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Sustainability

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DEI（Diversity, Equity & Inclusion）
DEI（Diversity, Equity &Inclusion）
Promoting DEI
DEI promotion road map
Seminar on Unconscious Bias

Labor Practices
Labor Practices
Basic HR Management Philosophy
Labor Practices Policy
Ensuring Fair and Impartial
Evaluation and Treatment
Work Style Reform
Creating a Fulfilling Workplace
Communication Revitalization
Initiatives
HR Data

HR Development
HR Development
HR Development Policy
Training system
Development of Personnel with
Abilities to Implement and Promote
Our Business Strategy
Developing the Next Generation ofGroup Personnel
Strengthening Career Formation and
Networking
Data

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Meiden Group Sustainability 2023

HOME

Sustainability

HR

DEI（Diversity, Equity & Inclusion）

DEI（Diversity, Equity & Inclusion）

DEI（Diversity, Equity & Inclusion）
PolicyBy respecting diverse personalities and providing fair opportunities, the Meiden Group will work to createa workplace and culture in which all employees can work with all their heart.

Promoting DEI
Against a backdrop of social changes such as globalization of business-to-business dealings,
diversification of attitudes toward work and values of employees such as work–life balance and working
at companies that maximize individual capabilities, as well as labor changes such as female workforce
participation and increased labor participation by the elderly, Meidensha is working to eliminate factorsthat prevent participation based on specific attributes such as gender, nationality, and parenthood, andconducting activities with the goal of becoming a company that allows personnel with diverse skillsets tomaximize their abilities and ties individual growth with organizational development, in a fair culture andenvironment, based on the awareness that it is necessary to transform into an organization in which
diverse personnel can participate.
Framework

The Diversity Policy Planning & Promotion Office, established in FY2022, was renamed the DEI Policy
Promotion Office in FY2023. Moreover, we established the DEI Committee, a body that makes decisions
concerning DEI policies and measures as a whole, with the company President serving as chair and theofficers responsible for the Human Resources Management Group and promoting sustainability serving
as vice chairs. Through this framework, we are stepping up the promotion of DEI. By raising awareness157

Meiden Group Sustainability 2023

and enriching training, we will improve employee productivity and creativity and foster a rewarding
workplace culture.
We value diversity and promote DEI so that every employee, regardless of gender, gender identity, sexual
orientation, nationality, age, and the like can maximize their individual abilities and play an active role inthe company. Moreover, by respecting diverse personalities and providing fair opportunities, we work tocreate a workplace and culture in which all employees can work with all their heart.

Strategy

DEI promotion road map
The Meiden Group began working for diversity in 2013. Starting with planning various programs forbalancing work and childcare/nursing care, initiatives were undertaken by a working team in the humanresources division until 2020. The team focused on supporting diverse work styles, work style reform, andpromoting the use of human resources. We launched the Diversity Project in 2021, established theDiversity Policy Planning & Promotion Office in 2022, and renamed it the DEI Policy Promotion Office in2023 to further accelerate the promotion of DEI as a management strategy.

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Initiative

Seminar on Unconscious Bias
Many respondents to an FY2021 employee questionnaire listed unconscious bias as a factor impeding
diversity. In January 2023, we invited an outside lecturer to lead another seminar on the topic after doing
the same in 2022. On the day of the seminar, the more than 300 participants, including managers andGroup company presidents, learned that knowing about, recognizing, and dealing with unconscious bias
can help establish an organization where each individual can play an active role.
We will continue to hold various seminars to create an organization and culture that accepts diverse
human resources and allows them to play an active role.
Promotion of Participation by Female Personnel
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.
In March 2021, we were granted Kurumin certification, as well as Platinum Kurumin, which is granted tocompanies that conduct higher-level initiatives as companies that excel in providing childcare support, by
the Minister of Health, Labour and Welfare.
As of now, we have formulated action plans in line with the purpose of the Act on Promotion of Women’sParticipation and Advancement in the Workplace and are implementing step-by-step measures by job
level for women from recruitment through to the young and mid-career classes and management-levelclass. We are also actively taking steps to encourage male employees to take childcare leave.

Eruboshi

Platinum Kurumin

Action Plan and System to Balance Work and Childcare/Nursing Care Based on the Act on the Promotionof Women’s Participation and Advancement in the Workplace
Increasing the proportion of female new graduates hired
Issues for the Company

Enhanced hiring of female new graduates to foster the next generation of managers

Targets

Proportion of female new graduates hired

・ Continuation of 50% of general administrative hires
・ Achievement of 20% of general technical hires
Content of initiatives

We will endeavor to provide more media contents and hold seminars for women, in order to enable women toform a clear career plan at the Company.

