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 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.
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.
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.
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.
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.”
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.
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.
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.
|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|
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.
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.
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.
|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
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
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.
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.
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.
|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.|
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 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.
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
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. 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.
|Number of employees||Male||People||3,240||3,294||3,367|
|Number of consolidated employees*1||Male||People||-||-||-|
|Number of foreign employees||Male||People||21||16||17|
|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|
|Years of employment||Male||Years||18.1||18.3||18.1|
|Number of managers*2||Male||People||783||797||823|
|Managers of level of department chief or above*2||Male||People||164||174||171|
|Officers that are executive officers*2||Male||People||23||23||24|
|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 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|
|Rate of employees leaving the company (voluntary)*6 *7||Male||％||-||1.2%||1.6%|
|Rate of union membership||％||65.5||64.4||64.7|
|Annual average salary*8||円||7,186,313||7,707,752||7,528,871|
|60 or over||297||24||321|
|University graduate||Junior/technical college graduates||High school graduates/other||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|
|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|
|People taking maternity leave||People||5||16||12|
|People taking parental leave*1||Male||People||0||1||1|
|Rate of return after leave of absence for child care purposes||Male||％||-||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|
|Proportion of employees that receive feedback interviews||Male||％||94.1||96.5||93.7|