Digital innovations

We are promoting digitalization to achieve business structure reforms. Our goal is “Shaping Change.” Responding to the change in the structure of energy and industry, we are working to transform the quality of work and business models by rebuilding IT infrastructure and utilizing a variety of digital tools. The key to this change is the power of people. We believe that it is crucial to cultivate talented people for digital transformation. Our goal is for many employees to be able to naturally use digital technology in their work. We are actively implementing and utilizing generative AI. We utilize generative AI in a wide range of tasks, from everyday operations to research, for everything from PoC^※ to full-scale implementation.
Through these activities, we aim to enhance productivity and job satisfaction and build a solid foundation for transformation.

We are promoting the evolution of work styles and business transformation using digital technology, aiming to speed up decision-making, advance operations, and improve efficiency. One example of the evolution of work styles is the promotion of the use of generative AI. In fiscal 2023, Idemitsu's version of generative AI and AI-equipped office tools will be rolled out throughout the company, and as a result of initiatives such as seminars and introduction of use cases, approximately 7,500 employees will be using them as of July 2024, and more than 80% of regular users have experienced improved productivity. In addition, some departments are working to make internal data the target for generative AI, and productivity is improving through the use of generative AI tailored to the needs of each department.
We are also expanding our on-site work improvement activities using no-code ^* and low-code ^* system development tools. Work efficiency is improving by having on-site employees who are not in the IT department develop their own apps, and as of July 2024, approximately 600 employees have experience developing their own apps.
In business transformation, we work with each business division to visualize the business and information flows of problematic processes, identify bottlenecks and duplications, and then implement digital improvement measures. We are also developing a data utilization platform that centrally manages data both domestically and internationally, promoting data visualization across businesses and accelerating decision-making.

*No-code/low-code: Refers to development with (as little) programming as possible.

We have systematized the necessary knowledge and skills so that all employees can use digital technology autonomously, and are developing a training program based on that system. There are three levels of proficiency: "Basic (able to understand basic knowledge and ways of thinking)," "Core (able to lead the implementation of DX for issues)," and "Expert (able to formulate strategies)." By 2030, we aim to train 10,000 "Basic" employees, 3,000 "Core" employees, and 450 "Expert" employees. From fiscal 2023, we will implement a training program based on e-learning, and by July 2024, the number of "Basic" employees will reach 3,000. We have also started practical hands-on training to aim for "Core" employees, and through this type of human resource training, we are also revitalizing productivity improvement activities by applying DX at each workplace.

We started the BPR activity "Digital for Idemitsu" in April 2020. We are working to transform entire business processes using digital technology to create new social and customer value, and to help our employees accumulate co-creation experience and knowledge.
We conduct multiple on-site verifications, confirm the results of each, and improve our business processes by starting small. We are making steady progress in creating synergies between divisions and optimizing information within divisions as a whole.

●Main initiatives of Digital for Idemitsu