In addition to striving to maintain and promote the health of employees and their families, we are working to create a safe, secure,
workplace environment in which employees can work with vitality.
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.
- （1） managing supervisors performing worksite patrols as well as video patrols that use the recording functions on safety cameras to identify unsafe work practices, and workers making hazard observations;
- (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 lower the risk of contact with moving parts;
- (4) Raising employee awareness of compliance with rules through operational training (such as crane slinging) and reviews of work standards.
and other activities. In addition, each Group company has assigned a safety manager to promote these safety activities, and we are working to raise the level of safety and health activities at each company. JFE Shoji CorporationIn order to share the same values throughout the group, we have established a bimonthly meeting of safety officers to share knowledge and information on safety and health with safety officers. Furthermore, once a year, safety awards are given to employees to encourage their active participation in safety and health activities. Through these efforts, JFE Shoji Corporationwe will further raise the level of safety management throughout the Group and continue to promote the creation of a safe and secure work environment.
Main initiatives
- ・ Prevent accidents arising from five major risks (especially accidents involving moving parts and hoisted loads)
- ・ Build a workplace with more rigorous rule adherence (via rigorous implementation of greetings and pointing and calling)
- ・ Establish safer work methods and work environments (eliminate similar accidents and video patrols using the safety camera recording functions)
Early detection of illnesses of employees and their families
and maintenance and promotion of their health
JFE Shoji Corporation Based on the belief that the health of our employees and their families leads to the further development of our company, Mazda Motor Corporation (Mazda) strives to maintain and promote good health and to create a workplace environment where employees can work with vigor and enthusiasm.
Past Initiatives
| Start year | Objective | Initiatives |
|---|---|---|
| 2018 | Cancer prevention |
|
| Foster health awareness among employees | Conducted e-learning on the importance of regular health checkups, heart disease, and brain disease | |
| 2019 | Prevention of lung cancer and stroke | Started subsidizing the cost of smoking cessation visits |
| Measures against passive smoking (reduction of smoking rate) | ||
| 2020 | Support for employees to establish exercise habits |
Encourage participation in health enhancement activities |
| 2022 | Strengthen individual guidance | Provide recommendations for individual medical examinations to those eligible for specific health guidance |
| 2023 | Early detection of stomach cancer | Gastrointestinal endoscopy at company expense during periodic health checkups |
| 2024 | Strengthen implementation of specific health guidance | Toru to strengthen cooperation with health insurers and medical institutions and provide recommendations for implementation |
| Raise health awareness | Hold seminars on women's health |
Initiatives to support diverse work styles
To achieve work-life balance, we are working to reduce working hours and improve work-life balance through such measures as setting a regular work day on Wednesdays, prohibiting late-night work after 10:00 p.m., and setting designated annual holidays. We have also introduced a telecommuting system and flextime system to accommodate diverse work styles. In addition, once a year (for about one month), we hold company-wide Challenge Days for all employees as an opportunity for each employee to become aware of and practice a more balanced work style. For example, we aim to improve organizational and individual productivity by implementing initiatives such as declaring and observing the time when employees leave the office and reviewing the way work is conducted.
We are also striving to improve engagement (job satisfaction) by creating a workplace where employees can experience satisfaction and growth. We conduct annual engagement survey scores at fixed points and set up action plans for improvement based on a deeper understanding of the background at each organization, which leads to higher engagement.
In addition, the personnel system has been revised so that individual evaluations can be reflected in salaries in a more meaningful manner, and interviews are held to provide feedback to individuals. In addition, supervisors and subordinates discuss how to build up their careers in the future, which leads to work design with an awareness of the future and makes work more rewarding.
Business Reform (J-MUSCLE) Activities
Since 2008, we have continued to promote business reform activities aimed at improving work efficiency and performance.
At the 2024 activity presentation meeting JFE Shoji Corporation・21 teams from domestic and overseas group companies presented their initiatives online, with a total of 3,300 people across the group watching the presentations. The results of various activities to improve productivity were shared and horizontally deployed throughout the Group, including improvement of office processing using systems and generative AI, cost reduction and paperless operation by digitizing invoices and mill sheets, and revitalization of communication and response to various work styles through office renewal. In particular, the use of generative AI, which was introduced in 2024, has been particularly active, leading to increased efficiency and accuracy in a variety of tasks, including document creation, information organization, translation, and the creation of complex Excel functions.
Going forward, we will continue to strive to cultivate a corporate culture that is not bound by preconceived notions, responds flexibly to changes of the times, and constantly seeks change.
Revitalization of work sites
through small-group activities (J1 activities)
JFE Shoji Corporation At Group companies in Japan, we are engaged in "J1 activities" as a method suitable for resolving issues related to safety, quality, and operations in the manufacturing sector, and about 20 teams representing each company report their achievements at the annual "J1 Presentation Convention. The best teams in safety, quality, and operations are awarded. The presentations are held at Teams and attended by more than 100 people.