ADNOC Classification: Internal

THE JOINT RESEARCH
A COMPARATIVE STUDY OF EMIRATI AND JAPANESE WOMEN: THE IMPACTS OF
COVID-19 ON WOMEN WORKING IN OIL & GAS INDUSTRY IN UAE AND JAPANProf. MATSUKATA Masahiko, Waseda University
Dr. Ghuwaya Al Neyadi, VP, Group Medical Services, ADNOC

Friendship Committee for Women Career Development

JCCP and ADNOC have been collaborating together since 2015
to further support women working in the oil and gas sector in both countries.

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ADNOC Classification: Internal

SURVEY OVERVIEWUAEPeriod

August 2021

July 20 to August 20 2021

MethodInternet surveyInternet survey

TargetFemale Employees working for
ADNOC Group Companies

Employees working for Japanese companies inoil and gas industry (Cooperation of seven
JCCP member companies. Chiyoda, Cosmo,ENEOS, Idemitsu, INPEX, JGC, TOYO)

403 Women only

455 Women only---

2347 respondents(Women 455, Men 1885, Others 7)

Total No. ofrespondents
For comparativestudy
Original Survey
in Japan
2JAPANADNOC Classification: Internal

RESEARCHERS TEAMFCW Coordinator (Japan)

FCW Coordinator (UAE)

JCCP

ADNOC

Ms. Ritsuko Nakayama
Ms. Chikage Nakano

Mrs. Lamya Al Nuaimi
Mrs. Preethy Sonia Cutinha
Transportation

Dr. Ali Soliman– UAEUniversity
Inventory
ManagementAnood i. Taher – ADNOC Refining

Mariam Al Shehhi – ADNOC Sour Gas

Dr. Masahiko MatsukataーWaseda Univ.
Dr. Chiharu TokoroーWaseda Univ.
Dr. Asako TakadaーHosei Univ.
Transportation

Inventory Management Research
Tomomi NishiyamaーNikkei

Shaima Al Eissaee – ADNOC Offshore
Miki HashimotoーNikkei Research
Al Anoud Al Shamsi – ADNOC Offshore

Mika MaseーNikkei Research
Misako MatsuharaーNikkei Research3ADNOC Classification: Internal

UAE/JAPAN COMPARISONWORKING REMOTELY618079757787UAE

JAPAN

I Feel That Flexibility
Deciding My Working
Hours Is Improving MyProductivity.
4UAEJAPANI Can Do the same amount ofwork if I combine
telecommunicating withworking in My Company(hybrid style).

UAE

JAPANI Am Comfortable With
Not Having To Commute
To Work.

ADNOC Classification: Internal

UAE/JAPAN COMPARISONCOVID19 IMPACT
54426286

89

UAE

5JAPANThe management in theircompany has effectively
communicated with
employees during
COVID-19

UAE

JAPAN

Their workplaceestablished business
continuity plan (BCP).

78

UAE

JAPAN

The ability to enhance
the work skills andcreativity has been
increased post Covid19

ADNOC Classification: InternalUAE/JAPAN COMPARISONTop Three answers for the reason for getting management role
 Both agreed that the number one reason to get a managerial post
is “to contribute to the organization using my knowledge andexperience”.
For UAE the number two reason is “I want a job with more
responsibility and authority” while number two for Japan is “I
want to work at my own discretion”.

 “My work was highly evaluated by my company orsupervisor” is the third most common reason for getting amanagerial position for both.
 From these, we can conclude that the Japanese women prefer towork independently and at their own discretion, even thoughcompanies facilitate better measures and systems for them.
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ADNOC Classification: Internal

