Diverse Human Resources / Development and Participation of Human Resources

Medium-Term Targets and Progress

To achieve our Vision for 2030, we are managing progress for each KPI and have made achievement criteria and action plans for up to 2030.

1. Promote working style reform and create workplaces that make use of digital technology, enabling diverse human resources to play vibrant and active roles

1) Improve scores for “Management by managers and superiors,” “Appeal of job,” and “Work environment” in employee awareness survey

FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • Both scores have improved since the previous survey (2019)
    Appeal of management measures
    Appeal of management measures
    3.47→3.55
    Management by superiors
    3.56→3.69
    Appeal of job
    3.38→3.45
    Overall appeal of workplace
    3.23→3.36
  • Enhance all scores in the FY2023 employee awareness survey through the introduction of one-on-one meetings and activities aimed at creating an open and vibrant workplace climate
 Achievement Criteria
  • Improve scores from the previous fiscal year for “Management by managers and superiors,” “Appeal of job,” and “Work environment” in employee awareness survey
  • Improve scores from the previous fiscal year for “Management by managers and superiors,” “Appeal of job,” and “Work environment” in employee awareness survey
Action Plan
  • Confirm scores and verify review of KPIs in the employee awareness survey to be conducted annually from FY2023
  • Review personnel-related systems
  • Confirm scores and verify review of KPIs in the employee awareness survey
  • Review personnel-related systems

1. Promote working style reform and create workplaces that make use of digital technology, enabling diverse human resources to play vibrant and active roles

  • 2)(1) Number of female managers: 50 (SMM)
    (2) Percentage of female employees: 20% or higher (SMM)
FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  1. Number of female SMM managers: 20 (2.9% of managers)
  2. Percentage of female SMM employees: 12.9% (445 employees)
  • Dispatched five future leader candidates to training in interactions with other industries, in order to develop human resources who can serve as role models
  • In our recruitment plan, set the recruitment percentage for women in managerial track positions to 20% and formulated target numbers to be reached by 2030
  • Continue to dispatch future leader candidates to training in interactions with other industries, in order to develop human resources who can serve as role models
  • Begin study aimed at the formulation of duty-specific recruitment and development plans
 Achievement Criteria
  1. Number of female SMM managers: 25 (3% of managers)
  2. Percentage of female SMM employees: 14% (460 employees)
  1. Number of female SMM managers: 50 (35 during 2024 3-Year Business Plan) (7% of managers (5% during 2024 3-Year Business Plan))
  2. Percentage of female SMM employees: 20% (16% during 2024 3-Year Business Plan) (550 employees (500 employees during 2024 3-Year Business Plan))
Action Plan
  1. Continue training to foster role models
  2. Target number of females to be hired: 10–15/year (new graduates + mid-career)
  1. Develop career paths for training female managers (2 production sites, 4 positions in administrative offices (3 positions during 2024 3-Year Business Plan))
  2. Target number of females to be hired: 10–15/year (new graduates + mid-career)

1. Promote working style reform and create workplaces that make use of digital technology, enabling diverse human resources to play vibrant and active roles

3）Expand number of managerial track employees of foreign nationality

FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • 14 as of the end of FY2022
  • Conducted questionnaires for foreign employees aimed at understanding current problems, and conducted interviews with those who wanted them
  • Provided feedback to superiors and conducted hearings on issues
  • Continue study of measures related to issues identified in FY2022 and continue hearings on issues through exchange meetings, etc.
  • Consider workplaces for trial acceptance of foreign employees and start approach to local recruitment
 Achievement Criteria
  • Increase from the end of FY2021
  • Increase from the number achieved during each 3-Year Business Plan
Action Plan
  • Develop an environment that allows employees of foreign nationality to become established at the company
  • Develop an environment that allows employees of foreign nationality to become established at the company

1. Promote working style reform and create workplaces that make use of digital technology, enabling diverse human resources to play vibrant and active roles

4) Percentage of employees with disabilities: 3% or higher (SMM)

FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • 2.57% as of June 1, 2022
  • Accepted university student internships and workplace practical training for special needs schools
  • Implemented initiatives to foster a workplace climate aimed at retaining employees with disabilities (convened meetings of personnel in charge of recruitment of people with disabilities, etc.)
  • Consider new recruitment channels aimed at increasing the percentage of employees with disabilities
  • Continue to accept university student internships and practical training for special needs schools
  • Implemented initiatives to foster a workplace climate aimed at retaining employees with disabilities (convened meetings of personnel in charge of recruitment of people with disabilities, etc.)
 Achievement Criteria
  • 2.7%
  • 3%
Action Plan
  • Host practical workplace training for employees with intellectual disabilities (all sites)
  • Head Office recruitment: recruit college graduates and those with higher qualifications from internship programs
  • Recruit people with mental illness (Head Office)
  • Recruit people with intellectual disabilities
  • Expand recruitment channels (graduate internship, high school graduate workplace training, mid-career employment support)

