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About Meiji

At a Glance

At a Glance

Get to know Meiji at a glance – from our core business to our most important numbers.



Medical needs are always diversifying – here's how Meiji is responding.

Human Resources

Targets of the 2023 Medium-Term Business Plan (effective until March 31, 2024)*
KPI Base Year Results Target
FYE 3/2022 FYE 3/2024 FYE 3/2027
Increase the ratio of female managers at least 10% by FYE 3/2027, compared with the FYE 3/2018 result of 2.6% FYE 3/2018 (2.6%) 4.7% - 10%
Increase the number of female managers (including assistant managers) to at least 420 by FYE 3/2027 (approximately triple the number as in FYE 3/2018) FYE 3/2018 237 - 420
Raise the ratio of employees with disabilities above Japan's legal requirement of 2.3% - 2.57% 2.3% -
Renew certification for outstanding health and productivity management from the Japanese government - Renew Certification Renew Certification -

* Results are combined totals for Meiji Holdings, Meiji, Meiji Seika Pharma, and KM Biologics.

The Meiji Group's Requirements for Human Resources

Under the "meiji way," the action guidelines set forth in the Meiji Group's Philosophy, we have established the ideal employee as "a human resource who sets creative and innovative challenges for himself/herself and carries them through by leveraging his/her outstanding expertise and organizational capabilities".

figure: The Meiji Group's Requirements for Human Resources

Promotion of Human Capital Strategy

Human Capital Strategy

Human capital is extremely important because it supports the Meiji Group's value creation. We believe that respecting employees' diversity and making individuals perform to the best of their abilities lead to the Group's sustainable growth. The Group is shifting its human capital strategy from internal equal treatment to competition with external competitors. We will strategically promote human capital development to create and deploy Meiji unique value for wellness globally.

Human Capital Strategy In the Meiji Group

Until now
Being fair and reasonable so that everyone in the Group treated equally (internal equity).
In a closed-off internal competitive environment, employees and culture become homogeneous, causing innovation to stagnate.

In the future
Developing human capital that can overcome the intensifying competition and the rapidly changing external environment by not limiting itself to internal knowledge, skills, and human capital (competing with external competitors).

Ideal human capital strategy
Creating work environment where employees accept and maximize each other’s diverse values, knowledge, and abilities

Group Human Capital Committee

We established the Group Human Capital Committee in April 2022, an advisory body of the Executive Committee. In FY 2022, we will discuss Diversity and Inclusion (D&I), Human Capital Development, and Health and Productivity Management. We will then set up KPIs. We will promote the human capital strategy based on management strategy throughout the Group.


  1. Enhancing Human Productivity and Value Creation Capabilities
    From Human Resources to Human Capital

    We view employees as capital, not resources. We will strengthen human productivity and the ability to create value through investments focused on improving quality.
  2. Creating a Culture and Structure Essential for Sustainable Growth
    From Human Resource Strategies to Management Strategies

    We will consider the ideal state of the Group’s human capital and develop a system where employees perform to the best of their abilities to realize the Meiji Group 2026 Vision. In particular, we will promote a strategy that emphasizes the development of core human capital to lead management strategies.
figure: Group Human Capital Committee

Promoting diversity and inclusion

People's values are diversifying in both the consumer and labor markets. We should promote D&I to sustain growth in such an environment. We will accelerate diversity in our core human capital by hiring and promoting women, non-Japanese, and experienced personnel from outside the company. Also, we will strengthen our competitiveness by creating diverse career options including senior human capital.

Meiji Group Diversity & Inclusion Policy

We established the Meiji Group Diversity & Inclusion Policy in December 2021 to promote D&I toward realizing the Meiji Group 2026 Vision. We will promote D&I to provide customers in Japan and around the world with progressive values in food and health.

  1. Promoting the performance of diverse human capital
    We will develop a work environment where human capital with diverse backgrounds* performs to the best of their abilities and play an active role in various positions.
  2. Accepting and maximizing each other's diverse values
    We will accept and maximize each other's diverse values, knowledge, and abilities to create innovation and new value, which lead to corporate growth.

* Gender, sexual orientation/gender identity, career, age, nationality, disability, employment status, during childcare/caregiving, etc.

We will recruit, train diverse human capital and improve working environments to enhance sustainable corporate competitiveness. For this, we will establish a D&I promotion system and set numerical targets for core human capital.

Three Approaches to Promoting D&I

The Group promotes D&I through three approaches: creating diversity, leveraging diversity, and expanding diversity. Through these three complementary approaches, we promote D&I and foster the Group culture.

figure: Complementary Approaches to Promote D&I and Foster the Group Culture
Initiatives to Improve Corporate Strength by Maximizing the Individuality of Each Employees

In promoting Diversity & Inclusion (D&I), Meiji Co., Ltd. is promoting DIAMOND Project, which is named using the acronym for Diversity & Inclusion Activities: Meiji's Open & New Directions. Just as small diamonds sparkle brightly when they are put together, we aim to solve social issues and realize a wellness society by creating great innovations from the fusion of diverse human resources.

figure: DIAMOND Project
Encouraging male employees to take childcare leave

Meiji Co., Ltd. is a member of the initiative to develop supervisors who support individual careers. In 2022, we held a lecture for executives and distributed it in an archival manner so that all employees can view it. Going forward, we will continue to strive to create a workplace environment that makes the most of the values and skills of our diverse human resources, including the use of childcare leave by male employees.

