CONTENTS
Value Creation Story
Message from Top Management
Business Structure Reforms
Evolution of the Business Platform / Innovation Management
Sustainability
Corporate Governance
Data Section
Idemitsu Integrated Report 2025 28
Human Capital / Human Capital Strategy
Message from the Officer in Charge of Human Resources ■ Key Issues in Human Capital Strategy for FY2025 ■ Implementation of the Human Capital Strategy
Message from the Officer in Charge of Human ResourcesGrowing both our company and the people working in it under our New Action Guideline, aimed at embodying our concept of being "Truly inspired"
Representative Director and Executive Vice President
Masahiko Sawa
- The Three Pillars of Human Capital Strategy
Embodying Management Philosophy / Vision
Expanding DE&I
Bringing out the full potential of each individual
Our Fundamental Policy on Human Capital Management
Since our Company was founded, we have placed the highest importance on the belief that "people are capital" and the concept of "People-Centered Management." In September 1945, shortly after the end of World War II, our founder, Sazo Idemitsu, declared that he would protect his employees, rather than laying them off. He said, "We have lost our business, and we still have debts, but Idemitsu Kosan's human resources include 800 people working overseas. They are the only capital we have, and it is they who will build our future businesses. At Idemitsu Kosan, we respect human beings, so we must not rush to dismiss our workers amid the postwar chaos." His belief that any difficulty can be overcome as long as employees grow well has been passed down to this day as a fundamental policy, which includes "never laying off employees for company reasons" and "the purpose of our company is to develop people who serve society and are respected, and business is the means to that end."
Business Strategy Issues We Face, and Human Capital StrategySince being designated as a wholesaler in 1949, our mission has been to support Japan's energy security, and we have developed our business activities by building a network centered on the fuel oil business both within Japan and abroad. However, the business model of petroleum refining and sales that our predecessors built after World War II is entering a period of major transformation as we move toward achieving carbon neutrality (CN) by 2050. Our current Medium-term Management Plan positions investment in business structure reform and human capital as the wheels on which our vehicle travels, and we aim to create an environment where all employees can maximize their abilities and individuality, with their growth fueling the growth of the company as a whole. To that end, we are promoting a human capital strategy comprising three pillars:
(1) Embodying Management Philosophy / Vision; (2) Expanding DE&I; and (3) Bringing out the full potential of each individual. I would like to introduce some examples of our main initiatives here.
Embodying Management Philosophy / Vision
We will use events such as company-wide town hall meetings, which provide a forum for direct dialogue between man-agement-including the president-and employees, to communicate the state of the business, our Management Philosophy, and more, and foster understanding among employees. The Idemitsu Kosan Human Gallery, a venue where people from both inside and outside the Company can learn about our philosophy and history, was also reopened in October 2024 after a major update. Furthermore, we established the New Action Guideline for embodying our Management Philosophy of "Truly inspired," which will be discussed later.
Expanding DE&I
Our Company practices "People-Centered Management," and it is therefore essential that we create an environment where diverse employees can work and grow together in a vibrant manner. We are focusing our efforts on creating a culture where employees from minority groups, including women, LGBTQ+ individuals, foreign nationals, people with disabilities, and more, can thrive. This includes our cross-mentoring program, which involves pairing employees with mentors from different businesses, as well as initiatives to promote the appointment of female employees in manufacturing settings, with the goal of increasing leadership opportunities for female managers. These efforts have been well-received, as
CONTENTS
Value Creation Story
Message from Top Management
Business Structure Reforms
Evolution of the Business Platform / Innovation Management
Sustainability
Corporate Governance
Data Section
Idemitsu Integrated Report 2025 29
Human Capital / Human Capital Strategy
Message from the Officer in Charge of Human Resources ■ Key Issues in Human Capital Strategy for FY2025 ■ Implementation of the Human Capital Strategy
Message from the Officer in Charge of Human Resources
evidenced by our Company receiving the Nadeshiko Brand award for the third consecutive year in 2024.
Bringing out the full potential of each individual
In FY2024, we established the Idemitsu Employee Association with the goal of providing a forum where all employees, including managers, can participate in discussions to create a better company and organizational culture. We also established a Career Design Department to support the autonomous career development of our employees, and have started rolling out voluntary training opportunities and tools for employees to consider their lifelong and life-wide career development.
The Idemitsu Engagement Index
The Idemitsu Engagement Index (Idemitsu EI) is an important goal indicator for achieving sustainable growth through structural reforms of our existing businesses. This proprietary index has been developed by our Company to measure employee commitment to the organization, identify issues, and ensure that thorough measures are taken (see p. 32).