Time of initiatives

April 1, 2022 to March 31, 2025

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Meiden Group Sustainability 2023

Increasing the percentage of female managers
Issues for the Company

Continuous appointment of diverse human resources

Targets

Percentage of female managers

・ Target for FY2030: 12%*This is about three times the percentage in FY2022 (4.1%)
Content of initiatives

・ Assign human resources to different industries and use trainings at external organizations to enhance
experience・ Conduct detailed interviews to raise awareness of management and establish the mindset among relevant
employees
・ Use a supporting officer system to systematically train and assign young and mid-career employees

Time of initiatives

April 1, 2022 – March 31, 2030

Female officer appointment target
Issues for the Company

Development of diverse human resources at the management level

Targets

Female officer class (number of inside officers)

・ FY2024: At least 1
・ FY2030: At least 3 (of which, at least 1 executive officer)
Content of initiatives

・ Create opportunities to improve competencies and skills through top management training at external

institutions
・ Expand experience through transfer or assignment to other divisions
・ Foster self-motivation through interviews with officers
Time of initiatives

April 1, 2022 – March 31, 2030

Promoting utilization of childcare leave by employees
Issues for the Company

Increased rate of utilization of childcare leave by male employees

Targets

Achievement of childcare leave utilization rate of 100% by both men and womenContent of initiatives

We will notify employees of systems and promote understanding of superiors in the workplace in order toincrease the childcare leave utilization rate.

Time of initiatives

April 1, 2022 to March 31, 2025

Work-Life Balance Support System

・Up to 2 years of unpaid childcare leave (can be used even if the child is enrolled at a childcare center)

・

Paid maternity leave

・

System for shorter working hours during pregnancy

・System to support early return to work after unpaid childcare leave (additional annual leave)・

Payment of transportation costs to childcare center

・

System for shorter working hours during nursing care for as long as the care is required (4-day work
week is possible)

・

System for up to 730 days of unpaid nursing care leave

・

System for working from home or from a satellite office・

Expanded system to take leave for infertility treatment and system of shorter work hours for
employees receiving infertility treatment

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Meiden Group Sustainability 2023

・

Tie-up with company-operated childcare center・

Expanded welfare service menu (support for unauthorized childcare center fees and expanded
nursing care services, etc.)

・Short-term leave system to promote childcare leave for men (1 month paid)・Special leave to promote participation in childcare for men (spouse maternity leave)・Support for temporary childcare services (assistance with subsidies for day care center fees, etc.)

Improved Work Environment at Plant Construction Sites by Female Employees
The Plant Construction & Engineering Business Group is promoting the creation of environments whereon-site female staff can work comfortably.
Women share their opinions on points where improvements are anticipated in their daily work, and work
to improve workplace environments.
<Examples of Improvements>

・Female-only lockers have been installed, and lockers in changerooms have been changed from theprevious two-level type to a long type, so that long coats and dresses can be hung up.

・Signs that indicate who is using changerooms at a glance have been created for sites where officespace is limited and it is not possible to separate male and female changerooms.

・

Safety was increased by making helmets easier to access by placing them at a lower height.

・Placement of screens to reduce visibility has eliminated the need to worry about others whenentering and leaving restrooms. This also led to securing larger areas and creating cooler
environments away from direct sunlight.

Helmets are placed in a lower location than before.

A screen in front of a restroom

Introduction of Mandatory Retirement at Age of 65 and System to Extend Employment to Age of 75
In April 2020, Meidensha raised the mandatory retirement age from 60 to 65 years of age for all
employees. We have also raised the level of remuneration so that older employees can enjoy about thesame level of remuneration as when they were 60 years of age, depending on performance, in order tofacilitate more meaningful work for experienced senior employees.
In addition, we have established a dispatch company (MEIDEN MASTER PARTNERS CORPORATION) to
promote flexible workstyles to senior employees. For employees who wish to work reduced days/hours,

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we have established a system that allows them to transfer to Meiden Master Partners and work as
temporary employees at our office. We hope to promote successor development, improve quality, andenhance customer service by leveraging the knowledge and experience of senior employees more sothan in the past.
In January 2017, we introduced an “Elder System” that allows employees to work from the age of 65 to a
maximum of 70, and in October 2020, we raised the maximum age to 75.
Under this system, employees can continue to work after the age of 65 if they meet certain conditions,and veterans who have once retired can be rehired. Going forward, we will develop a workplaceenvironment where seniors can play an active role without worries.
Senior employment system
・

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 who apply)・January 2017: Introduction of the elder system

・

April 2020: Raised the mandatory retirement age from 60 to 65 years of age

・

October 2020: Revised the elder system (made it possible to work up the age of 75)

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 thescope 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 FY2023, we continue aiming toincrease the number of workplaces that welcome people with disabilities and promote company-wide
hiring activities while stepping up support for those already hired and working to create an environmentthat lets each person make the most of their strengths.

