Aim to raise the ratio of female managers to greater than 10% by FYE March 2027 from 2.6% in FYE March 2018
Aim to triple the number of female leaders*2 in FYE March 2018 to more than 420 by the FYE March 2027
Raise the ratio of employees with disabilities above the statutory employment quota 2.2%*3
Our approach to human resources is to foster personnel who set innovative and ambitious goals for themselves, achieving these goals by drawing on their expertise and the group’s strengths. In other words, our goal is to develop individuals who embody the Group Philosophy and the meiji way, practicing our Action Guidelines.
Our basic approach to personnel evaluation focuses on employee contributions to the development of the group as a whole. We manage organizations and human resources based on employee abilities and duties. We encourage employees to take on more challenging duties so 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.
Our Corporate Behavior Charter calls for respect for the diversity of employees. Further, the Meiji Group Policy on Human Rights declares zero tolerance for discrimination.
We operate more than 30 Group companies in Japan and more than 20 overseas. In Japan and overseas, many different employees contribute to operations in a range of workplaces. The diversity of our workforce encompasses nationality, gender, and age. Our workforce includes people with disabilities, regional employees, fixed-term employees, and employees with childcare or nursing care commitments. We will develop our human resources system and workplace conditions so each individual is motivated and finds fulfillment.
We cultivate solidarity among group companies worldwide, holding Group Philosophy briefings overseas and issuing a Group newsletter featuring events in Japan and overseas. Moreover, employees of overseas group companies participate in study tours at plants and research laboratories in Japan. We also conduct personnel exchange training among overseas and domestic employees.
|FYE March 2013||670||355||375||823||268||361||-||2,852|
|FYE March 2014||620||335||622||782||275||372||-||3,006|
|FYE March 2015||583||331||914||725||270||359||1,549||4,731|
|FYE March 2016||564||353||995||671||265||381||1,572||4,801|
|FYE March 2017||588||354||1,118||792||278||404||1,579||5,113|
|FYE March 2018||567||288||953||648||279||394||1,626||4,755|
|FYE March 2019||561||281||1,094||648||282||394||1,840||5,100|
We promotes greater understanding of LGBT issues. We have revised our current internal rules and include LGBT-related content in presentations at each training on human rights. We have relabeled company bathrooms for use by people with disabilities and people of any gender.
We empower female employees by helping them meet work and family commitments, while encouraging women to take on diverse jobs. The aim of these efforts is to improve our corporate competitiveness.
In fiscal 2017, more than 200 employees registered for childcare leave. In addition, more than 200 employees returned to their jobs and used a reduced working-hour system to meet parenting responsibilities. The Meiji Group is creating an environment in which employees maintain their professional abilities while entering new life stages.
We intend to increase the number of female leaders by hiring more women, offering career advancement training, and providing job rotation.
We are working to create an employee-friendly environment that enables employees to fulfill their potential and takes work-life balance into account.
We are establishing systems that allow employees to balance work with childcare and family care.
We have a system allowing employees to smoothly transition from childcare leave back to work. The program includes a pre-leave interview, sharing company information during leave, and skill-building support in preparation for returning to the workplace. The environment is designed to bring out the best in employee capabilities, even as they go through life events.
|FYE 3/2016||FYE 3/2017||FYE 3/2018||FYE 3/2019|
|Available until child is 2 years old||169||24||178||24||222||30||248||40|
|Measures for shorter working hours, etc., during childcare|
|Available until child is in third grade of elementary school||161||1||200||2||229||2||262||3|
|Percentage of employees returning to work after maternity or childcare leave (%)|
|After maternity or childcare leave||100||-||100||-||100||-||100||-|
|Retention rate (%)|
|Employees still working two months after returning to work||100||-||100||-||100||-||98||-|
|Prenatal leave||Available immediately after becoming pregnant|
|Child-nursing leave||5 days per year available until child starts elementary school|
|Support for childrearing||
When employee or spouse gives birth
|Next-generation childrearing allowance||Available until employee's son or daughter reaches the age of 20|
We meet the statutory employment rate for people with disabilities. Moreover we create workplaces that allow employees to fully realize their capabilities regardless of disabilities. Our numerous employees with disabilities work at more than 40 bases around Japan.
Wheelchair ramps and barrier-free lavatories make it easier for people with disabilities to work for us.
After reaching the retirement age of 60, our employees have the option of continuing to work up to the age of 65. Reemployed personnel guide and lead young employees, setting a good example. Since 2010, every applicant has been approved for reemployment.
The Meiji Group has created a basic policy concerning skills development, and the company provides a skills development structure to foster human resources.
To achieve the Long-term Vision laid out in the Meiji Group 2026 Vision, we will:
Directors, Audit & Supervisory Board members, and executive officers receive opportunities to better understand their roles and duties. This training includes legal responsibilities, corporate governance, compliance, and risk management. If necessary, these individuals are provided with information about Meiji Group businesses, organizations, financial status, and so on.