Setting the New Action Guideline and Promoting UnderstandingI would like to provide some additional information about the "New Action Guideline" we established in 2025. Our HR System and Action Guideline were formulated with the merger of Idemitsu Kosan and Showa Shell Sekiyu in 2019. Our policy was to launch an entirely new concept, rather than leaning toward the system of either of the original companies. At the time, the new, integrated company had no Management Philosophy to indicate the company's purpose of existence, value system, and the like, and serve as a foundation for its HR system. Subsequently, in April 2021, we formalized our Management Philosophy of "Truly inspired."
However, many employees pointed out that the terminology used in the HR system and Action Guideline was too general, and failed to reflect both our company's values and the type of people we seek to hire. We therefore redefined the Action Guideline as the New Action Guideline to better reflect our company's unique characteristics. Our Management Philosophy of "Truly inspired" is based on the belief that "the purpose of our company is to develop people who serve society and are respected, and business is the means to that end." In redefining our New Action Guideline, we articulated what we expect from our employees based on each part of the Management Philosophy, summarized these as seven elements, and organized those elements into three Basic Attitudes, namely a "complete sense of ownership," a "constant desire for growth," and "deep regard for sincerity and mutual trust," and four Competencies, or the ability to "take on new challenges boldly," "think thoroughly and make confident decisions," "overcome differences," and "empower people."
We place particular importance on the "complete sense of ownership" element of the New Action Guideline. At Idemitsu, we define a "complete sense of ownership" as "Willingness to take ownership of matters in which one is involved, as well as the
Action Guideline / Evaluation Items Definitions
Basic attitudes | Complete sense of ownership | Willingness to take ownership of matters in which one is involved, as well as the responsibility for completing them |
Constant desire for growth | Willingness to self-reflect every day, always learning and growing | |
Deep regard for sincerity and mutual trust | Willingness to empathize with all involved, both inside and outside the Company, offering respect and supporting their potential | |
Competencies | Take on new challenges boldly | The ability to set high goals and take on challenges, unconstrained by precedent and undeterred by failure |
Think thoroughly and make confident decisions | The ability to think from a multifaceted perspective, then make timely decisions with confidence and conviction | |
Overcome differences | The ability to listen and understand another person's position, then find a workable solution that allows you to move forward | |
Empower people | The ability to recognize the potential of all people, then leverage their capabilities to the fullest |
-
New Action Guideline
responsibility for completing them." Generally speaking, a "sense of ownership" refers to an attitude of taking the initiative to actively engage in work and other matters that one is involved in. However, our "complete sense of ownership" takes this concept a step further; it goes beyond a simple sense of responsibility, and encompasses both a deep passion for the success of individual tasks and overall projects, and a strong awareness that one's actions affect outcomes directly. This includes, for example, behavior such as encouraging other members even outside the scope of one's own duties, quietly preventing errors and omissions, and the like to help the organization achieve its overall goals. Starting with a company-wide briefing in February 2025, we began rolling out measures to promote the understanding and acceptance of the New Action Guideline and its evaluation items throughout the company, including small-scale town hall meetings and roundtable discussions in each department. Each employee taking ownership of the New Action Guideline and thoroughly understanding each item will enable us to embody our Management Philosophy of "Truly inspired," and through such efforts, we aim to achieve sustainable growth for our
employees and, by extension, for the Company as a whole.
CONTENTS
Value Creation Story
Message from Top Management
Business Structure Reforms
Evolution of the Business Platform / Innovation Management
Sustainability
Corporate Governance
Data Section
Idemitsu Integrated Report 2025 30
Human Capital / Human Capital Strategy
Message from the Officer in Charge of Human Resources ■ Key Issues in Human Capital Strategy for FY2025 ■ Implementation of the Human Capital Strategy
Key Issues in Human Capital Strategy for FY2025This section discusses two key issues for human capital strategy in FY2025 as we enter the final year of our Medium-term Management Plan: the establishment of the New Action Guideline, and the setting of the Idemitsu Growth Score.
Wrapping up Post Merger Integration (PMI) and Establishing the New Action GuidelineDeclining domestic demand for main products has been a long-standing issue, and in FY2019, Idemitsu Kosan and Showa Shell Sekiyu merged their operations in an effort to break out of the industry structure that was plagued with chronic oversupply. Although business synergies were achieved quickly, two companies with different origins and more than 100 years of history each were being merged, making it important to proceed with PMI activities with the utmost caution and care. Rather than favoring the system one
Setting the Idemitsu Growth ScoreThe Idemitsu EI is our most important goal indicator for achieving sustainable growth through structural reforms of our existing businesses. The Idemitsu EI has been gradually improving, from 67% in FY2022, to 69% in FY2023, and then to 70% in FY2024. However, more decisive measures will be needed for us to achieve our target of 75% in FY2025.
