Human Resource Management
● Basic Concept
Basic Policy
Since its founding in 1961, the Group has always considered its people to be its greatest asset. Human resources are at the center of the Group’s value creation and are the driving force of sustainable growth and medium- to long-term enhancement of corporate value. We respect diverse values and aim to be a rewarding company where our human resources can thrive, and are implementing the following human resources strategy.
- Cultivate a rewarding work environment in which each member can contribute in his/her respective positions toward shared goals.
- Secure and provide opportunities for diverse human resources to be active, regardless of nationality, gender, age, etc.
- Establish and promote human resources cultivation plans under which the personality and roles of every employee are respected.
● Employment and Benefits
・ Enex Early Bird Working Style Reform Plan
Enex Early Bird Working Style Reform Plan
In 2016, we started workstyle reform and named this initiative “ENEX EARLY BIRD.” We aim to form a better, more rewarding company and to make the company a source of pride for both families and society.
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【Approach and KPIs】
- Encouraged a shift from late-night to morning-based work
- Meals,etc.with customers or colleagues to end by 10:00p.m.
- At least 80% of paid vacation days taken
- At least 80% of employees with a BMI of less than 25
- At least 80% of employees being nonsmokers
- Improve quality of communication by two rankings
- Improve quality of meetings by two rankings
- Improve quality of documents and materials by two rankings
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Prevention of long working hours
- Shift from evening overtime to morning overtime (Prohibited, in principle, after 8:00 p.m.; strictly prohibited after 10:00 p.m.)
- Meals,etc. with customers or colleagues to end by 10:00 p.m.
We are working to eliminate unnecessary overtime and reduce working hours so that our employees can maximize their performance.
Dinner and drinking with customers and colleagues after 10:00 p.m. are prohibited for the same reason.
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Promotion of employees’ health
- At least 80% of paid vacation days taken
- At least 80% of employees with a BMI of less than 25
- At least 80% of employees being nonsmokers
To improve employees’ work-life balance, we will create an environment where all staff can practice the style of “work when you work and rest when you rest.” In addition, recognizing that the health of our employees is the foundation of our business, we are actively developing health measures within the organization
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Improving the quality of work
- Improve the quality of meetings by 2 rankings
- Improve the quality of documents and materials by 2 rankings
- Improve the quality of communication by 2 rankings
In order to improve productivity at work, we are pursuing operational excellence by encouraging paperless work and reducing the amount of meeting materials.
■ Implementation of work-life balance
| Paid leave | 20 days for all employees *Up to 20 days can be carried over from the previous fiscal year. *During extended leaves of absence taken due to illness, employees may use paid holidays which were unused and expired in the last two years. |
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| Special leave | leave is provided in the event of a job transfer, marriage, the death of a relative(condolence leave), the birth of a child(maternity or paternity leave), a natural disaster or other unavoidable reason, menstruation, occupational illness or injury, to take a preschool child to a hospital, vaccination, health checkup, a family member in need of nursing care or jury duty. |
| Refreshment leave | Length differs according to the number of years of service. |
| Workstyles | ・Introducing programs including hourly paid leave, flexible working hours, staggered working hours, and shorter working hours ・Internally announcing department rankings for the utilization of paid leave, with the goal of ensuring that employees use at least 80% of their paid leave |
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| Welfare programs | ・Recreation facilities, recreation facilities affiliated to the health insurance association ・Benefit Station ・Length-of-service award program ・Volunteer support program |
■ Casual Day
We work every day wearing business casual rather than suits or other formal clothing.
■ Initiatives to Encourage Active Communication
(Activities & Events)
One of the specific measures to promote the work style reform initiative "ENEX EARLY BIRD" is the "Improve the quality of communication" We are conducting cross-departmental training sessions, company-wide events, and encouraging participation in external events to build vertical, horizontal, and diagonal relationships.
