HOME

Sustainability

SocialSocial

Product Responsibility
Product Responsibility
Quality Policy
Quality Assurance System
Strengthening Quality Control
Connecting with Customers, Monitoring Facilities, and Supporting Peace of
Mind
Developing Human Resources to Support the Supply of High-quality Products

Supply Chain Management
Supply Chain Management
Promotion of Sustainability that Involves the Entire Supply Chain
Risk Evaluation
Building a Sustainable Supply Chain
Communication with Business Partners
Increasing Business Partners Engagement
Enhancing Group Procurement Systems (education of procurement managers)

Human Rights
Human Rights
The Meiden Group Human Rights Policy
Relief and Remedy
Promotion Framework
Initiatives for Identifying Prominent Human Rights Issues

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Occupational Safety and Health, Health & Productivity Management
Occupational Safety and Health

Health & Productivity Management

Initiatives Based on Top Management’s Safety and Health Management Policy

Health promotion: Aiming to maintain and improve the health of employees
The Meiden Group Health & Productivity Management Policy Statement

The Meiden Group Organization System for Occupational Safety and Health andMeiden Group Health & Productivity Management Strategy Map

Health & Productivity Management

The Meiden Group Organization System for Occupational Safety and Health andSupervision of Safety and Health Led by Top Management

health & productivity management

FY2022 Results

FY2022 Results of Occupational Safety and Health Initiatives

Occupational Safety and Health Management System

Health & Productivity Management Indicators (only Meidensha)

Health and Safety Risk Assessments

Health Training Attendees (Whole Group)

Safety and Health Indicators

Health Promotion Measures

Safety and Health Initiatives

Handling of International Travelers

Community
Community
Policy on Local Employment and Procurement
Social Contribution Policies
Contributions to Local Economies
Community Investment
Social Contribution Activities (Examples and Results of FY2022 initiatives)DX
DX
DX at the Meiden Group
Aggressive DX: “Transformation of Business Models
Defensive DX: “Transformation of Core Business and Business Management”
Establishment of DX Promotion Infrastructure Development of Digital Human
Resources

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HOME

Sustainability

Social

Product Responsibility

Product Responsibility

PolicyQuality Policy
Basic Policy“Illuminating a more affluent tomorrow”“For customer peace of mind and satisfaction” Aspiring to continue meeting the expectations of ourcustomers and society, and to provide high-quality products and services by valuing the spirit ofcraftsmanship (Monozukuri), we will help our customers solve issues by strengthening quality
control and stepping up activities to eliminate defects.

Plan and Targets

Under Medium-term Management Plan 2024, we will promote initiatives to improve quality with thequantitative target of reducing the number of defects and the cost of rectifying defects by half in FY 2024
in comparison with FY 2020 results over four years, and contribute to increased profits by increasing
customer satisfaction and reducing unnecessary costs.

Organization

Quality Assurance System
Under the direction of the President, who is our chief executive officer, and the Executive Committee, thehead of the Quality Control Management Unit (Executive Officer, Masami Ogawa) oversees quality
management for the whole Meiden Group. The quality assurance (QA) promotion system comprises theGeneral Manager of the Quality Control Management Division, and members including the quality
assurance managers of each business unit. We engage in activities such as sharing quality information
and roll-out of policies to other business units at Company-Wide QA Promotion Committee

and eachbusiness unit’s QA Promotion Committee, etc.

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Quality Assurance System

Quality Assurance Activities and Quality Risk Management
The Meiden Group conducts initiatives in each business unit for quality assurance and quality
improvement according to the President’s Quality Management Policy. We comply with relevant laws, wehave created quality management systems based on ISO9001 not only for production divisions, but foreach business unit including sales divisions, technical divisions and for each Group company, with afocus on manufacturing companies, and we are implementing quality assurance measures.
In order to maintain and improve said systems, we conduct ISO9001 internal auditor education for all
Group companies in order to improve the skills of internal auditors.
Furthermore, if there is a quality issue that is likely to have a severe effect on society, such as a blackout,a stoppage of water supply, or a recall, we handle the matter in accordance with stringent rules to ensureswift and appropriate action through reporting to management and sharing information with specialist
divisions, relevant divisions, and relevant business units, etc.
Response Flow for Quality Issues

ISO 9001 Acquisition Record (as of FY2022)
Eligible sites

Certified sites

Rate of acquisition

Meiden Group (Japan)

2222100.0％

Meiden Group (International)

12

12100.0％

Whole Meiden Group

32

32

100.0％

Quality Activity Cycle
Each fiscal year, each business unit drafts a priority quality policy for their own business unit, promotes
activities such as CS activities and defect elimination activities based on the President’s Quality
Management Policy and the directions of the top management, etc., with the aim of increasing customer
satisfaction.

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Quality Activity Cycle

Initiatives

Strengthening Quality Control
Inspecting our own operations to ensure that we do not make defective goods nor allow them to come inor go out to achieve reliable quality control.
To improve quality, the Meiden Group determines what points to control and carries out its activities
under our policy of not making defective goods nor allowing them to come in or go out.
(1) Reducing defects in outsourced and purchased products
・

Analyze any defects that surface in order to reconsider inspection standards and systems,
thereby preventing defects from getting in.

・

Support efforts to enhance management by auditing and providing instruction to subcontractors
based on the analysis results, thereby improving the quality of outsourced and purchased
products.

(2) Reducing defects from insufficient consideration and inattention
Reduce defects caused by insufficient consideration: Use design FMEA and process FMEA to better
identify risks, thereby preventing defects caused by insufficient consideration.
Reduce defects caused by inattention: Reconsider QR maps, procedures, and standards and ensurethat workers understand them, thereby preventing human error.
(3) Reducing internal defects
Analyze any defects that occur in our processes (internal defects) and ensure that corrective
measures are taken, thereby preventing defects from getting out to subsequent processes.
(4) Preventing outflow of defects
Clearly specify which tests should be conducted internally and which should be conducted on-site,and make sure they are conducted.

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In particular, under Medium-term Management Plan 2024, we analyzed the results of Medium-termManagement Plan 2020, and identified Meidensha’s weaknesses. We are overcoming our weaknesses
and promoting improvement of quality management by conducting the following activities at allcompanies.
Improvement at the Supplier Management Level
The quality of outsourced and purchased products varies widely according to the technological level ofsuppliers. We believe it is important to understand the technological level of suppliers and to provide
instruction for improvement. To that end, we conduct quality audits and instruction of suppliers, whichleads to a reduction in defects of outsourced and purchased products.
Reform of Receiving Inspection Items
In addition to improvement at the supplier management level, we conduct inspections of outsourced andpurchased products in the course of receiving inspections, and prevent flow of defective products into
internal processes. We promote optimization of inspections by comparing receiving inspection items ofeach business unit for each type of product and conducting an overall evaluation.
Identification of 3H* Risks and Response Measures
Using design FMEA, we conduct DR that clarify new points, changes, usage conditions, etc. For mass
produced products, we prevent process faults by focusing on changes in the process FMEA, which leads
to a reduction in defects. A risk map is used to assess the level of risk and create a mechanism for
efficiently identifying risks by clearly stipulating the level of DR.
*

3H: Hajimete “first time,” Henkou “change,” Hisashiburi “first case in a long time”)

Improved Quality of DR (design review)
We clearly state the levels of DR to be conducted by determining the level of risk using the risk map. For
DRs that are deemed to be especially important, we operate a “key person system” wherein experts ineach product field are nominated and asked to participate in the DR. Through DR by experts, we create anenvironment where extensive content is considered and risks can be identified, which results in highquality DR. In order to facilitate nominating and requesting the participation of experts in DR throughout
the organization, a list of registered key persons is made available throughout the company. Furthermore,
we have created and we implement and strictly manage a system of notifying managers andadministrators of remaining items so that processes do not proceed without resolving matters that have105

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been identified and matters that require consideration, etc., through DR by the deadline that has been set,in order to reduce the risk of defects arising from unresolved matters.
Utilizing the past defect cases
We have created and operate a system to convert information about defects that have arisen into easily
applicable knowledge and to facilitate the accumulation and application of this knowledge. We then apply
this knowledge to subsequent development and design to ensure that similar defects do not arise in the
future.
Establishing and Complying with Standards and Procedures
We manage management items and methods in each process through a Quality Control Process Chart(QC Process Chart) that we call the QR Map. By applying this QR map, we are able to ensure that all tasks
are completed and that everyone completes tasks at the same level, which enables us to reduce the riskof defects arising due to the variations among personnel. This QR map is linked to standards andprocedures to promote tasks in each process. We limit recurrence of past defects and occurrence ofsimilar defects by conducting an overall examination and revision of these standards and procedures toensure that their content relates to prevention of recurrence of defects or occurrence of similar defects.
Furthermore, we encourage filling in the Quality Control Process Chart (QC Process Chart) so that theimplementation status can be confirmed by third parties.
Preventing Outflow of Defects
We must not allow any defects to leave the Company. In order to achieve this, it is important to conduct
thorough testing. There are many products for which it is not possible to conduct all tests in-house.
Therefore, we clearly differentiate tests that should be conducted in-house and tests that should be
conducted on-site, and make sure we conduct them accordingly.
Analysis Technology to Prevent Defects for Parts and Materials
At the Materials & Semiconductor Device Analysis Center, we promote activities to improve productquality and prevent defects through analysis and reliability evaluation of semiconductor devices andmaterials that are used in our products, adopting “improving product quality,” “creating new products,”
and “consideration for the environment” as our basic policies.
If new parts and components such as semiconductor devices are used, they do not only undergo
evaluation of variation in electrical characteristics and failure analysis, but (1) they undergo nondestructive inspection, (2) they are removed from packaging and further examined, and (3) the internal
structure is examined by taking cross-sections etc., to evaluate whether they comply with internal
standards. We also actively work to achieve long-term reliability and have a system of checking thepotential effects of a range of stresses such as heat, humidity, and corrosive gasses.
Also, we acquired laboratory accreditation (ISO/IEC 17025) for RoHS restricted substances in response to
the tendency to revise RoHS directives for environmental regulations, in order to provide products forcustomers to use.

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X ray transmission observation of electronic components

Evaluation of electrical characteristics of semiconductor
devices (power device analyzer)

Coexistence of Limit State Design and Product Quality
At the Analysis Center, we conduct research and development relating to improving the precision ofvibration analysis and obtaining more material strength data in order to achieve both productcompetitiveness and product quality through limit state design. If product components are made as small
and light as possible, strength can be an issue where it was not in the past. We are therefore improving
the precision of vibration analysis by conducting vibration analysis and testing of each component andwhole product. We have also introduced high-speed fatigue testing equipment to obtain more complete
strength data for materials such as copper, which is used in heavy electrical products.
For example, when conducting vibration resistant design for the switchboard of electrical equipment, weachieve reliable products by conducting vibration resistance analysis simulations from the initial design
stage, and conducting detailed evaluations of actual machine equivalent models once design iscomplete. Furthermore, we conduct evaluation of product life by comparing results of vibration analysisof rotating machinery and materials strength data.

