In April 2020, we launched BPR activities under the banner of “Digital for Idemitsu.” These activities are intended to transform the Company’s business processes as a whole via the use of digital technologies, with the aim of creating new social value and customer value. At the same time, employees are expected to accumulate experience in and expertise regarding co-creation through engagement in these activities.
As part of these efforts, we have implemented multiple rounds of on-site verification of BPR cases. Currently, upon the confirmation of verification results, we strive to improve operational process via the use of a “start small” approach. Thus far, these endeavors have been steadily progressing, resulting in the creation of synergies between business divisions and the optimization of information sharing among them.
| Relevant operations | Main initiatives |
|---|---|
| Power and Renewable Energy |
Having launched a special project team, we are promoting the restructuring of power-related systems via the use of a forward-looking approach, as well as the development of business intelligence (BI) platforms centered on sales data analysis functions in addition to the thoroughgoing reform of operational process. |
| Lubricants | To improve ROIC, we defined and began monitoring KPIs to manage our global lubricant value chains (R&D, procurement, manufacturing, logistics, and sales) so that the status of these operations is easily visible. By doing so, we aim to develop robust BI platforms that enable us to make swift, data-driven management decisions. |
| Refineries | With refineries formulating a DX promotion structure in tandem with relevant departments, efforts are now under way to improve maintenance-related operational processes. Having positioned the Chiba Complex as a DX mother plant, we are striving to roll out these operational process reforms at other refineries and complexes. |