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

June, 2018

June, 2019

June, 2020

June, 2021

June, 2022

2.24

2.42

2.50

2.46

2.42

2.2

2.2

2.2

2.3

2.3

(%)
Statutory Employment Rate (%)

Initiative to promote understanding of LGBTQ
The Meiden Group includes correctly understanding LGBTQ people
as part of the basic policy on the promotion of understanding of
sexual minorities (LGBTQ), and is promoting the creation of anenvironment in which the sexuality and individuality of all people isrespected, and each employee is able to maximize their abilities andparticipate.
In FY2022, we issued the Meiden Group Human Rights Policy andalong with that, eliminated the question about gender on
employment entry sheets, provided basic training on LGBTQ issues,and established an LGBTQ consultation service. In October, weadded a new Meiden partnership system that treats employees’ defacto marriages (including same-sex marriages) the same as legal
marriages. We allow employees to identify as a gender that may bedifferent from what is shown on their family register.
The Meiden Group is also expanding our activities beyond thecompany by informing the public about our initiatives for the LGBTQ
community and sponsoring banners at Pride events near and far. In
recognition of these efforts, we earned the highest rating of Gold inPRIDE Index 2022, a program of an organization called “work with
Pride” that evaluates efforts to promote understanding of the
LGBTQ+ population and other sexual minorities.
In June 2023, we conducted basic LGBTQ training to promote
understanding of this population. More than 1,200 participants,
including managers and Group company presidents, attended theevent. LGBTQ persons gave presentations that drew a positive
response from participants, who said the event had changed theirperceptions.
We will continue to spread correct knowledge and understanding ofdiverse sexualities, ensure that prejudice, discrimination, andharassment based on sexual orientation and gender identity areprevented, and foster a workplace culture that enables all employees
including LGBTQ members to work enthusiastically and maximize
their abilities.

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Enabling Global Human Resources to Participate Actively
As an aspect of our effort to promote DEI, the Meiden Group employs people irrespective of nationality,and non-Japanese employees are active in various fields and occupations after joining the company. We
also take account of religious considerations (for example, providing prayer space) and support nonJapanese employees in various ways so that they can get used to work and life in Japan as soon as
possible. We also appoint their training personnel individually and provide various kinds of support toeach employee to help improve their work skills.
To further grow our business overseas, moreover, we believe it essential to appoint local staff to the roleof president at local subsidiaries. To develop candidates for this role, we are cultivating a management
mindset through periodic interviews of management candidates by the responsible officers of eachcompany. Along with this, we run coaching programs to enhance the management skills of candidates for
management.
Non-Japanese Employees Appointed to Management (Entire Group)
Target
Non-Japanese presidents of local subsidiaries

FY2024: At least 3

FY2022
1

FY2030: At least 5(of which, at least 1 executive officer)

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HOME

Sustainability

HR

Labor Practices

Labor Practices

PolicyBasic 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 aredetermined to achieve sustainable growth by focusing on employing and developing competentpersonnel and creating an environment where each person can derive pride and fulfillment from theirwork.
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.
DEI

Labor Practices Policy
Employment Policy
We are creating an employment framework that enables a diverse range of employees to maximize theirpotential, 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.
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 weighton the results of both executives and regular employees in order to reform and enhance corporatecharacter, 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

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to mutually confirm objectives and results indicators, etc., between superiors and subordinates throughobjective-setting interviews and objective management results interviews to ensure that there is nodiscrepancy 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 employeesthat 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 theevaluator 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.

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 importantmanagement 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 systemand 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 samefunctions 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 andproductivity 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
FY2024 targets

Achieved Zero

Average hours of overtime

Total actual working hours per year

19 hours/person-month

Under 1,800 hours/person* Average overtime hours, and total actual working hours per year are the average figure per person at
Meidensha and Meiden Engineering

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Total actual working hours per year

Total actual working hours per year

FY2018FY2019FY2020

FY2021

FY2022

2,027 hours/year

1,985 hours/year

1,990 hours/year

1,977 hours/year

1,959 hours/year* *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 acompany-wide disaster response headquarters in the event of disaster.

