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Labor Practices

Labor Practices

SocialLabor Practices

Public Relations Section, DFF Inc.

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.

Public Relations Section, DFF Inc.

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.

Public Relations Section, DFF Inc.

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 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.

Public Relations Section, DFF Inc.

Promoting Diversity Management

Promoting Diversity Management

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.

Promotion of Opportunities for and Participation by Female Personnel

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.

Main policies that were newly established or expanded in fiscal 2018

  • Expanded taking accumulated leave in half-day or quarter-day increments
  • Expanded allowing leave to access conception clinics to be taken in quarter-day increments and revised the rate of reduction
  • Expanded scope of employees able to access childcare leave
  • Expanded scope of employees able to access shorter work hours to conduct nursing care
  • Expanded period to access shorter work hours to conduct childcare
  • Changed calculation of lump-sum payment for resignation for childcare or nursing care
  • Expanded system to take leave for infertility treatment and established a system of shorter work hours for employees receiving infertility treatment
Eruboshi

Re-Employment System

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.

Systems to allow continued work after reaching the mandatory retirement age

  • 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 that apply)
  • January 2017: Introduction of the elder 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 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.

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

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

Promotion of Participation by Foreign Employees

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.

Creating a Workplace Environment that is Considerate of the Diverse Cultural Backgrounds of Employees

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.

Public Relations Section, DFF Inc.

Work Style Reform

Work Style Reform

Rolling Out “Smart Work 2020”- Working towards a reduction in annual total hours worked -

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.

Smart Work 2020 vision and targets

We will achieve work styles based on legal compliance by reviewing and reforming work styles, themselves, and eliminating working on holidays and excessive overtime on business days.

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

Support for Flexible Work Styles

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.

The renovated Numazu satellite officeThe renovated Numazu satellite office

Employee Survey Results (results and impressions of telework)

The renovated Numazu satellite office
Public Relations Section, DFF Inc.

Creating a Fulfilling Workplace

Creating a Fulfilling Workplace

Personnel Treatment System

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.

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 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.

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 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.

(3) Cultural Events and Club Activities

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 softball tournament

Internal bowling tournament

Internal bowling tournament

Soccer spectator tour

Soccer spectator tour

Meiden Group Sports Festa

Meiden Group Sports Festa

Public Relations Section, DFF Inc.

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. 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.

Public Relations Section, DFF Inc.

Results Data

Results Data
HR Data

Basic Data

Employees (only Meidensha)
  Units FY2016 FY2017 FY2018
Number of employees Male People 3,214 3,240 3,294
Female People 481 529 519
Total People 3,695 3,769 3,813
Number of consolidated employees*1 Male People - - -
Female People - - -
Total People 8,474 8,995 9,297
Number of foreign employees Male People 19 21 16
Female People 4 5 7
Total People 23 26 23
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
Average age Male Age 43.2 43.4 43.4
Female Age 43.9 43.7 44
Total Age 43.3 43.4 43.5
Years of employment Male Years 18.4 18.1 18.3
Female Years 20.6 19.7 20.1
Total Years 18.7 18.3 18.6
Number of managers*2 Male People 858 806 820
Female People 29 32 33
Foreigners People 1 2 3
Managers of level of department chief or above*2 Male People 175 164 174
Female People 2 2 3
Foreigners People 0 0 0
Officers*2 Male People 33 33 34
Female People 0 0 0
Foreigners People 0 0 0
Officers that are executive officers*2 Male People 23 23 23
Female People 0 0 0
Foreigners People 0 0 0
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 0 0 0
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
Female People 5 8 11
Total People 43 50 57
Rate of employees leaving the company (voluntary)*5 *6 Male - - 1.2%
Female - - 0.3%
Total - - 1.5%
Rate of union membership 64.7 65.5 64.4
Annual average salary*7> Yen 7,407,094 7,186,313 7,707,752
*1
Applicable organizations: The Meiden Group
*2
As of March each year
*3
Applicable organizations: Meidensha and special subsidiary
*4
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 66.
*5
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
*6
Ratio of employees leaving the company is for fiscal 2018
*7
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, 2019)
  Male Female Total
Under 30 610 72 682
30-39 605 74 679
40-49 907 208 1,115
50-59 878 141 1,019
60 or over 294 24 318
Graduate Recruits (only Meidensha)
  University graduate Junior/technical college graduates High school graduates/other Total
Male Female 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
Mid-Career Hires (only Meidensha)
  University graduate Other Total
Male Female Total Male Female
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
Work Style-Related (only Meidensha)
  Units FY2016 FY2017 FY2018
People taking maternity leave People 10 5 16
People taking parental leave*4 Male People 2 0 1
(within 1 week) - - 34
Female People 22 15 23
Total People 24 15 49
Rate of return after leave of absence for child care purposes Male - - 100
Female - - 100
Total 100 100 100
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
*4
The number of males includes special leave (nonstatutory) when the spouse gave birth.
*5
Annual total hours worked: The actual hours worked over the course of a year, comprising official working hours plus overtime minus leave taken.
Proportion of Employees that Undergo a Periodic Review of Results and Career Development (only Meidensha)
  Units FY2016 FY2017 FY2018
Proportion of employees that receive feedback interviews Male 97.5 94.1 96.5
Female 96.6 95.1 98.8
Total 97.3 94.2 96.9
Managers* - 93.4 98.4
Regular employees 97.3 94.7 96.1
Total 97.3 94.2 96.9
*
Not conducted for managers until 2017.
Public Relations Section, DFF Inc.