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Internal club activities open to all employees, regardless of department or age -
Participation of approximately 90 employees and their families in external walking events
(Communication space in our company)
As part of our workstyle reform initiatives, we have in-house communication spaces at all bases nationwide to stimulate communication beyond the boundaries of business units and companies. We use them for a variety of purposes, such as relaxing with a cup of coffee, working alone, in-house events, and more.
・ Balancing Work with Childcare and Nursing Care
We have been working to improve various internal systems/rules and the environment to support employees balancing work and family without being interrupted by life events such as childcare and elderly care.
■ Pregnancy, Childbirth & Childcare
| Maternity leave | 10 days |
| Paternity leave | 5 days |
| Lump-sum allowance for the birth of a child | ・\300,000 for the first child ・\500,000 for the each subsequent child |
| Staggered working hours | Rules for childcare leave stipulate that parenting employees may work staggered hours |
| Reduced working hours | Until the child reaches the fifth grade of elementary school |
| Support for childcare | Distribution of babysitter vouchers |
■ Nursing care
In order to realize employees who have family members who require nursing care and wish to continue working, we support the balance between work and home life by providing nursing care leave, leave for nursing care, and a shortened working hour system. While the statutory limit for nursing care leave is 93 days, it is possible to take up to one year off.
■ Work-Family Balance Support Handbook
In order to create an environment where employees can get pregnant, give birth, and raise children without worrying while working, we issued a “Work-Family Balance Support Handbook.” This handbook summarizes relevant laws, support systems, and employees’ experiences in each stage of pregnancy, childbirth, and childcare. This will be a good reference not only for employees who are currently raising children, but also for employees who will experience childbirth and childcare in the future. The handbook will also increasing understanding by surrounding colleagues and managers.
■ Actions to Comply with the Act on Advancement of Measures to Support Raising Next-Generation Children
We develop plans of action pursuant to the Act on Advancement of Measures to Support Raising Next-Generation Children to establish a work environment that helps employees achieve a balance between work and childcare.
■ Personnel data related to childcare and nursing care
For details, please refer to "Personnel-Related Data"
● Human Resources Development
We operate a systematic skill development program to cultivate multi-talented human resources who can play active roles in a variety of business environments. We offer a career development, education and training program in which employees learn while engaging in self-reflection so that they can carve their own path, rather than all employees following the same path.
Qualities we seek in our human resources
“Individuals who think independently and creatively, act boldly, and achieve as partners to society”
・ Training system chart
・ Strengthen human resource development throughout the ENEX Group
In order to foster bottom-up management in the entire Group, in addition to traditional OJT, we hold study sessions led by our business staff with the aim of improving management literacy in areas such as IT, finance, and legal affairs.
In addition, with the aim of developing human resources who can play an active role in Japan and abroad, we have been implementing overseas on-the-job training since FY2018, and have sent a total of 20 participants to eight countries, mainly in Southeast Asia.
This is linked to the development of human resources who will support the growth of our entire Group.
(Overseas dispatch destinations since fiscal year 2018)
・ Finance training
Under the "strengthening the organization and human resources" policy of ENEX 2030 ‘23-‘24, in FY2023, we held a total of 12 lectures taught by finance experts, which a total of 80 employees attended, with the aim of cultivating analytical skills in management decision making, in addition to acquiring the basic framework and analytical methods in finance. We are striving to strengthen our ability to execute investment projects by enhancing the financial skills of our employees.
・ ITOCHU ENEX Karuizawa LABO
In FY2023, we established a training and recreation center. With the aim of further strengthening our human resources base, we will further promote the growth and success of the ENEX group's human resources by providing a place to learn, grow, and foster a sense of unity while living under the same roof in an environment separate from daily work.
● Diversity
Declaration of Diversity & Inclusion
We respect the diverse ages, nationalities, genders, disabilities, values, workstyles, and other attributes of our employees, accept the differences among them, and acknowledge their individual characteristics, to ensure that all of our employees are able to fully demonstrate their capabilities and personal qualities and remain The Best Partner for Life and Society. We promote many initiatives to continue to make innovative change happen, relying on the strength of our employees' diversity.