Structure analysis of switchboard

Ultra-high cycle fatigue testing of copper

Activities to Prevent Defects in Mass-produced Products·For mass-produced EV products, we are working to thoroughly manage quality in the following ways.
(1) Manufacturing automation: Improve automation and eliminate human error(2) Image analysis: Detect missing goods, detect position of screw holes and cables, manage fastening
positions, etc.
(3) Temperature management: Manage shrink-fitting conditions and manage adhesive setting
conditions, etc.

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(4) Centralized process data management: Link with a traceability database
Expansion of Remote Product Inspection Before Shipping
Due to the impact of the COVID-19 pandemic, it has become difficult to conduct pre-shipping productinspections by customers visiting our factories, as before, so we started remote pre-shipping inspections.
At these remote pre-shipping inspections, by connecting the inspection factory via PC screen, customers
at a remote location can check the status of the inspection by viewing three screens: an image of theentire inspection site, an image of the inspector's hands taken up, and an image of the inspection
certificate. Customers can talk to on-site inspectors through an internet meeting system using a
microphone and a camera.
In addition, we established the Meiden Standard System to conduct remote pre-shipment inspections androlled out ideas and initiatives to meet the new needs of customers, such as by automatically inputting
inspection results in the inspection certificate in real time, by transmitting measurement data frommeasurement devices such as products’ external dimensions and coating thickness, etc. Going forward,
we will continue to promote expansion of products and factories, while achieving overall improvement bymanaging and rectifying issues and carrying out remote pre-shipment inspections.

Development and Introduction of Image Inspection Equipment for Surface Coating
We have developed and introduced surface coating image inspection equipment to quantitatively
investigate the quality of coated surfaces. We are able to prevent variation in quality checks by replacing
external visual inspection of metal sheets used for switchboards, etc., with image analysis that quantifies
color irregularities and roughness. For the inspection, the inspector takes a photograph of the coatedsurface of the metal sheet using a microscope that incorporates a CCD camera and an LED light. We areable to check the accuracy of the data by loading the photograph data into a PC, quantitatively measuring
the exterior of the coated surface, and acquiring the image data in real time. In the past, half of the items
that were deemed to be defective by pre-shipping inspection using switchboards and control panels only
had a defective surface coating, and were able to be shipped after recoating or polishing. By introducing
this equipment, we are able to reduce the cost of recoating and polishing because of defective surface
coating by reducing the number of defects due to quality of coating to zero. Going forward, we aim toreview conditions such as the amount of coating and time spent polishing and washing, optimize coatingprocesses, reduce cost, and shorten time, using coating accumulated evaluation data.

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Surface coating image inspection equipment

Quality Kaizen (Incremental Improvement) Activities at Overseas Subsidiaries
For overseas subsidiaries, we have introduced a mother factory system in which the domestic production
plant is in charge of starting up production and providing training guidance for overseas subsidiaries. We
provide support and guidance for overseas subsidiaries through the mother factory, which excels intechnology, development capabilities, quality control, etc., and is fully equipped with comprehensive
management capabilities for plant operations. We work to increase the competitiveness of overseas
subsidiaries and promote further globalization by actively providing support such as dispatchingengineers and managers from Meidensha and providing the required technology.

Initiatives

Connecting with Customers, Monitoring Facilities, and Supporting Peace of Mind
Meiden Customer Center
The Meiden Customer Center is the point of contact for inquiries and trouble calls for all Meiden Group
products. It responds promptly to customer situations by working closely with sales and engineering
departments, factories, and nationwide service centers. Meiden Customer Center operators are standingby 24 hours a day all year to monitor customer facilities and support their stable and optimal operation.
We also analyze the customer comments that come into the Meiden Customer Center and apply the
feedback to our craftsmanship and the services we offer to increase customer satisfaction.

Meiden Customer Center offers 24-hour support all year

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ISMS (Information Security Management System) Certification

Our remote monitoring service connects the Meiden Customer Center with Meiden Group products
installed in infrastructure facilities and renewable energy power stations. The service monitors theoperating status of customers’ facilities and, if an abnormality occurs, asks maintenance service
personnel to address the situation or even makes the first response to the failure itself. In addition,equipment operating data is collected and monitored at fixed points and centrally managed in the Meiden
Customer Center. This allows us to analyze trends in equipment abnormalities and issue periodic
diagnostic reports.
The customer center analyzes and uses data such as equipment operating information, past trouble
history, plant design information, and on-site maintenance information to develop suggestions forcustomers to help them do appropriate maintenance, lower life-cycle costs, and reduce greenhouse gas
emissions.

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Initiatives

Developing Human Resources to Support the Supply of High-quality Products
Education Relating to Quality Management Technology
In order to increase all employees’ awareness of quality and impart basic knowledge of quality
management, we conduct education relating to quality management technology for all employees thatare involved with manufacturing, even if they are not directly connected to the Production Business Unit.
We conduct training that includes drills relating to the role of quality management, how to promote
improvement (Kaizen), seven tools for quality control, analysis based on the five whys, and supplierengagement education, etc., for each level of employee such as new employees and group leaders. We
are in the process of rolling out the curriculum for Japanese and overseas subsidiaries.

Training scene

Facility Maintenance Skill Training for Safe and worry-free Operation
At the technology center adjacent to Numazu Works, we conduct training programs for workmanship andtechnical skills maintenance engineers. We raise engineers who contribute to the stable, safe, andefficient operation of customers’ equipment through practical training using real equipment.
Instructors are veteran engineers with extensive real-world experience and the curriculum is formulated toallow participants to touch and experience actual equipment, such as extra high-voltage and high-voltage
receiving substation equipment, computers, power converter equipment, generators, and rotatingmachinery. Maintenance training is conducted each year for customers to whom Meidensha’s products
have been supplied. Participants deepen their understanding of the internal composition of machinery
through cross-sectional models of products, and gain experience of actually operating disconnecting
switches and circuit breakers, testing protective relays, and using generating equipment and inverters,
etc.
As one of our 120th anniversary projects, we have granted internships to two Thai university students
each year since fiscal 2017, and we have conducted technical education for these two university students
in fiscal 2019 as before.
At Manabi-ya, which is the new technical training center established at Numazu Works in October 2020,
we have constructed an educational system utilizing AR(augmented reality), and are using the latest ICT
technologies, such as the experience of maintenance at virtual full-scale facilities, the visualization ofinvisible power distribution ranges, and the reference of veteran workers' working know-how to smoothly
pass on technologies in the maintenance and service fields, where actual on-site experience is required,as well as to quickly development young workers and improve technical capabilities.

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Thai university student internships (product observation)

Technical training (creating sequencing circuits forrotating machinery)Transmission of Skills Using Eye Tracking
We introduced the line-of-sight analysis tools called “Eye Tracking” and began an initiative to visualize thehand and eye movements of skilled worker who has “good intuition” and “knacks” for the purpose oftransferring the skills and knowhow of skilled worker to the next generation.
The line-of-sight analysis tools, “Eye Tracking” is glasses with built-in small cameras. When worker wears
this glasses, the central camera records the field of view and captures the movement of the hand. By
having skilled worker wear these glasses, it is possible to visualize fine hand and eye movements thatwere previously in tacit knowledge domain. Furthermore, having a skilled worker explain what ishappening on the recorded video makes it possible to elicit their criteria and other aspects of the work
and include them in manuals.

The line-of-sight analysis by Eye
Tracking

Results Data

Number of Legal Violations Relating to Quality (as of FY2022)

Meiden Group (consolidated)

FY2020

FY2021

FY2022000Quality Management Education and Training Results (FY2022 Results)

Group leader training

Times conductedParticipants

Outline1

18

Training to learn the quality control and workplace
improvement techniques required of technicalgroup leaders

ISO 9001 Internal Auditor Development

5

151

CourseTraining to learn the knowledge needed by internal
auditors to continuously improve the ISO 9001
quality management system

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HOME

Sustainability

SocialSupply Chain Management

Supply Chain Management

PolicyThe Meiden Group promotes sustainable procurement in conjunction with business partners, in order tocontribute to the realization of a sustainable society.
Whilst the Corporate Code of Conduct is based on our Corporate Philosophy, we ask all of our business
partners (suppliers) to conduct activities in accordance with our Basic Procurement Policy for CSR items
that cover all of our business endeavors.
The Meiden Group Basic Procurement Policy
All of our procurement activities are based on the Meiden Group Corporate Code of Conduct.

Actively Promoting Responsible Corporate Conduct(1) Embody our procurement principles along with our suppliers, and build a sustainable supply chain(2) Promote environmentally considerate procurement activities, and contribute to global environmental conservation along with our suppliers(3) Eliminate use of conflict minerals, which are a source of funds for armed groups that repeatedly engage in inhumane acts such as slavery, forced labor,child labor, and abuse.

Plan and Targets

The Meiden Group promotes enhanced supply chain management based on the basic policy of “Mediumterm Management Plan 2024.”
We are working to conduct fair and impartial transactions, and to improve sustainability further whilestrengthening partnerships to help business partners understand the importance of promoting
sustainability in the supply chain. Furthermore, we hope to promote legal compliance, environmental
conservation, and community contribution activities, etc., with our business partners, with the aim ofachieving mutual sustainable development.
We are continuing activities to support the acquisition of environmental management systems (EMS)
certification by our business partners and enhancing sustainability promotion by building partnerships
such as through follow-up education after EMS certification has been acquired, information security
measures, and support for health and safety measures.

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Initiatives

Promotion of Sustainability that Involves the Entire Supply Chain
Co-creation with Sustainability Partnerships
We defined the term “Sustainability partnerships” to specifically articulate the Meiden Group’s ideal form.
Sustainability partnerships fulfil the role of achieving the Meiden Group’s goals of creating personalhappiness and a sustainable global environment. Fulfilling the role of sustainability partnerships throughbusiness activities will lead to the realization of our ideal society.
When signing new contracts with suppliers, we ask them to comply with the Meiden Group Sustainable
Procurement Guidelines. These cover human rights, labor, health and safety, the environment, fair tradeand ethics (including prohibition of corruption and bribery), and other matters.
To help them understand our approach to supply chain management, we have distributed the Guidelines
to approximately 1,600 of our domestic suppliers.
The Meiden Group Sustainable Procurement Guidelines were drafted with reference to the Japan
Electronics and Information Technology Industries Association (JEITA)’s Responsible Business Conduct
Guidelines (March 2020 edition).
Dissemination and Explanation of the Procurement Policy to Business Partners“We give a copy of the Meiden Group Sustainable Procurement Guidelines to every new supplier at thestart of business.” We ask each new supplier to become thoroughly familiar with the guidelines and put
them into practice.
We directly request for our Business Partners to comply with both the Meiden Group Basic Procurement
Policy and the Meiden Group Sustainable Procurement Guidelines at the production plan explanatory
meetings held at each of our production site.
The Meiden Group Sustainable Procurement Guidelines are available in three languages: Japanese,
English, and Chinese.