Reflecting on the fact that conventional Idemitsu EI analyses were limited to producing measures based on average values, we selected around 30 leaders from each workplace and conducted an anonymous, open-ended survey to identify the issues
-
Setting the Idemitsu Growth Score
Identifying ● Lack of a sense of growth
root causes ● Lack of a real sense of contribution in the workplace
Unable to map out individual career paths
Alignment
Idemitsu EI
AI analysis of survey results
Key drivers of Idemitsu EI |
I believe I have the opportunity for personal development and growth in this company. |
I have a reasonably good idea of my possible career paths in this company. |
I am satisfied with my efforts and achievements for the work I am currently assigned to. |
High sense of ownership
Pride in belonging to the company
Realization of personal growth
Idemitsu Growth Score
company was using at the time of the merger, the current HR
systems and Action Guideline were formulated and established under the principle of introducing new concepts. The terms used in the Action Guideline were very general, however, which led to problems in that our Company's unique values were not reflected and the criteria used for evaluations tended
that employees are actually facing in the workplace. As we
analyzed the survey results, the following three points emerged:
Lack of a sense of growth
Lack of a real sense of contribution in the workplace
Unable to map out individual career paths
These correspond to three of the six key drivers that con-
Willingness to contribute to the organization
Embodying the Management Philosophy
Challenge towards change beyond the organization
Our Action Guideline is the guideline for my day-to-day judgments and behaviors in my work.
I have a clear understanding of the goals and objectives of my department.
I feel encouraged to come up with new and better ways of doing things.
to be ambiguous. Therefore, in April 2021, based on our Management Philosophy of being "Truly Inspired," we established the New Action Guideline that reflects our company's unique characteristics. (See the table on page 29 for the New Action Guideline.)
We will revamp our HR system based on this Action Guideline, with the goal of enabling employees to embody our Management Philosophy through their daily work and achieve sustainable growth. We have decided to bring the about five years of PMI activities to a close, both in name and in practice, and make a fresh start. The HR system will serve as the platform for our human capital strategy, and we will set evaluation items, and monitor and evaluate progress, using the "New Action Guideline penetration rate" as a new intermediate indicator.
tribute particularly to the Idemitsu EI: (1) "I believe I have the opportunity for personal development and growth in this company (sense of growth);" (2) "I am satisfied with my efforts and achievements for the work I am currently assigned to (sense of contribution);" and (3) "I have a reasonably good idea of my possible career paths in this company (can envision a career)." We therefore decided to set the Idemitsu Growth Score with these three points as new intermediate indicators. Note that the correlation coefficient between the Idemitsu Growth Score
Goal indicators: improvement of Idemitsu EI
Intermediate indicator: improvement of Idemitsu Growth Score
Sense of Sense of Can envision growth contribution a career
High sense of ownership | Pride in belonging to the company | Realization of personal growth | Willingness to | Embodying the | Challenge towards |
contribute to | Management | change beyond | |||
the organization | Philosophy | the organization |
-
Relationship between Idemitsu Growth Score and Idemitsu EI
and the Idemitsu EI is 0.8. Although already disclosed at present, we will continue to disclose the Idemitsu EI as a goal indicator. Meanwhile, the Idemitsu Growth Score is both a preceding process leading to the improvement of the Idemitsu EI and an intermediate indicator for addressing urgent and important organizational issues, and we will track this score as a key management indicator while also building a movement for improvement among all employees. We believe that this will ultimately lead to the growth of our existing businesses.
CONTENTS
Value Creation Story
Message from Top Management
Business Structure Reforms
Evolution of the Business Platform / Innovation Management
Sustainability
Corporate Governance
Data Section
Idemitsu Integrated Report 2025 31
Human Capital / Human Capital Strategy
Message from the Officer in Charge of Human Resources ■ Key Issues in Human Capital Strategy for FY2025 ■ Implementation of the Human Capital Strategy
Key Issues in Human Capital Strategy for FY2025
Note also that the Idemitsu Growth Score for FY2024 was 64% (up from 60% in FY2022 and 62% in FY2023), but while the average score for the top third was 70%, the average score for the bottom third was 58%, for a difference of 12 points. The Idemitsu Growth Score also varies from department to department depending on the nature of the business, the characteristics of members, and more, and we recognize again the need for a detailed and careful approach in each department.
Developing Measures Contributing to Idemitsu Growth ScoreThe figure below shows our KPIs and intermediate indicators for human capital management. Based on these, we will focus on the following areas this year to improve the Idemitsu Growth Score.
Expanding opportunities to think proactively about one's career
The score for "I have a reasonably good idea of my possible career paths in this company" is only 51%, which is an issue.
