Work-style reform

Work-style reform

From work-style reform to creation of new ways of
working: preparing environments that are easy to work in

Based on the belief that a comfortable and pleasant environment that is easy to work in is necessary for employees to be able to actively work as their true selves,we are evolving our efforts by developing our existing work-style reforms into creation of new ways of working (meaning the improvement of working environments and provision of learning opportunities), which began with the telecommuting arrangements formed during the COVID-19 pandemic.We are promoting hybrid working arrangements (a combination of office work and remote work) in conjunction with DX-based business innovation which will allow for work to be undertaken without any drops in productivity even if the individual is working remotely. We are also providing employees with new office environments for them on company premises and at the same time are striving to improve employees’ well-being and engagement though various measures aimed at enhancing communication among employees. This involves various initiatives, such as creating opportunities for direct dialog between the management team and azbil Group employees both domestically and internationally, promoting open and two-way communication alongside the improvement of connections by means of posting the contents of such communication instances at places such as company intranet sites, enhancing internal communication, implementing a mentorship program, and offering short-term internships in different departments.

Reducing the total working hours of employees

Work-style reform aims to create a healthy, energized, and productive workplace, eliminate excessive working hours, and help employees achieve a fulfilling work-life balance. We believe that for both the company and its employees to continue developing sustainably, it is essential not only to deliver strong business performance but also to ensure that employees maintain their physical and mental well-being in their daily work.

Based on this belief, we established the Work-style Reform Headquarters, which is led by the company president. As part of our policy to reduce long working hours, we strictly comply with the labor-management agreement known as the “Article 36 Agreement,” and have set a goal of having zero employees exceed 45 hours of overtime per month. Business division leaders and department heads have taken the lead in implementing these initiatives from the perspective of systems, staffing, and policies. These initiatives include back-office optimization for on-site operations, system improvements to enhance administrative efficiency, the introduction of new tools, revisions of work regulations to allow for flexible working hours that are aligned with customer and site needs, and support and reinforcement for departments with heavy workloads.
As a result, we have successfully reduced the number of employees who exceed 45 hours of overtime per month.

To embed overtime reduction and work-life balance into our corporate culture, we have designated Wednesdays and Fridays as “Leisure Creation Days,” encouraging employees to leave work on time. We also promote the use of paid leave through incentive days and we recognize workplace improvement initiatives through a nomination-based award system. To prevent improper reporting of overtime, we send company-wide messages, conduct surveys, and follow up individually through the Human Resources Department. Additionally, we have implemented systems that track entry and exit times at all worksites and monitor employee computer usage to encourage accurate reporting of working hours.

While we undergo labor standards inspections, no corrective guidance was issued as a result of these inspections in FY2024. Furthermore, there were no compliance violations related to labor standards within our company during that same period.

Promoting living that is mentally and physically healthy

Employee health management

As our Health and Well-being Declaration states, we believe that the health of all of our employees is an important part of our corporate operational foundation. As such, our general industrial physician works with the safety and health department at each operational base, with the azbil Group health insurance association, with workplace management, with the labor union, and with our Human Resources Department to promote physical and mental health programs.

In our “Physical Health Promotion” initiative, we aim to enhance employee health by analyzing factors such as obesity, lifestyle habits, health checkup results, and workplace environment surveys to identify key issues that need to be addressed. Specifically, we provide a range of programs to tackle various health concerns, including lifestyle-related diseases such as cancer, diabetes, hypertension, and obesity, as well as infectious diseases like COVID-19 and tuberculosis. These programs include health education, medical checkups, cancer screenings, vaccinations, workplace reintegration support for employees recovering from illness, and assistance programs to help employees balance treatment and work.

In our “Mental Health Promotion” initiative, we continuously conduct line care training to help supervisors recognize changes in the mental health of their subordinates. For employees who have been identified as having high stress levels through stress checks, we provide individualized care through consultations with industrial physicians that are aimed at early detection and prevention. To prevent recurrence after returning to work, we always hold a return-to-work planning meeting when an employee comes back from leave, confirming the timing and work plan. Even after resuming work, we have industrial physicians provide continuous follow-ups. Additionally, for cases where internal consultation may be difficult, we have established an external mental health consultation service through an external employee assistance program (EAP) organization.

Creating harassment-free workplaces

An annual compliance awareness survey is conducted among all employees, as are employee satisfaction surveys and stress checks. The results are all analyzed and evaluated, and countermeasures are taken by workplace management and the Human Resources Department to help improve the working environment.

Based on the findings of the above-mentioned surveys, we are implementing management training to further reduce the risk of harassment.

Since FY2021, we have been promoting the creation of a bright and energized workplace that is free from harassment. We are doing this by providing ongoing education through group meetings and other formats that are led by department heads, by helping employees learn about how harassment is defined and by giving them specific examples. In FY2024, we conducted LMS-based training for all employees to deepen their understanding and raise awareness.

Through CSR training, we actively promote awareness of the CSR Hotline System, which serves as a consultation service in the event of harassment. The CSR Hotline System is accessible both internally and externally, and allows for anonymous consultations.