Basic Approach
The ENEOS Group promotes the management of work-life balance as a way for all employees to increase their motivation and creativity and perform at their full potential.
The Group believes that creating environments where employees accept a person’s individuality (diversity & inclusion), regardless of differences pertaining to gender, age, nationality, race, ethnicity, skin color, culture, thought, religion, belief, political opinions, sexual orientation, gender identity, gender expression, presence or absence of disability, and familial or personal circumstances, and everyone is given equal opportunity (equity) will lead to the creation of new value throughout the organization and the growth of the Group.
Based on this belief, we have stipulated basic principles for the establishment of a healthy work environment in the Group Code of Conduct, and we implement various measures accordingly.
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.
Structure
For information about our structure, see ESG Management Structure.
We are responding to various issues in a more agile manner under our ESG management structure. 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 to promote work-life balance. We are also raising awareness about diversity, equity, and inclusion through in-house training for all personnel, including officers.
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 | |
|---|---|---|---|---|
| Diversity, equity and inclusion (DE&I) | Advancement of women in the workplace | Maintain rate of women among newly hired university graduates at 25% or higher | 28.9% | |
| Advancement of employees with disabilities | Maintain employment rate of people with disabilities at 2.5% or higher | 2.7% | ||
Major Initiatives
Re-establishing a Work Environment Where Employees Can Work Comfortably and with Pride
TSUNAGU Project
The Company and ENEOS launched the TSUNAGU Project in May 2024 for the re-establishment of an environment where employees can work comfortably and with pride, under the keywords “change starting with supervisors” and “everyone takes ownership.” The senior vice presidents and division heads of the Company and ENEOS are responsible for leading the initiative, under which we are implementing companywide the “Three Principles for Working in Peace” to thoroughly promote constructive, two-way communication. The Three Principles have been put into practice over the course of efforts spanning one year, and results of monthly surveys have confirmed improvements in psychological safety and other areas. Starting in May 2025, we launched an upgraded version of the project under the name “TSUNAGU 2.0,” adding health, work environment, and job satisfaction to the scope of activities.
- Note:
- For details of these initiatives, see Integrated Report 2024 “TSUNAGU Project” for Improvement of Organizational Climate (PDF: 58KB).
Engagement Surveys
The source of our competitiveness is employees who embrace our Group Philosophy and continue to produce results while maintaining their physical and mental health. Furthermore, for employees to maintain enthusiasm for their work, engagement with the company—in terms of work environment and job satisfaction—is crucial. We conduct engagement surveys to understand the current situation and resolve any issues, as well as to confirm the effectiveness of our efforts to assign the right person to the right job and foster corporate culture.
In fiscal 2024, we conducted the survey at the Company and principal operating companies. In the survey, approximately 80% of employees responded that they empathize with our corporate philosophy, confirming that our corporate vision is well understood. Over 70% of employees gave positive responses regarding psychological safety and respect for individuals. However, only around 50% of employees responded positively to questions about the active participation of diverse people and appropriate evaluations, and these two points remain issues. We will implement solutions and continue conducting the survey, expanding the scope to Group companies.
Fiscal 2024 Engagement Survey Positive Response Rate by Item
Diversity, Equity, and Inclusion
The Group promotes diversity, equity, and inclusion (DE&I) for the maximization of the talents of its diverse workforce, the creation of new value throughout the organization, and the growth of the Group.
In addition to initiatives related to individual themes such as the advancement of women in the workplace, the retention of employees with disabilities, and the understanding of sexual minorities, we are focusing on promoting diverse workstyles and expanding systems to support work-life balance in terms of childcare, family care, and illness. We believe that if each and every employee understands, takes ownership of, and promotes DE&I, individual behavior will change, which in turn will lead to greater achievements in the organization. To this end, we are raising awareness among all employees and conducting training for management while implementing activities throughout the Group.