-
Our KPIs and Intermediate Indicators
Human capital KPIs
Our company does offer various types of career support and provides different options to employees, but the percentage of employees who take ownership of those measures to proactively shape their own careers is still too low. To address this, we will set the following as KPIs: the Job Festival, in which all departments to come together to give employees the chance to understand the work of other departments and consider their own careers; the system for experiencing a secondary job in-house, which allows employees to spend 20% of their time working in a different department while continuing their current duties; and the non-departmental activity participation rate, which measures the percentage of employees participating in cross-departmental projects and study experiences outside the company. The self-directed career intention ratio, which supports employees who have experienced these systems and are now making their own career decisions, will be set and monitored as another KPI. We believe that these actions will contribute to "challenge towards change beyond the organi-zation," one of the key pillars of the Idemitsu EI.
Intermediate indicators measuring Idemitsu EI improvement
Main initiatives in current fiscal year
Sub-KPIs measuring effectiveness of actions
Toward a better sense of career support and an expanded base of next-generation leaders
We will measure how employees perceive our various career assistance measures and the support they receive from supervisors and other colleagues, and adjust our trajectory as needed. To that end, we will set a "career environment support ratio" as a new KPI. Furthermore, as part of the process through which employees clarify their own career plans, we want to both increase the current female ratio in managerial positions at the company and strengthen the pool of employees who aspire to become leaders. We will therefore measure a "leadership aspiration ratio" as an intermediate indicator, which will help create a pipeline of future leaders and managers without gender bias.
Improving career support capabilities by enhancing managers' interviewing skills
Immediate supervisors play an extremely important role in supporting the careers of their subordinates. In the first half of FY2025, we will hold training sessions for evaluators of the personnel system based on the New Action Guideline; and starting in the second half, we will conduct a training program over two years for all managers to improve their interviewing skills (active listening and feedback). The first step will be setting an "effective interview execution rate" as a KPI for confirming whether managers are conducting interviews in a way which contributes to improving the senses of growth and
Idemitsu EI NEW Idemitsu Growth Score
NEW Non-departmental activity
participation rate A. Increasing opportunities to think proactively about
contribution of their subordinates.
Improving corporate value
Female recruiting ratio
Female ratio in managerial positions
Male ratio taking childcare leave
Educational investment per employee
NEW New Action Guideline
penetration rate
NEW Self-directed career intention ratio
NEW Career environment support ratio
NEW Leadership aspiration ratio
NEW Effective interview execution ratio
one's career
B. Improving sense of career support and expanding base of next-generation leaders
C. Improving career support capabilities by enhancing managers' interviewing skills
Visualization and maximum use of human capital
Our company is building a platform that utilizes generative AI technology to visualize human capital and maximize its potential. This will enable us to see employee skills and career potential visually, which in turn will help determine optimal placements and training plans. This fiscal year, we will combine the KPI information set as described above organically and work to leverage it as data for management.
CONTENTS
Value Creation Story
Message from Top Management
Business Structure Reforms
Evolution of the Business Platform / Innovation Management
Sustainability
Corporate Governance
Data Section
Idemitsu Integrated Report 2025 32
WEB
Human Capital / Human Capital Strategy
Message from the Officer in Charge of Human Resources ■ Key Issues in Human Capital Strategy for FY2025 ■ Implementation of the Human Capital Strategy
Key Issues in Human Capital Strategy for FY2025
Maximize Employee Engagement
Feature
The Idemitsu Engagement Index (Idemitsu EI) is a proprietary indicator developed by the Company to measure employee commitment to the organization. It is composed of six elements: (1) High sense of ownership; (2) Pride in belonging to the company; (3) Realization of personal growth; (4) Willingness to contribute to the organization; (5) Embodying the Management Philosophy; and (6) Challenge towards change beyond the organization. To identify the factors that strongly impact the Idemitsu EI, we conducted a multiple regression analysis using the questions from the Employee Engagement Survey as independent variables and Idemitsu EI as the dependent variable, and extracted six key drivers that showed particularly high contribution rates.
Idemitsu EI
We implemented measures to support autonomy in individual career development and promote proactive involvement in workplace culture in FY2024, including establishing a Career Design Department and an Idemitsu Employee Association, as an approach to each key driver, resulting in the Idemitsu EI rising to 70% for FY2024 (compared to 67% in FY2022 and 69% in FY2023).
Idemitsu EI (unit: %)
- Idemitsu EI and Key Drivers
Idemitsu EI
High sense of ownership
Pride in belonging to the
company
Realization of personal growth Willingness to contribute to
the organization
Embodying the Management
Philosophy
Challenge towards change beyond the organization
Key Drivers of Idemitsu EI
Category
Question
Company Values, Goals, and Strategy
Our Action Guideline is the guideline for my day-to-day judgments and behaviors in my work.