Promoting Female Participation

Promoting female participation is a critical theme for the Group. In FY 2021, we changed our mindset by promoting female employees to management positions and conducting training on unconscious bias. In FY 2022 and beyond, we will formulate and implement measures to promote female participation throughout the Group. Specifically, we will establish a network for women at the same career level and promote the creation of a comfortable working environment. In this way, we will develop a structure and culture where female employees can perform to the best of their abilities.

Female Managers at Main Companies in Japan*
FYE 3/2018 FYE 3/2019 FYE 3/2020 FYE 3/2021 FYE 3/2022
Ratio of female managers (%) 2.6 3.1 3.4 3.7 4.7
Number of female managers (including assistant managers) 119 171 189 208 237

* Results up to March 2018 are combined totals for Meiji Holdings, Meiji, and Meiji Seika Pharma, and results from March 2019 are combined totals for those companies and KM Biologics.

figure: Ratio of female managers
figure: Number of female leaders
Training sessions to build a network of female employees

Meiji Co., Ltd. holds training sessions to help each woman work positively and vigorously in her own way through networking among female employees, and to create innovation by utilizing the power of women. The monthly training includes career sharing, seminars on women's specific concerns (such as menstruation and menopause), discussions on how to resolve company issues, and monitoring of new products.

Career development workshops for female employees

As part of its efforts to promote diversity in the workplace, Meiji Seika Pharma regularly holds career development workshops to help its female employees plan for future success. Male employees have also participated to learn about As of March 31, 2022, a total of 137 women and 71 men have joined the workshops since they began in 2013.

In addition, the company's Pharmaceutical Sales Division has initiated a program aimed at raising job satisfaction among its many female medical representatives.

Photo: career development workshops

Supporting Employees with Disabilities

The Meiji Group employs people with disabilities at over 40 workplaces across Japan, and aims to maintain its ratio of employees with disabilities above the country's legal requirement of 2.3% for large companies. These workplaces have installed barrier-free restrooms and wheelchair ramps to create comfortable work environments for all employees.

Employees with Disabilities at Main Companies in Japan*
FYE 3/2018 FYE 3/2019 FYE 3/2020 FYE 3/2021 FYE 3/2022
Ratio of employees with disabilities (%) 2.20 2.29 2.28 2.47 2.57

* Results up to March 2019 are combined totals for Meiji Holdings, Meiji, and Meiji Seika Pharma, and results from March 2020 are combined totals for those companies and KM Biologics.

Maintaining accessible workplaces for all members

At the Meiji Group, at the initiative of an employee with a disability, there is a growing movement among workers to display a card on their chest informing them of their disability. These cards can be used by those who wish to use them in accordance with their disabilities, leading to the formation of better communication. In addition, Meiji Co., Ltd. actively promotes the acquisition of qualification of vocational counselor for the disabled, and provides basic knowledge training on disability for all employees. By deepening understanding of disabilities, we are striving to create an environment that is easy for everyone to work in.

Rehiring Employees after Retirement

The Group has put a program in place to rehire employees who wish to continue working after reaching the retirement age of 60. The program allows these employees to not only apply the skills they have acquired over many years but also to guide and mentor younger colleagues.

In addition, Meiji Co., Ltd. launched career development support measures for senior employees (career design training for those in their 50s, career design interviews for those in their 50s, and reskilling) in order to assist individuals in their career development and support their ability development, so that seniors can work actively and autonomously.

Retirement-Age Employees at Main Companies in Japan*
FYE 3/2018 FYE 3/2019 FYE 3/2020 FYE 3/2021 FYE 3/2022
Retirement-age employees requesting re-employment 93 83 118 126 113
Ratio of approved requests (%) 100 100 100 100 100

* Results up to March 2019 are combined totals for Meiji Holdings, Meiji, and Meiji Seika Pharma, and results from March 2020 are combined totals for those companies and KM Biologics.

Mid-Career Recruitment

In addition to hiring new graduates, the Meiji Group is also actively recruiting people with careers at other companies to incorporate a wide range of knowledge. In addition, we have introduced a "come-back system" that enables employees who have resigned the company to re-enter. By rehiring resigned workers who possess the know-how and expertise gained in the Meiji Group and who have developed diverse experience and knowledge after resignation, we aim to further revitalize the company and create new value.