Meiden Plaza at Headquarters. The layout is easy to use by both individuals and groups.

Satellite office at Nagoya Works. The interior offers a colorful space and seating of various types.

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 tooperate 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

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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

Major Initiatives
1. MBO Performance Measuring

In order to ensure high evaluation transparency, we use the MBO (management by objectives) performance measuring

Systemsystem 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 forpeople 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 offamily 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.

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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, suchas sports festivals, provide opportunities for employees and their families to socialize, and they havebecome 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-faceevent 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

Online Field Day

Soft tennis club event

Cultural club event

Walking event

Softball tournament

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 arepromoting 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 explainthese to employees. That period of time varies depending on the nature of the change.

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Employee Awareness Survey
We conduct an annual employee awareness survey for all employees. Each year, the response rate isclose to 95%, demonstrating how much our employees value the survey. The survey comprises sevensections, which are “vision and management policy,” “motivation,” “career,” “management,” “evaluation
systems,” “diversity,” and “workplace environment.” The purpose of the survey is to statisticallyunderstand 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 andinitiatives 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.
Results Data

HR Data
Basic Data
Employees (only Meidensha)
Units
Number of employees(non-consolidated)

Domestic subsidiaries

Overseas subsidiaries

Number of consolidated
employees*1

Number of foreign
employees(non-consolidated)

Domestic subsidiaries
Number of foreign
employees

Overseas subsidiaries
Number of foreign
employees

Number of foreign
consolidated
employees*1

FY2020

FY2021

FY2022

Male

People

3,371

3,431

3,425

FemalePeople

571

596

614

Total

People

3,942

4,027

4,039

Male

People

3,056

3,242

3,287

FemalePeople

469

484

494

Total

People

3,525

3,726

3,781

Male

People

1,642

1,733

1,595

FemalePeople

358

437

401

Total

People

2,000

2,170

1,996

Male

People

8,069

8,406

8,307

FemalePeople

1,398

1,517

1,509

Total

People

9,467

9,923

9,816

Male

People21

19

25

FemalePeople

11

10

10

Total

People

32

29

35

Male

People61016FemalePeople

2

2

3

Total

People

8

12

19

Male

People

1,510

1,597

1,460

FemalePeople

354

434

399

Total

People

1,864

2,031

1,859

Male

People

1,537

1,626

1,501

FemalePeople

367

446

412

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Meiden Group Sustainability 2023

UnitsTotal

FY2020

FY2021

FY2022People

1,904

2,072

1,913

％

13.8

14.3

13.5

Male

Age

42.9

43.8

43.3

Female

Age

43.4

43.6

42.8

Total

Age

43.0

43.8

43.3

Male

Years

18.7

18.4

19.0

Female

Years

20.0

19.1

19.1

Total

Years

18.9

18.5

19.0

Male

People

973

985

968

FemalePeople404551Foreigners

People

6

5

5

Male

People

214

215

201

FemalePeople544Foreigners

People

0

0

0

Male

People

642

672

680

FemalePeople23

25

29Foreigners

People

665

697

709

Male

People35

34

36

FemalePeople111Foreigners

People

0

0

0

Male

People24

25

30

FemalePeople000Foreigners

People000Managers

％

3.95

4.37

5.00

Management positions

％

3.46

3.59

4.09

Managers of level of

％

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

％

2.20

2.30

2.30

Male

People75

69

69

FemalePeople

5

11

20

Total

People

80

80

89

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

Yen7,508,585

7,368,835

7,428,633

Proportion of all employees accounted for bycontractors and temporary workers
Average age

Years of employment

Number of managers*2

Managers of level ofgeneral manager orabove*2

For reference: Numberof management
personnel

Officers*2

Executive officers*2

Proportion of women*2*3

general manager orabove

disabilities
Number of employees
leaving the company(voluntary)

Rate of employees
leaving the company(voluntary)*6 *7

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Meiden Group Sustainability 2023

*1

Applicable organizations: The Meiden Group*2

As of March each year

*3

Number of female managers are divided by number of total managers.

