Employee health and safety
Efforts to eliminate lost time accidents
Although we have seen fewer accidents over recent years compared to 10 years ago, one regret that remains an issue is that the number of accidents resulting in lost work time is not changing. For this reason, under the slogan “Transform into a company recognized by society as having a culture of safety” in Vision 2030, we are conducting activities based on three pillars of safety with the aim of achieving zero accidents for three years in a row.
FY2021 policy looking ahead to 2030 (activities based on three pillars of safety)
- (1) Safety management:
Conducting disaster mitigation efforts by sharing information on near misses and promoting mutually beneficial communication
- (2) Development of safety-conscious human resource:
Training to improve awareness through an “anzen dojo training” program, and teaching traditions of safe work through competitions.
- (3) Fundamentally safe designs:
Conducting risk reduction activities by promoting fundamentally safe designs.
To help stop the spread of COVID-19, respond to increasingly strict rules and regulations around industrial safety and health, and prevent fires, we are also improving communication with operators in the factory, listening to problems related to work issues, and implementing “Kaizen” improvements through a safety support system of scheduled improvements.
Number of lost time accidents and lost time frequency rate
Preventing memories from fading and developing employees who think and act with those memories in mind
The “Denshinkan Education Center” was established to relearn the essence of past failures, including the accident that occurred on January 8, 2016, and to pass on this understanding to future generations. By considering why the accident occurred and why it could not have been prevented, the Center aims to prevent the erosion of the knowledge gained and develop employees who understand the importance of thinking and acting with that knowledge in mind. In fiscal 2020, the employees of subsidiaries and operators in factories were given this training. All employees of Aichi Steel had already completed this training. We will continue passing this understanding on to future generations of colleagues.
In March 2021, to commemorate the 100th issue of the Safety News, published once a month to promote awareness of safety, health, and disaster prevention, we published a compiled edition, which is being used as a textbook in the workplace.
Health promotion efforts
We prioritize mental health and lifestyle-related disease prevention, and systematically implement relevant initiatives. As a result, we were recognized for the fourth consecutive year as a Health and Productivity Management Outstanding Organization, in a program adopted by METI and Nippon Kenko Kaigi. We continue to maintain and promote the health of our employees, which is a priority issue for the company.
Specifically, we are actively implementing health promotion activities with all employees to reach our KPIs for rates of lost worktime, obesity and smokers.
Mental health activities
The Aichi Steel Group is working to maintain the mental health of its employees and prevent the development of mental issues, through various educational programs and individualized mental health care based on the results of stress check tests. We have also provided advice to workplaces that were determined to be at high risk for mental health based on analysis of these results.
In addition, we are enhancing management of risks associated with mental illness in the workplace through regular workplace inspections by mental health staff and regular meetings to share information with labor management staff from the Human Resources Division.
Going forward, we will continue working with supervisors to promote the creation of open workplaces that enable free discussion, to prevent the development of mental issues, and enable early detection of issues and early provision of care.