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.
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.
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 Company’s 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, communication between superiors and subordinates is essential, so we conduct evaluator training, which includes evaluation and interview exercises, for new managers.
Even though we are in an age of changing business models and technical innovation, personnel remain an essential part of business growth. We believe that creating an environment where diverse personnel can participate and providing opportunities for that participation is the key function of businesses. We value each individual employee and actively promote diversity to enable diverse working styles without concern for the age, gender, nationality, or culture of workers, in order to maximize the abilities of each individual and be a company that is fulfilling and conducive to work.
Meidensha is renowned for promoting female participation in the workplace, and in November 2017, we received the grade 3 Eruboshi mark, which is the highest level.
Going forward, we will formulate an action plan in accordance with the intent of the Act on the Promotion of Women’s Participation, and promote policies such as the promotion of accessing childcare leave for men and actively hiring and training female technology-related staff.
Meidensha has introduced a re-employment system enabling employees to continue working after they have reached the mandatory retirement age of 60. This allows employees to work until the age of 65 if they wish to be re-employed, in order to pass on the knowledge, experience, and skills possessed by older employees. In recent years, approximately 90% of employees have used this system.
Furthermore, in January 2017, we introduced the “elder system,” which enables employees to further extend their employment for 65 to 70 years of age depending on the needs of the workplace. This has resulted in increased quality and improved customer service by leveraging high-level knowledge and skills of older workers.
Going forward, we will create a workplace environment where employees that have reached the mandatory retirement age can feel secure to continue working.
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 development, 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 persons 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 2019, we aim to increase the number of workplaces that welcome people with disabilities and promote company-wide hiring activities.
|Item||June, 2014||June, 2015||June, 2016||June, 2017||June, 2018|
|Ratio of Employees with Disabilities (%)||2.18||2.19||2.27||2.24||2.24|
As an aspect of promoting diversity, the Meiden Group hires employees irrespective of nationality, and these workers participate in various fields, including sales, development and design after joining the Company. Also we provide various kinds of support to help foreign employees quickly adjust to the work and lifestyle in Japan, as well as tailored support to improve work skills with a personal development manager assigned to each individual, etc.
Since fiscal 2017, some work sites have provided a prayer space, and we are working to create a workplace environment that is considerate of the diverse cultural backgrounds of employees.
An employee survey showed that many employees of the Meiden Group have strong opinions concerning matters that relate to long working hours, such as “insufficient number of staff,” “consciousness reform,” and “operations review.” As such, we have identified the issue of long working hours as a business challenge.
Under the previous medium-term management plan, we started an initiative to reduce total actual working hours per year as part of Smart Work V120. Under Medium-term Management Plan 2020, we will enhance initiatives aimed at production efficiency to promote productivity reform activities, increase business efficiency through Robotic Process Automation (RPA), etc., and utilize telework, etc., to achieve flexible work styles, based on the reflection on the results of V120, under the banner of Smart Work 2020.
|People that worked 80 hours of overtime per month||People that worked 720 hours of overtime per year||Average days of paid leave taken||Average hours of overtime||Annual total hours worked|
|Zero||Zero||20 days per person per year||24 hours per person per month||1,950 hours per person|
Meidensha instituted work from home and satellite office systems in fiscal 2015 as options to achieve a balance between work and childcare, etc., and increase productivity. In fiscal 2018, we participated in Telework Days, which is promoted by the Ministry of Internal Affairs and Communications and other relevant ministries and agencies in order to ensure further uptake and expand the user base. A total of 369 Meidensha employees took part over the three-day period of July 23 to 25.
In April 2015, we revised our personnel treatment system for general employees to provide incentives for employee contributions in order to increase motivation. This system aims to treat employees according to their actual contributions by rewarding employees with greater contributions through a multi-track qualification system that balances role and contribution. Furthermore, management allows employees to adopt work styles that are limited to their own regions in order to cater to a diverse range of working styles.
|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||The Meister program gives special benefi ts to employees who contribute to Meiden Group through excellent craftsmanship. We treat them as high-level experts. So far, we have certified 15 employees as Meister between fiscal 2008 and fiscal 2018.|
|4. Job Rotation System||We have adopted a job rotation program to develop the abilities of our young employees.|
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.
