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Labor Practices

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Basic HR Management Philosophy

Policy
Basic HR Management Philosophy

As issues facing our customers and society as a whole become increasingly complicated and unclear, it is important to have personnel with the abilities to think flexibly and act courageously, creating the value necessary to solve these issues in order to enhance corporate competitiveness. For this reason, we are determined to achieve sustainable growth by focusing on employing and developing competent personnel and creating an environment where each person can derive pride and fulfillment from their work.
In order for the employees to maximize their abilities, it is important to promote diversity management and create a workplace in which a diverse range of employees can participate with a healthy mind and body. Specifically, by engaging as a group in initiatives such as achieving a work-life balance, and improving occupational health and safety, we will enhance the corporate value for the entire group.

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Labor Practices Policy

Labor Practices Policy

Employment Policy

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 focusing on diversity education at all levels, rethinking human resource management systems and evaluation systems that can shape careers, and creating an environment where each person’s individuality can be expressed.

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Ensuring Fair and Impartial Evaluation and Treatment

Policy and Initiatives
Ensuring Fair and Impartial Evaluation and Treatment

Meidensha conducts evaluation of results and roles as part of an HR treatment system that places weight on the results of both executives and regular employees in order to reform and enhance corporate character, with the key word of professional development. Therefore, we have introduced management by objectives to ensure that results are reflected in impartial treatment of employees. We hold discussions to mutually confirm objectives and results indicators, etc., between superiors and subordinates through objective-setting interviews and objective management results interviews to ensure that there is no discrepancy in expected results.
Furthermore, we disclose our evaluation standards through the Companys intranet and the explanatory leaflet issued by the trade union, we periodically hold evaluation feedback interviews for all employees that are subject to evaluation, and we focus on developing and fostering the abilities of individuals. In order to ensure impartial evaluation and treatment of employees, complete understanding of the evaluator concerning the HR system and prevention of errors during evaluation, as well as communication between superiors and subordinates are essential, so we conduct evaluator training, which includes evaluation and interview exercises, for new managers.

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Promoting Diversity Management

Promoting Diversity Management

Meidensha is actively working to achieve diversity management to enable participation by a diverse range of people, irrespective of gender, age, or nationality, etc. We emphasize steadily achieving work-style reform as expressed in the SDGs Action Plan 2020, which was released by the Japanese government’s SDGs Promotion Headquarters. Creating a work environment with flexible work styles where individual employees are able to maximize their abilities and various educational opportunities, etc., improves employee productivity and creativity, and leads to the creation of a fulfilling workplace environment.

Promotion of Opportunities for and Participation by Female Personnel

Meidensha was evaluated for promoting women’s participation and advancement, and in November 2017, for the first time in the heavy electric machinery industry, we earned the top Stage 3 “Eruboshi” certification by the Minister of Health, Labour and Welfare.
We continue to formulate action plans in line with the purpose of the Act on the Promotion of Women’s Participation and Advancement in the Workplace, promote measures to encourage the acquisition of childcare leave for men, and promote measures to actively recruit/train female technical employees.

Meidensha’s Original Work-Life Balance Support System

  • Up to 2 years of unpaid childcare leave (can be used even if the child is enrolled at a childcare center)
  • Paid maternity leave
  • System for shorter working hours during pregnancy
  • System to support early return to work after unpaid childcare leave (additional annual leave)
  • Payment of transportation costs to childcare center
  • System for shorter working hours during nursing care for as long as the care is required (4-day work week is possible)
  • System for up to 730 days of unpaid nursing care leave
  • System for working from home or from a satellite office
  • Expanded system to take leave for infertility treatment and system of shorter work hours for employees receiving infertility treatment
  • Tie-up with company-operated childcare center
  • Expanded welfare service menu (support for unauthorized childcare center fees and expanded nursing care services, etc.)
  • Short-term leave system to promote childcare leave for men (1 month paid)
  • Special leave to promote participation in childcare for men (spouse maternity leave)
Eruboshi

FY2019 Initiatives

Observation of worksite with female engineers

In fiscal 2019, Meidensha held a worksite observation to promote interaction between female staff who work in administrative and accounting roles in the Tokyo area and female engineers who work in Plant Construction & Engineering Business Group. During the observation, female engineers introduced their duties and spoke about the conditions on construction sites and how they can be improved. Participants observed construction and facilities utilizing Meidensha’s equipment. There was also a meeting for participants to share their opinions with each other, which proved to be a valuable opportunity to interact with other departments.

ThinkPark Tower

 

ThinkPark Forest

 

ThinkPark Forest

 

Step-up training to promote female participation

Since fiscal 2017, Meiden Engineering has conducted training for the Management Department with the objective of new work-style reforms to increase female participation. In fiscal 2019, we invited outside instructors to conduct an education program with the themes of “try it first,” “get excited,” and “small things produce results.”

