The Group has clearly stated its basic approach that promoting diversity, equity, and inclusion leads to the creation of new value throughout the organization and the growth of the Group. In order to ensure that our diverse workforce can work with vigor and maximize their talents, we are promoting the advancement of female employees, employees with disabilities, and sexual minorities, implementing workstyle reforms, and expanding support systems to enable employees to balance work with childcare, family care, and medical conditions. In addition, we strive to further establish diversity, equity and inclusion in the Group through internal training for all employees, including officers.

To support the career planning and growth of our female employees, the Group is working to reform individual workstyles and awareness, and is developing and expanding systems for all employees. Group companies also have their own action plans for the advancement of women in the workplace based on the Act on Promotion of Women’s Participation and Advancement in the Workplace. We have also set numerical targets for the hiring percentage of female university graduates and the number of female employees promoted to managerial positions, and we implement various measures to promote the active participation and career advancement of female employees.
For more information about our systems, see Major Systems for Promoting Work-Life Management.

Training and Seminars for the Advancement of Women in the Workplace

ENEOS holds the following training and seminars to further promote the advancement of women in the workplace.

Training for Managers
As part of our efforts to provide positive work environments for a wide variety of employees, we held diversity management training for our executives and managerial staff at the team leader level and above. This included training on management methods to help employees achieve work-life balance in terms of childcare or family care.

Training for Female Employees
We are supporting the formation of networks of female employees so that they can think about and envision their own careers. As part of this effort, we held networking events for female employees working as operators at manufacturing sites. The events included lively group discussions about the unique rewards and challenges of working in the operating division and participants’ visions for their future careers. We have also introduced an external mentorship program for female employees who aspire to managerial positions, with the aim of alleviating issues and anxieties in thinking about their careers and encouraging their growth.

ENEOS Receives Highest “Eruboshi” (L Star) Certification

In October 2020, ENEOS received the highest of three “Eruboshi” (L Star) certifications from the Minister of Health, Welfare and Labour as an enterprise fully compliant with the standards of the Act on Promotion of Women’s Participation and Advancement in the Workplace.

The Group is working to transform its human resources portfolio in accordance with the third Medium-Term Management Plan (FY2023–FY2025). As part of this effort, we are increasing the hiring of experienced professionals with expertise and knowledge that we currently do not have in-house in order to transform our business portfolio. We are also increasing the number of experienced personnel appointed to managerial positions.
As of March 31, 2023, ENEOS had 259 mid-career hires, 37 of whom were in managerial positions. The number of mid-career hires has already reached 40% of the number of university graduates hired, and we will continue to accelerate the recruitment of experienced personnel in order to acquire human resources with new ideas and abilities.
At JX Nippon Oil & Gas Exploration, the number of mid-career hires was 37, with five in managerial positions.
At JX Metals the number of mid-career hires was 560, with 76 in managerial positions.

• Note:
• Figures indicate the number of employees hired mid-career and those in managerial positions since fiscal 2017.

The Group plans to strengthen its overseas business as it accelerates its energy transitions toward 2040. As one of the measures to retain and develop human resources who will play leading roles in our efforts, we are focusing on hiring foreign nationals. We will also increase the appointment of foreign nationals to managerial positions.
As of March 31, 2023, ENEOS had 55 employees of foreign nationality, of which four were in managerial positions. At JX Nippon Oil & Gas Exploration, the number of employees of foreign nationality was seven, with four in managerial positions, and at JX Metals the number of employees of foreign nationality was 16, of which four were in managerial positions.
In addition to the above, there were a total of 644 employees of foreign nationality serving in managerial positions at our overseas subsidiaries.

The Group has put in place a re-employment system for employees who have the desire and motivation to continue working after mandatory retirement. This system provides these employees with further opportunities to share their valuable knowledge, skills, and experience with the company.
In fiscal 2022, the number of employees re-employed after retirement was 473.

• Note:
• Data from ENEOS Holdings and principal operating companies.

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

ENEOS has been a member of the Ikuboss Corporate Alliance^*, established by NPO Fathering Japan, since fiscal 2017. Within the company, we are sharing the ideal attributes for supervisors required in an increasingly diverse workplace and pursuing various initiatives to develop suitable human resources.
In fiscal 2022, we held diversity management training for managerial staff at the team leader level and above, including officers. The curriculum was designed to instill the knowledge and awareness of diversity management required of managerial staff from a standpoint of uniting subordinates with various attributes and making them the underlying strength of the organization. Voluntary training was also conducted as a follow-up for the participants in the training. The participants brought their own workplace issues and awareness to the table, and each participant shared their thoughts and opinions.

