HR

Labor Practices

Sustainability - Labor Practices

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 employees to maximize their individual strengths, it is important to promote DEI (diversity, equity & inclusion) and create a workplace in which a diverse range of employees are given fair opportunities and 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.

See the page “DEI (Diversity, Equity & Inclusion)” for details about DEI initiatives.

Public Relations Section

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

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, 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.

Public Relations Section

Work Style Reform

Work Style Reform

Rolling Out “Smart Work 2024” ― Toward improved work efficiency and productivity

The Meiden Group promotes reduction of work outside of regular hours and taking leave as an important management issue. We are rolling out Smart Work, which promotes reduction of annual working hours. In FY2021, we considered the creation of a comfortable working environment for employees, and promoted communication through a hybrid office/remote work model, and the introduction of a flex-time system and shared offices, etc., based on the opinions of the employee survey and the working group, as part of the Professional Development & Diversity Promotion Project. In addition, we are making work styles more flexible and consistent with actual conditions. For example, in FY2022, we transitioned to a hybrid work system that allows employees to decide the number of days they will come to the office or work remotely, in keeping with their departments’ policies. Furthermore, we arranged our internal systems environment and made work efficiency and productivity improvements to enable workers to perform the same functions remotely as they can in the office. We have also introduced a system of shortened working days and hours to enable a balance of work and treatment of illnesses and are reviewing our HR system to enable all employees, not just those providing childcare or nursing care, to stay employed longer at Meidensha with peace of mind. Going forward, we will continue to realize improved work efficiency and productivity by promoting flexible work-styles and digital transformation for all companies.

Vision and Target Values of “Smart Work 2024”

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

  People worked overtime
>80 h/month
Average hours of overtime Total actual working hours per year
FY2024 targets Achieved Zero 19 hours/person-month Under 1,800 hours/person

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  • *Average overtime hours, and total actual working hours per year are the average figure per person at Meidensha and Meiden Engineering
Total actual working hours per year
  FY2018 FY2019 FY2020 FY2021 FY2022
Total actual working hours per year 2,027 hours/year 1,985 hours/year 1,990 hours/year 1,977 hours/year 1,959 hours/year

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  • **Average figure per person at Meidensha and Meiden Engineering

Promoting Flexible Work Styles (Establishment of Satellite Offices)

In our Smart Work initiatives, we have been focusing on implementing strategies to improve productivity and realize a positive workplace environment.

  • September 2018: Opened satellite office at Numazu Works
  • August 2019: Complete renovation of Meiden Plaza at Headquarters
  • March 2020: Opened Relaffice (“relax” + “office”) at Meiden R&D Center
  • 2021: Updated satellite office at Nagoya Works

This is a comfortable place to eat but is also equipped with a large projector and broadcasting equipment, enabling use as a seminar hall for an audience of about 100. The space also functions as a company-wide disaster response headquarters in the event of disaster.

Meiden Plaza
Meiden Plaza
Meiden Plaza at Headquarters. The layout is easy to use by both individuals and groups.
Satellite office at Nagoya Works.
Satellite office at Nagoya Works.
Satellite office at Nagoya Works.
Satellite office at Nagoya Works. The interior offers a colorful space and seating of various types.
Public Relations Section

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 23 certified personnel as Meisters from 2008 to 2022.
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 perk unique to Meidensha, we offer a menu of options that enhance leisure time for the purpose of family travel or just taking a break, such as tickets for lodging and popular theme parks and company assistance for specific services like childcare and nursing care. We aim to further enhance our programs, for example by offering a menu of options to support work-life balance.

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 held on holidays, such as sports festivals, provide opportunities for employees and their families to socialize, and they have become regular events each year.

In FY2020, amid the COVID-19 pandemic, we collected photographs with messages written by employees, a theme song based video message to invigorate the Meiden Group, and posted it on the internal portal site, as part of an initiative for employees to encourage each other. In FY2020 and FY2021, in the midst of the COVID-19 pandemic, we held a remote riddle-solving event and an online sports festival as events for employees to have a good time together and cooperate.

In FY2022, we held a softball tournament for employees in the Headquarters area, its first face-to-face event in three years. The more than 300 participants enjoyed building up their friendships with colleagues they had not seen in person in a long while.

In addition, there are various other Company-endorsed cultural and athletic clubs that promote communication among employees beyond individual workplaces and age groups.

Meiden Group Sports Festival
Meiden Group Sports Festival
Online Field Day
Online Field Day
Soft tennis club event
Soft tennis club event
Cultural club event
Cultural club event
Walking event
Walking event
Softball tournament
Softball tournament
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 conditions, 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.

Additionally, though not explicitly required in labor agreements, etc., Meidensha discusses and negotiates notifications of job reassignments and transfers so that the labor union has sufficient time to explain these to employees. That period of time varies depending on the nature of the change.

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.