Meiden Group Sustainable Procurement Guidelines (Japanese)
Meiden Group Sustainable Procurement Guidelines (English)
Meiden Group Sustainable Procurement Guidelines (Chinese)

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Response to the Conflict Minerals Issue
We have established a conflict minerals response policy, and the Meiden Group Sustainable Procurement
Guidelines clearly express our intention to address the conflict minerals issue.
Policy on Conflict Minerals Issue
In order to fulfill its corporate social responsibility through procurement activities, the Meiden Group
promotes initiatives to prevent the use of conflict minerals (tantalum, tin, gold, and tungsten) mined in the
Democratic Republic of the Congo and surrounding nations, which are used to fund armed group
activities that repeatedly engage in human trafficking, forced labor, child labor, abuse, etc., or inhumaneacts, etc.
We conduct surveys of high-risk minerals as a due diligence measure, using the Conflict Minerals
Reporting Template (CMRT) developed by the Responsible Minerals Initiative (RMI).
In FY2021*, ous year and received acceptable responses from 360 companies (94%). If the surveys revealthat minerals have been used to support conflicts, we ask our business partners to take corrective action
to avoid using the relevant minerals, such as by changing suppliers. Furthermore, if customers identify
risky refineries, we ask business partners that use these refineries to re-examine the status of theirbusiness dealings. In addition, starting in FY2023, we are conducting a cobalt survey using the Extended
Minerals Reporting Template (EMRT).
At present, we have not confirmed any relationships between our business partners and armed groups,
and we are conducting measures aimed at identifying refinery operators and ensuring supply chaintransparency.
Request to business partners

The Meiden Group considers ensuring a transparent supply chain and conducting responsible
procurement of materials and parts to be important matters. We request that all of our business
partners accept our Policy on Conflict Minerals Issue and cooperate with our initiatives to source
conflict-free minerals.

Promotion of Green Procurement
Based on our corporate philosophy of “contribute to people, society, and the global environment to makea world a better place to live,” we are proceeding with environmental activities in accordance with the
Meiden Group’s Environmental Action Policies. In material procurement, throughout the entire life-cycle todisposal, we try to make environmentally conscious products and reduce disposal, and engage activities
in protecting the global environment by energy-saving, resource-saving, and minimizing the use of toxic
chemicals, etc.
We view procurement of materials as part of our supply chain sustainability activities. We drafted theGreen Procurement Guidelines to clarify our policies and request even greater understanding and

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cooperation from our business partners.
We provide the Green Procurement Guidelines to domestic business partners and we request all new
business partners (100%) to disseminate and apply at the time of the first transaction.
Furthermore, by issuing sustainability surveys (environmental activities surveys), we are able tounderstand our business partners’ CSR promotion activities and environmental activities, conduct risk
assessment, and receive assistance with our sustainable procurement activities, including green
procurement.
In FY2022, we revised our Green Procurement Guidelines in light of the needs of the times. We engage
with a broad range of environmental issues that businesses need to consider, such as reducing GHG
emissions, using water effectively, and caring for biodiversity. We work with business partners to promoteclimate change countermeasures.
We ask our business partners to understand the importance of global environmental conservation
activities and to cooperate in our activities. Please refer to the Green Procurement Guidelines (revised
July 2022) for details.
the Green Procurement Guidelines (only Japanese)

Risk Evaluation
Evaluation of Suppliers
We convey the importance of sustainability and our philosophy to our business partners, including legal
compliance, environmental protection, and community contribution, as listed in the Corporate Code of
Conduct. In addition to evaluating business partners for quality, delivery, price, capacity for technologicaldevelopment, and environmental certifications, we look at whether they are fulfilling their social
responsibility in terms of risks to the environment and social issues like human rights and labor, fair tradeprinciples, social contribution, environmental conservation, and management of chemical substances.
Through this evaluation, we work to gain an understanding of business conditions relating to social
issues such as climate change, biodiversity, environmental management, human rights, and working
environments, and then to identify suppliers which have a high-risk. Also , when we start working with new
suppliers, we conduct environmental audits on suppliers where there are high environmental risks. Thisway, we can assess and correct any risks.
We conduct appropriate, fair, and impartial procedures for all business partners through surveys relating
to sustainability promotion and environmental conservation activities at the time of the first transaction.
(FY2022 survey record: 1,711 companies)
Furthermore, we evaluate suppliers through “our business partners’ evaluation system” and issue a scorecard each year based on the results. (500 companies evaluated in FY2022)

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Survey relating to sustainability activities andMaterials procurement score card (example)

environmental conservation activities

Initiatives

Building a Sustainable Supply Chain
Environmental Management Initiatives
When promoting environmentally conscious design, which forms part of our environmental management
activities, we operate an environmental BOM* management system that is compliant with the regulations
governing chemical substances in products.
In the Green Procurement Guidelines, the Meiden Group has stipulated two risk levels (prohibition andreduction) for hazardous substances regulated by laws and regulations relating to chemical substancessuch as the RoHS directive and REACH regulations. Based on this, we conduct surveys of chemical
substances contained in procured materials and expand environmentally conscious products bypromoting the elimination of hazardous substances.
* BOM: Bill of Materials
Reducing Environmental Impact by Building Environmental Management Systems for Business Partners
We provide assistance not only for the Meiden Group but also for business partners, to build
environmental management systems (EMS) and promote the reduction of environmental impact. We ask
our partners to participate in these activities too, and promote the reduction of environmental impact
throughout the entire supply chain.
We ask our business partners to create environmental management systems. In particular, we strongly
recommend acquiring external EMS certification such as ISO14001 and EcoAction 21.
Environmental Audits
We conduct environmental audits on suppliers. During FY2022, some audits were done remotely becauseof the COVID-19, while others were done on-site. Suppliers who did not pass the audit were asked to takecorrective measures and given a follow-up audit (seven companies). If suppliers do not yet have anenvironmental management system (EMS), we have them take part in an EcoAction 21 study session.

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Promoting and Supporting EcoAction 21 Certification and Registration for SMEs
The Meiden Group is providing support for the environmental management system, EcoAction 21
certification, promoted by the Ministry of the Environment, and registration activities of our business
partners, and aim to spread environmental management systems and environmental improvements
throughout the entire value chain. We promote green procurement, giving priority to the purchase of
products and parts from environmentally conscious suppliers. We also promote efforts to reduce GHG
emissions and pursue carbon neutrality. As of FY2022, the eighth year of the program, a total of 134
suppliers have earned EcoAction 21 certification.
We also discuss our environmental policies and carbon neutrality initiatives with our suppliers at yearly
production plan briefings and ask that they take action themselves. And working with the Organization for
Small & Medium Enterprises and Regional Innovation, JAPAN, we are working to visualize CO2 emissions.
We will continue providing support for our business partners in relation to EcoAction 21 certification andregistration activities, and aim to promote environmental management systems, environmental
improvements, and CO2 emissions reductions throughout the entire value chain.

Presentation of case studies of supplier improvements at

Organization for Small & Medium Enterprises andIndividual support by the Organization for Small &regional production plan briefing

Regional Innovation, JAPAN (Ota area) carbon neutrality

Medium Enterprises and Regional Innovation, JAPAN

implementation seminar(Numazu area)

Sharing Excellent Examples with Suppliers
We report good examples of EcoAction 21 initiatives to suppliers at regional production plan briefings.
At this year’s case study presentations, participants showed how they were able not only to makeenvironmental improvements using EcoAction 21, but also establish a committee to examine
management issues using this system. By entrusting operations to employees, they were able to build asystem where employees can examine and solve management issues on their own. Good examples areshared, which helps to motivate our suppliers.

Communication with Business Partners
The Meiden Group is conducting the following activities to build relationships with business partners.
We are directly confirming the challenges and requirements of our partners and pursuing support
activities.

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1. Gathering Real Feedback
Business Partners are regularly visited by officers of Meidensha, the head of the Procurement Group, andproduction engineering staff, who gather information such as issues and requirements, which leads toimproved functionality, quality, and productivity.
2. Seeking Procured Items on the Website
The Meidensha website has introduced “instructions for initial transactions” and “transaction applicationform” on material procurement, and we collect information on a broad range of business partners.
3. Using the Supplier Portal (web)We regularly post information about subsidies (grants, etc.) for SMEs on our supplier portal (web), andsupply information so that opportunities to update equipment, etc., are not missed.
We also contribute to the business efficiency of our business partners by creating efficiency in operations
from submission of quotations to ordering, ATP, and delivery, using paperless electronic information,
conducting conflict minerals surveys using a questionnaire, and confirmation of BCP implementation anddamage caused by earthquakes and typhoons, etc.
4. Establishment of the Public Whistleblower System
Meidensha has established the Public Whistleblower System: contact person is an outside lawyer (Law
Office Hironaka), for the officers and employees of our business partners, in order to promote appropriate
dealings. We request our business partners to report or consult with this contact point when they
discover any violation of laws and regulations, inappropriate behavior, or potential violation of laws andregulations by our employees in relation to business transactions.
Details on the management of information, protection of reporter confidentiality, response to reports, etc.,
can be found on the Procurement Group webpage. (Only in Japanese).
Initiatives

Increasing Business Partners Engagement
We aim to build sustainable relationships with our business partners, and work to increase engagementwith business partners with the basic philosophy of collaboration and co-creation. We believe that it isimportant to appropriately understand and respond to demands and expectations of the Group.
Hosting of Meidensha Partners Meeting
We host Meidensha Partners Meetings to enhance two-way communication with business partners andstrengthen relationships. The President gives messages to business partners concerning future
Meidensha policies, and awards to praise the assistance and contribution towards business activities andproduction activities. He appreciates them face-to-face, and rewards exceptional activities and results. In

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light of the COVID-19 pandemic, the President visited the award-winning business partners last fiscal year
to present the awards.