Basic Approach to Diversity, Equity, and Inclusion
- We aim to increase the motivation and creativity of all employees and enable them to maximize their talents by fostering a corporate culture where each and every employee understands the importance of diversity, equity, and inclusion, and where employees respect each other, help each other, and grow together.
- Through the promotion of diversity, equity, and inclusion, we aim to ensure the diversity of the organization and employees and foster a culture that embraces different ways of thinking and ideas and encourages thorough discussion based on mutual trust. This will enable us to promptly and accurately meet the ever-changing needs of customers and society and create new social value.
- We will continue to contribute to the realization of a society in which all stakeholders, including employees, can actively participate by promoting diversity, equity, and inclusion in Japan and overseas.
Diversity, Equity & Inclusion Commitment
We position Diversity, Equity & Inclusion (DE&I) at the core of our Group People Strategy. We aim for a workplace where every diverse employee can be their authentic self, work confidently and proudly, maximize their performance, and contribute to creating new corporate value. To achieve this, management will take leadership to cultivate an inclusive workplace climate where individuality can thrive and develop organizational structures that leverage diversity.
Advancement of Women in the Workplace
To support the career planning and growth of female employees, the Group is working to reform individual workstyles and awareness among employees, their supervisors and members of their workplaces, and is developing and expanding systems for all employees to achieve work-life balance.
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.
Targets for Action Plan on the Advancement of Women in the Workplace
- ENEOS
- 1.Ensure that the ratio of women among newly hired university graduates from fiscal 2023 to fiscal 2025 is at least 50% for administrative positions and at least 20% for technical positions
- 2.Change the behavior and mindset of employees, focusing on management, toward the promotion of diversity
- 3.Aim to have 100 female managers* (from group managers to officers) by April 2026
- *Including female managers seconded to main Group companies
- ENEOS Xplora
- 1.Maintain the percentage of female workers at 20% of the workforce
- 2.Promote thorough awareness of diversity and inclusion within the company
- 3.Increase the hours of participation in training for career advancement for female employees by 20% per person compared to the previous plan
- ENEOS Materials
- 1.Ensure that the percentage of women in general graduate recruitment for each fiscal year is at least 50% for administrative positions and at least 20% for technical positions
- 2.Increase the ratio of female managers to 5% during the period of the plan (fiscal 2023 to fiscal 2025)
- ENEOS Renewable Energy
- 1.Ensure that the proportion of female workers among new hires is 40% or more
- 2.Limit the overtime hours for all employees to less than 20 hours per month
- 3.To promote active participation by all employees, consider and implement flexible workstyles and various support measures and systems for balancing work and life
- Note: Formulated based on the Act on Promotion of Women’s Participation and Advancement in the Workplace and the Act on Advancement of Measures to Support Raising Next-Generation Children.
Promoting Female Employees to Managerial Positions
To support the career planning and growth of female employees, the Group is working to reform individual workstyles and awareness among employees, their supervisors and members of their workplaces, and is developing and expanding systems for all employees to achieve work-life balance.
In association with changes to the Group operating structure in fiscal 2024, the number of principal operating companies increased from three to five1. Accordingly, target setting methods have changed from fiscal 2025, and the Company and principal operating companies have set a common goal of having an 8% ratio of female managers by April 2028. This ratio was 5.7%2 as of March 31, 2025.
- 1From three companies: ENEOS, ENEOS Xplora, and JX Advanced Metals, to five companies: ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power, and ENEOS Renewable Energy.
- 2Figure includes ENEOS Holdings and five principal operating companies.
Employment Status of Female Employees
(As of March 31, 2025)
| Category | Number of female employees | Percentage of total |
|---|---|---|
| Newly hired employees | 168 | 17.2% |
| Employees | 1,913 | 13.8% |
| Leadership positions | 158 | 5.3% |
| Directors* | 4 | 40.0% |
| Average years of service for female employees | 14.1 years (Difference in average years of service between male and female employees: 2.4 years) | |
- Note:
- Data on number of female directors is from ENEOS Holdings; other data is for ENEOS Holdings and principal operating companies (ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power, ENEOS Renewable Energy), and JX Advanced Metals.