Step-up training to promote female participation

Nursing care seminar

In fiscal 2019, Meidensha held seminars with the theme of “achieving a balance between work and nursing care” in the four areas of Tokyo, Numazu, Ota, and Nagoya as an initiative to promote diversity management. Outside instructors were invited to present the seminars, during which they explained the fundamentals of nursing care, such as the nursing care insurance system and nursing care services. The Human Resources Department further explained the internal system to support balancing work and nursing care.

Nursing care seminar

Numazu

Introduction of Mandatory Retirement at 65 Years of Age and System to Extend Employment to 70 Years of Age

In April 2020, Meidensha raised the mandatory retirement age from 60 to 65 years of age for all employees. Until then, a re-employment system had been in place, which enabled employees to be re-employed on annual contracts as special fixed-term employees until the age of 65. However, going forward, all employees will continue their employment until the age of 65. We have also raised the level of remuneration so that older employees can enjoy about the same level of remuneration as when they were 60 years of age, depending on performance, in order to facilitate more meaningful work for experienced senior employees. We hope to promote successor development, improve quality, and enhance customer service by leveraging the knowledge and experience of senior employees more so than in the past.
Furthermore, we have established a subsidiary (Meiden Master Partners Corporation) to provide flexible workstyles to senior employees. For employees who wish to work reduced days/hours, we have established a system that allows them to transfer to Meiden Master Partners and work as temporary employee at our office. Work that accommodates the lifestyle of employees and side-jobs are now possible, and we are working to secure employment by supporting diverse work styles.
In addition, in January 2017, we introduced the “elder system,” which enables employees to further extend their employment from 65 to 70 years of age. This system allows employment to continue beyond the age of 65, depending on the needs of the workplace, and possible to re-employ the employees who have retired once. Going forward, we will create a workplace environment wherein senior employees can securely participate.

Senior employment system

  • September 2001: Introduction of the extended employment system
  • April 2006: Introduction of the re-employment system
  • April 2013: Revision of the re-employment system (extended to all employees who apply)
  • January 2017: Introduction of the elder system
  • April 2020: Raised the mandatory retirement age from 60 to 65 years of age
Senior employment system

Initiatives to Employ People with Disabilities

We established the special subsidiary company, MEIDEN UNIVERSAL SERVICE LTD., in order to create opportunities for people with intellectual disabilities to work, and thereafter we have been expanding the scope of employment at each manufacturing facility through branch deployment, etc. In 2015, MEIDEN UNIVERSAL SERVICE LTD. received a commendation from the governor of Gunma Prefecture as a “business of excellence for the employment of people with disabilities in Gunma Prefecture” for its contributions to employment and occupational independence for people with disabilities over many years.
Meidensha also promotes employment of people with disabilities. From 2020, we aim to increase the number of workplaces that welcome people with disabilities and promote company-wide hiring activities.

Ratio of Employees with Disabilities (Meidensha and MEIDEN UNIVERSAL SERVICE)

Item June, 2015 June, 2016 June, 2017 June, 2018 June, 2019
Ratio of Employees with Disabilities (%) 2.19 2.27 2.24 2.24 2.42

Promotion of Participation by Foreign Employees

As an aspect of our effort to promote diversity, the Meiden Group employs people irrespective of nationality, and they are also active in various fields including sales, development and design after joining the Company. We also support them in various ways so that they can get used to work and life in Japan as soon as possible, as well as individually appoint their training personnel and provide various support to each and every one of them in order to improve work skills.

Creating a Comfortable Workplace Environment for Employees from a Variety of Cultural Backgrounds

Since fiscal 2017, we have established prayer spaces at some offices to create a work environment that makes it easier for employees from various cultural backgrounds to work.

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Work Style Reform

Work Style Reform

Rolling Out “Smart Work 2020”- Toward reduction of total annual working hours -

An employee survey showed that there are many opinions and demands in employees of the Meiden Group concerning issues relate to long working hours, such as “shortage of personnel,” “consciousness reform,” and “operations review.” Therefore, we identified the issue of long working hours as a management challenge.
Since the previous medium-term management plan, we have started efforts to reduce total annual working hours as Smart Work V120. Under the "Medium-Term Management Plan 2020", we promote innovative production as "Smart Work 2020" based on the results and reflection of "V120", and improve work efficiency by RPA (Robotic Process Automation) and telework, so as to strengthen our efforts to realize flexible working styles.

Vision and Target Values of “Smart Work 2020”

We will realize work styles based on legal compliance by reviewing and improving the work style itself, working on holidays, and eliminating excessive overtime work on week days.

