Employee growth
Basic approach
At Idemitsu Kosan, in order to increase the number of human resources who embody Action Mindset at a high level, we have set more detailed perspectives for the four areas we particularly want to develop - "Independet & autonomy," "change," "co-creation," and "growth." These perspectives define in detail the level of attitude and behavior required for each grade, allowing employees to reflect on their current level and clarify what they need to do to grow.
Strategy
Educational system concept
The basis of our education system is "developing competencies" to foster the above-mentioned attitudes and behaviors. In addition to this approach, in order to promote our "human resources strategy," which is one of the two wheels toward realizing our Vision for 2030 and Vision for 2050, we will particularly strengthen our "support for self-directed career development," which is the key to "bringing out the full potential of each individual."
We want each employee to think about the career they want to pursue, and the company will provide as much support as possible to help them realize their aspirations. To that end, the Career Design Department, which was established in April 2024, and the Human Resources Department will work together to develop an education system.
※Image of division of roles
Career Design Department: Providing opportunities for career employees to learn independently
Human Resources Department: Providing learning opportunities for employees who are required to take courses within the company
●Educational system in FY2024
Metrics and targets
Educational training results
Educational training is held both online and in-person, taking advantage of the merits of each. We support participants' professional and personal growth through training and learning opportunities linked to "developing competencies," "executive personnel development," "support for self-directed career development," and "reskilling and other support for employee growth."
●Training time/investment results
| Unit | FY2021 | FY2022 | FY2023 | 2030 | ||
|---|---|---|---|---|---|---|
| (Target) | ||||||
| Training hours | Total | hours | 81,653 | 74,722 | 68,252 | — |
| Per person | 15.6 | 12.8 | 11.8 | — | ||
| Education investment | Total | Thousand yen | 235,400 | 247,810 | 299,138 | — |
| Per person | 43 | 43 | 52 | 100 | ||
Initiatives
Developing competencies
Mentor training
Starting in fiscal 2019, we have introduced a mentor system for the purpose of training new employees. A "mentor" is a senior employee who serves as a training instructor, and we conduct mentor training with the aim of improving their training and leadership skills. We survey new employees about their own mentor development guidance, and provide feedback to the participants during training, which also helps to raise the awareness of mentors.
Inclusion training
We have been conducting inclusion training since fiscal 2020 with the aim of developing employees who can create new value by learning the mindset and skills that will help them maximize their individual potential. After promoting awareness of unconscious bias, students will learn skills such as communication skills, listening skills, coaching/feedback, and facilitation.
By being aware of unconscious bias, applying our skills in the workplace, and exchanging diverse opinions, we aim to create a culture that continues to generate the seeds of change.
Executive personnel development
Cross-industry exchange training aimed at leadership formation
We have been conducting cross-industry exchange training since fiscal 2016 with the aim of developing human resources who can demonstrate leadership based on their own beliefs.
During the six-month training course, employees gain exposure to diverse values and ways of thinking through mutual learning with employees from different industries, and acquire the ability to think creatively about the future. At the same time, through experience they acquire a sense of mission to embody the company's DNA and a unique leadership style for the next generation.
support for self-directed career development
Career design concept and promotion system
Overview of major policies and systems for supporting self-directed career development
As employees work on their career design, we are implementing support measures to help them think about where they want to be and to acquire the experience and skills necessary to realize that goal. In addition, if employees have doubts or issues with their career design, we provide consultation support such as individual interviews at Life-Career Support Center. Furthermore, to support supervisors, who are the biggest supporters of their subordinates' careers, we provide training to improve their ability to talk to their subordinates. We are promoting the strengthening and expansion of various measures that contribute to supporting employees' career development.
Introduction of career design sheets
In working on career design, we will introduce a "Career Design Sheet" from fiscal 2023 to help employees visualize their life plan, clarifying the image they want to achieve, including future life events, and taking into account the skills and experience they will need to achieve that image, as well as financial plans necessary for anticipated life events. The sheet will be provided to employees as a supplement to the existing "Future Planning Sheet." The "Career Design Sheet" is not something that is completed once and then forgotten; rather, we encourage employees to regularly review it and update it based on their own circumstances, taking into account their age, stage of activity, and changes in their life career.
Diverse career paths
Starting in fiscal 2024, we will make available to employees a tool that shows the diverse career paths of senior employees, which can give them hints about what they want to be in the future. This visualizes how employees who have been active in various departments and fields improved their "abilities" through the acquisition of "experience" and "skills," and we will encourage employees to use it when thinking about their own independent career development.
Life career checkup (regular health checkup for carriers)
This is an initiative designed as an Idemitsu version of the ''Self Career Dock'' recommended by the Ministry of Health, Labor and Welfare. The cycle begins with career development training for each generation, followed by an interview with a nationally qualified career consultant and an interview with your immediate superior at work. By regularly reviewing your life and career and deepening your self-understanding, you can prepare for the future. We provide a system that leads to building an autonomous life career for those who want to achieve their goals.