- *Data on number of female directors is as of June 26, 2025.
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 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 have 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. In fiscal 2024, as in fiscal 2023, we also 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.
Networking Events for Female Managers and Female Employees
As one of our initiatives to develop and recruit female managers, we hold networking events for female managers and female employees, which provide opportunities for female employees to engage in dialogue with managers, and in doing so, to think about their careers. Employee participants have expressed comments such as, “I was able to hear specific details about the challenges, efforts, and rewards of being in a managerial position,” and “Each manager has their own way of thinking and approach, so it is not necessary to be bound by an ideal; it’s okay to adopt a mindset of trying a managerial role first and then reflecting.”
ENEOS Receives Highest “Eruboshi” (L Star) Certification
In October 2020 and July 2025, ENEOS and ENEOS Xplora, respectively, 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.
Hiring of Experienced Personnel
The Group is pursuing human capital management in line with the fourth Medium-Term Management Plan (fiscal 2025 to fiscal 2027). As part of this effort, we hire experienced personnel with knowledge and experience not available in-house.
The Group promotes employees to managerial positions based on individual suitability and other factors. Therefore, although we do not set numerical targets within the framework for hiring experienced personnel, we do monitor the status of their promotions as an observational indicator.
ENEOS Renewable Energy also implements various support programs to help experienced hires, transferees, and others settle into the workplace and succeed quickly.
Hiring of Foreign Nationals
The Group hires foreign nationals as a way of retaining and developing the people who will drive portfolio restructuring with a view to energy transition.
The Group promotes employees to managerial positions based on individual suitability and other factors. Therefore, although we do not set numerical targets within the framework for hiring foreign nationals, we do monitor the status of their promotions as an observational indicator.
Promoting Career Opportunities for Employees with Disabilities
The Group promotes active participation by employees with disabilities by providing assignments based on individual characteristics and aptitudes rather than grouping individuals at specific worksites. We also engage counselors and others to support employees with disabilities in worksite adaptation.
At the end of fiscal 2024, the percentage of employees with disabilities was 2.7%. Looking ahead, we will continue our efforts to hire and enhance our support structure for people with disabilities.
In addition, we are a signatory and participant in The Valuable 500, an international initiative that supports
the advancement of people with disabilities.
Re-employment of Retired Employees
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 2024, the number of employees re-employed after retirement was 742.
- Note:
- Data from ENEOS Holdings and principal operating companies (ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power, ENEOS Renewable Energy), and JX Advanced Metals.
Promoting the Active Participation of Senior Employees
Senior employees, who have a wealth of knowledge and experience, are an important presence in our transformation to a robust management structure and portfolio restructuring under the fourth Medium-Term Management Plan. As part of our efforts to retain human resources, which will become increasingly important in the future, we are establishing systems that will enable senior employees to play a more active role.
ENEOS and ENEOS Power have established a system for grade- and role-based pay appropriate to the magnitude of the role, to ensure the appropriate treatment of employees rehired after mandatory retirement. Additionally, even after rehiring, it is assumed that individuals will take on roles equivalent to those of active-generation managers, and a manager-equivalent role grade has been established accordingly.
ENEOS Xplora has applied the same system as for its regular employees since fiscal 2023, which has eliminated imbalances in job responsibilities and treatment.
ENEOS Materials has been moving forward with a review of its system for the rehiring of employees after mandatory retirement beginning in fiscal 2025 and is working to improve conditions to allow rehired retirees to continue working with peace of mind. It has also introduced the setting of clear targets for these personnel and has begun implementing fair, highly transparent evaluations appropriate to the nature of their jobs.
ENEOS Renewable Energy has set the retirement age at 65 and applies the same salary increases and promotion system for rehired retirees as for regular employees.
Creation of Local Jobs
The Group is actively engaged in employing local staff at our overseas business sites.
