Health and safety initiatives
We pursue health and safety initiatives designed to eliminate unsafe operations that could lead to serious accidents, striving for zero serious accidents at coil centers and other processing facilities.
This includes: (1) having managing supervisors perform worksite patrols to identify unsafe operations and frequent risk assessments through the steady implementation of hazard predictions, etc. by workers; (2) reviewing similar accidents and performing hands-on danger drills so that workers are more aware of unsafe operations and avoid them; (3) upgrading equipment for greater safety, such as installing safety sensors to reduce risk; and (4) raising employee awareness of compliance with rules through operational training (such as crane slinging) and reviews of work standards.
In addition, we have assigned safety managers at each Group company to promote these safety activities and are raising the level of health and safety activities at each company. Moreover, we have established a safety officer meeting at which safety officers share knowledge and information related to health and safety every other month to ensure that everyone across the JFE Shoji Group shares the same values.
Whenever an accident is serious enough to require time off work, the president of the Group company concerned reports it to top management so that the entire JFE Shoji Group can enhance safety management. There is also an annual safety commendation system to promote these activities. We use these activities to raise the level of Group-wide safety management and continually promote safe and secure working environments.
Results and primary initiatives of FY2020
- Zero accidents resulting in death (we have had no deaths since 2018)
- Promote safety sensor installation (to be competed at all facilities by November 2021)
- Ongoing promotion of activities to be implemented
- Promote fixed-point patrols (to carefully observe and understand the details of tasks)
Initiatives to support diverse workstyles
To achieve a good work-life balance, JFE Shoji is seeking to reduce working hours through initiatives such as having all employees leave at regular hours on Wednesdays, prohibiting work after 10 p.m., and establishing days to encourage the use of paid leave.
Starting in April 2016, we expanded the flextime system and changed the core time to between 11 a.m. and 2 p.m. We also introduced a work-from-home system for employees with time restrictions, such as for childrearing and family care, and implemented “challenge days” for all employees regardless of restrictions to try out telecommuting and shared offices. Through these and other activities, we are enhancing our support for diverse working styles.
We are increasing the flexibility of our programs in response to the COVID-19 pandemic, including expanding eligibility for working from home to include all employees and provisionally introducing a flextime system with no core time. Looking ahead to the post-COVID-19 age, we have also launched a project team to review potential new workstyles. We aim to boost efficiency and allow more flexible workstyles, including promoting paperless operations and determining what offices will suit the “new normal.”
J-SLIM operational reform activities
We continue to promote J-SLIM operational reform activities as a way to boost operational efficiency and performance. We began introducing RPA in 2018, and its use has spread throughout the company. Automation has allowed us to substantially reduce the time we spend on operations by 46,000 hours per year (a little over 3,800 hours per month). This has also helped us provide our services faster and improve productivity. In addition, we are working hard to build a new working environment, including promoting the digitalization of internal systems using the latest IT tools. In response to the rapid environmental changes that began last year, we have accelerated operational reform and intend to create a corporate culture that continually pursues changes to enable new workstyles suited to the changing times.
Revitalizing worksites through small group activities (J1 activities)
JFE Shoji Group companies in Japan engage in J1 activities as a way to solve manufacturing challenges related to safety, quality, cost, operations and delivery. Around twenty representative teams from our Group companies report on the results of their activities at the annual J1 presentations, and the outstanding teams earn awards. We will continue to pursue J1 activities to revitalize workplaces and improve problem-solving capabilities. The results are then rolled out to Group companies.