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 2023 Targets, Results and Progress
Evaluation:Achieved/Steady progressNot achieved
| Material ESG Issue | Initiative | Target (KPI) | Results/Progress | |
|---|---|---|---|---|
| Retaining and developing human resources | Development of human resources capable of enhancing corporate value | Implement effective training and evaluation |
|
|
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
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.
ENEOS Holdings and its principal operating companies are working on the development of these management resources as a common challenge facing the Group. We will work together to identify, at an early stage, employees suitable for management positions and provide comprehensive training to draw out their full potential as future senior executives.
Main Human Resource Development Programs
ENEOS
Global human resources development
Training, which lasts about one month, is held in Malaysia 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.
Measures to promote career opportunities for female employees
Female employees are selected to take part in off-site training in order to develop candidates for executive positions. Seminars are held to raise awareness among supervisors and an external mentorship program is offered to support the career development of female employees.
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.
Trigger for the Future
In order for employees to gain new insights and further broaden their horizons, we hold a lecture program on themes aligned with the company’s future direction.
360-degree feedback
Employees receive feedback from supervisors, peers, and subordinates about their behavioral characteristics to help them gain awareness of their own strengths and weaknesses, thereby promoting future career development and behavioral change. Survey results do not directly affect supervisor evaluation and treatment.
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. Participants are able to gain a better understanding of what it is like to work in the departments they are interested in and clarify their future career aspirations.
ENEOS Xplora
Training by rank
Classification-leveled training and training to develop core resources are provided.
Overseas dispatches of young employees
We send employees, particularly young employees who have been with us for only a few years, to overseas branch offices for between three and six months with set core assignments. This allows them to learn about the actual practices of the ENEOS Xplora E&P (oil exploration and production) business and to contribute 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, 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.
Employee training programs
Programs are offered throughout the year, mainly for young employees, to educate them about E&P business technologies, contracts, and economic calculations. Training is led by in-house instructors using curricula developed by the company.
JX Advanced Metals
New training system
As part of the human resources strategy linked to the JX Advanced Metals Group’s Long-Term Vision for 2040, a new education system was established in fiscal 2023 and various types of training were implemented based on the Human Resources Development Policy, which includes providing opportunities for independent and self-motivated growth according to individual needs and developing human resources in a corporate culture that accepts diversity and encourages challenge.
Training by rank
Classification-leveled training and training to develop core resources are provided.
Overseas 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.
- Note:
- In fiscal 2023, we resumed dispatching employees whose overseas language training had been postponed due to the COVID-19 pandemic.
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 Hours in Fiscal 2023
| Total training hours | Training hours per employee | |
|---|---|---|
| ENEOS Holdings and ENEOS | 24,869 | 2.8 |
| ENEOS Xplora | 7,659 | 20.8 |
| JX Advanced Metals | 46,751 | 14.4 |
| Total | 79,279 | 6.4 |
- Note:
- Number of hours of internal group training and external training organized by the human resources departments of ENEOS Holdings and the Group’s principal operating companies (ENEOS, ENEOS Xplora, JX Advanced Metals), aggregated for each employer.
Coaching Project for Organizational Culture Transformation
In light of the challenges it faces in its organization, ENEOS launched the Coaching Project for Organizational Culture Transformation in fiscal 2023. The purpose of this project is to transform the way we communicate, starting with division heads and leaders who will lead the next generation, to encourage more open and frank dialogue within the organization. We expect that this will improve the thinking and quality of supervisors, including division heads, and increase the self-motivation of members of the organization. Through this project, we aim to encourage every employee to take on challenges, which will ultimately maximize our performance as a 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.
To this end, the company 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.
In fiscal 2023, the ENEOS head office hosted three employees hired locally overseas.
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.
One of the people strategies in the third Medium-Term Management Plan includes a target of at least 1,500 users of the system. In fiscal 2023, the system had 800 users. Comments about the system included, “I was able to choose from a variety of training programs and learn on my own.”
Self-Innovation Support
JX Advanced Metals has established a program in which employees can apply for and participate in external training programs of their choice, and upon completion, the company reimburses half the cost (to a maximum of 500,000 yen per program). Employees can select from a wide range of programs, which motivates them more than before to take the initiative in their self-innovation.
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. In the third Medium-Term Management Plan (FY2023–FY2025), we have set a target to develop 2,000 advanced digital resources, which is approximately 20% of our total workforce. As of the end of fiscal 2023, a total of 1,900 advanced digital resources had been developed.
In addition to the development measures for digital talent that were implemented during the second Medium-Term Management Plan (FY2020–FY2022), from fiscal 2023 ENEOS has introduced new 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 addition, the DX Promotion Committee, chaired by the CDO and comprising officers responsible for DX, discusses matters such as level certification and utilization in an effort to accelerate the development of digital talent.
In fiscal 2023, we focused on the development of Level 2 human resources. We supported the setting of development targets for these human resources in each department and developed an environment where managerial staff from each department can actively utilize them. In fiscal 2024 and beyond, we will continue the development of Level 2 human resources and begin certification of Level 3 human resources who have gained practical experience.
- 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 2023, around 280 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 2023, around 360 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 2023, around 720 Data Analysts had been developed.