President’s message at the Partners Meeting

Commendation of superior and excellent examples at

Visit to business partner and commendation (last fiscal

Partners Meetingyear)

Holding Production Plan Explanatory Meetings for Suppliers
Each year, we invite our major business partners to each production site in order to directly share
information, inform, exchange opinions, and communicate with our business partners.
・

Explanation of the Meiden Group’s procurement policy (purchase record and plan)・The record and plan of the business status of Meidensha and each business unit

・Providing information about our various support activities to help suppliers adhere to the Sustainable
Procurement Guidelines(Compliance, human rights and labor, health and safety, environment, quality and safety, information
security, business continuity planning, etc.)

・Announcement of examples of notable improvement and sharing information to increase technicalability from business partners

・Explanation of the Meiden Group’s environmental policy and green procurement policy, and request
for cooperation from business partners

Production plan briefing (Numazu area)

Dialogue with suppliers

At a social gathering

Holding Various Seminars, etc.
We hold seminars on process improvement and information security measures at our suppliers'
manufacturing sites as needed to improve their capabilities. We hold product exchange meetings withworkplaces, where we communicate and exchange opinions with workers. In collaboration with the
Corporate DX Promotion Group, we conducted on-site checks of whether appropriate information security
measures were being taken to prevent information leaks and provided advice. Also, in terms of health andsafety, we have commenced workplace checks of our business partners using the Health and Safety

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Support Project. There are limitations within the COVID-19 pandemic; however, we are promoting ongoingsupport to the extent possible.
In FY2022, we have decided not to conduct some face-to-face activities in order to prevent the spread of
COVID-19.

Product exchange meeting

Information security instruction

Project to Support Safety & Health

Record of Seminars Held (FY2022)
Theme

Number of seminars held

Number of participating companies

Number of participants

Production plan explanatory meetings

6 seminars

176 companies

212 participants

12 seminars

18 companies

75 participants

11 seminars

11 companies

Approx. 70 participants

Times conducted (number of

Outline(Ota, Numazu, Nagoya)
Hands-on safety experience truck
education
Safety support diagnostics and education

Record of Monitoring Suppliers (FY2022)
Theme

Content

companies)
Environment

Environmental audits

10 companies

Participation in FY2023 EA21 (EMS)
by 7 companies that required
correction

Health and safety

Checking suppliers’ sites using the

9 companies

health and safety support businessNumazu area: 4 companies
Ota area: 2 companies
Nagoya & Kofu areas: 3 companies

Information security

Submission of self-diagnoses using

2,154 companies

the information security self-

Work-site checkup based on
checkup results: 6 companies

diagnosis card
BCP implementation

Investigation of impacts of natural

3 times (the number of companies

Concentrated heavy rain, COVID-19,

disasters, major accidents, andinvestigate depends on the scope ofetc.

misconduct, etc.

the investigation)

Enhancing Group Procurement Systems (education of procurement managers)
Thoroughness of Absolute Compliance and Prohibited Matters of the Procurement GroupIn order for the member of Procurement Group to behave in a proper manner, we have devised “absolutecompliance matters” and “absolute prohibitions” as a code of conduct for the Procurement Group so that
all employees reflect on their own actions and do not commit any inappropriate conduct.
We read the following items at every morning meeting and ensure that all employees know them as adaily education; legal compliance, prevention of corruption, respect for human rights, labor practices,

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consideration for the environment, quality, safety, and information security, etc.
Enhancing Group Procurement Systems
he whole Meiden Group is working to enhance procurement systems. Monthly meetings are held with theprocurement divisions of major group companies to promote initiatives for improving the procurementbase and to share information.
Initiatives to Improve Our Procurement Base・Be thorough with legal compliance・Be thorough with sustainable procurement

・Enhance risk management (BCP and internal control)・Enhance professional development

Education and Professional Development for Procurement Managers (as of FY2022)
Certified Procurement Professional qualification system

Attainment: 61％

Eco Test

Attainment: 87％

Education for new staff and reassigned personnel, etc. (FY2022)

100% attendance

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HOME

Sustainability

SocialHuman Rights

Human Rights

PolicyThe Meiden Group Human Rights Policy
Since it was founded, the Meiden Group has created and supplied a variety of technologies, products, andservices, with a focus on electrical equipment that supports social infrastructure, and contributed to thesustainable development of society.
Respect for human rights is the foundation of our business activities to realize our corporate philosophies
of “illuminating a more affluent tomorrow” and “for customer peace of mind and satisfaction.” Through its
business activities, the Meiden Group will create a joyful and sustainable society for everyone, andcomply with international human rights norms as indicated by the Meiden Group Corporate Code of
Conduct.
We will also identify, prevent, and mitigate risks and impacts relating to human rights throughout ouractivities, including in the supply chain, and endeavor to disclose our responses on an ongoing basis.
The Meiden Group Human Rights Policy (347KB)

Meidensha has signed a statement of support for the United Nations Global Compact and is registered asa participating company.
Also, for the sake of both internal and external stakeholders, we have revised the Group’s Sustainable
Procurement Guidelines, which include human rights considerations, to reduce risks to human rights inour supply chain, and distributed these to our business partners.
Meiden Group Sustainable Procurement Guidelines (536KB)

Relief and Remedy
Establishment of a Compliance Hotline
If a human rights violation occurs due to Meidensha’s businesses, employees are able to report to theCompliance Hotline, the Harassment Consultation Hotline, and the external Public Whistleblower System.
All stakeholders (including individuals, local residents, etc.) can make inquiries from outside the company
using our external helpline. The Compliance Committee investigates information that is brought to theabove points of contact, and, having confirmed the content, consults lawyers before resolving issues ifnecessary.

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Furthermore, our system effectively manages information concerning whistleblowers’ names, etc.,
protects whistleblowers, and enables anonymous consultation, in accordance with national guidelines.
We work to ensure that whistleblowers experience no disadvantage and improve the dependability of ourwhistleblower system.
Compliance Whistleblower System

Organization

Promotion Framework
Twice a year, human rights progress reports are presented to the Board of Directors and the Executive
Officers’ Meeting as part of Meidensha’s framework for promoting sustainability management. In
particular, incidents of harassment are reported at regular meetings of the Compliance Committee, which
oversees our response to them, and the nature of such incidents is also reported to management.

Initiatives

Initiatives for Identifying Prominent Human Rights Issues
Meidensha practices human rights due diligence to identify, manage, prevent, and mitigate human rights
risks in our business activities for all stakeholders. We also investigate the state of human rights using aquestionnaire for our stakeholder suppliers on their sustainability and environmental protection
initiatives.

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Schedule of initiatives to promote respect for human rights (scope: Meidensha)

Initiatives

Promoting Respect for Human Rights through Our Business Activities
Human Rights Education for Officers and Employees
The entire Meiden Group understands international norms (Universal Declaration of Human Rights andInternational Bill of Human Rights) and is working to conduct education activities focused on humanrights with the aim of ensuring “respect for human rights,” which is listed in the Corporate Code of
Conduct. We also comply with all relevant laws concerning the prohibition of forced labor and abolition ofchild labor. The Meiden Group Human Rights Policy is available in three languages (Japanese, English,
and Chinese) to ensure that it becomes ingrained in all employees, and we conduct various types oftraining as educational activities to raise awareness of fundamental human rights.
We offer periodic group training and videos (in Japanese, English, and Chinese) on compliance andharassment to raise all Group employees’ awareness of these issues. We also increase understanding
and awareness by providing opportunities for individuals to reconsider their workplace and ways ofthinking. We have also expanded anger management training for managers to include all employees.
Through the training, we raise awareness to respect the personalities and ideas of others.
To strengthen our efforts in mental health, we conduct self-care training in each region for each year of
joining the company and each age bracket, as well as line-care training for managers and supervisors.
In fiscal 2022, we invited external instructors to conduct training concerning “business and human rights”
required by companies for all officers of executive officer level or above and presidents of Japanesesubsidiaries.

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Content of Human Rights Training (FY2022)
Training type

Targets

Human rights themes dealt with

No. of persons
taking training

Workplace discussions relating to

All Group employees

Link between business and human rights

5,987

Harassment education

All Group employees

Prevention of various types of harassment

4,336

Compliance manager training

Compliance managers

Responses to consultations regarding harassment, etc.

178

Anger management training

All Group employees

Understanding and controlling anger, which can lead to2,350

human rights

harassment
Mental health training

Conducted in each region

Correct understanding and prevention of mental illness, and367

prohibition of discrimination

Regarding harassment, we have established an internal consultation system to respond promptly while
adhering to the principles of protecting the privacy and confidentiality of the user. The system is available
to Meiden Group employees as well as dispatch workers and contractors. Information obtained throughthe system is used to conduct surveys of the user and relevant parties, provide feedback after having
understood the situation, and prevent recurrence. The system provides an opportunity to implement
recurrence prevention measures and conduct individual education.
We have also included items concerning harassment in our employee awareness survey, which allows us
to observe trends each year.
Harassment prevention system

Interaction with employee representatives
We value conversations between employee representatives and management to ensure that employees
can engage in meaningful work. We have established a regular central labor-management conference andregional labor-management conferences, and we are working to improve the workplace environment
according to the circumstances of each site.
Support for a living wage
The Meiden Group not only complies with minimum wage requirements in each prefecture in accordancewith the Minimum Wages Act, but also is careful to pay at least a living wage.
We also provide a family allowance to support the lifestyles of employees who meet certain conditions
such as having spouses and children to provide for. The Meiden Group Mutual Aid Association also
provides various types of condolence, sympathy, and celebratory funds, as well as loans for financial
assistance required for the mutual support and welfare of members. In addition, we have a home loan
program to receive funding from financial institutions when those who have saved property accumulation
residence funds eventually make a purchase.

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Initiatives on Labor Problems
In order to properly manage working hours and curb long working hours, our labor management systemcentrally monitors and manages PC log-ons and log-offs and employee ID card data stamps whenemployees arrive at and leave the office. If an employee works more than a certain number of hours, that
employee and their supervisor are asked about the employee’s working conditions, and guidance is given
to prevent long working hours and legal violations. Additionally, we hold briefings regularly on working
hours and distribute manuals internally on working hours and attendance management to improve
employee literacy on labor management. Furthermore, to encourage employees to take their annual paid
leave, we established “My Plan Annual Leave” and “Recommended Days for Taking Annual Leave” topromote employee work–life balance.
Personnel Data

Prevention of Child Labor
The Meiden Group only hires senior high school graduates and up.
Prevention of Forced Labor
We present working conditions to employees when they are hired and we take action to prevent forced
and involuntary labor.
Compliance Data

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Meiden Group Sustainability 2023

HOME

Sustainability

SocialＤＸ

ＤＸ

DX at the Meiden Group
The Meiden Group defines DX as an effort to use digital technology and data to change the world’s
expectations in terms of existing business models (businesses and products); systems associated with
operations in general; and the knowledge, skills, mindsets, organizations, and corporate cultures of theemployees responsible for these, and thereby realize the enterprise’s desired state and vision. The Grouphas previously used digital technology to transform its business, such as IoT to visualize manufacturinglines and implementing Robotic Process Automation (RPA). Each of these efforts, however, was limited toindividual or partial optimization. Going forward, we will promote DX with a company-wide approach. This
will make our business more competitive and bring a greater impact to society. Within the DX Promotion
Committee, headed by the Executive Vice President and Executive Officer, there are four subcommittees,
each conducting specific initiatives with a different theme. Committee meeting discussions are regularly
reported to the Executive Officers’ Meeting and the Board of Directors for follow-up and supervision ofprogress.
DX Promotion Road Map

Our Ideal
Aggressive DX: “Transformation of Business Models”
The desire to “enrich society through the power of electricity” has been at the heart of the Meiden Groupsince its founding. This led us to an attitude of thinking about the rich lives and exciting societies to beenjoyed by people on the other end of our products and services. It has been the driving force behind thecreation of new value for our customers in every era.

