Promoting diverse and flexible work styles
Basic approach
Idemitsu Kosan has created an environment where a diverse range of employees can work comfortably, and has also established telework systems, flextime work systems, and satellite offices, all of which help ease the burden of commuting. The expansion of working hours flexibility, which began in fiscal 2020 as an emergency response to the coronavirus pandemic, has been institutionalized since fiscal 2021, creating a more flexible working environment. In order to continue promoting new ways of working using DX, we have established guidelines for online (communication, meetings) and created a system that allows employees to work flexibly.
●Systems related to working styles
| Flextime working system | Flexible time | Can be (Head office etc. 7:00-22:00) |
|---|---|---|
| Core time | None | |
| Interruption of work | Possible |
| Telework system (Some occupations are not applicable) |
Work place | Ability to work from home, satellite office, or mobile |
|---|---|---|
| Number of times | Without limit | |
| Used in conjunction with going to work | Possible | |
| Interruption of work | Possible |
Initiatives
Initiatives to promote paid leave taking and reduce working hours
Working hours management is a work management system that aims to properly understand the actual working conditions of employees (including managers) and continuously raise awareness of working hours, leading to improved productivity. In fiscal 2022, we encouraged employees to improve productivity and take paid vacations, and the average number of overtime hours decreased by 0.3 hours per month, while the rate of paid vacations taken increased by 7.7% compared to the previous year.
We will continue to work towards improving work efficiency and productivity, with a focus on improving the workplace culture and increasing motivation, and aim to improve quality of life (QOL).
Main initiatives to encourage taking annual paid leave
・Promoting leave taking for human resources executives
・Disclosure of acquisition rate by department
・Encourage students to take 5 days in a row during summer vacation, etc.
●Overtime work and annual paid leave taken
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Initiatives in Manufacturing & Technology Department
In Manufacturing & Technology Department, we aim to give employees a sense of fulfillment in their work and increase their competitiveness and engagement.We aim to improve our employees' work environment, education and development, and operational efficiency (promotion of DX). , the head office and manufacturing sites work together to promote diverse and flexible work styles.
Working environment
At Refineries/Complexes, we aim to create an environment in which employees can autonomously choose the most productive work style that is best suited to their work, regardless of time or place, "anytime, anywhere, with anyone." We have renovated our office space to incorporate the concept of ABW (Activity Based Working), and are promoting hybrid work in which operations, maintenance, and staff work together.
Education/development
For PE (production engineers) in the operation department, we have introduced a new EX (expert) system, established a new CDP (career development plan) and growth targets for each grade, and created a training system that takes into account the diversity of career development. It has been formulated and started in 2021. Regarding MEs (maintenance engineers) in the maintenance department, we have established a system for appointing maintenance engineers who work at Refineries/Complexes as experts on equipment and models, in order to improve maintenance technical skills in line with the field, strengthen training, and increase motivation. We have established a "Maintenance Supervisor System" and started operating it in fiscal 2023.
Improving operational efficiency (promoting DX)
In 2022, we will establish a business structure reforms and DX Promotion Office at Chiba Complex Refineries/Complexes, promote operational efficiency through DX activities, and ultimately encourage each site to utilize DX on their own. We aim to develop strong human resources and create a workplace that can do the job. One of our specific initiatives is "SDM-kun" (Smart Digital Maintenance), which aims to improve the efficiency of the series of work from planning to execution to evaluation related to periodic maintenance carried out at Refineries/Complexes We are developing and deploying support systems to various locations, digitizing information, centralizing management, and streamlining and streamlining business flows. In the future, we plan to expand the functionality to include inspection planning, execution, and evaluation operations, and we hope that this will lead to improved equipment reliability.