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. In accordance with this approach, we have set out basic principles on human resource development in the Group Code of Conduct and the Group Basic Policy on Human Resources Development, and we have established consistent systems for each phase of human resource development, including hiring, assignment, evaluation, promotion, and training.
In addition, each Group company pursues human resource development in accordance with its own business policies based on the Group Code of Conduct and the Group Basic Policy on Human Resources Development.
ENEOS Group Code of Conduct (excerpt)
- 12.Establishment of a healthy work environment
- （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）We promote diversity in order to enable diverse individuals to maximize their abilities.
- （3）We strive to secure and maintain a pleasant work environment through interactive dialogue and ongoing communication.
- （4）We strive to train our people, and seek to enhance the abilities of ourselves and others.
- （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.
ENEOS Group Basic Policy on Human Resources Development
We will continuously and systematically develop human resources to secure talent capable of tackling challenges globally with the spirit of creativity and innovation.
We will carefully develop employees with a strong awareness of the Group’s mission and our five core values, a strong sense of ethics and a willingness to take on challenges.
We will develop human resources who will help us enhance corporate value over the medium to long term in order to strengthen our management foundation.
We maintain various functions and roles based on the business format and organization of the company. Each of these is indispensable to the operations of the company, and we will promote appropriate development efforts to ensure that all employees can contribute to the organization by maximizing their capabilities.
We will establish systems for actively supporting employees looking to grow themselves by promoting diverse development and growth tailored to each employee’s aptitude.
We believe that supporting the growth of our diverse workforce will help to invigorate company organizations, thereby strengthening our competitiveness. We respect the individuality of each and every employee and support the self-led growth of employees tailored to their aptitude.
Structure
For information about our structure, see ESG Management Structure.
Material Issues, Plans and Results
Fiscal 2024 Targets, Results and Progress
Evaluation: Achieved/Steady progress Not achieved
| Material ESG Issue | Initiative | Target (KPI) | Results/Progress | |
|---|---|---|---|---|
| Retaining and developing human resources | Retaining human resources capable of enhancing corporate value |
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| Development of human resources capable of enhancing corporate value | Establish a system to strategically allocate and develop management personnel through visualization of human resources | System established at ENEOS Holdings Rollout completed at principal operating companies |
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Major Initiatives
Each Group company implements development programs in accordance with its own business policies based on the Group Code of Conduct and the Group Basic Policy on Human Resources Development.
Developing Management Resources
To respond to uncertainty in a more flexible, dynamic manner, we must work more strategically to develop strong leaders who can ascertain the future direction of our companies in these uncertain times.
ENEOS Holdings and its principal operating companies are working to address the common challenge of developing management resources.
We will clarify selection criteria to ensure fair hiring practices and engage in strategic development of personnel from an early stage, promoting development that will allow them to maximize their abilities as future management.
Workflow for the Selection and Development of Management Resources
- Scope of application: ENEOS Holdings and principal operating companies
Main Human Resource Development Programs
Main Human Resources Development Programs at Principal Operating Companies
| Operating company | Program name | Details |
|---|---|---|
| ENEOS | ||
| Global human resources development | Training, which lasts about one month, is held in Malaysia and Vietnam for employees with advanced English skills to acquire cross-cultural skills that will enable them to respond quickly in overseas business settings. Language learning opportunities are also provided on a broad scale in Japan to improve employees’ language proficiency. | |
| M&A training | In order to develop human resources who can carry out the transformation of our business portfolio, we implement a program that teaches practical skills and knowledge, from the basics of M&A to how to formulate strategies. | |
| Training assignments at venture companies | In order to foster people who can take on the development of new businesses, employees are dispatched to venture companies for one year. Through practical experience in starting up businesses and working with entrepreneurs, participants hone their business development skills and mindset. | |
| Evaluation feedback interviews and self-assessment interviews | Regular interviews are conducted with all regular employees to evaluate performance during the fiscal year and to share information about work issues and skill development opportunities in the next fiscal year. We have also established human resources systems to get an accurate understanding of employees’ ambitions for long-term career design and skill development. Regular interviews are held to give the company and supervisors a better understanding of employees’ wishes, helping to ensure optimal assignment, relocation, and development of employees (interviews held for all regular employees, who account for 90% of all employees). | |
| Career Forum | Every year, we hold a Career Forum (online) to provide information on the work content and career paths of each department during the period when employees declare their wishes for long-term career design and skill development. The event serves as an important opportunity for employees to think about their own career development. | |
| ENEOS Xplora | ||
| Role/Level-based training | Classification-leveled training and training to develop core talent are provided. | |
| Overseas office training | To enable trainees to learn E&P (exploration and production) business practices through on-site experience and contribute to local operations, trainees are sent to the overseas offices (including operational/drilling sites) for three to six months under a clearly defined core theme. | |
| Basic knowledge acquisition program | This program is conducted year-round, primarily for young employees and mid-career hires, to provide knowledge on E&P-related technologies, contracts, and economic calculations, as well as environmental solutions businesses and new business creation. In addition to classroom learning, the program also offers hands-on opportunities, such as field trips. | |
| Human resource development interviews | Once a year, human resource development charts (which record the acquisition status of necessary skills, etc.) are updated, and based on these charts, interviews are held between employees and their supervisors to reflect on the knowledge and skills acquired by the employee over the past year and form a common understanding of the development plan for the coming year. | |
| 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, matching 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. | |
| ENEOS Materials | ||
| Training by rank | This training helps employees, from new employees to managers, acquire the mindset and skills required for their respective roles, and supports their steady growth at key career transition points. | |
| Career development program (CDP) system | This medium- to long-term career development program positions the first 10 years after joining the company as a “skill-building period” and aims to maximize employees’ abilities by allowing them to work at multiple departments based on their own request. University graduates receive career development training and undergo individual interviews, providing them with opportunities to proactively consider their own careers. | |
| Digital core talent development program | This program develops talent who can improve on-site operations by utilizing digital tools such as low-code tools and generative AI. This program teaches not only how to operate these tools, but also how to think about “what to create” in system development. | |
| ENEOS Power | ||
| Training system | Each training course is divided into the categories of “Business/System Understanding,” “Specialization,” and “General Purpose.” Eligible employees are encouraged to take various training courses throughout the year. | |
| Qualification acquisition incentive system | The company subsidizes the examination fees for qualifications required for practical work. | |
| ENEOS Renewable Energy | ||
| Training by rank |
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| Project manager development | ERE runs an original program for learning project management knowledge and techniques unique to manufacturing sites through case studies. | |
| Career independence support |
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- Note:
- ENEOS Power employees are seconded from ENEOS, so other ENEOS policies also apply to the company’s employees.