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This desire is unchanged today, even as society rapidly changes and people’s ways of thinking are
growing more diverse. The important thing is to explore and pursue added value from the customer's
point of view, such as "Why do they buy our company products and how do they need us?", to move fromthe phase of “What can we get the customer to buy?” . Getting there will require aggressive DX. For
example, we will take previously scattered customer contact information, make it into a database, andshare it. This will not only enhance our sales of physical goods, but also expand sales of services. By
combining the two, we will develop a system to create a virtuous cycle of business.

Defensive DX: “Transformation of Core Business and Business Management”
In today's world, an enterprise’s competitive advantage depends directly on how fast it can make businessdecisions. To survive, enterprises need a system to quickly and centrally view all sorts of information thatcan support decision-making, such as business resources (people, goods, and money), project progress,
and operating status of products already delivered. We recognize that there is still room for improvementin the mechanisms for absorbing information right away and speeding up decision-making. To practice
defensive DX, we will elevate our business by centrally managing, quickly linking, and visualizing
company-wide business information. At the same time, by bringing digital innovation to our work sites
and linking data in our core businesses, we will work for the overall optimization of supply chain
management for higher productivity.

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Meiden Group Sustainability 2023

Theme-Specific Subcommittees①Equipment and Systems Operations Transformation

・ Use of project management systems to centralize progress and cost information management inproduction processes and make efficiency improvements
・ Creation of database of customer contacts company-wide②Mass Production Operations Transformation

・ Establishment of inventory and cost management standards for mass-produced products
・ Establishment of maintenance and management standards for mass production lines③Business Model Transformation

・ Identification of product operation information especially in the Meiden Customer Center anddeployment to the service sales business④Corporate Transformation

・ Review of business management methods to reform Headquarters and factory core systems
・ Organization of corporate operations, and digital labor savings

Establishment of DX Promotion Infrastructure
Development of Digital Human Resources
A prerequisite to advancing DX is to build a foundation so that every employee takes DX personally andworks accordingly. To do so, we are developing an environment that supports the training and awarenessof employees, who will take the lead in advancing DX. Our aim is to foster a corporate culture for thedigital age. Specific training measures include continuing our existing ICT Primer and Basic Education for
new employees and in addition continuous IT skills e-learning designed for self-development. In addition,
we created new DX training for all employees starting in FY2023, providing opportunities for people tounderstand what DX is and why it is needed now. All Meidensha employees will receive DX training by
FY2024, and training will gradually expand to cover the entire Meiden Group.

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Personnel We Seek

TOPICS

Digital Lab for Co-Creation with an Agile Approach
The Digital Lab, an agile, co-creation center for creating new value, started up at Numazu Works in
October 2022. Unlike the historical approach with its emphasis on certainty and stability with littlechange, we have been working since FY2020 on an agile approach that puts greater emphasis on
responding to change and on speed and value.
The agile approach seeks to create new value by practicing close communication with customers
and stakeholders. We will accelerate the search for new value-based businesses by promoting agile
development with pilot projects, exchanging personnel and information with nearby enterprises andpartners, and using a wide range of seminars and events for internal human resources development.

The Open Space at the Digital Lab

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Meiden Group Sustainability 2023

HOME

Sustainability

SocialOccupational Safety and HealthOccupational Safety and Health

PolicyInitiatives Based on Top Management’s Safety and Health Management Policy
The Meiden Group develops the “President’s Safety and Health Policy” and the “President’s Health &Productivity Management Policy” every year, and rolls out occupational safety and health and healthmanagement activities based on them. The President’s policies form a comprehensive code of conduct.
They cover all employees of the Meiden Group, including those working at each site and construction,
maintenance, and upkeep management business units of Meidensha and its subsidiaries as well as
personnel of our partner companies.
We have explicitly stated that ensuring the health and safety of each employee is at the core of corporate
management, and we work to eliminate industrial accidents and maintain and improve health.
◇ The Meiden Group Occupational Safety and Health Action Guidelines“Safety comes first before anything else”“Nothing is more valuable than good health”

1. Basic Policy
At the Meiden Group, employee health and safety is a core management value. We work to “ensure a safe
environment that is conducive to work, as well as achieve comfort and affluence for employees,” as itsays in our Corporate Code of Conduct, and aim to be a leading health and safety company.
2. Action Guidelines(1) Based on the awareness that ensuring safety and health is reliant on good communication, prevent
occupational accidents and occupational diseases by conducting appropriately managed workplaceenvironment reforms with participation by all employees.
(2) Comply with relevant laws including the Industrial Safety and Health Act, as well as business unit
and workplace rules relating to safety and health.
(3) Make 4M improvements to improve health and safety performance and conduct ongoing health andsafety initiatives through the Safety and Health Management System.
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(4) Identify health and safety risks in all workplaces, including near-miss incidents, and practicethorough risk assessments to eliminate or reduce risks.
(5) Use health and safety training to increase opportunities to develop a sensitivity to danger and raise
everyone’s health and safety awareness.
(6) Promote work-life balance and work style reforms.
(7) Work to improve the health awareness and health literacy of each employee.
(8) Enhance mental health promotion systems and promotion of workplaces that do not result in mental
illness.
(9) Prevent impairment of health due to smoking.
(10) Support prevention and response to ensure that employees can participate in a healthy manner for along time.
Organization

The Meiden Group Organization System for Occupational Safety and Health and Health& Productivity Management

Supervision of Safety and Health Led by Top Management
In Japan, we comply with laws and regulations, hold monthly meetings of the Safety and HealthCommittee at each site, where we encourage participation by unions and employees, and conduct
consultation and information sharing relating to matters such as causes of and responses to industrial

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accidents, the status of employees that have taken leave due to illness, and other matters that require
attention. Also, the Central Safety and Health Committee, chaired by the officer responsible foroccupational safety and health as appointed by the President, discusses and makes decisions on mattersrelating to Group-wide policies and targets.
Results, Plan, and Targets

FY2022 Results● Results of Occupational Safety and Health Initiatives

Certification status of the occupational safety and health management system
1) Acquired ISO 45001
Area
Headquarters area

Scope
Meidensha (research and development business units, staff business units, and business units) and area subsidiaries** Area subsidiaries: MEIDEN KOHSAN CO., LTD., Headquarters / MEIDEN SHOJI CO., LTD., Headquarters / MEIDEN SYSTEMSOLUTIONS CORPORATION, Tokyo Branch / MEIDEN UNIVERSAL SERVICE LTD., Tokyo Branch / MEIDEN TECHNO SYSTEMS
CO., LTD., Tokyo Sales Office / MEIDEN AQUA BUSINESS COMPANY / M WINDS CO., LTD. / MEIDEN MASTER PARTNERSCORPORATION / MEIDEN NANOPROCESS INNOVATIONS, INC.
Numazu area

Meidensha (factories, research and development business units, staff business units), on-site affiliates** On-site affiliates: MEIDEN SYSTEM MANUFACTURING CORPORATION / MEIDEN KOHSAN CO., LTD., Numazu Branch / MEIDENSHOJI CO., LTD., Numazu Branch / MEIDEN SYSTEM SOLUTIONS CORPORATION, Headquarters / MEIDEN UNIVERSALSERVICE LTD., Numazu Branch / MEIDEN TECHNO SYSTEMS CO., LTD., Headquarters / MEIDEN PLANT SYSTEMSCORPORATION, Equipment Factory / MEIDEN FACILITY SERVICE CORPORATION / MEIDEN CHEMICAL CO., LTD., Headquarters
Ota area

Meidensha (factories, research and development business units, staff business units, Gunma Branch), on-site affiliates** On-site affiliates: MEIDEN KIDEN KOGYO CO., LTD. / MEIDEN KOHSAN CO., LTD., Ota Branch / MEIDEN FACILITY SERVICECORPORATION / MEIDEN SYSTEM SOLUTIONS CORPORATION, Ota Branch / MEIDEN UNIVERSAL SERVICE LTD.,
Headquarters
Nagoya area

Meidensha (factories, research and development business units, staff business units), on-site affiliates** On-site affiliates: MEIDEN SYSTEM SOLUTIONS CORPORATION, Nagoya Branch / MEIDEN UNIVERSAL SERVICE LTD., Nagoya
BranchKofu area

KOFU MEIDENSHA ELECTRIC MFG. CO., LTD. / MEIDENSHA CORPORATION (EV Business Planning Headquarters and EV Sales &Engineering Headquarters in Kofu, Motor Drive Solutions Business Sales & Engineering Headquarters)

Branches (including sales

Hokkaido Branch / Tohoku Branch / Yokohama Branch / Kitakanto Branch / Higashikanto Branch / Shizuoka Branch / Niigata

offices in jurisdiction)

Branch / Hokuriku Branch / Chubu Branch Office / Kansai Branch Office / Shikoku Branch / Chugoku Branch / Kyushu Branch

Plant Construction &Planning & Administration Division, Construction Management Dept. No. 1, Construction Management Dept. No. 2

Engineering Business Group
Domestic subsidiaries

MEIDEN PLANT SYSTEMS CORPORATION, Headquarters and Western Japan BranchOverseas subsidiaries

SHANGHAI MEIDENSHA CHANGCHENG SWITCHGEAR CO., LTD. / MEIDEN ZHENGZHOU ELECTRIC CO., LTD. / MEIDENSINGAPORE PTE. LTD. / PT. MEIDEN ENGINEERING INDONESIA / MEIDEN T&D (INDIA) LIMITED

