Sustainability - Human Capital Management
We view human resources as the human capital from which our value creation derives and so we work to strengthen and extract the full potential of our diverse range of personnel, and be an organization where people and the company grow together.
We strive to maximize company performance by expanding environmental improvements and strengthening our human capital from the perspective of an AMO framework rooted in the ever-changing business environment and internal matters.
The Meiden Group has set the following target values.
Some of our present metrics are disclosed for Meidensha only because we are currently constructing a system for aggregating personnel information on a consolidated basis and are facing issues involving data comprehensiveness and integration. We will continue to construct a system that collates and discloses data on human capital in a consolidated format and gradually transition to disclosing consolidated data.
To improve employee engagement, we introduced an employee engagement survey (eNPS) as a KPI and analyze the results of annual employee opinion surveys to understand the current state of issues and connect them to actionable measures.
In the FY2024 employee survey, we saw improvements over the last fiscal year in the affirmation rate for the Corporate Climate category which describes organizational flexibility as well as accomplishments and ambition. However, we also saw movement to a lower baseline affirmation rate for the Various Systems category which describes the evaluation system and the compensation system and the Employee Utilization category which describes employee development, utilization, and placement.
Meidensha strives to respect individual diversity and draw out each employee’s taking-initiative mind and motivation. To that end, we launched “My Vision/My Challenge,” an initiative for employees to reflect on their own life vision, compare it with the company’s vision, and put into words what challenges they will take on in the Meiden Group. In FY2024, people at the division head level and above put their “My Vision” into words and we plan to expand this to employees in FY2025. We believe that employees take true sustainability management personally when the vision and mission of the company and each division overlap with the individual’s vision. We furthermore believe that increasing the overlap and our efforts to support employees who take these challenges will lead to greater individual satisfaction and growth as well as to the achievement of the vision and mission of the company and each division at the same time. In FY2022, members of upper management put their “My Vision/My Challenge” into words. We plan to expand this to executive officers and employees with management responsibilities in FY2023.
Since FY2022 we have held the Meiden Mirai Meeting, where top management take the lead in putting their “My Vision” and “My Challenge” into words and have also held a President’s Town Hall Meeting since FY2023. These meetings act as opportunities for each employee to talk about their own My Vision, then share with, sympathize, and encourage those around them to jointly take steps towards their own My Challenge. Valuing employee ideas is the driving force behind corporate growth. These two initiatives aim to cultivate that corporate culture by allowing every employee to proactively depict their future, take action, and support each other.