Training Hours in Fiscal 2024
| Total training hours | Training hours per employee | |
|---|---|---|
| ENEOS Holdings and ENEOS | 492,979 | 57.7 |
| ENEOS Xplora | 9,003 | 22.9 |
| ENEOS Materials | 18,194 | 13.1 |
| ENEOS Power | 2,726 | 10.7 |
| ENEOS Renewable Energy | 4,115 | 11.7 |
| JX Advanced Metals | 40,054 | 12.2 |
| Total | 567,071 | 39.8 |
- Note:
- All training conducted by ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Power, and JX Advanced Metals, as well as all training conducted by the human resources division of ENEOS Materials and the Human Resources Department of ENEOS Renewable Energy, compiled by company.
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. The company regularly dispatches employees hired locally overseas who are expected to play an active role to the ENEOS head office, where they experience head office operations firsthand.
Due to operational reasons, the program was postponed in fiscal 2024, but in fiscal 2025, one locally hired overseas employee was assigned to the ENEOS head office.
Support for Employee Self-Development
In order to support the skill improvement and self-learning of employees who are motivated to learn, the Group provides open seminars, in which employees can choose to take training that meets their individual needs, for employees of principal operating companies and other Group companies.
ENEOS Learning Platform
ENEOS has established the ENEOS Learning Platform, an online learning support system for autonomous employee career development. Employees may select training courses and use the system freely for a certain period of time. The Company subsidizes 50% of the cost if certain requirements are met.
As part of the people strategies in the third Medium-Term Management Plan, we set a target of having more than 1,500 users of the system over the three years from fiscal 2023 to fiscal 2025. The number of users totaled 1,205 over the two years from fiscal 2023 to fiscal 2024, already exceeding the target in terms of the rate of progress. Comments about the system included, “I was able to choose from a variety of training programs and learn on my own.”
Supporting Self-Directed Learning
ENEOS Xplora has established policies such as ensuring time for learning and provides employees with a learning support system and online learning environment.
Self-Development Support System
ENEOS Materials has implemented a self-development support system utilizing a video-based learning platform to encourage each employee’s independent learning. By creating an environment that supports employees’ desire to learn, the company supports them in developing a habit of self-development and independent career development.
Development of Digital (DX) Talent
For the establishment of a solid earnings base and the realization of energy transition, the Group will accelerate business transformation through digital transformation (DX) in the areas of base businesses, growth businesses, and carbon neutrality.
As a driving force to support these efforts, we will focus on the development of digital talent by enhancing the autonomous capabilities of employees and promoting the assignment of appropriate personnel to appropriate posts. The target of developing 2,000 advanced digital resources set out in the third Medium-Term Management Plan (fiscal 2023–fiscal 2025) had been achieved ahead of schedule as of the end of fiscal 2024. By the end of fiscal 2024, a total of 2,700 advanced digital resources had been developed.
Digital Talent Development Policy (Summary)
In fiscal 2023 ENEOS introduced level certification (four levels, from 1 to 4) and three types of digital resources. Through these efforts, we are visualizing the development status and strengthening DX implementation and practical skills.
By providing e-learning to all employees to enable them to acquire digital literacy, we aim to ensure that all personnel are digitally literate human resources (Level 1). In addition, as a measure to develop advanced digital resources (Levels 2 to 4), we have established three types: Business Designer1, DX Coordinator2, and Data Analyst3, and we are pursuing the development of human resources who will play a central role in DX by combining training and work experience for each type.
In fiscal 2024, we began certifying Level 3 talent with practical experience, and by the end of fiscal 2024, we had certified a total of approximately 40 individuals. Starting in fiscal 2025, we are creating practical opportunities and optimizing placements for trained talent, while also enhancing our digital talent development program by updating it to include more practical content.
- 1Consistently involved in and contributes to the planning of business transformation / business models, the launch and monetization of new businesses, and the overall promotion of DX. As of the end of fiscal 2024, around 500 Business Designers had been developed.
- 2Engages those involved and builds appropriate cooperative relationships while ensuring the materialization of products, services, and measures, as well as quality, cost and delivery (QCD). As of the end of fiscal 2024, around 700 DX Coordinators had been developed.
- 3Formulates hypotheses for business transformation and new business creation, and uses data to verify hypotheses and derive suggestions. As of the end of fiscal 2024, around 1,100 Data Analysts had been developed.