Occupational Safety and Health Management System
In FY2015, the Meiden Group obtained OHSAS 18001 certification for each of the four main Japanese
production sites, Numazu Works, Ota Works, Nagoya Works, and Kofu Meidensha Electric Mfg. Co., Ltd.,
including on-site affiliates. Furthermore, MEIDEN SINGAPORE PTE. LTD. obtained certification in FY2013,
and the four remaining main overseas sites, MEIDEN ZHENGZHOU ELECTRIC CO., LTD., SHANGHAI

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MEIDENSHA CHANGCHENG SWITCHGEAR CO., LTD., P.T. MEIDEN ENGINEERING INDONESIA, andMEIDEN T&D (INDIA) LIMITED, obtained certification in FY2017.
Since FY2018, we have promoted penetration of the Occupational Safety and Health Management
System to the entire Group, as well as transition to and expanded application of ISO 45001 certification
due to the need for international standards.
In FY2019, we acquired joint certification for the four main Japanese production sites (Ota Works,
Numazu Works, Nagoya Works, and Kofu Meidensha Electric Mfg. Co., Ltd. *including on-site affiliates)
under ISO 45001. In FY2020, we expanded ISO 45001 certification to Japanese workplaces other than
production sites (Tokyo office, branches) and construction business units (Plant Construction
Headquarters).
In FY2021, we plan to acquire certification for four Japanese affiliates. (MEIDEN PLANT SYSTEMSCORPORATION, MEIDEN AQUA BUSINESS COMPANY, M WINDS CO., LTD., and MEIDEN NANOPROCESSINNOVATIONS, INC.)
Going forward, we will continue to maintain and improve our occupational safety and health management
system at all Meiden Group locations.
Rate of ISO 45001 Acquisition (as of March 31, 2023)
Japan

Total number of sites
OHS Management

Number of sites that have acquired
certification

100 sites

95 sites

Proportion (%)
95%

ISO45001 acquisition

Overseas

Total number of sites
OHS Management

Number of sites that have acquired
certification

10 sites

5 sites

Proportion (%)
50%

ISO45001 acquisition

Health and Safety Risk Assessments
Conducting Health and Safety Risk Assessments
The Meiden Group conducts risk assessments to ensure a work environment where employees can workin health and safety.
We have established and are using rules and systems to manage not only workplaces that requiremeasurement of the work environment and workplaces where chemicals must be managed, but also
workplaces engaged in light tasks and office work. We use common risk assessment standards within
the Group and are systematically taking steps to eliminate and reduce risks.

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We also strive to identify sources of danger from past cases of industrial accidents and day-to-day nearmiss initiatives, where our goal is to get participation by all employees. Once the dangers are identified,
we visualize the health and safety risks in every workplace and tie them in with risk assessments. Then
we take preliminary measures and work to improve the workplace environment.
Preliminary Risk Assessment System
The Meiden Group established the preliminary risk assessment system to provide information that
benefits management decision-making. When screening business investments, a preliminary risk
assessment meeting carefully examines investments that may have a significant impact on the Meiden
Group. The system follows our Basic Policy regarding Establishment of a System to Ensure theAppropriateness of Business Activities.
During the assessment, we evaluate financial risks, responsibilities (such as product guarantees), andfeasibility (such as systems). The Corporate Policy Planning Group and the Internal Control Promotion
Division serve as the secretariat for preliminary risk assessment meetings, and their supervising officers
determine whether a meeting needs to be held. Other units involved include the General and Legal Affairs
Division, the Accounting and Financing Group, and the Sales Planning & Administration Group.
During M&A, a third-party unit performs the due diligence. Besides doing a financial investigation of thetarget company, we also evaluate it from an ESG perspective to strengthen risk management. This
includes the target’s corporate culture, legal compliance systems including human rights concerns,
compliance with environmental regulations, labor conditions, occupational safety and health, and otherfactors.
Business Activity Risk Management

Safety and Health Indicators
Occupational Safety and Health Indicators (Meiden Group)
Traffic accidents

Occupational accidents (cases)

People with absences due to illness of at(cases)Meiden GroupFY20220

4 or more days of

1-3 days of lost

Accident during

lost time

time*1work

00diseases (cases)

0(target values)
FY2022

least one month (rate of absence)* 2

Occupational

Total

Mental117 people (1.58%)

93 people (1.26%)(down 10% YoY)

(down 10% YoY)

6

1

50

0

139

102

0

0

0

0

125 people

92 people(down 10% YoY)

(down 10% YoY)

(established values)
FY2023(target values)*1

Published figures based on the counting method in Meidensha’s internal regulations (cases with at least one day of absence from work are counted)*2

Proportion of employees who were absent for a month or more

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Occupational Safety and Health Data (only Meidensha)
Item
Lost time accidents

2018

2019

2020

2021

2022

0.99

0.15

0.15

0.00

0.38

1.28

0.00

0.00

0.00

0.01

Number of fatalities*3

1

0

0

0

0

Number of lost time

4

2

1

0

4

2

0

0

0

1

frequency rate*1
Severity rate of losttime accidents*2

accidents (4 or moredays)*4
Number of lost time
accidents (1-3 days)*1“Frequency rate” indicates the frequency of casualties due to industrial accidents per 1 million gross hours of actual work.
“Severity rate” indicates the seriousness of accidents based on the number of days of lost work due to industrial accidents per thousand gross hours of actual work.
Individuals who suffer casualties on multiple occasions are counted on each occasion.

*2

Includes temporary employees and contractors.

*3

The number of injuries leading to lost time is defined as injuries with one or more days of lost time as based on Meidensha’s calculating regulations.

*4“Accidents accompanied by lost worktime” refers to accidents that require at least one day off work according to Meidensha’s own calculation standards.

Safety Record (only Meidensha)

Number of official participants in the Combined Labor and Management Safety and Health Committee as labor delegates
Item

FY2021

FY2022

Proportion of total workers (those whose operation

0.60%

0.59%

or workplace is under organizational control) that(26 delegates/4,027 people)(24 delegates/4,039 people)

send delegates to the Combined Labor andManagement Safety and Health Committee

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Safety and Health Initiatives
Initiatives

The Meiden Group has experienced industrial accidents throughout its long history and takes various
measures to eliminate them. Measures include safety training, KYK (hazard prediction), risk assessment,
safety patrols, a health and safety management system, and hands-on safety training.
Safety Patrols to Identify Risks
The Meiden Group continues to actively conduct safety patrols, which is a long-standing practice. For
these, we depend on not only our own eyes, but also bring in health and safety consultants to provide anoutside perspective and offer their knowledge.
Since FY2021, we have been using digital equipment to conduct remote patrols from all over Japan.
Remote communication tools connect a single site (the subject of the patrol) with multiple sites andsubsidiaries. The system enhances workplace safety and health by allowing many remote observers tooffer new insights and give advice.

In addition, we launched Safety and Health Initiatives Reporting Meetings in FY2022 as a new effort toenhance safety and health in the Meiden Group. This event seeks to share information on the best safety
and health initiatives in the Meiden Group with sites and subsidiaries to create an improvement spiral in
the Group.
Each meeting includes a Group discussion, with a different theme each time. Each group shares its
opinions with all the rest to increase their motivation.

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Enhancing sensitivity to danger through hands-on safety training
In November 2019, we built hands-on safety experience truck No. 2 for employees’ hands-on safety
training, which we give at production sites (Numazu, Ota, Nagoya, and Kofu). Hands-on safety experience
trucks are fitted with a VR system combined with a three-axis simulator to enable a more realistic
experience of simulated industrial accidents.
We aim to eliminate industrial accidents by enhancing employees’ sensitivity to danger through thishands-on safety training.
We also offer the VR hands-on safety training contents to parties outside the Company by subscription.
Following the March 2021 development of Metaverse Hands-On Safety Training, in October 2022 we
opened the new Metaverse Safety Promotion Center. Even trainees in remote locations can participate,
represented by an avatar. The format brings past cases of occupational injuries back to life and raises
employee safety awareness.

Safety Information Portal
The Meiden Group started operating the Safety Information Portal in 2020. This tool effectively gathers
and analyzes safety and health management information as it accumulates in the Group and uses it toimprove health and safety management (with the PDCA cycle). Currently, the system can manage
industrial accident reports, traffic accident reports, near-misses, safety patrols, risk assessments, numberof days with zero accidents, safety training, e-learning, accident frequency and severity rates, number ofaccidents per thousand persons each year, and more.
Using the system allows Group employees to easily access safety information and encourages theirsafety awareness and activities.

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Safety Promotion Center Preserves Lessons from Industrial Accidents
Immediately following an industrial accident, the entire company
comes together and vows never to repeat the same mistake; thisresolve, however, fades as time passes. In particular, when there is achange of managers in workplaces where an industrial accident has
occurred, the lessons learned from the accident fade even more
quickly.
We established the Safety Promotion Center as a place to encourage
story-telling and thinking about industrial accidents that haveoccurred.
We believe it is our mission to never turn our eyes away from the sadfacts and to keep telling our stories so that our employees and theirfamilies will never have to suffer tragedy again.
The Meiden Group strives to raise safety awareness and eliminate
industrial accidents by training the body (with our hands-on safety
experience trucks) and the mind (through the Safety Promotion
Center).
In October 2022, we developed the Metaverse Safety Promotion
Center, using virtual space to further increase employee safety
awareness.
The original Safety Promotion Center has struggled to bring in more
visitors and trainees in recent years, in part because its location at
the Numazu Works is too far for employees working at distantlocations and also because of the COVID-19 pandemic. The
Metaverse Safety Promotion Center was opened to solve theproblem.
To access the Metaverse version of the Safety Promotion Center,participants just need a VR head-mounted display. Multiple
employees, regardless of location, can gather on the Metaverse andexchange ideas with each other. The aim is to enable all employees
to participate, both at Japanese manufacturing sites and overseas
subsidiaries.

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Occupational Safety and Health Training Attendees (Only Meidensha)
Occupational Health and Safety Training Record (FY2022)

Safety experience education

Training outline

Number of times conducted

Number of participants

Training for the purpose of increasing

As required

1,009

58

597

21

2,680

14

413

sensitivity to danger
General safety and health education

Foreman education, ability
development education, etc.

Traffic safety education

In principle, held twice each fiscal
year. Held at each site

Danger Experience Seminars throughTraining for the purpose of increasingcollaboration with the Japan Industrial

sensitivity to danger

Safety & Health Association

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HOME

Sustainability

SocialHealth & Productivity Management

Health & Productivity Management

PolicyHealth promotion: Aiming to maintain and improve the health of employees
In order to realize the Meiden Group’s corporate philosophy of “illuminating a more affluent tomorrow,” itis important for employees to maintain their physical and mental health, and work with vigor and purpose.
We are promoting initiatives as an organization in order to support the health of each individual, such as
sharing the belief that “nothing is more valuable than good health” with all employees and supporting
employees’ own health activities.
Through them, the Meiden Group is working to remain a leader in health & productivity management.