We have introduced a general welfare service in order to respond to the diversifying needs of employees. We have prepared a full menu of leisure activities to allow employees to take family vacations and refresh themselves, and we aim to further expand this system such as by adding company subsidies to specific menu items such as accommodation.
At each works and site, we plan and host a range of cultural and sporting events for the socialization and refreshment of employees and to address lack of exercise, etc. In particular, sports events held on holidays such as our softball tournament provide opportunities for employees and their families to socialize, and they have become regular events each year. Furthermore, each site is home to a range of cultural and sporting clubs recognized by the Company, and employees deepen their friendships through these activities regardless of workplace and age.
Internal softball tournament
Internal bowling tournament
Soccer spectator tour
Meiden Group Sports Festa
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.
We conduct an annual employee awareness survey for all employees. The survey comprises seven sections, which are “vision and management policy,” “motivation,” “career,” “management,” “understanding and implementation of systems,” “diversity,” and “workplace environment.” It allows the company to understand the feelings of employees about work, working conditions, and other general matters concerning the Company on a statistical basis. The survey not only provides numerical data, but it also allows us to evaluate our policies and initiatives based on the opinions expressed by employees in the free comments column, which is useful when formulating future policies.
Furthermore, the head of each business unit is provided feedback about their own business unit, which is then reflected in the following year’s business unit targets.
|Number of employees||Male||People||3,214||3,240||3,294|
|Number of consolidated employees*1||Male||People||-||-||-|
|Number of foreign employees||Male||People||19||21||16|
|Number of foreign consolidated employees*1||People||1,349||1,730||1,923|
|Proportion of all employees accounted for by contractors and temporary workers||％||11.4||12||11.8|
|Years of employment||Male||Years||18.4||18.1||18.3|
|Number of managers*2||Male||People||858||806||820|
|Managers of level of department chief or above*2||Male||People||175||164||174|
|Officers that are executive officers*2||Male||People||23||23||23|
|Proportion of women*2||Managers||％||2||3.3||3.6|
|Managers of level of department chief or above||％||0.2||0.5||0.8|
|Officers that are executive officers||％||0||0||0|
|Number of people with disabilities employed*3 *4||People||94||93||94|
|Rate of employment of people with disabilities*3 *4||％||2.27||2.24||2.24|
|Number of employees leaving the company (voluntary)||Male||People||38||42||46|
|Rate of employees leaving the company (voluntary)*5 *6||Male||％||-||-||1.2%|
|Rate of union membership||％||64.7||65.5||64.4|
|Annual average salary*7>||Yen||7,407,094||7,186,313||7,707,752|
|60 or over||294||24||318|
|University graduate||Junior/technical college graduates||High school graduates/other||Total|
|Joined April 2017||54||14||68||6||29||103|
|Joined April 2018||59||11||70||0||27||97|
|Joined April 2019||60||15||75||5||47||127|
|2016.4 － 2017.3||26||2||28||5||1||34|
|2017.4 － 2018.3||29||3||32||2||5||39|
|2018.4 － 2019.3||28||4||32||24||7||63|
|People taking maternity leave||People||10||5||16|
|People taking parental leave*4||Male||People||2||0||1|
|（within 1 week）||-||-||34|
|Rate of return after leave of absence for child care purposes||Male||％||-||-||100|
|People taking family care leave||People||3||3||1|
|Days of paid leave available||Days||23||23||23|
|Days of paid leave taken||Days||15||14||14|
|Rate of taking paid leave||％||65.2||61||61|
|Annual total hours worked*5||hours/year/person||2,016||2,002||2,019|
|Proportion of employees that receive feedback interviews||Male||％||97.5||94.1||96.5|