1. Promote working style reform and create workplaces that make use of digital technology, enabling diverse human resources to play vibrant and active roles

5) Assign jobs and provide support matched to employees’ life stages

FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • Use of parental leave: 106% for women, 95.6% for men (excluding leave with pay for child-rearing: 42.4%)
  • Employees who left work due to nursing care: 2
  • Conducted seminars, briefings on programs, etc. (seminars on the parental leave system, support for balancing of work with child-rearing and nursing care, etc.)
  • Implemented career life plan and career design training
  • Use of parental leave: 100% for women, 95% for men (excluding leave with pay for child-rearing: 45%)
  • Employees who left work due to nursing care: 0
  • Continue to hold seminars on the parental leave system, and on support systems for balancing work with child-rearing and nursing care, etc.
  • Continue to provide consultation through the Work-life Support Desk
  • Implemented career life plan and career design training
 Achievement Criteria
  • Use of parental leave: 100% for women, 95% for men (excluding leave with pay for child-rearing: 50%)
  • Employees who left work due to nursing care: 0
  • Implement measures for medical treatment
  • Use of parental leave: 100% for women, 95% for men (excluding leave with pay for child-rearing: 60%)
  • Employees who left work due to nursing care: 0
  • Implement measures for medical treatment
Action Plan
  • Seminars on support systems for balancing work with child-rearing and nursing care
  • Seminars on the parental leave system
  • Implement interviews before taking parental leave and before and after returning to work
  • Nursing care consultations (Work-life (WL) Support Desk)
  • Consultations for balancing medical treatment and work (WL Support Desk)
  • Seminars on support systems for balancing work with child-rearing and nursing care
  • Seminars on the parental leave system
  • Implement interviews before taking parental leave and before and after returning to work
  • Nursing care consultations (WL Support Desk)
  • Consultations for balancing medical treatment and work (WL Support Desk)

2. Support employees’ mental and physical health

1) Reduce the number of employees taking long-term leave

FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • The percentage of employees taking long-term leave due to mental health disorders and the percentage of total number of days of leave taken
    increased
    Percentage of employees taking leave FY2021: 0.97% → FY2022: 1.12%
    Percentage of total number of days of leave taken
    FY2021: 0.37% → FY2022: 0.43%
  • Implemented site-specific measures (Ome District Division, Harima Refinery), based on organizational analysis of stress checks
  • Assessed mental health training attendance rate
 Initiatives using results of stress checks
  • Based on results from analyses of groups, analyze personnel and labor issues by department, set themes for improvement, and draft and execute action plans
  • Promote “Mental Health Management Supervisor Training” for managers and supervisors at workplaces with issues (100% attendance rate)
 Achievement Criteria
  • Reduce the number of employees taking long-term leave
  • Reduce the number of employees taking long-term leave
Action Plan
  • Assess current situation of employees on long-term leave and confirm actions for individual situations
  • Continue actions for individual situations

2. Support employees’ mental and physical health

2) Percentage of employees with abnormal findings indicated in health checkups: 50% or lower

FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • Percentage of employees with abnormal findings indicated in health checkups: 58.0%
  • Created a foundation for health and productivity management promotion by establishing related policies and regulations and delivering a message from the president on the health and productivity management kick-off
  • Set medium- to long-term milestones in the “Employee Health Promotion Roadmap” and formulated and executed a FY2022 promotion plan incorporating the roadmap
  • Obtained first certification as a Health & Productivity Outstanding Organization
  • Strengthen letter-based follow-up with employees at high risk for lifestyle- related diseases
  • Implement program for quitting smoking
  • Address employees at high risk of serious illness
  • Make use of health portal site
  • Hold walking events
  • Hold regular health seminars
  • Continue certification as a Health & Productivity Outstanding Organization
  • Prepare for creation of a company- wide health and productivity management system
 Achievement Criteria Health and productivity management initiatives
  • Develop Health and Productivity Management Declaration and organization and systems for its promotion
  • Obtain Certified Health & Productivity Outstanding Organization Recognition
  • Percentage of employees with abnormal findings indicated in health checkups: 55% or lower
 Health and productivity management initiatives
  • Continue to obtain Health & Productivity Stock Selection
  • Percentage of employees with abnormal findings indicated in health checkups: 50% or lower (52% or lower during period of 2024 3-Year Business Plan)
Action Plan
  • Initiatives for obtaining Health & Productivity Stock Selection
  • Steadily implement measures for both mental and physical health (encourage voluntary health checkups, establish exercise habits, support improved dietary habits, continue employment environment surveys)
  • Send follow up letters to employees with a high risk of developing lifestyle- related diseases
  • Verify and review effectiveness of measures
  • Initiatives for obtaining Health & Productivity Stock Selection
  • Steadily implement measures for both mental and physical health (encourage voluntary health checkups, establish exercise habits, support improved dietary habits, continue employment environment surveys)
  • Send follow up letters to employees with a high risk of developing lifestyle- related diseases
  • Verify and review effectiveness of measures