*4

Applicable organizations: Meidensha and special subsidiary*5

Legally 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

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

*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, 2023)
Male

FemaleTotal

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

Graduate Recruits (only Meidensha)
Junior/technical

University graduate

college
Male

FemaleTotal

graduates

High school

Total

graduates/other

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

* 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

Female2016.4 －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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Meiden Group Sustainability 2023

Work Style-Related (only Meidensha)
Units
People taking maternity leave
Male employees whose spouses gave birth during the

FY2020

FY2021

FY2022People

6

12

17

Male

People

76

90

101

FemalePeople

5

11

18

Total

People

81

101

119

Male

People

4

7

14

32

29

57

current fiscal year*1
Female employees who gave birth during the current
fiscal year

People who took parental leave(within 1 week)

FemalePeople

5

11

18

Total

People

41

47

89

Male

％

47

40

70

Female

％

100

100

100

Total

％

51

47

75

Male

％

100

100

100

Female

％

100

100

100

Total

％

100

100

100

People taking family care leave

People300Average 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

Rate of People who took parental leave

Rate of return after leave of absence for child care
purposes*1

The number for men includes special leave (not legally required) for spousal maternity.

*2

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 Underwent a Periodic Review of Results and Career Development (only Meidensha)
Units
Proportion of employees that receive feedback
interviews

FY2020

FY2021

FY2022

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

％

95.5

93.5

93.9

％

95.3

95.3

94.0

employees
Total

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HOME

Sustainability

HR

HR Development

HR Development

As society matures, people’s values are diversifying and the forms of happiness they seek and the ways
they work are changing. At Meiden Group, we see our Employees as human capital. To maximize its
corporate performance, the Group needs to enhance each employee’s abilities (A) and motivation (M) andcreate opportunities(O), and environments where all employees can play an active role. This AMO
framework is the basis of the Meiden Group’s thinking about human capital.
PolicyHR Development Policy
Transform the training system from company-led to proactivity of trainees, aiming to develop human resources with the autonomy to think and act on their own.

1.

People are the source of value creation, so we will make investment in human resources a higher
priority and make human resources a pillar of management.

2.

Learning should be proactive based on the diversity of individuals, so we will become a group of
professionals who use their individuality and talents as strengths.

Plan and Targets

We implement many training programs to encourage employee growth in different aspects as an
employee, member of society, and professional.
The Medium-Term Management Plan 2024 aims to strengthen human capital in conjunction withsustainability management, and will focus on further human resource development so that diverse
human resources can accept each other's individuality and make the most of their abilities. As part ofthis, we are promoting growth through opportunities to work with diverse personnel, such as our system
of bringing overseas local staff to Japan for study, coaching programs at overseas subsidiaries, theforeign trainee system, and the overseas assignment system.

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We are also enhancing our innovation education so that employees have the creativity and drive to try
new things without being trapped by conventional ideas and methods, and fostering an environment
conducive to innovation. For example, we are making opportunities to challenge and play an active role asa member of the Business Development Division, which recruits employees from within the company to
try creating and launching new businesses.
Organization

Training system

Level-Dependent CurriculumThis training facilitates understanding of the roles, abilities and skills required of each age group or
qualification level. Smooth growth and implementation are expected from this training.
Selective ProgramThis training hones the way of thinking, skills, and practical abilities to solve management problems withthe aim of enhancing management capabilities.
Optional ProgramThis training teaches the knowledge and skills necessary for employees to achieve their own careergoals.
Technical Training
This training teaches product knowledge according to the technical level of the employee.

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Self-Development and Acquisition of Qualifications
When the prescribed correspondence course is completed, we will cover 60% of course fees or the fullamount if completed with high grades.
We provide incentives for acquiring prescribed public qualifications at the time of acquisition.
Initiatives

Development of Personnel with Abilities to Implement and Promote Our Business
Strategy
Enhancing Motivation
Meidensha strives to respect individual diversity and draw out each employee’s independence andmotivation. To that end, we have launched “My Vision/My Challenge,” an initiative for employees to reflect
on their own life vision, compare it to the company’s vision, and put into words what challenges they willtake on in the company (“My Challenge”). In FY2022, members of upper management put their “My
Vision/My Challenge” into words.
Also, the program is scheduled to be expanded to executive officers and managements, in FY2023.
Spreading the Sustainability Vision

Extensive Technical Education
Meidensha has long provided technical training to help employees acquire specialized skills and improvetheir practical abilities. However, in order to strengthen the technical skills of younger employees, wehave been providing training since 2018 for both technical and administrative staff to learn about
electricity, which is essential for understanding Meidensha's technologies and products. In FY2019, we
added ICT training, and we have been providing training on ICT fundamentals and design thinking, which
will be crucial to achieving digital transformation. The following are initiatives we stepped up in FY2022.
(1) Introducing hands-on ICT training for new employees(2) Developing textbooks for basic electricity training, by working with factory departments(3) Providing negotiating skills training for young employees in the sales and engineering departments