  People worked overtime >80 h/month People worked overtime >720 h/year Average days of paid leave used up Average hours of overtime Total annual working hours
Target value Zero Zero 20 days/person-year 24 hours/person-month 1,950 h/person
Fiscal 2019 results* Zero Zero 19.1 days/person-year 26 hours/person-month 1,991 h/person

* Paid leave, overtime, and total working hours are average figures per person at Meidensha and Meiden Engineering

Promoting Flexible Work Styles

We have developed “Smart Work 2020”, which is an implementation plan for work style reform, in Medium-term Management Plan 2020. It is aimed to focus on improving productivity and rolling out measures to realize a comfortable workplace environment.
As part of this, we expanded our satellite office at the Numazu Works in September 2018.

Numazu Works Satellite Office

Numazu Works Satellite Office

In August 2019, the head office refresh space "Meiden Plaza" was completely renewed, and environments have been created where employees can use in various scenes, such as being able to use it as a satellite office for business travelers from other districts. The space is broadly divided into four areas (meeting area, café area, satellite area, and Skype area). The concept of space is different for each area, and users can use it according to the application of the day. In addition, new private seats have also been installed, so anybody can use the area not only for lunch with colleagues and friends at work, but also feel free to eat lunch alone. In addition, a large-scale projector and broadcasting equipment have been introduced and can be used as a seminar venue for about 100 people. The space also functions as a company-wide disaster response headquarters in the event of a disaster.

The refurbished Meiden Plaza. The layout is easy to use for individuals and groups.
The refurbished Meiden Plaza. The layout is easy to use for individuals and groups.

The refurbished Meiden Plaza. The layout is easy to use for individuals and groups.

In March 2020, we completely renovated lounge in the R&D Center. We changed the name from “Lounge” to “Relaffice” (a conjunction of “relax” and “office”), to reflect an innovative space that is more useful to employees.
Not only useful as a satellite office, it also features a roundtable space for small group discussions and active exchanges of ideas. This bright and invigorating space allows employees to work in a refreshing environment.

The General Research Laboratory Relaffice: Available for versatile use than before.
The General Research Laboratory Relaffice: Available for versatile use than before.
The General Research Laboratory Relaffice: Available for versatile use than before.

The General Research Laboratory Relaffice: Available for versatile use than before.

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Creating a Fulfilling Workplace

Creating a Fulfilling Workplace

Personnel Treatment System

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.

Diagram of the Personnel Treatment System

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 18 certified as Meisters from 2008 to 2019.
4. Job Rotation System We have adopted a job rotation program to develop the abilities of our young employees.

Ensuring a Complete Welfare System to Support the Lifestyles of Employees and Help Them to Refresh

(1) Housing Lease System

We have a housing lease system that caters to people at all stages of life, from single dormitories for people that have newly joined the company through to family housing and houses for married couples. In addition, we offer full support systems for transferees in order to relieve any strain placed on them, including a system of providing assistance to rent appliances in addition to leasing corporate housing.

(2) Welfare Service

We have introduced a general welfare service as a system to meet the diversifying needs of employees. As a service unique to Meidensha, there are tickets for lodging and popular theme parks, an additional Company assistance to specific menus such as childcare/nursing care. In addition to a menu that enhances leisure time for the purpose of family travel and refreshment, a menu is also prepared to support the balance between work and private life, with the aim of further enhancing the system.

(3) Cultural Events and Club Activities

Various cultural/sport events are planned and held at each business office or sites for the purpose of employee interaction, refreshment, and overcome lack of exercise. Sports events are annually organized on holidays for employees and one’s family to communicate each other. Sports day, called “Sports Festa” ’for instance. In addition, each office has a variety of company-approved circles in cultural/sports fields, and through these activities, employee's friendships are promoted beyond workplaces and ages.

Internal bowling tournament

Internal bowling tournament

Soccer spectator tour

Soccer spectator tour

Meiden Group Sports Festa

Meiden Group Sports Festa

Club activities

Club activities

Public Relations Section

Communication Revitalization Initiatives

Communication Revitalization Initiatives

Industrial relations

Meidensha has concluded a labor agreement with the Meidensha Union and we periodically exchange opinions and conduct consultations about management policies, business outline, 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.

Employee Awareness Survey

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 comprises seven sections, which are “vision and management policy,” “motivation,” “career,” “management,” “evaluation systems,” “diversity,” and “workplace environment.” The purpose of the survey is to statistically understand what employees feel about their work, working conditions, and other general company-related information. In addition to the numerical results of the survey, we also evaluate the various measures and initiatives based on what employees really think written in the free description section, and use them for future measures. 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.