Public Relations Section

Results Data

Results Data

HR Data

Basic Data

Employees (only Meidensha)
  Units FY2020 FY2021 FY2022
Number of employees
(non-consolidated)
Male People 3,371 3,431 3,425
Female People 571 596 614
Total People 3,942 4,027 4,039
Domestic subsidiaries Male People 3,056 3,242 3,287
Female People 469 484 494
Total People 3,525 3,726 3,781
Overseas subsidiaries Male People 1,642 1,733 1,595
Female People 358 437 401
Total People 2,000 2,170 1,996
Number of consolidated employees*1 Male People 8,069 8,406 8,307
Female People 1,398 1,517 1,509
Total People 9,467 9,923 9,816
Number of foreign employees
(non-consolidated)
Male People 21 19 25
Female People 11 10 10
Total People 32 29 35
Domestic subsidiaries
Number of foreign employees
Male People 6 10 16
Female People 2 2 3
Total People 8 12 19
Overseas subsidiaries
Number of foreign employees
Male People 1,510 1,597 1,460
Female People 354 434 399
Total People 1,864 2,031 1,859
Number of foreign consolidated employees*1 Male People 1,537 1,626 1,501
Female People 367 446 412
Total People 1,904 2,072 1,913
Proportion of all employees accounted for by contractors and temporary workers 13.8 14.3 13.5
Average age Male Age 42.9 43.8 43.3
Female Age 43.4 43.6 42.8
Total Age 43.0 43.8 43.3
Years of employment Male Years 18.7 18.4 19.0
Female Years 20.0 19.1 19.1
Total Years 18.9 18.5 19.0
Number of managers*2 Male People 973 985 968
Female People 40 45 51
Foreigners People 6 5 5
Managers of level of general manager or above*2 Male People 214 215 201
Female People 5 4 4
Foreigners People 0 0 0
For reference: Number of management personnel Male People 642 672 680
Female People 23 25 29
Foreigners People 665 697 709
Officers*2 Male People 35 34 36
Female People 1 1 1
Foreigners People 0 0 0
Executive officers*2 Male People 24 25 30
Female People 0 0 0
Foreigners People 0 0 0
Proportion of women*2 *3 Managers 3.95 4.37 5.00
Management positions 3.46 3.59 4.09
Managers of level of general manager or above 2.28 1.83 1.95
Officers 2.78 2.86 2.70
Executive officers 0 0 0
Number of people with disabilities employed*4 *5 People 108 107 115
Rate of employment of people with disabilities*4 *5 2.5 2.46 2.56
Legally mandated percentage of employees with disabilities 2.20 2.30 2.30
Number of employees leaving the company (voluntary) Male People 75 69 69
Female People 5 11 20
Total People 80 80 89
Rate of employees leaving the company (voluntary)*6 *7 Male 1.9 1.7 2.0
Female 0.1 0.3 3.2
Total 2.0 2.0 2.2
Rate of union membership 65.1 65.2 65.3
Annual average salary*8 Yen 7,508,585 7,368,835 7,428,633

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  1. *1Applicable organizations: The Meiden Group
  2. *2As of March each year
  3. *3Number of female managers are divided by number of total managers.
  4. *4Applicable organizations: Meidensha and special subsidiary
  5. *5Legally mandated employment rate: 2.2% (2.3% from March 2021)
    The number was calculated in consideration of those with severe disabilities, etc. The specific number was 75.
  6. *6Ratio 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. *7There 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, 2023)
Male Female Total
Under 30 621 140 761
30-39 695 69 764
40-49 649 145 794
50-59 1,131 227 1,358
60 or over 329 33 362

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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 54 11 65 5 27 97
Joined April 2019 60 15 75 5 47 127
Joined April 2020 52 16 68 6 35 109
Joined April 2021 55 14 69 9 42 120
Joined April 2022 59 21 80 5 38 123

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  • *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
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
2019.4 - 2020.3 45 1 46 12 1 59
2020.4 - 2021.3 40 4 44 10 3 57
2021.4 - 2022.3 29 2 31 14 2 47
2022.4 - 2023.3 39 7 46 6 3 55

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Work Style-Related (only Meidensha)
  Units FY2020 FY2021 FY2022
People taking maternity leave People 6 12 17
Male employees whose spouses gave birth during the current fiscal year*1 Male People 76 90 101
Female employees who gave birth during the current fiscal year Female People 5 11 18
  Total People 81 101 119
People who took parental leave Male
(within 1 week)
People 4 7 14
32 29 57
Female People 5 11 18
Total People 41 47 89
Rate of People who took parental leave Male 47 40 70
Female 100 100 100
Total 51 47 75
Rate of return after leave of absence for child care purposes Male 100 100 100
Female 100 100 100
Total 100 100 100
People taking family care leave People 3 0 0
Average days of paid leave allocated Days 23 23 23
Average days of paid leave taken Days 15 17 18
Rate of taking paid leave 64 72 78
Average total hours worked per year*2 hours/year/person 1,980 1,970 1,957

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  • *1The number for men includes special leave (not legally required) for spousal maternity.
  • *2Annual 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 Underwent a Periodic Review of Results and Career Development (only Meidensha)
  Units FY2020 FY2021 FY2022
Proportion of employees that receive feedback interviews Male 94.9 93.9 94.8
Female 97.5 94.7 96.0
Total 95.3 95.3 94.0
Managers 94.6 95.6 93.6
Regular employees 95.5 93.5 93.9
Total 95.3 95.3 94.0

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Public Relations Section