●Overview and flow of Life Career Dock (Idemitsu version self-career dock)
Self-management training
Among employees who are scheduled to retire from their positions (managers who are 59 years old as of April 1 of the fiscal year), we conduct training to think about how to work after retiring from their positions and who wish to continue working after their retirement. Masu.
Nationally qualified career consultant interview (Life-Career Support Center)
The Life-Career Support Center does not have any authority over personnel matters such as evaluations or treatment, and operates as a dedicated consultation service bound by confidentiality. Nationally qualified in-house career consultants work closely with each employee to strengthen and promote support for finding a solution and taking the first step, for example, "I want to clarify my true self and thoughts" or "I want to resolve my worries and doubts." Depending on the content of the consultation, after a one-on-one interview with a career consultant, we also coordinate a three-way interview with a non-executive advisor with the client's consent.
Furthermore, we extract common organizational issues from the many consultations we receive, make recommendations to management, and work toward resolving them.
● Positioning of Life-Career Support Center
●Career consultation support system
* Select employees who are familiar with the work content of each department or who have overcome life events.
In addition, in response to issues that have come to light through individual interviews, we are creating opportunities for employees to think about their careers, such as by having General Managers publish their "career reports (my career)" and by holding "life career forums."
Life career forum held
The Life Career Forum is held as a measure to create an opportunity for each employee to look at and think about their own life career. It is a talk event in which the speaker talks about how past major environmental changes (turning points) have led to their present self, with the theme of "My career." In addition to being held at the head office, we also hold local versions where employees who are active in their respective bases and feel closer to them take the stage, and we also cooperate with each department to hold their own unique Life Career Forum.
Career challenge
The Career Challenge System is a system in which departments looking for human resources recruit internally, and employees voluntarily apply, leading to transfers. We aim to provide an opportunity to reconsider one's own strengths, weaknesses, and life and career plans, while encouraging self-directed career development and increasing motivation. This system started in 2020, and we have recruited approximately 100 applications in 2022.
Going forward, we will work to create an organization rich in diversity and innovation by further expanding fields and job categories and activating human resource exchanges across departments.
Reemployment of voluntary retirees
Through our mid-career recruitment scheme, we welcome back employees who have previously left the company. After rejoining the company, he has contributed to building a diverse organization and is playing an active role by leveraging his experience and skills from working in different industries and companies.
Job festival
As a measure to support self-directed career development, we held a Job Festival in July 2024. In the event zone on the 32nd floor of the head office building, 46 workplaces and affiliated companies, more than last year, exhibited booths, and special booths related to the measures promoted by our company, such as "cross-border learning" and "in-house side jobs", were set up. In addition to face-to-face communication, the event was held in a hybrid format that combined online distribution, and employees who visited the booths deepened their understanding of the various tasks and roles that are spread across the company, and it became a place for internal exchange across departments. A total of approximately 1,100 employees participated over the two days, including online participation.
Providing side job opportunities within the company
We provide opportunities for employees to work on cross-department projects and work in other departments while remaining in their current positions. The purpose is to utilize the knowledge that employees have in their own career development and to expand the knowledge that employees have beyond their departments and within the company. In the future, in order to further promote cross-divisional activities, we will expand the number of projects and number of participants and aim for full-scale development.
Outside side job
If an employee engages in work for another company outside of working hours, the Human Resources Department will approve this after confirming that it does not violate the company's compliance rules.
Once-a-week secondment program
The once-a-week secondment and once-a-week teacher initiative was launched in 2023 with the aim of utilizing employees' experience and skills to contribute to solving local and social issues and improving operations. Working with a variety of stakeholders in an unusual environment leads to new ways of working and gives employees an opportunity to think about their future life careers. In 2024, we will continue to collaborate with Nagato Yumoto Onsenmachi Co., Ltd. in Yamaguchi Prefecture, dispatch four weekly teachers to Matsudo City, Chiba Prefecture, and start a weekly secondment of two employees to a new company to work on solving various issues in the local community.
cross-boundary learning
As a way to gain experience, we are rolling out a cross-boundary learning program from fiscal year 2023. We provide opportunities for employees to make new encounters in different places beyond their current organization or company, build connections outside the company, broaden their horizons, raise their perspective, and foster a mindset of innovation and challenge.
Reskilling and other support for employee growth
Providing practical English learning opportunities
We offer lessons tailored to each employee's language level to employees who wish to do so. We provide an opportunity to learn English by paying part of the tuition fee to the company. The company also covers the TOEIC test fee (up to two times a year), providing an opportunity to measure one's own language proficiency level.
Online learning community Schoo
We have introduced e-learning that allows employees to self-study according to their strengths and challenges, and the company covers all tuition fees. Employees can take courses on themes they wish to improve (business skills, thinking skills, language, economics/society, liberal arts, DX).
Correspondence education
In addition to business skills, thinking skills, and language, we offer correspondence courses to help you acquire specialized qualifications specific to your department. Improve your skills through text-based learning and report writing.
Nurture Personnel Who Support DX