Human Resource Development

Human Resource Development at the Cosmo Energy Group

The Cosmo Energy Group regards human resources as a form of management capital and recognizes the importance of maximizing their value. Based on this understanding, we have established the Human Resources Policy to serve as our basic approach to achieving this end.

We understand that human resources are the source of enterprise value creation. To facilitate required transformations, the Group has defined four elements—diversity, autonomous and proactive, growth mindset, and digital transformation (DX) literacy—and is pursuing a people strategy that motivates employees and harnesses their skills. This strategy will enable our employees to achieve daily growth and demonstrate their full potential in the energy industry as it undergoes a period of transition.

We are working to develop human resources in order to simultaneously take on the challenge of entering new business fields and transform existing ones. We aim to build a pool of self-driven individuals with diverse perspectives who continuously challenge themselves, ensuring the growth of both employees and the Company itself.

Human Resource Development Aligned with Our Management Strategy

By developing the human resources necessary to realize our management strategy and placing the right people in the right positions, the Cosmo Energy Group aims to make the most of each employee’s contributions.

Cosmo Human Resource Requirements

In order to realize Vision 2030, we have articulated what we expect of all Cosmo personnel in three key phrases: "Take on challenges," "Nurture your career," and "Excel at work."

We are developing strategic human resource policies and related measures based on these three requirements, and we fully recognize employees that demonstrate these characteristics.

Human Resource Strategy Committee

In order to further integrate our people and management strategy, the Human Resource Strategy Committee, comprised of top Group executives, meets regularly to deliberate and advance human resource strategies. To enhance oversight, the outcomes of these discussions are periodically reported to the Executive Officers’ Committee and the Board of Directors.

Frequency ・ 2 or 3 times a year
Committee members ・Representative Director and Group CEO, Cosmo Energy Holdings (Chairperson)
・Senior Executive Officer in Charge of Human Resources, Cosmo Energy Holdings
・President and Representative Director, Cosmo Oil
・President and Representative Director, Cosmo Oil Marketing
・President and Representative Director, Cosmo Energy Exploration & Production
Matters for deliberation ・Reports on the implementation status of human resource strategies, human resource allocation policies, and policies for developing executive candidates, etc.

Cultivating Management Personnel

We are identifying and nurturing management candidates as successors to our executive leadership team. This involves implementing training programs, including external assessments and assignments, and fostering competence development through challenging assignments, including appointing candidates to key positions within the Group.

Succession Planning

We have developed job descriptions and a successor list for department head-level positions and regularly assess progress in terms of successor readiness. We are also actively implementing initiatives such as talent development, internal transfers, and external recruitment to ensure a sufficient talent pool.

Promoting Self-Directed Career Development

We encourage employees to take the initiative in developing their careers in order to foster a talent pool of individuals who take independent action to improve themselves and achieve their growth aspirations. In particular, we have designated September to October as the “Kyari-tsuku (Career Development)”* period, creating opportunities for intensive self-growth and health enhancement aimed at strengthening career development.
 

*Refers to the process of creating a fulfilling career by deeply understanding and reflecting on oneself, learning and researching what is meant by career and health, engaging in discussions about the future with supervisors, and striving for personal growth and better health.

Cultivating Management Personnel

Raising Awareness of Career Development

Career Guidebook: Navigating Your Career at Cosmo

We published the in-house career guidebook Navigating Your Career at Cosmo, which broadly introduces the operations and required skills of each department.

In an ever-changing environment, we aim to provide the information necessary for employees to envision their future self and map out their own career trajectory.

キャリアガイドブック コスモの歩き方

Job Challenge System

This system enables employees to directly approach their human resource division to express how they would like to contribute within the Cosmo Energy Group and request transfers to their preferred departments. We aim to empower employees to proactively and enthusiastically develop their skills and hone their specialization to progress along their envisioned career paths.

Selection and Application for Course Best Suited to Own Career Goals

General cource

Open position course

  FY2021 FY2022 FY2023
Number of employees who requested a transfer 26 27 34
Number of employees transferred as requested 10 18 17
Transfer rate 38% 67% 50%

Note: Cosmo Oil employees

Career Declaration System

We leverage our career declaration system as an annual measurement tool to encourage employees to take the initiative in developing their careers.

The system motivates employees to approach their work with even more enthusiasm and continue to learn by taking an inventory of their own capabilities, experience, and skills, reassessing their medium- to long-term career goals, and discussing these with their supervisors.

Provision of Self-Development Opportunities

To support employees’ voluntary learning aspirations and promote self-directed learning, we fully subsidize the cost of correspondence courses taken for self-development purposes. We also utilize the online learning platform Schoo as a new self-development tool designed to broaden interests and help employees feel more comfortable learning.

Number of Correspondence Course Participants

  FY2021 FY2022 FY2023
Number of correspondence courses 217 217 218
Number of correspondence course participants 278 237 312

*Note: Cosmo Oil employees (including seconded employees)

*Fiscal 2023 figures include correspondence course partcipants (181 people) and Schoo users (156 people)

Training System

Training System

Fiscal 2023 Training Data By Rank

Target Training name Participants Training hours/person
Management level Department head training 42 13.0
Line manager training 420 8.0
New line manager training 33 21.0
OP5 grade training (section chief) 19 14.0
Non-management level Team leader training 75 14.0
New S4 grade training 48 14.0
New S3 grade training 52 14.0
Training for on-the-job trainers 39 15.0
New S2 grade training 48 14.0
OP4 grade 42 14.0
OP3 grade 30 14.0
OP2 grade 50 14.0
OP second year training 38 7.5
OP new employee training 42 37.5
Second year training 29 14.0
General training Training for mid-career hires 84 4.0

Notes:
1. In addition, the Company provides support for remote/online education to all employees and support for acquiring current job-related qualifications.
2. Cosmo Oil employees (including seconded employees)

Compensation System

Compensation for those in managerial positions is handled according to a grading system. Promotion to line manager is based on ability and achievements. Senior employees aged 60 and above are also compensated according to their assigned roles, without an arbitrary change in the compensation they were receiving before reaching retirement age. As employee values and attributes become increasingly diverse, the Group seeks to boost employee motivation and job satisfaction by respecting this diversity, striving for fairness in compensation among employees and rewarding those employees who have demonstrated their abilities to the fullest in terms of the roles, responsibilities, and targets they were assigned.