENEOS
Spouse accompaniment leave of absence (retirement) system ENEOS Holdings, ENEOS

Utilization of Major Systems in Fiscal 2018

Number of employees taking childcare leave 220 (of which 171 are male)
Percentage of employees returning to work after taking childcare leave 100%
Percentage still employed 12 months after returning to work 98.7%
Number of employees taking family care leave 5

Note:

  • Data from ENEOS Holdings and core operating companies.
Corporate Culture Reforms

Wakuwaku Council

Wakuwaku Council in session

The ENEOS Group Philosophy cites taking on challenges and moving forward as important values for realizing a vibrant future. Therefore, in fiscal 2019 we launched the Wakuwaku Council to discuss and implement initiatives to foster and instill a corporate culture where employees understand and embrace the ENEOS Group Philosophy and business targets, and take on challenges with enthusiasm.
The council, which will meet biannually, comprises senior management from Group companies, including the presidents of ENEOS Holdings and the core operating companies.
Since its establishment in 2017, the ENEOS Group has implemented corporate culture reforms based on the PDCA cycle using employee awareness surveys. The council will discuss challenges and measures for boosting employee enthusiasm and continue efforts for corporate culture reform.
A dedicated webpage called Spring of Enthusiasm – Challenge and Transformation was established on our intranet. Here, we post meeting summaries of the Wakuwaku Council in an effort to increase understanding of the direction of reforms and improve internal communication.
We also post examples of challenges taken on by Group companies in order to foster a sense of unity and shared awareness. Furthermore, we announced a Declaration of Conduct for Group Management, which we are working to communicate throughout the Group. The effectiveness of these initiatives will be ascertained through ENEOS Group employee awareness surveys and dialogue sessions between senior management and employees.

Declaration of Conduct for Group Management

  1. 1.Listen to proposals with an open mind and take the lead in trying new things rather than simply doing things as they have been done in the past.
  2. 2.Make decisions promptly without demanding excessive documentation or groundwork.

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