Number of Locally Hired Staff at Overseas Sites
(Fiscal 2024)
(Persons)
| ENEOS | 991 |
|---|---|
| ENEOS Xplora | 374 |
| ENEOS Materials | 487 |
| ENEOS Power | 3 |
| ENEOS Renewable Energy | 4 |
| JX Advanced Metals | 2,186 |
| Total | 4,045 |
Ikuboss Corporate Alliance Membership and Activities
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.
Based on the idea that it is important for leaders managing diverse subordinates to unite team members of various attributes and transform this into organizational strength, we conduct various training programs to provide knowledge and skills for management that is attentive to each individual and leadership that enhances psychological safety.
In fiscal 2024, we promoted understanding through classification-leveled training for executives, focusing on themes such as respect for human rights, DE&I, harassment prevention, and the promotion of work-life balance, including childcare and family care.
- *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 Ikuboss Declaration
- 1.We will work to reduce total annual working hours to enable our entire workforce to reach their full potential despite time constraints due to life events.
- 2.We will promote diversity, equity, and inclusion centered on the advancement of women in the workplace in order to pursue business reforms under a flexible mindset.
- 3.We value work-life balance and will support bosses who actively enjoy life and encourage those around them to do the same.
- 4.We will foster Ikubosses as drivers of these initiatives.
Initiatives for Sexual Minorities
The entire Group is working to foster an organizational culture that correctly understands and accepts sexual minorities.
At ENEOS, we are working to create a workplace where everyone, regardless of gender, can work in their own way and maximize their abilities. Through e-learning and seminars, we promote understanding of sexual diversity and the correct way to communicate to prevent SOGI harassment1 and outing. In addition, we formed ENEOS ALLY, an in-house group that promotes understanding and support for sexual minorities, helping to ensure psychological safety in the workplace.
In November 2024, work with Pride2 awarded ENEOS the Gold Award, their highest honor, based on their “PRIDE Index,” an evaluation index on programs related to sexual minorities within businesses and organizations. ENEOS
has received this award for five consecutive years.
- 1Discriminatory words or actions related to sexual orientation or gender identity. SOGI stands for “sexual
orientation and gender identity.” - 2A private organization that supports the promotion and instillment of diversity management concerning
sexual minorities within business organizations.
Raising Awareness among Employees
We conduct e-learning to inform and raise awareness among employees about the importance of diversity, equity, and inclusion.
Publication of Ajisai Newsletter
In order to make diversity, equity, and inclusion more familiar to employees, ENEOS sends messages from management to all employees and publishes an in-house newsletter called Ajisai Newsletter for its manufacturing sites, where there are few female employees. In fiscal 2024, the newsletter covered topics such as assertive communication, workstyles at other companies, improvements made at worksites, and networking sessions for female operators.
Work-Life Management
In accordance with the basic approach below, the 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.
Work-Life Management Guidelines
- 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 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.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.Visualization of overtime hours
Post the working hours of all workplaces monthly on our intranet. - 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.
Encouraging Employees to Take Annual Paid Leave
The Group promotes various initiatives at our Group companies to encourage employees to take annual paid leave.
Major Measures
- 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.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.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.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.Availability of annual paid leave in half-day increments: Encourages flexible use of annual paid leave.
- 6.Managerial staff serve as role models in actively taking annual paid leave.
Status of Annual Paid Leave in Fiscal 2024
| Number of days granted | 21.8 |
|---|---|
| Number of days taken | 19.6 |
| Usage rate | 89.7% |
- Note:
- Data from ENEOS Holdings and principal operating companies (ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power, ENEOS Renewable Energy), and JX Advanced Metals.
Review of Operational Efficiency and Unnecessarily High Quality of Work
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.
Major Systems for Promoting Work-Life Management
The Group has developed systems to promote work-life management at Group companies.