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Results Data

Results Data
HR Data

Basic Data

Employees (only Meidensha)
  Units FY2017 FY2018 FY2019
Number of employees Male People 3,240 3,294 3,367
Female People 529 519 557
Total People 3,769 3,813 3,924
Number of consolidated employees*1 Male People - - -
Female People - - -
Total People 8,995 9,297 9,599
Number of foreign employees Male People 21 16 17
Female People 5 7 8
Total People 26 23 25
Number of foreign consolidated employees*1 People 1,730 1,923 1,974
Proportion of all employees accounted for by contractors and temporary workers 12 11.8 13.7
Average age Male Age 43.4 43.4 43.7
Female Age 43.7 44 43.7
Total Age 43.4 43.5 43.7
Years of employment Male Years 18.1 18.3 18.1
Female Years 19.7 20.1 19.6
Total Years 18.3 18.6 18.3
Number of managers*2 Male People 783 797 823
Female People 32 33 33
Foreigners People 2 3 3
Managers of level of department chief or above*2 Male People 164 174 171
Female People 2 3 3
Foreigners People 0 0 0
Officers*2 Male People 33 34 34
Female People 0 0 0
Foreigners People 0 0 0
Officers that are executive officers*2 Male People 23 23 24
Female People 0 0 0
Foreigners People 0 0 0
Proportion of women*2 *3 Managers 3.92 3.96 3.84
Managers of level of department chief or above 1.20 1.69 1.72
Officers 0 0 0
Officers that are executive officers 0 0 0
Number of people with disabilities employed*4 *5 People 93 94 103
Rate of employment of people with disabilities*4 *5 2.24 2.24 2.42
Number of employees leaving the company (voluntary) Male People 42 46 65
Female People 8 11 11
Total People 50 57 76
Rate of employees leaving the company (voluntary)*6 *7 Male - 1.2% 1.6%
Female - 0.3% 0.3%
Total - 1.5% 1.9%
Rate of union membership 65.5 64.4 64.7
Annual average salary*8 7,186,313 7,707,752 7,528,871
*1
Applicable organizations: The Meiden Group
*2
As of March each year
*3
Number of female managers are divided by number of total managers.
*4
Applicable organizations: Meidensha and special subsidiary
*5
Legally mandated employment rate: 2.0% (rising to 2.2% from April 1, 2018)
  
The number was calculated in consideration of those with severe disabilities, etc. The specific number was 71.
*6
Ratio of employees leaving the company is calculated as follows: Number of people that have voluntarily left their position in the last fiscal year as of the end of each fiscal year/number of employees as of April 1 each fiscal year
*7
Ratio of employees leaving the company is for fiscal 2018
*8
There is no difference in basic salary between men and women at the Meiden Group.
Number of Employees by Age (only Meidensha) (as of March 31, 2020)
  Male Female Total
Under 30 632 88 720
30-39 644 73 717
40-49 802 209 1,011
50-59 992 163 1,155
60 or over 297 24 321
Graduate Recruits (only Meidensha)
  University graduate Junior/technical college graduates High school graduates/other Total
Male Female Total
Joined April 2018 54 11 65 5 27 97
Joined April 2019 60 15 75 5 47 127
Joined April 2020 52 16 68 6 35 109
*
University graduates includes those with master’s degrees and doctorates. Junior/technical college graduates includes those who attended colleges of technology
Mid-Career Hires (only Meidensha)
  University graduate Other Total
Male Female Total Male Female
2017.4 - 2018.3 29 3 32 2 5 39
2018.4 - 2019.3 28 4 32 24 7 63
2019.4 - 2020.3 45 1 46 12 1 59
Work Style-Related (only Meidensha)
  Units FY2017 FY2018 FY2019
People taking maternity leave People 5 16 12
People taking parental leave*1 Male People 0 1 1
(within 1 week) People - 34 43
Female People 15 14 9
Total People 15 49 53
Rate of return after leave of absence for child care purposes Male - 100 100
Female - 100 100
Total 100 100 100
People taking family care leave People 3 1 4
Days of paid leave available Days 23 23 23
Days of paid leave taken Days 14 14 16
Rate of taking paid leave 61 61 68
Annual total hours worked*2 hours/year/person 2,002 2,019 1,978
*1
The number of males includes special leave (nonstatutory) when the spouse gave birth.
*2
Annual total hours worked: The actual hours worked over the course of a year, comprising official working hours plus overtime minus leave taken.
  Units FY2017 FY2018 FY2019
Proportion of employees that receive feedback interviews Male 94.1 96.5 93.7
Female 95.1 98.8 95.6
Total 94.2 96.9 96.9
Managers* 93.4 98.4 92.3
Regular employees 94.7 96.1 94.7
Total 94.2 96.9 96.9
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