The Meiden Group Health & Productivity Management Policy Statement
In order to realize the Meiden Group’s corporate philosophy of “Illuminating a more affluent tomorrow,” itis important for employees to maintain their physical and mental health, and work with vigor and purpose.
We are promoting initiatives as an organization to support the health of each individual such as sharing
the belief that “nothing is more valuable than good health” with all employees and supporting employees’
own health activities. Through these initiatives, the Meiden Group is working to be a company thatenables employees and their families to live vigorous and healthy lifestyles.

(1) Promoting work style reforms to achieve work-life balance(2) Improving the health awareness and health literacy of each employee(3) Enhancing the mental health promotion system and promotion of workplaces that do not cause mental illness(4) Preventing impairment of health due to smoking(5) Promoting health examinations, health advice, and prevention support for the prevention and treatment of health issues

With the above five pillars of health & productivity management, we pledge to work towards becoming acompany that provides a healthy and vibrant social life.
Representative Director
President and Executive Officer

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Meiden Group Health & Productivity Management Strategy Map*1

Indicator of a positive state of mind in relation to work (work engagement)*2

Indicator of sense of community, agreement with Meidensha’s philosophy and vision, and willingness to contribute, etc. (employee engagement)*3

Proportion of employees who took sick leave or were absent for a month or more for mental health reasons (absenteeism)*4

Employees evaluate their own work in the previous four weeks, with performance when well and uninjured acting as a baseline of 100% (presenteeism)

Organization

The Meiden Group Organization System for Occupational Safety and Health and health& productivity management

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Results, Plan, and Targets

FY2022 Results
Results of Occupational Safety and Health Initiatives(1) Received 2023 Health and Productivity Management Outstanding Organization (White 500)
Certification
Meidensha was certified as part of the Certified Health and Productivity Management Outstanding
Organization Recognition Program that is jointly recognized by the Ministry of Economy, Trade andIndustry (METI) and Nippon Kenko Kaigi, and a 2023 Certified Health and Productivity Management
Outstanding Organization in the White 500 list. This is our third consecutive year on the Certified Healthand Productivity Management Outstanding Organization White 500 list.

(2) Smart Challenge Meiden Five

Meidensha has determined five health activities that we should engage in. Labelling them the Smart
Challenge Meiden Five, we are continuing initiatives accordingly.

①

Challenge 1: Taking action for passive smoking and promoting the quitting smoking program
We are continuously offering a program for quitting smoking, that can be taken online on an ongoingbasis. Although the number of participants declined to 35 (down 21 from the previous year), 35
people successfully quit smoking (up three from the previous year). Meetings were held with thestaff in charge of quitting smoking promotion at each business site to share information on thestatus of non-smoking and the program, as well as information from the health insurance and theunion, and to promote awareness and educational activities. After much consideration and many
discussions about prohibiting smoking during working hours and on Company property, we decided
to ban smoking during working hours at all Meiden Group locations starting in April 2022.

②

Challenge 2: Measures to combat lifestyle diseases – under 39
We continued to provide pre-obese under-40s with ICT health guidance programs. We provided aframework that allows a choice between a service to improve exercise habits using activity trackers
and a service to improve diet, according to the interests and needs of young staff. The number ofparticipants declined to 117 (down 41 from the previous year), and the program completion rate fell
to 58.1% (down 25.9%).

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③

Challenge 3: Measures to combat lifestyle diseases – over 40
For people aged 40 and over, we conduct health guidance programs using ICT with the slogan“health guidance for the joy of achievement.” We have also introduced a new program aiming to help
employees regulate their body clocks. We provided participants with exercise guidance and diet andlifestyle improvement programs according to their preferences.

Results of measures to

FY2021

FY2022

combat lifestyle-relateddiseases

UNDER-39

OVER-40UNDER-39

OVER-40

Participants

158

200

117

270

Program completion rate

84

72

58.1

95.6

Weight loss (kg)

-1.1

-1.2

-0.5

1.3

Waist-line shrinkage
(cm)

-1.2

-1.7

-0.1

1.3

69.7

81.1

82.4

91.2

53.8

64.3

76.5

85

5.2

5.6

4.3

5.3

5.0

5.3

4.7

5.4

-0.2

-0.3

0.4

0.1

85.1

82.2

79.2

81.7

Average at completion

84.8

81.2

78.6

84.2

Presenteeism

-0.3

-1.0

-0.6

2.5

(%)
Quantitative improvements

Behavioral changes
Improved dietary
habits (%)
Improved exercise
habits (%)
Subjective wellness changes
Average score atcommencement
Average score atcompletion
Improvement insubjective wellness (%)
Presenteeism (first University of Tokyo scale)
Average atcommencement

improvement rate (%)

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*1

Evaluation is conducted based on a score out of 10 for answering 10 questions relating towellness.

*2

This is an indicator of absence from work due to feeling unwell. Employees evaluate their own
work in the previous four weeks, with performance when well and uninjured acting as a baselineof 100%.

④

Challenge 4: Measures to combat cancer
To encourage women to undergo cancer screenings, we provide full subsidies for out-of-pocket
expenses for gynecological cancer screenings (cervical cancer screenings and breast cancer
screenings). We have enhanced our gynecological cancer screening system so that employees canbe screened in the health examinations conducted by the Company. The Company, health insurers,
and unions are actively promoting awareness activities, such as issuing reminders and information
concerning early detection of cancer.

⑤

Challenge 5: Promoting maintain mental health
We conduct interviews at workplaces with high health risks, encourage consultation with doctors forstressed individuals, etc., according to mental health plans. We conduct surveys of stressedindividuals regarding mental health care awareness, ensuring anonymity. Additionally, to make themost of the results of the stress checks, we held another educational campaign to remind all
employees how to read the results. In conjunction, we provide our workers with information and loanout textbooks to help them obtain the Mental Health Management® certification for the purpose of
self-care, and eight employees took the exam in FY2022.
* Mental Health Management is a registered trademark of the Osaka Chamber of Commerce andIndustry.

Health & Productivity Management Indicators (only Meidensha)
Item

FY2020

FY2021

FY2022

Participants in the program for smokers to quit smoking

108

56

35

Participants in Meiden Smart Walking

-

582

1,019

Number of Health Web Kencom members

1,700

1,764

1,798

Rate of regular health examinations

98.3

100

100

Rate of thorough examination, second examination, or treatment (%)*1

63

58

76

Rate of stress checks (%)

96.6

97.8

97.5

Rate of high stress

13.4

13.9

13.8

Rate of consultations with highly-stressed workers (%)*2

5

5

7

Work engagement*3

2.47

2.44

2.43

Average rate of utilization of leave

Listed in Smart Work 2024 labor practice targets

Average hours of overtime
Number of workers exceeding 80 hours of out of hours work (work outside of legally
stipulated hours) per monthRate of smoking (%)
Regular health examination
results (rate of conditions
discovered (%))

Obesity (BMI of 25 or over)

21.8

20.0

20.7

Male

35.0

37.0

36.7

Female

20.7

20.6

18.6

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Item

FY2020Total

FY2021

FY2022

32.8

34.6

33.9

Rate of blood pressure risks*4

0.8

0.7

1.2

Proportion of workers at risk of diabetes*5

0.2

0.5

0.4

Medical expenses per person (yen)137,297

155,251

162,972

Insurance expenses per person (yen)13,66019,12017,041

Absenteeism (proportion of workers taking mental health leave or other leave (%))*6

1.35

1.45

1.58

Loss of absolute presenteeism (first University of Tokyo scale) (%)*7

17

27

29

above response rate（Percentage of total employees）

74.6

70.9

61.1

Job turnover rate (%)

Listed in labor practices results data

*1

Percentage of people who required thorough examinations or second examinations that actually received them*2

Proportion of highly-stressed workers for whom a voluntary interview with a physician was conducted*3

Indicator of a positive state of mind in relation to work. Work engagement is quantified by halving the sum of the values assigned to responses to two of the 80 items on the new job
stress survey (“I feel energized at work” and “I feel proud of my work”) on a scale of 1 to 4 points, with 1 point for “Not at all” and 4 points for “Very much.”*4

Proportion of workers with systolic blood pressure of 180 mmHg or more or diastolic blood pressure of 110 mmHg or more

*5

Proportion of workers with fasting blood sugar of 200 mg/dl or more

*6

Proportion of employees who took sick leave or were absent for a month or more for mental health reasons. Totaled for all employees.

*7

Employees evaluate their own work in the previous four weeks, with performance when well and uninjured acting as a baseline of 100%

Health Training Attendees (Whole Group)
Health Education Results (FY2022)
Number of times

Training outline
Online health seminar

Number of attendees

conducted

Session 1: Managing Your Well-being: Working at a

3

906

2

210

High Level of Productivity and Creativity
Session 2: Drinking Responsibly: How to Avoid Regrets
Session 3: The Key Facts on Cancer in Women
New employees training

Stress Management and Health Management

Holding a Health Seminar
We held joint health seminars with a health insurance association to increase the health literacy of ouremployees.
These seminars were provided online during work hours so that employees could attend more easily.
In the first half of FY2022, Takashi Maeno, a professor at the Keio University Graduate School of System
Design Management, gave a talk on “Managing Your Well-being” and in the second half of FY2022, Junzo
Uchiyama, Hospital Director of the Nanmouri Medical Clinic, discussed “Drinking Responsibly.”
We also held a women’s health seminar titled “Key Facts on Cancer in Women” (Speaker: Saori Kakurai,
CEO & Representative Director of the Wellness Life Support Research Center), which was open to male
employees as well. Survey respondents expressed appreciation for the session, with participants saying,“It was a great opprtunity as I didi’t have many chances to learn about cancer in women” or “I’m going torecommend that my family members go in for a checkup.”

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Results of post-seminar questionnaire

Initiatives

Health Promotion Measures
In FY2023, we were recognized as one of the 2023 Certified Health & Productivity Management
Outstanding Organizations (White 500), we will continue to strive for the certifications and implement
measures in a timely manner while keeping an eye on the changing demands for Health & Productivity
Management.
Of the 5 pillars of health & productivity management - namely mental health measures, anti-smoking
measures, measures to prevent lifestyle diseases, including for young people, and measures to prevent
cancer – we are conducting activities that prioritize health issues that require urgent measures, which are
as follows.
1.

Enhancement of mental health promotion systems and promotion of workplaces that do not result inmental illness

2.

Prevention of impairment of health due to smoking

3.