• *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. The Ikuboss Corporate Alliance is a network of companies that are actively working to change the mindsets of their management staff as part of their efforts to foster ikubosses in this new age.

ENEOS publishes the Women’s Empowerment Newsletter for its manufacturing sites in order to make diversity, equity, and inclusion a more familiar topic to all employees. In fiscal 2022, the newsletter featured articles on topics such as the advancement of women in the workplace, the promotion of diversity, equity, and inclusion, and networking sessions held for female operators working at manufacturing sites.

ENEOS conducted an engagement survey in fiscal 2022 with the aim of improving employee engagement through the visualization and improvement of issues and problems between the company and employees. In this process, we also checked motivation to work and demonstrate one’s abilities, career perception, and the status of diversity, equity, and inclusion. Findings from the survey are now being used to consider subsequent measures.
JX Nippon Oil & Gas Exploration plans to conduct an engagement survey in fiscal 2023.
JX Metals conducted an employee awareness survey in fiscal 2022, which it will continue to conduct once every two years.

The 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.
We have developed a mechanism for the proper calculation and management of working hours in order to reduce total annual working hours (reduce overtime work and encourage the taking of annual paid leave), including for managerial staff.

1. 1.Prevention of prolonged working hours
   Implement Action 5+, an internal program that prohibits working on Sundays and between the hours of 10 p.m. and 6 a.m. IT systems issue reminders to those working prolonged hours and their supervisors. Additionally, robotic process automation (RPA) is used to automatically aggregate data on working hours and distribute it to the relevant human resources staff at all business sites daily.
2. 2.Visualization of overtime hours
   Post the working hours of all workplaces monthly on our intranet.
3. 3.Training to encourage changes in mindset/behavior
   Hold training sessions for managers at the deputy general manager level on closely managing working hours in their organizations. Implement e-learning for managers at the section manager level and below and non-managerial employees on working hours and rest periods based on the Labor Standards Act.

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

Major Measures

1. 1.Formulation of plans for taking annual paid leave: At the start of each year, each employee draws up a schedule for taking paid leave for the year.
2. 2.Designation of first extended holiday (five consecutive days or more) and second extended holiday (three consecutive days or more): Employees are encouraged to designate two extended holidays for the year using their annual paid leave.
3. 3.Designation of memorial day (one day per year): Fostering a culture where employees set one day a year of their choice to take annual paid leave.
4. 4.Designation of days where employees are encouraged to take annual paid leave (around 2 days/year): The Company designates weekdays, adjacent to national holidays, when employees are encouraged to take annual paid leave.
5. 5.Availability of annual paid leave in half-day increments: Encourages flexible use of annual paid leave.
6. 6.Managerial staff serve as role models in actively taking annual paid leave.

• Note:
• Data from ENEOS Holdings and principal operating companies.

By promoting vigorous workstyles and work-life management through workstyle reforms, ENEOS Holdings and ENEOS are working to secure and develop talent as well as enable employees to engage in higher-value-added work.
Specifically, our initiatives target work efficiency and the maximization of results through a best mix of on-site work and telework (working from home). To this end, when delegating work to others or when starting one’s own work, we encourage employees to mutually clarify deadlines, workloads, and work responsibilities. In addition, we previously required employees using telework to come to the workplace at least one day per week, but we have eliminated this requirement to encourage more autonomous workstyles.

The Group has developed systems to promote work-life management at Group companies.

• Notes:
• Data from ENEOS Holdings and principal operating companies.
  The systems listed above are company systems, which are separate from public systems.

• *Accumulated days of annual paid leave can also be used to take leave for family care and childcare (paid leave).

• Note:
• Data from ENEOS Holdings and principal operating companies.

ENEOS Holdings and ENEOS have introduced a telework system to enable employees to work in a variety of ways that take into account their individual circumstances. We are also promoting telework, and we give employees the option of using both telework and office work as they see fit to maintain and improve individual and organizational productivity. Currently, the percentage of head office staff working at the office is around 50%.

The ENEOS Group has established an employee shareholding system to help employees build their wealth. Through the shareholding association, employees of Group companies can acquire shares of ENEOS Holdings.