I have a clear understanding of the goals and objectives of my department.
Career Opportunity
I believe I have the opportunity for personal development and growth in this company.
I have a reasonably good idea of my possible career paths in this company.
Creativity and Initiative
I am satisfied with my efforts and achievements for the work I am currently assigned to.
I feel encouraged to come up with new and better ways of doing things.
Gender
The gap between genders dropped from 5 points in FY2022 to 3 points in FY2024. We believe this is the result of various measures we have taken, including mentoring, showing that we achieved a certain level of success. That said, it is clear that women had significantly lower scores than men for the statement "our Action Guideline is the guideline for my day-to-day judgments and behaviors in my work." Moving forward, we will take care to explain the New Action Guideline in detail to ensure its thorough understanding and permeation.
Gender (unit: %)
Years of service
Looking at years of service in the company, as of FY2022, the attributes for employees with less than 10 years of service were more than 10 points lower those for employees with 20 years of service or more. In particular, we found that the score for "the Company's Management Philosophy guides me in my daily work" was significantly lower than that of employees with 20 or more years of service. Employees with less than 10 years of service include both new graduates and mid-ca-reer hires, and we plan to implement measures to ensure that mid-career hires in particular understand and embrace our Management Philosophy.
Years of service (unit: %)
70
69
67
68
69
70
67
63
66
73 73 74
65
67
61
Male Female
20 years or more Less than 10 years
2022
2023
2024 (FY)
2022
2023
2024 (FY)
2022
2023
2024 (FY)
Our Company has decided to accelerate the publication of our sustainability information based on SSBJ standards, and to move the publication date of our Integrated Report up in response to social demand. Doing so will enable us to ensure the consistency and uniformity of the information in our Securities Report and Integrated Report. In line with this change, the Employee Engagement Survey, which has been conducted every July, will be moved to February instead, which will enable the timely disclosure of the results of the Idemitsu EI in the Securities Report and the Integrated Report.
CONTENTS
Value Creation Story
Message from Top Management
Business Structure Reforms
Evolution of the Business Platform / Innovation Management
Sustainability
Corporate Governance
Data Section
Idemitsu Integrated Report 2025 33
WEB
Human Capital / Human Capital Strategy
Message from the Officer in Charge of Human Resources ■ Key Issues in Human Capital Strategy for FY2025 ■ Implementation of the Human Capital Strategy
Implementation of the Human Capital StrategyHuman capital strategy
Our current Medium-term Management Plan positions investment in business structure reforms and human capital as the wheels on which our vehicle travels, and we aim to create an environment where all employees can maximize their abilities and individuality, using the growth of our employees to grow the company as a whole.
To that end, we are promoting the human capital strategy comprising three pillars: (1) Embodying our Management Philosophy/Vision; (2) Expanding DE&I; and (3) Bringing out the full potential of each individual. Some examples of our initiatives will be introduced here.
Embodying our Management Philosophy/Vision
Holding town hall meetings
As a forum for direct dialogue between management and employees, we held two hybrid (in-person and online) company-wide town hall meetings (THMs) in FY2024 (June and November). Including those who viewed recordings of the meetings, a total of around 5,000 people participated. The Idemitsu Employee Association, a dedicated organization independent from the company, is responsible for the planning
and execution of such meetings, and represents employees in providing suggestions and engaging in dialogue with management. In June, management explained the current business situation and future strategic directions, which was followed by a lively question-and-answer session with employees. Based on this, opinions were then solicited in each department and the Employee Engagement Survey was conducted. Issues facing the company as a whole were identified from the results, and recommendations were presented to management at the November THM. In April, management issued a company response containing specific items for action, and is moving into a phase of implementing concrete measures to resolve the issues. In parallel with the company-wide THMs, we are also conducting regular THMs at individual complexes and departments, and are striving to use these two-way interactions to enhance a sense of unity and desire to contribute throughout the company. The Idemitsu Employee Association will continue to make proposals and engage in dialogue through THMs, and for FY2025, the Association plans to undertake new initiatives such as proposals for various systems (revising existing systems and proposing new ones) and employee-led
internal and external communication activities. Through these bottom-up efforts, we will raise awareness among our employees, create a better company and organizational culture, and promote one of the pillars of our human capital strategy, "bringing out the full potential of each individual."
Idemitsu Human Gallery Reopens after Update
The Idemitsu Human Gallery, which communicates our Company's philosophy and history, was reopened in October 2024 after updates, on the 8th floor of the SI Building Aoyama (1-3-6 Kita-Aoyama, Minato-ku, Tokyo ). This gallery displays valuable historical materials that tell the story of the more than 100 years of history of our Company, and introduces projects we are currently working on as well. The Gallery has been praised highly by employees, shareholders, and many visitors, with around 800 people visiting in six months. We will continue to use the Gallery to deepen our relationships with everyone inside and outside the company, and further develop it as a venue for communicating the mission and progress of the Company.