Basic Policy
- We position diversity & inclusion as sources of new value creation and as a business strategy, aiming for the sustainable improvement of our corporate value.
- We respect the diversity of our employees and strive to create a workplace that enables each of them to fully demonstrate and leverage their individual strengths.
- All of our employees enjoy working and find our jobs rewarding. By that, it will build unwavering trust and creates innovative change.
・ Changes in the ENEX Group’s Diversity
| Year | Efforts |
|---|---|
| 2013 | ・ Percentage of female employees: Approx. 10% ・ Start of new personnel system reforms ・ Published a special feature on diversity in the Group internal newsletter and administered questionnaire on topics such as promotion of women |
| 2014 | ・ Reforms made to various workplace programs (universal access to 20 days of paid leave per year, 10 days of pregnancy leave added as a new benefit, extension of the use of shortened working hours, clarification of staggered work hours, reemployment program for employees who left due to spouse’s transfer) |
| 2015 | ・ Acquired Kurumin Mark 2015 ・ Held the first Enex Family Day (children of employees visit the workplace) |
| 2016 | ・ Launched Enex Early Bird working style reforms ・ Approved by the Tokyo Metropolitan Government as a TOKYO Workstyle Reform Declaration Company |
| 2017 | ・ Introduced Casual Friday ・ Participated in trial of a shared-use satellite office with childcare facility ・ Introduced support program for sports activities ・ Implemented mentor training |
| 2018 | ・ Acquired Kurumin Mark 2018 ・ Conducted job satisfaction survey ・ Recruited nine foreign nationals at Group companies ・ Started a new overseas on-the-job training program |
| 2019 | ・ Established the Diversity Promotion Office ・ Percentage of female employees: 20% ・ Introduced system for taking paid leave by the hour ・ Hired six employees through IBUKI, a facility for people with disabilities ・ First female Outside Director appointed |
| 2020 | ・ Start of staggered workday schedules and telework environment (COVID-19 measure) ・ Employee roundtable discussion on working styles ・ Career design seminar held ・ Life plan seminar held ・ Diversity-related subject matter added to rank-based training |
| 2021 | ・ First female outside Audit & Supervisory Board member ・ Diversity Statement formulated ・ Launched the Challenge Promotion Program to promote junior employees ・ Conducted the second job satisfaction survey ・ Acquired Kurumin Mark 2021 |
| 2022 | ・Quantitative target set for female representation in management: 30% by FY2035 ・ Start of promotion of employees in area positions to managerial positions ・ Added LGBT content to rank-based training ・ Held diversity promotion meetings |
| 2023 | ・ Opened a recreation and training center with the aim of strengthening human resource development and fostering a sense of unity ・ Held cross-group meetings ・ Introduced casual day for every day |
・Women Taking Active Roles
Based on the understanding that the ITOCHU ENEX Group is active in many business fields and the fact that our businesses are influenced by many perspectives, in 2013 we started to increase the number of female workers. The female ratio, at less than 10%, was overwhelmingly small compared to other industries. With our initiative for hiring and retaining women, the ratio has increased to 20% and women are active in various fields. We continue to develop areas where individuals can play an active role and maximize performance regardless of gender or age.
■ HR Data (Number of Female Employees and Managers, etc.)
For details, please refer to "Personnel-Related Data"
■ Our Actions to Comply with the Act on Promotion of Women's Participation and Advancement in the Workplace
We formulate plans of action pursuant to the Act on Promotion of Women's Participation and Advancement in the Workplace to establish a work environment that contributes to female participation and career advancement.
・ People with disabilities
ITOCHU ENEX supports people with disabilities in a variety of ways.
■ Activities at IBUKI TODA FARM 2
Since May 1, 2019, we have engaged with IBUKI, an indoor farm operated by Start Line Co., Ltd. that employs people with disabilities in Toda, Saitama Prefecture. Currently, 7 employees with disabilities are active at the facility.