3. Diversify opportunities to enhance the abilities of employees according to employee needs and work needs

1) Utilize one-on-one meetings that bring out the motivation and potential of every employee and boost the growth of subordinates through regular dialogues between superiors and subordinates

FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • Introduced one-on-one meetings in the Head Office District from August 2022
  • Implementation rate: Over 70% (questionnaire results following introduction)
  • Continuously implement initiatives to improve the implementation rate and relationships between superiors and subordinates in the Head Office District
  • Extend to managerial track and staff positions at all business sites in FY2023. Make use of knowledge in the Head Office District to improve the implementation rate and relationships between superiors and subordinates
 Achievement Criteria
  • Firmly establish one-on-one meetings in the Head Office District
  • Expand one-on-one meetings outside of the Head Office District (primarily management and administrative positions)
  • Firmly establish one-on-one meetings Group-wide
Action Plan
  • Verify implementation status and address issues regularly using questionnaires, etc.
  • Use an employee satisfaction survey to numerically monitor human relationships in the workplace and communication, etc.
  • Verify implementation status and address issues regularly using questionnaires, etc.
  • Use an employee satisfaction survey to numerically monitor human relationships in the workplace and communication, etc.

3. Diversify opportunities to enhance the abilities of employees according to employee needs and work needs

2) Reconstruct the human resources development program (in-house education, external education, etc.) to provide opportunities to employees to enhance their abilities in line with their roles

FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • Implemented career training (training in second year since joining company, training for E-class and newly-promoted section managers, training at 50 and 58 years of age)
  • Implemented trial introduction of a talent management system that contributes to strategic human resources development and personnel assignment in human resources duties
  • JCO Study Center training participation rate: SMM employees: 92%; Group companies’ employees: 78% (as of March 2023)
  • Implement career training (training in second year since joining company, training at 35, 43, 50, and 58 years of age)
  • Introduce talent management system for duties other than human resources in FY2023
  • JCO Study Center training Conduct focused teaching at affiliated companies with aim of achieving target attendance rate of 80% for employees of Group companies
 Achievement Criteria
  • Opportunities to consider future career (roles) and OJT and OFF-JT to realize such careers are provided
  • JCO Study Center training participation rate (SMM employees: 90%; Group companies’ employees: 80%)
  • Opportunities to consider future career (roles) and OJT and OFF-JT to realize such careers are provided
  • JCO Study Center training participation rate (SMM employees: 90%; Group companies’ employees: 80%)
Action Plan
  • Implement career training and introduce a talent management system
  • Check participation rates and take action for sites with low participation rates
  • Examine measures in light of 2021 and 2024 3-Year Business Plans
  • Check participation rates and take action for sites with low participation rates

3. Diversify opportunities to enhance the abilities of employees according to employee needs and work needs

3) Provide opportunities for self-development matched to each employee’s life plans and needs (correspondence courses, online training, etc.)

FY2022 Results FY2023 Plan Final Year of 2021 3-Year Business Plan
(FY2024)		 Final Year of 2027 3-Year Business Plan
(FY2030)
  • Introduced self-development support tools (online learning tools) for managerial track employees and managers in the Head Office District
  • Together with the revision of the managerial track personnel system in July 2023, introduce self-development tools for all managerial track employees and conduct evaluation in both quantitative and qualitative terms, with the aim of creating a corporate culture in which all employees continue to learn and grow
 Achievement Criteria
  • Create an environment in which employees of all generations with willingness to learn on their own can acquire the required knowledge and skills in a timely manner
  • Create an environment in which employees of all generations with willingness to learn on their own can acquire the required knowledge and skills in a timely manner
Action Plan
  • Collect information on self-development support tools and introduce new measures as needed
  • Collect information on self-development support tools and introduce new measures as needed

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