Town Hall Meeting (November 2024)
-
Recommendations to/responses from management
Aug - Sep 2024 Soliciting opinions at each workplace
Oct - Nov Identifying company-wide issues and making proposals
Nov 29 The Idemitsu Employee Association THM (management proposals) Dec - Apr 2025 Dialogue with management/related parties
Apr 25 The Idemitsu Employee Association THM (company response)
May - Action toward implementation
(company/The Idemitsu Employee Association)
Proposal
Response from management
(1) Restructuring internal communication
(2)-1 Lack of personnel
(2)-2 Feeling overloaded
Reorganize and visualize internal communication
Classify information and consider methods for effective individual communication
As a company, promote a "dialogue for mutual understanding" regarding personnel planning and staffing considerations in line with departmental policies
Reorganize and define targets for productivity activities, and clarify systems for promotion
Enhance training for managers to improve interviewing and feedback skills Foster sense of acceptance of evaluations through measures to promote understanding of the new personnel system
Inside the Idemitsu Human Gallery
CONTENTS
Value Creation Story
Message from Top Management
Business Structure Reforms
Evolution of the Business Platform / Innovation Management
Sustainability
Corporate Governance
Data Section
Idemitsu Integrated Report 2025 34
WEB
Human Capital / Human Capital Strategy
Message from the Officer in Charge of Human Resources ■ Key Issues in Human Capital Strategy for FY2025 ■ Implementation of the Human Capital Strategy
Implementation of the Human Capital Strategy
Expanding DE&I
Expanding DE&I
With our Group DE&I policy, we are aiming to create new value through interactions and synergies among people from different backgrounds and who have different knowledge and experience, and to transform into an organization that innovates continuously without being bound by existing values.
DE&I Committee
Message from the DE&I Committee Advisor | Shiori Nagata, Outside Director
In 2021, we established the DE&I Committee as an advisory body to the President, and have been promoting DE&I for three years. These efforts have been recognized throughout society, including the Company being selected as a Nadeshiko Brand for three consecutive years. In the first and second terms we enhanced the system and set KPIs such as the female recruiting ratio and the number of female managers, which laid the foundation for further DE&I advancement. As a result, although the bare number of female employees is still small, the ratio of women in managerial positions is steadily increasing, and the ratio of men taking childcare leave is also extremely high.
In the third term, we held discussions with various workplaces such as refineries and branches to build understanding and action throughout the company. This enabled us
to gain a solid grasp of issues specific to each workplace, such as their characteristics and the challenges they face in promoting DE&I. I believe that moving forward, we will be able to deeply embed the spirit of DE&I into our organi-
zation and systems through measures to spread DE&I awareness, such that all employees take ownership of the concept, and create more detailed support systems to meet individual needs.
I think that the essence of DE&I activities lies in attending to each person's concerns and struggles, and creating a workplace-and, by extension, a society-where all people can thrive and contribute. I
am confident that, based on management's fundamental belief in respect for people, Idemitsu's DE&I
activities will continue to strengthen and develop into the future. DE&I Committee (held at Kansai Branch)
In FY2024, under the policy of "engaging in dialogue with people in the field and making proposals based on actual conditions," we took various measures, including holding Committee meetings in combination with DE&I roundtable discussions and other events at workplaces in the field. In response to the Committee's recommendations, we are gradually rolling out specific measures to accelerate the "individual ownership" of DE&I issues in FY2025.
Awareness-raising and culture-building activities
To make DE&I part of our organizational culture, we are working to raise awareness throughout the company and build a culture of DE&I at each workplaces.
The small-group workshop "Unconscious Bias Dialogue," which promotes awareness of unconscious bias, has been held continuously since 2020, with more than 340 sessions and over 1,700 participants to date.
Furthermore, since FY2023, we have set a "DE&I Month" every year to conduct intensive awareness-raising activities, held roundtable discussions with executives, lectures by speakers from outside the company, exchange events with overseas offices, and more. Furthermore, to address cultural improvement issues specific to individual workplaces, the DE&I Office serves as an advisor, supporting policy proposals and their implementation.
Basic policy and vision for promoting the active participation of women
We position the promotion of women's participation and advancement in the workplace as a priority measure in the promotion of DE&I, and we are aiming to be a company where all employees can work enthusiastically, regardless of gender, and co-create value with diverse stakeholders.
Nadeshiko Brand
In FY2024, our Company was chosen for the third consecutive year in a row as a
"Nadeshiko Brand" by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange for its outstanding efforts in promoting women's advancement. We were recognized for our proactiveness in appointing women to various positions, such as management actively working to increase the ratio of women in manufacturing departments, for the cross-mentoring program we hold with other companies for female managers, and more.