Major Systems for Work-Life Management at Group Companies
| System | Implemented at | |
|---|---|---|
| Childbirth/Childcare | Special time off for spouse’s childbirth (paid) | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power, ENEOS Renewable Energy |
| Childcare leave (until the child reaches the age of 2; first 14 days are paid) | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Materials (unpaid), ENEOS Power, ENEOS Renewable Energy (unpaid) | |
| Time off for child rearing (paid) | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Power | |
| Time off to care for an ill child (paid) | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Materials (unpaid), ENEOS Power, ENEOS Renewable Energy (unpaid*) | |
| Time off for expectant mothers to receive health guidance (paid) | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Materials (unpaid), ENEOS Power, ENEOS Renewable Energy (unpaid) | |
| Time off for childcare (paid) | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Materials (unpaid), ENEOS Power | |
| Home helper subsidies | ENEOS Materials | |
| Support for babysitter use | ENEOS, ENEOS Materials, ENEOS Power | |
| Childcare subsidies | ENEOS, ENEOS Materials, ENEOS Power | |
| Daycare at business sites | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Power | |
| Counseling services for pregnancy, childbirth and childcare | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power | |
| Return-to-work grant | ENEOS Materials | |
| Family care | Family care leave (730 days; first 14 days are paid) | ENEOS Holdings, ENEOS, ENEOS Xplora (365 days; first 14 days are paid), ENEOS Power, ENEOS Materials (unpaid), ENEOS Renewable Energy (unpaid*) |
| Time off for family care (paid) | ENEOS Holdings (taken in 1-hour increments), ENEOS (taken in 1-hour increments), ENEOS Xplora (taken in 1-hour increments), ENEOS Materials (unpaid), ENEOS Power (taken in 1-hour increments), ENEOS Renewable Energy (unpaid) | |
| Family care leave benefit/allowance | ENEOS, ENEOS Materials, ENEOS Power, ENEOS Renewable Energy | |
| Home helper subsidies | ENEOS, ENEOS Materials, ENEOS Power | |
| Family care subsidies | ENEOS, ENEOS Materials, ENEOS Power | |
| Telephone family care consultation service | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power | |
| Re-hiring system for retirement due to family care | ENEOS Xplora, ENEOS Materials | |
| General | Telework (work from home) system | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power, ENEOS Renewable Energy |
| Flextime system | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power, ENEOS Renewable Energy | |
| Reduced work hours system | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power, ENEOS Renewable Energy | |
| Study abroad (at own expense) leave of absence system | ENEOS, ENEOS Power | |
| Spouse accompaniment leave of absence (retirement) system | ENEOS, ENEOS Materials, ENEOS Power | |
| Spouse accompaniment job transfer system | ENEOS Holdings, ENEOS, ENEOS Power | |
| Job transfer deferment system | ENEOS Holdings, ENEOS, ENEOS Power | |
| Leave system for supporting continuation of career | ENEOS Xplora | |
| Reduced work days system (employees re-hired after mandatory retirement) | ENEOS Xplora | |
| Personal injury or illness leave | ENEOS Holdings, ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power, ENEOS Renewable Energy | |
| Cumulative annual paid leave | ENEOS Renewable Energy | |
| Return-to-work system | ENEOS Materials | |
| Career resumption system | ENEOS Materials |
- Notes:
- Data from ENEOS Holdings and principal operating companies (ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power, ENEOS Renewable Energy).
- 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).
Utilization of Major Systems in Fiscal 2024
| Number of employees taking childcare leave | 440 (of which 384 are male) |
|---|---|
| Percentage of male employees taking childcare leave | 92.3% |
| Percentage of employees returning to work after taking childbirth or childcare leave | 100% |
| Retention rate 12 months after returning to work | 97.4% |
| Number of employees taking family care leave | 10 |
- Note:
- Data covers employees from ENEOS Holdings and principal operating companies (ENEOS, ENEOS Xplora, ENEOS Materials, ENEOS Power, ENEOS Renewable Energy), and JX Advanced Metals.
Telework
ENEOS Holdings and ENEOS have introduced a telework (work from home) 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 using telework is around 30%.
Shareholding Association System
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.