WORK STYLE

In order to improve individual productivity and encourage the active participation of our diverse workforce, we regularly review working styles and promote increased operational efficiency under the slogan of “No Overtime.” We have adopted a flextime system that allows employees to set their own working hours as well as a system of paid leave that can be taken on an hourly basis. These systems help improve efficiency by providing greater choice in one’s working style. Operationally, we have reduced the number of meetings and reports and introduced a framework to let employees make proposals through the company intranet in an effort to eliminate wastefulness, impracticalities and inconsistencies. As a result, in November 2016 Sanyo Chemical was certified as Kyoto Prefecture’s first best practice company by the Kyoto Labor Bureau for its active promotion of work style reforms.

 

In addition, we have launched a company-wide “Work Style Reform Project” under the direct control of our president. This program aims to achieve a higher level of reforms in an effort to create a company where each employee can feel pride and purpose in their work.
The Work Style Reform Project accepts applications and recommendations for new members to assist the project’s core team. By getting employees directly involved in the process, we are accelerating the changes and improvements being made to company working styles and operations.

 

 

Working Team for Flexible Work Styles

This team implements and gives form to an internal system for realizing flexible working styles based on proposals from various labor-management committees. It investigates new initiatives such as telecommuting, working from home, promotion of planned paid leave, and shortened working hours (to support employees balancing work and medical treatment of an illness), to name a few.
 
<Mission>

To establish an internal system for realizing flexible working styles.
 
<Implemented Measures and Areas Under Consideration>

Telecommuting/working from home, staggered hours during periods of regular plant maintenance, promotion of planned paid leave, expansion of a super flex-time system with no fixed core hours, system for shortened working hours (to support employees balancing work and medical treatment of an illness)

 

 

Working Team for Operational Innovations

This team is carrying out company-wide recruitment for new members, centering on operational departments such as sales, production, research, and general affairs. It is accelerating efforts to transform minds and attitudes in order to revolutionize company operations, while implementing and realizing the ideas expressed in our 10th mid-term plan slogan “KAERU.”
It investigates initiatives such as the introduction of new mobile tools and promotion of exchanges between departments, among others.
 
<Mission>

To transform minds and attitudes in order to revolutionize operations and give shape to the ideas expressed in our 10th mid-term plan slogan “KAERU.”
 
<Implemented Measures and Areas Under Consideration>

Promotion of paperless operations, reforming attitudes and culture through inter-departmental exchanges, etc., accumulation and usage of knowledge capital, comprehensive adoption of YAML

 

Working Team for Full-scale Integration of IT/AI

Centering on the CP System Department, this multi-departmental team consists of members with strong IT skills, who work to implement and oversee the introduction of IT-related tools to improve operational efficiency across the company.
It investigates initiatives such as the introduction of virtual desktop services and RPA (Robotic Process Automation), among others.
 
<Mission>

To introduce and expand usage of IT-related tools to improve operational efficiency.
 
<Implemented Measures and Areas Under Consideration>

Use of intranet from outside the company, introduction of RPA (Robot Process Automation), usage of other internal communication tools.

 

 

Promoting True Work-Life Balance

Based on the philosophy “work hard, rest hard,” we have introduced a system of measures that includes a “no overtime” day each week, annual “refresh” paid leave, and memorial holidays to promote improved work-life balance among our employees.

Along with promoting improved awareness for how time is spent on the job, we are working to achieve a more vibrant and dynamic approach to work. We have introduced systems for flex-time and hourly paid leave, which allows employees to use their holidays in hourly increments, in order to promote a true work-life balance.

 

[Building a System of Operational Innovations]

  • Use of intranet from outside the company
  • Paperless meetings
  • BI system
  • Mobile work office
  • e-POST system (Employee proposals sent directly to the president and board of directors via the company intranet)

[ransforming Awareness and Building a System to Improve the Work Environment and Encourage the Active Participation of Our Diverse Employees]

  • Measures for Promoting Female Advancement in the Workplace (internal and external training and exchanges, meetings with the president, system to encourage usage of maiden names)
  • Strategic Human Resource Development – Planning and Placement
  • Review of Course System
  • Interviews for Skill Development, etc.

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