Header logo01

Social

HR Development

SocialHR Development

Policy
HR Development Policy

We see our employees as the foundation of the Company’s development and growth and support each employee to grow and fulfill their potential.

  1. 1. We support and advocate for raising the level of each employee’s abilities through education and training (skill development) and improving the level of organizational performance (results improvement) in line with our corporate philosophy and guiding spirit, and thereby providing increased value to customers.
  2. 2. We will enrich our range of selective, optional, technical and language trainings, etc., establishing a training system that is more targeted rather than being something for everyone.

Plan and Targets

We implement many training programs to encourage employee growth in different aspects as employees, members of society, and professionals.
As the business environment under Medium-term Management Plan 2020 becomes increasingly unclear, we are focusing on creating the value necessary to solve these issues in order to enhance corporate competitiveness and training personnel to think flexibly and act courageously.
Furthermore, as development of global operations accelerates, there are increasing opportunities for technical collaboration, etc., with foreign companies, as well as working with people with different viewpoints or abilities.
We are enhancing initiatives through opportunities to work with diverse personnel, such as the system of offering exchanges in Japan for foreign students, the foreign trainee system, and the overseas loan worker system.

Public Relations Section

Training system

Organization
Training system

体制

Level-Dependent Curriculum

This training facilitates understanding of the roles, abilities, and skills required of each age group and qualification level and results in smooth growth and implementation.

Selective Program

This training hones skills, thought patterns, and practical abilities to solve problems faced by management, in order to enhance management capabilities.

Optional Program

This training teaches the knowledge and skills necessary for employees to achieve their own career goals.

Technical Training

This training teaches product knowledge according to the technical level of the employee.

Self-Development and Acquisition of Qualifications

We cover 60% of course fees and cover the full amount if completed with high grades, if the required distance education has been completed.

We provide incentives for acquiring designated public qualifications at the time those qualifications are acquired.

Public Relations Section

Development of Personnel that are able to Implement and Promote Our Business Strategy

Initiatives
Development of Personnel that are able to Implement and Promote Our Business Strategy

Creating Diverse Training Systems

In fiscal 2018, we established the Meiden Youth Academy in order to enhance technical education for young employees. In the past, we conducted technical education for technical employees; however at Meiden Youth Academy, we provide opportunities to gain fundamental knowledge about electricity, which is essential to understand Meidensha’s products and technologies, for all workers in their first three years at the company, irrespective of whether they are in a technical or administrative role.
Furthermore we have revised correspondence education in order to make it more user-friendly, such as by systematizing courses to be conducted in conjunction with on the job training (OJT). We now provide education to support the learning and growth of each employee and develop personnel that are able to implement and promote our business strategy.
Furthermore, in fiscal 2019, Meidensha newly established the Career Development Management Program for the purpose of systematically and strategically developing the next generation of personnel. We aim to conduct initiatives such as sending young and mid-level personnel to attend business school and conducting professional exchange for people in different business units and develop personnel that can think and act with a broad perspective and outlook that exceed the bounds of their areas of specialty and roles.

Technical Education System

Technical Education System
Public Relations Section

Developing the Next Generation of Group Personnel

Developing the Next Generation of Group Personnel

Local staff development

Since fiscal 2018, the Meiden Group has been conducting a Japanese exchange program for local staff (employees of overseas subsidiaries) in order to develop personnel who are candidates for leadership positions at overseas subsidiaries. The program includes interaction with Meidensha management, observations at Japanese sites and factories to which products are delivered, and on-the-job training at various workplaces for the purpose of increasing preparedness to take on leadership roles and the knowledge necessary for top management positions in the Meiden Group.

Local staff development

 

Local staff development

 

Establishment of the Career Development Management Program

In fiscal 2019, Meidensha established the Career Development Management Program, which is a program for developing new personnel for the purpose of systematically and strategically developing the next generation of personnel. We aim to develop personnel that can think and act with a broad perspective and outlook that exceed the bounds of their own areas of specialty and roles by selecting and recruiting young and mid-level personnel to attend business school and engage in professional exchange with people outside of their own business divisions, factories, and business units, engage in personal exchange with overseas subsidiaries and Japanese subsidiaries, and engage in cultural exchange through placement outside of the Group and at government institutions, etc.

Results Data
Data

Number of Participants in Each Type of Training
Training Type FY2016 FY2017 FY2018
Level-dependent training 570 468 587
Technical training 416 574 623
Selective training 68 64 67
Optional training 177 112 85
Distance education 1,022 1,187 1,063
Language training 670 739 695
Other 618 525 347
Total 3,541 3,669 3,467
Data Concerning Professional Development
Item FY2016 FY2017 FY2018
Total education and training expenses*1 84,108,000 yen 92,473,000 yen 97,591, 000 yen
Education and training time*2 44,879 hours 46,064 hours 46,183 hours

*1 Excludes personnel expenses for trainers and management and administrative expenses for training facilities, etc.

*2 Training days x designated work hours x number of participants (excludes OJT and distance education)

Public Relations Section

Strengthening Internal Connections and Fostering an Atmosphere of Professional Development

Strengthening Internal Connections and Fostering an Atmosphere of Professional Development

Revitalizing the MFC Mentor System

In fiscal 2016, we introduced the MFC mentor system for the purpose of strengthening internal connections between young employees and fostering an atmosphere of professional development. The MFC in the name stands for “Meiden family chain” with the idea that staff would form a supportive familial bond where they would support each other like links in a chain. Meidensha refers to its mentors as “seniors” and its mentees as “juniors.” We also have groups consisting of multiple pairs, which we call “families,” and which create bonds that go beyond divisions and business units. We provide further impetus to activities such as by holding social events, etc., for families and by establishing a Promotion Committee for young employees to plan and implement company-wide activities.

Composition of MFC Families

Composition of MFC Families
Public Relations Section