Initiatives for inclusion of multinational employees
We are engaging in activities to promote mutual understanding, such as short-term inbound training programs, with the aim of fostering a sense of unity with the employees working at the overseas bases we have in approximately 20 countries around the world.
LGBTQ+ initiatives
We are engaged in a variety of activities to promote the understanding of gender and sexual diversity, including implementing
mechanisms such as same-sex partner systems and consultation desks, holding ongoing awareness-raising activities such as in-house seminars and e-learning events, and the launching of the Idemitsu Ally Community in FY2024.
Promoting the active participation of people with disabilities
In addition to promoting individual employment at each of
CONTENTS
Value Creation Story
Message from Top Management
Business Structure Reforms
Evolution of the Business Platform / Innovation Management
Sustainability
Corporate Governance
Data Section
Idemitsu Integrated Report 2025 35
WEB
Human Capital / Human Capital Strategy
Message from the Officer in Charge of Human Resources ■ Key Issues in Human Capital Strategy for FY2025 ■ Implementation of the Human Capital Strategy
Implementation of the Human Capital Strategy
our locations throughout Japan, we are also developing a "team employment" format that is not based on the systems of special subsidiaries.
-
Overview of key initiatives and programs supporting self-directed career development
Career planning seminar
(Age-group-specific career-planning seminars/counseling by nationally qualified career consultants/supervisor meetings)
Self-management training for employees approaching retirement from managerial positions
Financial planning seminars (video)
Cross-boundary learning
Counseling sessions with nationally qualified Career Consultants (Life-Career Support Center)
Consultations on caregiving by specialists Idemitsu Women's Network (IWN)
Leave of absence for self-development
Experience in a secondary job in-house
Various career paths
Future Planning Sheet Career Design Sheet
Team communication improvement training Basic videos
Active listening training 8 Mandatory interview training
Dojo (coaching, active listening, general consultations)
Interview skills training for supervisors
(follow-up course for career planning seminar)
Daily communication
Reporting, communication, and consultation
Guidance and advice
Casual conversation
Regular meetings
Management training
Training for newly-appointed managers
Supervisor 1. 1-on-1 meetings
Setting targets and communicating evaluation results to employees
Future planning (career interviews)
Employee
Think (vision)
Learn (skills) Take on challenges Seek advice (experience)
Feedback on expectations, challenges,
Employee growth
Bringing out the full potential of each individual
Basic policy of self-directed career development (career design)
Each individual leveraging their abilities and individuality forms the foundation of "bringing out the full potential of each individual," which is one of the three pillars of our human capital strategy. This is based on our policy of self-directed career development, or "career design."
We believe that increasing each and every employee's engagement and sense of growth through their work, and enhancing both their professional careers and life trajectories, will lead to a stronger organization and, by extension, to the sustainable growth of our company. Based on this idea, in April 2024, we established the Career Design Department to promote self-directed career development with the aim of strengthening the individual. The Career Design Department is
Measures to support supervisors
and outcomes
Correspondence courses
Schoo
Introduction of departments and Job Festival
Manabi Challenge (support for employees volunteering to attend training)
Taking on career challenges
Education and training
Consultation/network
Support program
Sharing career view, targets, etc.
Support for personal development aimed at embodying the Management Philosophy
+developing support measures to help each employee envision the type of person they wish to become, and take proactive steps toward achieving that goal, through self-directed career development based on five strategies connected to the con-
Compensation/benefit programs supporting the creation of an environment where employees can devote themselves to work without worry
(remuneration, retirement payment, childcare/nursing care leave, housing allowance, company-sponsored savings programs, insurance, etc. )
cept of "Bringing out the full potential of each individual." The following are some of our main initiatives in this area.
Promoting awareness and understanding of self-directed career development (career design)
The "Career Planning Seminar" for different age groups helps participants consider their ideal states and develop a plan to achieve it, and supports participants in visualizing their career plans, including their skills, experience, and financial plans through the use of the "Career Design Sheet." In addition, we are working to raise awareness and understanding of self-directed career development through lectures by experts and support for holding career workshops in individual departments.
Proposing diverse career paths
We have developed 13 career paths including Experience (turning points and breakthroughs) and Skills to visualize the diverse career paths available to employees active in various fields and provide them with hints for envisioning their ideal states. In FY2025, we plan to launch the second phase of this initiative to propose an even more diverse range of career paths.
