We are creating an employment framework that enables a diverse range of employees to maximize their potential, irrespective of attributes such as age, gender, nationality, religion, sexual orientation, or disability. We are reviewing our DEI education at all levels, evaluating human resource management systems and evaluation systems that can shape careers, and creating an environment where each employee can express their individuality.

The Meiden Group promotes reduction of work outside of regular hours and taking leave as an important management issue. We are rolling out Smart Work, which promotes reduction of annual working hours. In FY2021, we considered the creation of a comfortable working environment for employees, and promoted communication through a hybrid office/remote work model, and the introduction of a flex-time system and shared offices, etc., based on the opinions of the employee survey and the working group, as part of the Professional Development & Diversity Promotion Project. In addition, we are making work styles more flexible and consistent with actual conditions. For example, in FY2022, we transitioned to a hybrid work system that allows employees to decide the number of days they will come to the office or work remotely, in keeping with their departments’ policies. Furthermore, we arranged our internal systems environment and made work efficiency and productivity improvements to enable workers to perform the same functions remotely as they can in the office. We have also introduced a system of shortened working days and hours to enable a balance of work and treatment of illnesses and are reviewing our HR system to enable all employees, not just those providing childcare or nursing care, to stay employed longer at Meidensha with peace of mind. Going forward, we will continue to realize improved work efficiency and productivity by promoting flexible work-styles and digital transformation for all companies.

In our Smart Work initiatives, we have been focusing on implementing strategies to improve productivity and realize a positive workplace environment.

In April 2015, we revised our personnel treatment system for general employees to give employees an incentive to contribute to the Company and to further improve their motivation. The system aims to operate personnel treatment that can reward employees with higher contributions, by balancing the "role" and "contribution" of employees, with a system that allows multi-truck type qualification and treatment according to their degree of contribution.

Furthermore, in order to be able to respond to a diversity of work style, it is also a system that allows both executives and general employees can work in a limited area.

In FY2024, we revised our executive personnel treatment system to better achieve fairness and impartiality according to employees’ abilities and roles.

Diagram of the Personnel Treatment System

Major Initiatives

1. MBO Performance Measuring System	In order to ensure high evaluation transparency, we use the MBO (management by objectives) performance measuring system coordinated with MAP activities*. *Meidensha’s reform and improvement activities (MAP = Meiden Advantage Program)
2. Self-Reporting System	The self-reporting system helps employees develop personal talent and form career plans.
3. Meister Program	We operate a Meister system that specially treats employees who contribute to the Company with outstanding skills as highly specialized professionals. We have certified 23 certified personnel as Meisters from 2008 to 2022.
4. Job Rotation System	We have adopted a job rotation program to develop the abilities of our young employees. In October 2023, we launched an internal internship system where employees would work for a set period in another business unit in order to expand their perspectives, gain new knowledge, and experience opportunities to consider the suitability of other careers.

Meidensha has concluded a labor agreement with the Meidensha Union and we periodically exchange opinions and conduct consultations about management policies, business conditions, and the working conditions of employees at the Central Management Conference and the Central Staff Gathering. We are promoting the creation of an environment where employees can securely work without interruption because labor and management respect each other’s positions and sincerely engage in dialog.

The Labor-Management Consideration Committee was formed in April 2022 and considers revisions to the personnel treatment system and the welfare system.

Additionally, though not explicitly required in labor agreements, etc., Meidensha discusses and negotiates notifications of job reassignments and transfers so that the labor union has sufficient time to explain these to employees. That period of time varies depending on the nature of the change.

We conduct an annual employee awareness survey for all employees. Each year, the response rate is close to 95%, demonstrating how much our employees value the survey. The survey begins with “vision,” “motivation,” “corporate climate,” “workplace environment,” “systems,” and “personnel deployment.” The purpose of the survey is to statistically understand how employees feel about their work, treatment conditions, and other general company-related information. In addition to the numerical results of the survey, we also draft various measures and initiatives based on honest opinions written by employees in the free description section, and use them in future measures aimed at increasing both company and employee satisfaction. We further hold workshops for the head of each business unit and provide feedback and opportunities for discussion of results. Information gained from survey results and exchanges of opinion is reflected in the following year’s business unit targets.