Guided by the conviction that human capital is the foundation of corporate value, we make proactive investments to attract, develop, and empower a diverse, high-performing workforce. We foster a corporate culture that enables individuals from diverse backgrounds to fully leverage their strengths and unique perspectives, driving higher engagement and accelerating our business performance.
Oiles Group Basic Policy on Human Resources
We regularly conduct employee engagement surveys. Prior to FY2023, the survey was conducted once every three years. However, to implement more effective measures to enhance engagement in order to achieve our management philosophy and long-term vision (OILES 2030 VISION), we changed the frequency of the survey to once a year starting in FY2024. We regularly administer an engagement survey of about 30 questions, analyze results by key attributes, and design targeted measures to boost engagement. These measures are evaluated through recurring surveys, creating a continuous improvement cycle that drives sustained engagement growth. In the FY2024 survey, organizational culture and climate received relatively low ratings, along with fair evaluation and compensation. Consequently, we implemented training for section chiefs as part of our management development program.
To improve our corporate competitiveness and corporate value, we are actively developing the abilities of each individual by drawing upon their unique qualities and characteristics, and we are creating an environment in which employees can make the most of their abilities through systematic development, utilization, evaluation, and treatment.
We have established training programs tailored to each employee’s length of service and level. Even after new employees have completed orientation, we provide introductory on-the-job training and follow-up sessions every three months at their assigned workplace, ensuring strong support throughout their first year of employment. In addition, we provide training for senior employees responsible for onboarding and development, with a comprehensive curriculum that enhances their training skills and ensures effective two-way learning. In FY2023, we added training at outside companies as a new type of selective training. This involves launching projects with employees at other companies so that our employees can gain new perspectives and ideas that they might not encounter at Oiles and thereby have an opportunity to diversify their ways of thinking. Moreover, starting in FY2024, we introduced pre-management training for future management candidates to further enhance the training that we provide.
We conduct semiannual performance reviews for all directly employed staff, including regular, fixed-term, and senior employees. Each review involves a one-on-one meeting with a supervisor based on a structured evaluation form. Transparency and fairness are ensured by communicating evaluation criteria to employees and informing them of the evaluation results. Moreover, to ensure that supervisors conducting evaluations do so fairly, we provide evaluator training through training by level. In addition, we hold evaluator meetings for each department head and section chief position after every evaluation to confirm the appropriateness of the evaluations.
Our company is promoting the digitization of paper forms in production processes to consolidate and visually depict data, thereby promoting the analysis and sharing of data. We offer a wide range of products to meet diverse customer needs. A uniform production management system has difficulty dealing with those products in a flexible manner, which presented a challenge to the application to our business model.
The Production DX Promotion Office, established within the Production Division in April 2023, is creating a system in-house while using packaged systems. The Office is proceeding with development using a system that can obtain various insights while enabling flexible and rapid responses to changes in the flow of operations. Moreover, we are also working to ensure consistent quality traceability, from raw material procurement to product delivery to customers, by linking digitized data from each stage in the production process. By cycling through improvements while coordinating with production sites based on visually depicted data, we are making improvements every day in order to establish a production process that limits defects.
Going forward, we will drive standardization across production processes to expand applicability and streamline workflows. Through continuous improvements, we aim to enhance productivity and quality, thereby strengthening our management foundation.