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Meiden Group Sustainability 2023

Acquisition and Transmission of Techniques and Skills
The technical training center Manabi-ya, located at the Numazu Works, is intended for the early
development of engineers and the passing on of technology and skills. It provides technical and skills
training, led mainly by experienced employees, and programs for the systematic training of engineers andraising the level of their work. Maintenance engineers in particular study for one year at the technicaltraining center to learn maintenance skills. The center also offers experience-based training using virtual
reality (VR), augmented reality (AR), and mixed reality (MR). We are making increasing use of these tools
for safety and technical training. In FY2022, we enhanced our VR and AR training, for example byproducing new training content on the structure of wind power generation equipment (nacelles).

Technical training center (Manabi-ya) (opened in OctoberBlackout procedure training using MR

2020)

Developing the Next Generation of Group Personnel
Systematic Development of Management Personnel
We offer the Career Development Management Program, a new training program to systematically andstrategically develop the next generation of personnel.
We aim to develop personnel that can think and act with a broad perspective and outlook that exceed thebounds 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 theirown 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.
We have also newly added a young employee program to selective training in order to systematicallydevelop the next generation of management personnel for the medium to long term.
In addition, by introducing the Innovation Professional Development Program for the next generation ofmanagement and having them experience different fields with various human resources development
measures, we aim to enhance their creativity by helping trainees absorb a variety of knowledge andbroaden their experience, as well as to foster an innovation mindset.

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Meiden Group Sustainability 2023

Systematic Development of Management Personnel

We also train the general managers of each business on the knowledge and skills they need in the current
management environment. These include finance and accounting training, which is essential for accurate
decision-making, and training in unconscious bias, psychological safety, and anger management as partof promoting DEI. We also send general managers to outside seminars to build up their organizational
capabilities.
Local Staff Development
Since FY2018, 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 theknowledge necessary for top management positions in the Meiden Group. We also offer coaching
programs with the aim of organizational development, focusing on executive candidates from overseas
subsidiaries. This Group-wide interaction of personnel and creating personal connections will bring the
Meiden Group together.

Strengthening Career Formation and Networking
Raising Awareness of Career Formation
We conduct a rotation system to systematically develop young employees. Based on a rotation model,
individuals share their career plans with their workplaces and the HR Department, and we implement
rotation through regular interviews, etc. Having young employees experience a variety of jobs supports
early development of their ability and raises their awareness of career formation.

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Also, as people’s values grow more diverse, employees are becoming less passive about their careers andmore self-reliant. For that reason, Meiden Group established a new specialized Career Consultation
Service in FY2022. Employees of all ages are free to use the service, and we are stepping up support sothat every employee can further demonstrate their abilities and play an active role in the company.
Revitalizing the MFC Mentor System
In FY2016, we introduced the MFC mentor system for the purpose of strengthening internal connections
between young employees and building an atmosphere of professional development. The MFC 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. We refer mentors as “seniors” and mentees as “juniors.” We also
have groups consisting of multiple pairs, which we call them “families,” that create bonds that go beyond
divisions and business units. We provide further impetus to activities by holding social events forfamilies, and by establishing a Promotion Committee for young employees to plan and implementcompany-wide activities.
Composition of MFC Families

Results Data

Data
Number of Participants in Each Type of Training(Total participants)
Training TypeFY2019FY2020

FY2021

FY2022

Hierarchical program

2,181

2,463

2,569

2,672

Selective program

123

130

135

136

Optional program

314

147

409

2,357

Technical training

934

1,090

1,603

1,231

Education conducted by

8,049

7,111

10,09625,125

11,601

10,941

14,812

31,545departments
Total

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Meiden Group Sustainability 2023

Data Concerning Professional Development
Item
Total expenses of education

FY2019FY2020

FY2021

FY2022

104,590,000 yen

114,500,000 yen

133,428,000 yen

151,648,000 yen

48,385 hours

51,583 hours

56,050 hours

78,686 hours

and training*1
Total hours of education andtraining*2*1

Company-wide total, including expenses for training conducted by each department. Excludes personnel expenses for trainers and management and administrative expenses fortraining facilities, etc.

*2

Training days x designated work hours x number of participants (training conducted by the HR Department. Excludes OJT and remote training).

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