With Employees

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.

Approach to Human Resources

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.

Basic Human Resources Information
    FYE 3/2014 FYE 3/2015 FYE 3/2016
Number of employees Men 6,754 6,742 6,702
Women 1,848 1,852 1,844
Total 8,602 8,594 8,546
Average years of service Men 16 16 17
Women 12 13 13
Total 15 15 16
Average age Men 39 39 40
Women 35 35 36
Total 38 38 39
New Employee Hiring
    FYE 3/2014 FYE 3/2015 FYE 3/2016
Number of employees Men 181 119 114
Women 132 78 82
Total 313 197 196

* The information in this section ("With Employees") concerns regular, direct employees of Meiji Co., Ltd. and Meiji Seika Pharma Co., Ltd. (Employees covered in "Employees Worldwide" are excluded.)

Employees Worldwide
  United States Spain China Indonesia Singapore Thailand India
FYE 3/2014 620 335 622 782 275 372 -
FYE 3/2015 583 331 914 725 270 359 1,549
FYE 3/2016 564 353 995 671 265 381 1,572

* The figures in the India column are the number of Medreich employees.

* As of March 31, 2016

Evaluation and Development of Personnel

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.

Approach to Human Resources Development

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.

Education and Training System (training organized by the HR department only)
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.
Voluntary training programs (number of employees using programs)
  FYE 3/2015 2012-2015 cumulative total

Meiji Open College (application required)

  • Develops personnel that use creativity and expertise to compete against world-leading companies
  • 10 seminars held per year (each group training session lasts 2–3 days)
301 1,000

Meiji Correspondence Education Seminars (application required)

  • Teaches a wide range of useful knowledge, skills, and critical thinking
  • 200 seminars on languages, finance and accounting, and other subjects
550 2,336

Global training (application or recommendation)

  • Teaches languages and advanced communication skills, to develop global personnel
  • Overseas assignment training, overseas study tours, etc.
192 740


Randstad Award 2016, Third Place

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.

* Organized by Randstad Group Japan, Inc., a subsidiary of one of the world's largest human resource service companies