Within our manufacturing and technology divisions, we are looking beyond the bounds of existing practices and conventional wisdom and have set up task teams to advance work style reforms with the goal of enhancing employees’ professional fulfillment and our competitiveness. These teams are led by the Head Office and include members from production sites. We are advancing initiatives focused mainly on such areas as the diversification of front-line duties, immediately effective workload reductions, and shifting to mainly daytime work.
In FY2019, we completed our review of proposals regarding production site work reforms for operating site production engineers and began to implement certain measures. Specifically, in December 2019 we launched initiatives to immediately reduce workloads, achieving an 8% reduction.
From FY2020, we expanded these initiatives to maintenance divisions and the Group company Idemitsu Plantech, beginning full-scale work style reforms.
To diversify duties and growth speeds at production sites, in line with the operation of a new personnel system, we set up rank-specific growth targets and made it easier to reflect employees’ proactiveness, effort, and acquisition of high-level qualifications in their evaluations. The second stage of initiatives to promote the diversification of duties and growth speeds will be launched in FY2021.
Reducing the workload of young employees—a group with an especially high rate of attrition—was our first priority. However, we determined that young employees are sometimes demotivated when they see how busy their senior colleagues are, and took steps to reduce the workloads of workplaces as a whole.
We are limiting nighttime staffing to the minimum needed for specific tasks like monitoring and responding to sudden irregularities as we shift to mainly daytime work, which is less physically taxing. By doing so, we aim to enable employees to focus more on inspections, operations, and high-value-added deliberations and thereby increase professional fulfillment.