ENEOS Holdings has entered into Share Purchase Agreements ("SPAs") with various indirect subsidiaries of Chevron Corporation ("Chevron") to acquire Chevron’s fuels and lubricants marketing businesses in Southeast Asia and Australia. This initiative represents a significant step toward realizing the “transformation to a robust management structure” and “portfolio restructuring” outlined in the ENEOS Group’s Fourth Medium-Term Management Plan (*). Chevron is a global company with a wide range of energy businesses around the world. It has operated fuels and lubricants businesses in the Asia-Pacific region for many years under the Caltex brand.

Through these transactions, the ENEOS Group will significantly strengthen its business platform connecting Japan with Southeast Asia and Australia. By gathering competitive business bases of each region, the ENEOS Group will move forward to its next stage of growth.

A leader in the energy industry, ENEOS is also at the forefront of the industry in utilizing artificial intelligence (AI), achieving the world’s first automated operation of a crude oil processing unit at the Kawasaki Refinery in 2024. ENEOS is strengthening four driving forces—(1) data utilization, (2) digital technology capabilities, (3) digital and IT personnel, and (4) security—to seek “Tomorrow’s Normal with AI” that achieves operational transformation and value creation. In this three-part series, we asked Tanaka Tsukasa, leader of ENEOS’s digital strategy and General Manager of IT Planning & Development Department, about the current state of AI utilization and “tomorrow’s normal.”

A leader in the energy industry, ENEOS is also at the forefront of the industry in utilizing artificial intelligence (AI), achieving the world’s first automated operation of a crude oil processing unit at the Kawasaki Refinery in 2024. ENEOS is strengthening four driving forces—(1) data utilization, (2) digital technology capabilities, (3) digital and IT personnel, and (4) security—to seek “Tomorrow’s Normal with AI” that achieves operational transformation and value creation. In this three-part series, we asked Tanaka Tsukasa, leader of ENEOS’s digital strategy and General Manager of IT Planning & Development Department, about the current state of AI utilization and “tomorrow’s normal.”

A leader in the energy industry, ENEOS is also at the forefront of the industry in utilizing artificial intelligence (AI), achieving the world’s first automated operation of a crude oil processing unit at the Kawasaki Refinery in May 2024. ENEOS is strengthening four driving forces—(1) data utilization, (2) digital technology capabilities, (3) digital and IT personnel, and (4) security—to seek “Tomorrow’s Normal with AI” that achieves operational transformation and value creation. In this three-part series, we asked Tanaka Tsukasa, leader of ENEOS’s digital strategy and General Manager of IT Planning & Development Department, about the current state of AI utilization and “tomorrow’s normal.”

The ENEOS Group, which employs over 40,000 people, is revolutionizing its HR strategy. Under an environment with growing uncertainty, the Group is striving to adapt itself more flexibly. It aims to tone up its management structure by implementing job-based talent management that assigns the right job to the right person and human capital management initiatives based on fostering a corporate culture where employees can work comfortably and with pride. In this three-part series, we asked Funo Atsuko, Chief Human Resource Officer (CHRO), who is leading the Group-wide transformation, about how the relationship between the company and its employees will change under the new HR strategy, and what kind of people the Group is seeking.

The ENEOS Group, which employs over 40,000 people, is revolutionizing its HR strategy. Under an environment with growing uncertainty, the Group is striving to adapt itself more flexibly. It aims to tone up its management structure by implementing job-based talent management that assigns the right job to the right person and human capital management initiatives based on fostering a corporate culture where employees can work comfortably and with pride. In this three-part series, we asked Funo Atsuko, Chief Human Resource Officer (CHRO), who is leading the Group-wide transformation, about how the relationship between the company and its employees will change under the new HR strategy, and what kind of people the Group is seeking.