Outside directors and outside Audit & Supervisory Board members are given information about Meiji Group management strategy and the nature and status of the company’s businesses. These individuals are provided opportunities to observe factories, research centers, and other facilities.
Newly appointed executives receive necessary training from external organizations.
Systematic training for Meiji Group employees starts with new-employee training, where employees learn the basic knowledge, behavior, and attitudes they need for work at Meiji. Next, employees receive training in logical thinking, follow-through, team-leadership skills, and the qualities and capabilities of a business leader. Managers receive training at each relevant stage, helping them reflect on their management style and strengthening their ability to foster their subordinates. Training for upper management is designed to enhance management skills to make the workplace more dynamic and to cultivate an awareness of self-reform as participants seek to become management leaders.
We provide a wide variety of training programs to develop personnel capable of working globally.
We provide motivated employees with opportunities for personal development on an applied-for basis. This program supports employees who wish to develop their abilities.
Under our self-assessment system, employees meet with a superior once a year to talk about the volume and quality of their work, their aptitudes, career plans, and related topics. This meeting is an opportunity for employees to think about their work style and career path. For the company, this meeting is a chance to learn the employee’s ideas and situation. Based on these meetings, the company considers ways to best use and foster individual employees.
Meiji Group Declaration on Health Management
The Declaration on Health Management is our statement of policy for managing employee health. This Pledge apply to domestic Meiji Group companies and their officers and employees.
Mental and physical health are fundamental to our employees and their families in enriching employee lives and allowing them work to their full potential. Mental and physical health are also fundamental to the company to increase productivity and corporate value. We at the Meiji Group aim to be a comfortable place to work, fostering dynamic employees who are healthy in mind and body.
The Meiji Group promotes health management, mostly through the Health Management Promotion Committee, comprised of the company and its health insurance society.
Promoting employee health is one of our corporate responsibilities. We create vibrant workplaces through multifaceted support for employee health.
|Fitness Habits, Incentive Sports||Improve the percentage of employees who participate and achieve the walking campaign|
|Smoking cessation promotion||Separation of smoking areas at the workplace Support for employees undergoing smoking cessation
Step-by-step prohibit smoking during work hours
|Employees with the Risk of Lifestyle-related Disease||Coverage* of employees undergoing second periodic health examinations is 100%|
|FYE 3/2016||FYE 3/2017||FYE 3/2018||FYE 3/2019|
|Fitness Habits, Incentive Sports|
|Walking Campaign||Percentage of employees who participate (Participants / Employees)||49.3%||47.5%||49.5%||54.9%|
|Percentage of employees who achieve (Achievers / Employees)||28.5%||28.3%||29.4%||30.8%|
|Percentage of employees who exercise for half an hour or more at least twice a week||22.1%||22.1%||22.2%||21.2%|
|Employees with the Risk of Lifestyle-related Disease|
|Percentage of employees undergoing periodic health examinations||97.4%||99.6%||100.0%||100.0%|
Fourth Straight Year as a Certified Health and Productivity Management Organization (White 500)
Our initiatives for employee health (checkups, health guidance, mental health care, exercise habit support, etc.) have won acclaim. Meiji Holdings, Meiji, and Meiji Seika Pharma were chosen for the list of Certified Health and Productivity Management Organizations (White 500).
We believe it is our corporate responsibility to create a safe and healthy environment at the workplace. To achieve this, we are creating a positive and comfortable work environment to promote a good work-life balance.
We periodically take an employee awareness survey. This survey assesses workplace climate and energy level from various angles, revealing employee perceptions and issues to be addressed.
The Meiji Group embraces the concept of “safety over everything,” which is a theme in our Policy on Occupational Health and Safety. We work continuously to ensure workplace safety and promote health maintenance and improvement among employees.
Each company in the Meiji Group has the Health and Safety Committee. This committee takes the lead in setting yearly targets and following the PDCA cycle to take initiatives suited to the business and operating base.
Japan : 11 Plants
Overseas : 1 Group Company
Overseas : 1 Group Company
The Meiji Group works with partner companies to reduce equipment- and work-related risks, ultimately eliminating occupational accidents and injuries. We also perform safety audits and inspections to prevent occupational accidents, injuries, and legal and regulatory violations at each operating base. In the event an occupational accident or injury does occur, we investigate the cause, carry out equipment safety inspections and countermeasures, and work to prevent recurrence.
The Meiji Group provides health and safety training suited to each business and operating base.
Meiji Co., Ltd. and Meiji Seika Pharma Co., Ltd. share information beyond across outside their immediate organizations to prevent similar disasters.
Meiji Co., Ltd., Meiji Seika Pharma Co., Ltd. and KM biologics Co., Ltd have labor unions.
We believe that sound labor–management relations are crucial for effective corporate management. We engage with unions in regular labor discussions, wage negotiations, and health and safety discussions.
Each union employs a union shop system, meaning 100 percent of full-time (non-management) employees join the union.