We conduct an employee engagement survey once a year to quantitatively and continuously analyze employees' engagement, mutual trust, and unity.
The first survey after the business integration was conducted from late July to early August, covering a total of 10,344 people in our company and affiliated companies (27 companies), with 9,970 people (96.4% of total) responding. The results of the survey are fed back to management and all employees. Then they are analyzed in detail, and specific action plans are formulated and implemented based on it. The results of these analyses and plans are then confirmed in the next year's survey. This is the PDCA cycle.
On July 19, 2019, the Second Next Forum was held. This was the first Forum since the Idemitsu Kosan and Showa Shell managerial integration. 78 Forum Members from 55 bases nationwide and 14 senior managers, including President Kito, participated in the meeting.
On March 19, 2020, we held the 3rd Next Forum. To prevent the spread of the novel coronavirus, we quickly changed venues from Daiba Office to an online meeting through Microsoft Teams. A total of 143 people participated, including President Shunichi Kito, Executive Officer Tomonori Okada, and Corporate Sustainability Department General Manager Michiyo Terakami as well as 97 forum committee members and executive officers from 54 departments nationwide. This was Idemitsu’s first attempt at such a large Teams meeting. Over half of the participants joined from home, giving many people an opportunity to see firsthand the usefulness of implementing new work style reforms.
After receiving the results of the job satisfaction survey conducted in summer 2019, we uncovered a total of 129 companywide issues from each workplace among 55 departments by December. We thoroughly discussed these issues between late January and mid-February through seven committee member pre-meetings joined by a running total of 112 forum committee members. As a result, we sorted the issues into six categories; organized them into background information, ideals, and wants; and presented the list to the management team in advance of their meeting. On that day, President Shunichi Kito directly provided answers, and so did each department, including the Human Resources Department and Manufacturing & Technology Department. In addition, the forum committee members, department general managers, and management-level employees in charge of human resources worked together to begin solving the issues in their respective departments. The Advanced Technology Research Laboratories formulated a 10-year vision and introduced case studies of Kansai Branch and other branches as well as their COMPATH activities* they routinely undertake to implement PDCA cycles for reforming the workplace culture and training personnel.