In response to the misconduct of the Company’s former president that occurred in 2023, we have been working urgently to restore the trust of employees and improve the organizational climate that allows employees to work comfortably.

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.

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.

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 hold diversity management training for our executives and managerial staff at the team leader level and above.

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 2023, as in fiscal 2022, 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.

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.

To facilitate its business portfolio transformation, 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. ENEOS is also training and promoting experienced professional hires to managerial positions, aiming to increase the number of these employees in managerial positions.
As of March 31, 2023, ENEOS had 585 mid-career hires, 113 of whom were in managerial positions. We will continue to utilize experienced mid-career hires in order to acquire human resources with new ideas and abilities.
At ENEOS Xplora, the number of mid-career hires was 61, with 12 in managerial positions.
At JX Advanced Metals the number of mid-career hires was 954, with 99 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 and increasing their appointment to managerial positions.
As of March 31, 2024, ENEOS had 58 employees of foreign nationality, of which three were in managerial positions. At ENEOS Xplora, the number of employees of foreign nationality was six, with four in managerial positions, and at JX Advanced Metals the number of employees of foreign nationality was 26, of which five were in managerial positions.
In addition to the above, there were a total of 609 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 2023, the number of employees re-employed after retirement was 653.

• Note:
• Data from ENEOS Holdings and principal operating companies (ENEOS, ENEOS Xplora, JX Advanced Metals).

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 2023, we conducted diversity management training for managerial staff, who lead diverse team members, to acquire knowledge and skills on management that supports each individual and leadership that enhances psychological safety. The purpose of this training is to help participants learn from the perspective of how to unite team members with various attributes and make them the strength of the organization, and then put what they have learned into practice in the workplace. 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.

In order to make diversity, equity, and inclusion a more familiar topic to all employees, ENEOS sends out messages from executive management to employees and publishes the Women’s Empowerment Newsletter for its manufacturing sites, where there are few female employees. In fiscal 2023, 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 fiscal 2023, we conducted a comprehensive survey from a standpoint of improving profitability. Through the survey, we checked motivation for work and maximization of abilities and how employees perceive their careers, and are using the findings to consider subsequent measures. From fiscal 2024 onward, as part of our human capital management, we plan to conduct the survey after reviewing the indicators to be checked.
ENEOS Xplora plans to conduct an engagement survey in fiscal 2024.
JX Advanced Metals conducted an employee awareness survey in fiscal 2022, which it will continue to conduct once every other year.

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 (ENEOS, ENEOS Xplora, JX Advanced Metals).

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 (ENEOS, ENEOS Xplora, JX Advanced Metals).
  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, ENEOS Xplora, JX Advanced Metals).

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 using telework is around 30%.

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.