Providing skill development menus
We are strengthening our voluntary Skill Development Menu for helping employees achieve the visions they have created for themselves. For example, we have introduced "team communication improvement training (for staff members)" to
Investment in training Unit: thousand yen
FY2022
FY2023
FY2024
Total investment
247,810
299,138
318,488
Per person
43
52
55
Name
Details
Participants/year
Career planning seminar
Provide opportunities for employees to consider their careers and take action
103
Financial planning seminar
Visualize one's life plan
320
Cross-boundary learning
Expand one's horizons and cultivate a mindset for change and challenges through experience outside the company
43
Online English conversation
Improve English skills necessary for co-creation and collaboration with domestic and overseas branches and other companies.
322
-
Major seminar achievements
CONTENTS
Value Creation Story
Message from Top Management
Business Structure Reforms
Evolution of the Business Platform / Innovation Management
Sustainability
Corporate Governance
Data Section
Idemitsu Integrated Report 2025 36
Human Capital / Human Capital Strategy
Message from the Officer in Charge of Human Resources ■ Key Issues in Human Capital Strategy for FY2025 ■ Implementation of the Human Capital Strategy
Implementation of the Human Capital Strategy
strengthen the communication skills required for building organizations and teams, and "English improvement measures,*" built around online English conversation classes, to prepare for future global expansion.
*Number of participants: 322 in FY2024 (up 35% from previous year)
Cross-boundary learning
This program aims to break down barriers between departments and strengthen organizational capabilities by broadening participants' perspectives and encouraging them to further realize their abilities, through exposure to diverse values and ways of thinking gained from experiences in different environments outside the company. In FY2024, we offered a total of 13 programs (51 courses), with a total of 43 voluntary participants, a 140% increase from the previous year. In FY2025, we are preparing to expand trial placements at overseas business schools and cross-border programs for senior executives. In addition, we are actively promoting activities such as "once-a-week teacher," in which our employees visit junior high schools each week to discuss issues arising in educational settings.
Career consulting to support introspection and strengthen supervisors' interview skills
Our nationally-qualified in-house career consultants, who
Once-a-week teacher
understand our business and corporate culture, support each employee in articulating their thoughts and visions, thereby encouraging their self-directed career development. From FY2024 on, we have been working to improve our systems through efforts such as establishing new career consultation desks at manufacturing sites where issues were identified in the Employee Engagement Survey, with the aim of helping employees feel more connected to their own careers. We are also introducing various measures to enhance the support and communication skills of supervisors, who are the greatest source of career development support for their subordinates, including the FY2024 rollout of a listening skills program called "Active listening training 8" for all of our approximately 1,400 managers.
Job Festival
We hold a Job Festival as part of our efforts to support the career development of our employees. At the Festival, each department in the company sets up a booth employees can freely visit for conversation, which provides them with the opportunity to deepen their understanding of other depart-ments' work and expand their own career possibilities. Approximately 1,100 people participated in the program in FY2024, with over 90% giving positive feedback on the experience. We will continue to implement this program on an ongoing basis with the aim of enhancing employees' sense of growth and job satisfaction.
As a result of our efforts to promote self-directed career development and make sure it takes hold in the company, a survey conducted among all employees in FY2024 showed that 25% of respondents said they had a "specific vision" of their career, while 58% said they had "just started thinking about it," for a total of 83% (out of around 2,300 respondents). We have confirmed that efforts to consider one's ideal career states have gained a certain level of permeation, and we will continue to provide support that takes into account the
characteristics of the diverse job types within the company and issues unique to each department in FY2025.
Health & Productivity
Health & Productivity Initiatives
We have established a health promotion system headed by the President and are actively engaged in health management under the Idemitsu Group Health Declaration.
The purpose of our health management is to respect diversity in human resource development and maximize our peo-ples' potential to contribute to society based on the concept of "People-Centered Management," which we have valued since our founding. We have therefore adopted "prioritizing health and safety in everything we do" as a universal value, and are promoting both the physical and mental health of each and every employee, as well as fostering a workplace environment that enables everyone to work actively.
High health literacy among employees themselves is essential for improving and maintaining health. Therefore, we have established "Idemitsu Health Action," a set of ideal lifestyle habits, and are promoting walking and vegetable consumption at each work location, as well as providing health guidance on improving diet and sleep. Furthermore, as part of our efforts to create a vibrant work environment, in FY2024, we had industrial health staff conduct interviews with all employees in their first to third years of employment, totaling 713 people. We are also working to strengthen mental health measures by providing self-care and line-care training, holding seminars on wom-en's health issues, providing health support and regular follow-ups for employees working overseas, and more.
Theme
No. of participants
- Seminar on Women's Health Issues
Women-specific health issues needed to know as management skills | 1,134 |
What both men and women should know about menopause | 1,386 |
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Idemitsu Kosan Co. Ltd. published this content on August 29, 2025, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on August 29, 2025 at 06:25 UTC.