Promotion of health examinations, health advice, and prevention support for the prevention andtreatment of health issues

We will roll out initiatives based on successes and points for improvement of Smart Challenge Meiden 5,
which we conducted last fiscal year.
We will work to improve the well-being of employees, with the belief that “nothing is more valuable than
good health,” in order to fulfill the role of a sustainability partner that contributes to the happiness ofpeople and a sustainable society.

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Health measures by age group

Handling of International Travelers
Based on our health & productivity management policy, if an employee becomes infected with influenza,
said employee or a representative of said employee shall promptly lodge a report through the Influenza
Notification System and the Company shall take steps to prevent the infection from spreading such as
ensuring the infected employee will stay at home for a set period and notifying relevant divisions.
Furthermore, we provide pre-departure explanations of overseas lifestyle, medical treatment, safety, etc.,
as well as education concerning infectious diseases that are global health issues, including malaria,
tuberculosis, and HIV/AIDS, by industrial physicians for international transferees. We are conducting
initiatives such as promoting vaccinations as appropriate for the country visited, and otherwise working
to maintain health.

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HOME

Sustainability

SocialCommunity

Community

PolicyPolicy on Local Employment and Procurement
The Meiden Group gains awareness of issues and forms positive relationships with communities throughlively two-way communication in countries and regions in which we conduct business.
Furthermore, the Meiden Group is aware of the importance of local hiring and local procurement tocontribute to sustainable development in these countries and regions.
The Meiden Group is working to contribute to the economic development of countries and regions inwhich we conduct business through a range of initiatives.

Social Contribution Policies
Meiden Group Social Contribution Policies
1.

We shall contribute to the sustainable development of society through our main business of manufacturer and supplier of electromechanical products.

2.

We appreciate the local communities that support our business activities and we shall execute social contribution that helps the progress of community
development.

3.

The Group’s executive officers and employees shall voluntarily support our social contribution initiatives.

We are working to conduct positive communication with people in the local community and our
stakeholders that support us on a day-to-day basis, through contributions to society according to the
Meiden Group Social Contribution Policies.
In 1918, Take Shigemune, the second President of the Company and wife of the Founder, Hosui
Shigemune, used her own funds to establish Hosui Elementary School in Osaki (Shinagawa City, Tokyo),an area where the Company had a factory. Following in her footsteps, the Meiden Group will make a wide
variety of social contributions through our active involvement with local communities and with society.
The Meiden Group’s Aims: Solving Social Issues Through Our Business
The Meiden Group aims to be a company that accepts the challenge of solving social issues by providing
new value created through its business activities, in order to achieve our ideal state of being “work tobuild a new society through integrity to the earth, society, and people, and through the power of cocreation”. Solving social issues through our core business leads to growth, and this aligns with the
Meiden Group Social Contribution Policy.

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In terms of our social contribution activities, by conducting social contribution activities that are suited to
the Meiden Group, with features that leverage the skills and knowledge of employees, such as
manufacturing classes and visiting science lectures that leverage the technology and products developed
through our business, we contribute to the solution of social issues, such as lack of engineers and STEM
personnel due to children drifting away from science, and the development of local communities. We
believe that these activities will eventually lead to the building of a relationship of trust with our
stakeholders, which in the long run will lead to the enhancement of corporate value and the securing of
excellent human resources.
Initiatives

Contributions to Local Economies
Expansion of Comprehensive Water Supply Operations in Eastern Gunma Prefecture
In order to tackle a range of issues arising from aging water service personnel employed by local
governments, such as labor shortages, skills transfer, and risk management, the Meiden Group not only
designs and manufactures electrical equipment, but also offers comprehensive consignment services
that include facility maintenance, management, and operations. In April 2017, a private sector group, forwhich Meidensha is the representative company, established East Gunma Water Supply Service Co., Ltd.
along with the East Gunma Water Supply Industry Association through joint financing, and commenced
water supply operations and comprehensive projects including extension works in three cities and fivetowns in the East Gunma region. Through this venture, we were able to achieve efficient businessadministration and transmission of skills to personnel, achieve public benefit, create new employment
opportunities, and reduce maintenance costs, by leveraging the skills and knowhow of private enterprise.

Community Investment
In Support of Local Community and Government Initiatives: Donation of Facilities to Schools in Thailand
In the Kingdom of Thailand, we donated facilities for two schools in the mountainous regions of the northof Thailand, which are populated by ethnic minorities, in FY2017, to celebrate Meidensha’s 120th
anniversary and the 50th anniversary of THAI MEIDENSHA CO., LTD. We donated a library and a watertank to Kalayaniwattana Secondary School, which was one of those schools. As these regions are
surrounded by mountains, it takes a long time to travel to school and many students choose to live indormitories. With this water tank to store the water that is necessary for life and this library to help
students learn, Meidensha was able to support children’s rights and business principles, improve thelearning environment for children in accordance with these principles, and contribute to the provision ofopportunities for children to receive reliable and high-quality education. Employees of THAI MEIDENSHA
CO., LTD. visit the two schools to which facilities were donated on an ongoing basis, conduct learning
activities, etc., and maintain connections with teachers and the local community through activities withstudents.

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Social Contribution Activities (Examples and Results of FY2022 initiatives)
Meidensha Manufacturing Classes: Teaching Children about the Joy of Manufacturing
Since FY2007, which was our 110th anniversary, we have held
Meidensha Manufacturing Classes at elementary schools locatednearby each of our sites, including Hosui Elementary School. Throughthese Manufacturing Classes, we will enable children to experience
the joy of manufacturing by having them assemble and operate toysthat incorporate motors by themselves. More than 10,000 children
have participated the activity so far. Since FY2018, we have held
Manufacturing Classes at Iwakuni Elementary School, which wasattended by our founder, Shigemune Hosui.
In FY2022, we held these classes at Iwakuni Elementary School,
Shinagawa Municipal Hosui Elementary School, and Ota Municipal
Ikushina Elementary School, with a total of 51 Meiden Group
employees and 326 children participating in them.

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Visiting Science Lectures for Junior High Schools Nearby Meidensha Sites
Since FY2017 we have held visiting lectures entitled “How does
electricity reach us?” for second-year junior high school students inthe areas around our sites, through which children can learn about
the importance of electricity through experience.
In FY2022, we conducted visiting lectures for 305 second-year
students at Shinagawa Gakuen, Shinagawa Municipal Osaki JuniorHigh School, Shinagawa Joshi Gakuin, and Ota Municipal Junior HighSchool. A total of 20 Meiden Group employees served as instructors
and assistants.
Observation at the New Skills Training Center, Manabi-ya, by local technical high school students
In December 2022, 20 local technical high school students visited Manabi-ya, the new skills training
center at Numazu Works, for an observation designed to provide students from local technical highschools with hands-on safety experience. The students visited the Manabi-ya Digital Zone, the practicaltraining area, and the study area.
Going forward, we will hold more observations for local schools and continue to provide learning
experiences for even more students.

Global Wind Day in Mitane Town, Akita
Meidensha and M WINDS Co., Ltd., which operates and maintains wind farms, hosted Global Wind Day, an
event both to thank local residents and to provide more information on wind power generation. Global
Wind Day coincided with Mitane City’s Sand Craft 2022 in Mitane on July 30 of that year.
Held for the first time in three years, the event featured a booth at Kamayahama Beach, a place forvisitors to stand directly underneath the 18 wind turbines of the Hachiryu Wind Farm, video tours of theinside of a turbine, pinwheel making, and a decorative arch of multi-colored pinwheels between turbines
for photographs. A large number of people came to the event, including local residents.

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Development of Wind Generator Maintenance Personnel Through Visiting Lectures at High Schools in
Akita
M WINDS Co., Ltd., a wind farm operation and maintenance service
company, conducted visiting lectures on maintenance for wind
power generation systems and the job of a chief electrical engineer
at two high schools in Akita Prefecture in February 2023. These
lectures were provided to high school students as part of the Akita
Prefecture Wind Generator Maintenance Personnel Education
Project, which aims to train technicians and retain young people in
the prefecture.
During the lecture, an instructor conveyed the allure of the job to thehigh school students, saying, “I’m responsible for the safety of boththe on-site technicians and the electrical equipment. It’s hard work,
but very rewarding,” and encouraged them to “start studying while
you are in high school and work to obtain certification as a chief
electrical engineer.” As momentum builds for the introduction ofrenewable energy to create a carbon-free society, the world will
expect even more from the wind power sector, so securing andtraining maintenance personnel in the future will be essential.
The M WINDS Akita Sales Office maintains its own 18 wind turbinesat Hachiryu Wind Farm, as well as 8 other regional wind turbines
owned by other companies. We are strengthening efforts to hire
employees from within Akita Prefecture and focusing on training
technicians. Going forward, we will continue to contribute to thegrowth and steady supply of renewable energy with local roots byfocusing on coexistence and co-creation with regional communities
to expand business.
Presentation of Exploratory Research at Shizuoka Prefectural Mishimakita Senior High School
Since 2019, Meidensha has been endorsing initiatives of Shizuoka
Prefectural Mishimakita Senior High School whereby students focus
on global issues and work together to try solutions, as well as
supporting their overseas training programs. Nine first-year students
were scheduled to travel to Vietnam for on-site research in FY2022,
but the travel plans had to be canceled because of the continued
threat of COVID-19, so an alternative curriculum was devised where

The presentation

they presented the results of their research at Meidensha’s
headquarters.
Three groups of students gave presentations on their research andfindings to Representative Director President and Executive Officer(at that time)Takeshi Miida, Managing Executive Officer Akio Ikemori,154

Meiden Group Sustainability 2023

and members of

VIETSTAR MEIDENCORPORATION, our local

Vietnam company, who joined the presentation remotely.
The presentations covered topics such as power generation methods
that combine the issues of power in Vietnam with food loss, menu
planning apps to address issues in nutrition and health, andalternative containers to help address the issue of microplastics, witheach team proposing innovative solutions to their social issue.
Following the presentations, the Director and other employees
offered feedback and everyone participated in an exchange of
meaningful ideas for use in future research.
Environmental Beautification Activities at Sites around JapanThe Meiden Group engages in daily environmental beautification activities such as picking up litter andmaintaining grassy areas to stay true to our mission of existing harmoniously with local communities.
Residents appreciate these long-standing beautification activities that improve awareness of employees
contributing to society and help foster a sense of unity with the community.

Ota Works Tending grass in Kanayama and Akamatsu

Numazu Works Outdoor cleaning

Results Data

Social Contribution expenditureSocial Contribution Expenditure(yen)

FY2018FY2019FY2020

FY2021

FY202238,000,000

60,000,000

35,000,000

27,000,000

28,000,000* Social Contribution expenditure includes donations and sponsorship costs.

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