The Meiji Group respects the diversity and individuality of employees and develops safe and comfortable workplace environments. We believe dynamic communication is essential, and strive for creative and vibrant workplaces.
Our approach to human resources is to foster personnel who set ambitious goals and are capable of innovating. We believe personnel should be able to draw on personal expertise and the Group's strengths to achieve these goals. Through the Group's HR system we focus on the individual growth of each employee, as we believe this increases their ability to provide customers with innovative value. In turn, this supports sustained Group development and raises our overall business capabilities.
|FYE 3/2014||FYE 3/2015||FYE 3/2016|
|Number of employees||Men||6,754||6,742||6,702|
|Average years of service||Men||16||16||17|
|FYE 3/2014||FYE 3/2015||FYE 3/2016|
|Number of employees||Men||181||119||114|
Our basic approach to personnel evaluation focuses on employees' contributions to the development of the Group as a whole. We manage organizations and human resources based on employees' abilities and duties. We encourage employees to take on more challenging duties so that they can grow and achieve more in their work.
Giving employees opportunities to think about the ways in which they work encourages them to adjust their behavior and strengthen their professional capabilities. Rather than evaluate individual achievements, we view achievements as steps in a larger process. This approach allows employees to identify areas for improvement, and to grow and take on more challenging tasks in the future.
Our evaluation system is designed as a holistic tool that not only evaluates personnel but also encourages professional growth.
We have established a variety of training programs to grow and develop personnel. These include basic training in skills necessary for the implementation of duties as well as additional business skills training. We also provide opportunities for motivated personnel to engage in further independent training. General employees in certain regions can also undertake an exam, held once per year, that qualifies them for promotion to a career path positions. This gives employees the opportunity to set off in new directions.
Under our self-assessment system, employees discuss their assignments with their managers once per year. They discuss the volume and quality of work, their own aptitude, and future career paths. This approach encourages employees to think independently about their work and desired careers. In turn, it provides the company with a more personalized understanding of each employee, which can then be used when making transfers and conducting training.
|Rank-based training||Manager training, training for promoted employees, training for new employees|
|Skills training||Global training, Divercity training|
|Leader development training||Management training, Next-genelation leader training|
|Life plan training||Training for employees at the age of 50, 59|
|Division-specific training||Technological training, Business training, Safe training, Quality training etc.|
|FYE 3/2015||2012-2015 cumulative total|
Meiji Open College (application required)
Meiji Correspondence Education Seminars (application required)
Global training (application or recommendation)
In January 2016, Meiji Holdings received a third-place Randstad Award* for the second consecutive year. The award recognizes that companies are attractive to work in. In particular, Meiji Holdings ranked high on offering interesting work.
We will enhance personnel development so that every employee finds their job rewarding and welcomes challenges.