RECOMMENDATIONFirst of all, We would like to express our gratitude to all the government officials and researchers in both countries
who made it possible for us to conduct the FCW international joint research study in the energy and petroleum
industry between Japan and the UAE, and all those who responded to our questionnaire.
The results of this survey revealed that women in both countries have proactively engaged in new ways of working,such as remote work, in order to minimize the impact of COVID-19 on their work, despite the differences in corporate
management climates and cultures between the two countries.
What was particularly impressive to us on the Japanese side was that the women in the UAE have taken the changes
forced by COVID-19 in a positive direction and have made their work more efficient. This attitude is more evident
among women in the UAE than in Japan, and we recognize that we on the Japanese side could learn from UAE.
And regarding the reason for getting a management role, both women in the two countries acknowledge theimportance of support from superiors and family members, but there are differences between the countries: women in
Japan expect their own discretion in the workplace, while women in the UAE expect more responsibility and authority.
We could support women encouraging their motivation to be a management role considering each characteristic .
This comparative study clearly shows that instead of burying ourselves in our current environment, we can improve
our approach to work and our lives by thinking from a different standpoint. In this sense, We believe that this survey
research has been very fruitful and valuable.
Comments from Dr. Masahiko Matsukata, Professor of Waseda University7

ADNOC Classification: InternalADNOC OUTCOME

 79% UAE females feel that flexibility in deciding their own
working hours is improving their productivity.
 75% Agree to do the same amount of work if they combine
telecommunicating with working in the office (hybrid style) 61% feeling comfortable with not having to commute towork.
 86% female feel they can conduct meetings effectively.

Working
Remotely 89% of female employees agree that the managementin their company has effectively communicated withemployees during COVID-19.
 86% agree that their workplace established business
continuity plans (BCP).
 78% agree that the ability to enhance work skills andcreativity has increased post Covid19.
 72% feel that their teams are more cohesive andefficient in comparison to pre - Covid-19 times.

COVID19Impact

ADNOC Classification: Internal

RECOMMENDATION(FROM UAE & JAPAN RESEARCHERS) Use this study as a baseline for future studies in this regard
 Human Resources to conduct a study to analyze impact ofwork-flexibility on individual performance and productivity,
then implement change on the associated policies
accordingly.
 Create guidelines for adopting a limited/timed remote
working hours system to enable good work-life balance
practices.
 Line managers to focus on their employees’ engagementlevels while working remotely

 To maintain the established Business Continuity Plans
and practices that served the business and theindividuals during the pandemic.
 To continue existing efforts in creating
communication channels with all employees.

effective Human Capital to continue established efforts focusing
on employees’ development during COVID-19

ADNOC Classification: Internal

INTRODUCTION
ON FCW

Establishment
Established in 2015 under the patronage of H.H. Sheikha Fatima bint Mubarak,
Chairwoman of the General Women's Union (GWU), President of the Supreme Council for
Motherhood and Childhood, and Supreme Chairwoman of the Family Development
Foundation (FDF)

Establishment , Board
Members , Areas ofCooperation

Board Members
H.E. Dr. Maitha bint Salem Al Shamsi, Minister of State
H.H Tsyoshi Nakai
Mrs. Fatima Al Nuaimi, ADNOC LNG CEO

Areas of Cooperation

10•

Contribute to social change & progress for the future empowerment of women.

•Explore opportunities to highlight the contribution, values & role /status of women.

•Highlight the value of women’s contribution in the Energy Industry & broader community.

•

Develop & support recommendations, plans, progress & initiatives aimed at enhancing the role & status of women.

•Enhance bilateral relations between the UAE and Japan in empowering women.

ADNOC Classification: Internal

ACTIVITIES &ACHIEVEMENT 13 Board Meetings completed Several Cultural Exchange Activities conducted MOU signing with multiple Women Organizations
 14 forums and workshops prepared & conducted:
1.
2.
3.
4.
5.
6.
7.
8.
9.

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Fostering Women Leaders for Sustainable Management
Harnessing the Power of People and Technology
Work Style Reform for Advancement of Women in the Workplace
Women Empowerment Across Different Geographic Regions
Career & Capability Development of Female Leaders
The Impact Of Employee Engagement in the Organization
Diversity Management in the Oil & Gas Industry -Message Toward thefuture
The Impact of Employee Engagement in Organization
Female Representation at Plant Sites and the Future

ADNOC Classification: Internal

THANK YOU12