Percentage of fulltime employees hired in mid-career
Unit FYE 3/2019 FYE 3/2020 FYE 3/2021 FYE 3/2022
Meiji Co., Ltd. % 14.7 18.0 48.8 7.3
Meiji Seika Pharma Co., Ltd. % 21.8 21.5 34.4 28.2
KM Biologics Co., Ltd. % 27.3 65.0 44.4 44.0

Strengthening International Bonds Group-Wide

With the aim of further expanding its overseas business, the Meiji Group actively recruits outstanding local human resources at overseas Group companies in order to develop businesses that are suited to local cultures and needs. As a result, colleagues currently working overseas account for approximately 30% of all Meiji Group employees. The Meiji Group believes that hiring local human resources contributes to the sustainable development of each country and region. To encourage locally hired employees to work enthusiastically, and to strengthen cooperation among Group companies, we publish in-house magazines (in Japanese, English, and Chinese), promote human resource exchanges between Japan and abroad, and hold learning workshops.

Number of Employees by Country of Main Operations
FYE 3/2018 FYE 3/2019 FYE 3/2020 FYE 3/2021 FYE 3/2022
United States 567 561 571 627 636
Spain 288 281 277 272 243
China 953 1,094 1,092 1,071 1,157
Indonesia 648 648 730 781 769
Singapore 279 282 316 293 277
Thailand 394 394 407 430 419
India 1,626 1,840 1,847 2,004 1,966
Total 4,755 5,100 5,267 5,478 5,467

Supporting Sexual Minorities in the Workplace

In 2018, the Meiji Group initiated various measures to support its lesbian, gay, bisexual, and transgender (LGBTQ+) employees. Specifically, issues related to sexual minorities were included in regular training sessions on human rights at some group companies, and seminars on LGBTQ+ inclusion in the workplace have been held for personnel in charge of employee recruitment.

Furthermore, barrier-free and multipurpose restrooms have been designated as gender inclusive. Meiji Co., Ltd. has also established a LGBTQ+ consulting desk, applies benefits to same-sex partners, and has implemented bottom-up activities through its employee Ally (Alliance) network, which is a group of people who understand and support LGBTQ+. The company has acquired Gold in PRIDE Indicator 2022, an indicator for evaluating LGBTQ+ initiatives in the workplace. KM Biologics Co., Ltd. has donated funds to LGBTQ+ organizations, and has acquired Bronze in PRIDE Indicator 2022.

Strengthening Human Resource Development

We believe that respecting the diversity of organizations and individuals and maximizing the vitality and capabilities of each employee will contribute to the sustainable growth of the Meiji Group, and we are focusing on human resource development.

Meiji Group Human Resources Development Policy

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:
  1. Develop personnel who have the proactive mindset, as well as the expertise, creativity, and practical skills, needed to take on and achieve ambitious targets
  2. Spur group expansion by growing individuals and developing independent-minded personnel who raise groupwide capabilities
  3. Develop personnel who fully understand the Group Philosophy and put the meiji way into practice at an advanced level

Identify and develop human capital for group management

We are focusing on discovering and developing the managers who drive the Group forward in the future. We will define the universal skills and abilities required for the managers regardless of the business. To achieve this, we are building a training system. The Group management team works together to lead sustainable growth. The figure on the right shows three characteristics of the Group management team: instigating change/strategic human capital, management, and specialists. Our management team should consist of members whose strengths are at least one of the three characteristics.
Of the three characteristics of management human capital, development of "instigating change/strategic human capital" is critical to further strengthening the Group management. If such human capital takes the initiative in developing and implementing progressive strategies, we can compete with external rivals and survive in the future. To achieve this, we have launched an eight-month Development Program for Managers who drive the Group forward in FY 2021. The participants of the program were Executive Officer and selected Executive Officer candidates.
We will implement measures to promote developing human capital focusing on Leadership Value while leveraging each individual’s strengths and individuality. Consequently, we will develop candidates who drive the Group forward.
Required Abilities for Managers who Drive the Meiji Group Forward

figure: The Meiji Group Management Human Capital

Desired Management Human Resources (Leadership Value)

figure: The Meiji Group 2026 Vision

Skills Development Structure

Based on the Meiji Group Skills Development Policy, we have established a skill development system that facilitates the growth and career development of each employee.

Figure: Skills Development Structure
Rank-specific training, business skills training at each career stage

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.

Training program for the development of personnel capable of working globally

We provide a wide variety of training programs to develop personnel capable of working globally.

  1. Self-development language courses
  2. Language training in English- and Chinese-speaking countries for effective language-learning and understanding of different cultures
  3. Programs sending selected personnel to business language schools to acquire practical language skills
  4. Programs to instill perseverance, understanding of diversity, and mental toughness by sending personnel overseas to gain first-hand experience in business customs under challenging conditions

Meiji Seika has been conducting training since 2017, for fostering a global mindset to embrace diverse cultures and acquiring leadership and management skills as global leaders, and more than 456 people have participated so far.

Manager development

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.

Grooming future leaders

The Meiji Group offers a broad range of training programs for its young members to equip them with the leadership qualities and management skills needed by the leaders of tomorrow. Training focuses on developing strategic thinking, reasoning, decision-making, and communication skills. They are also given educational and training opportunities outside the Group, such as at business schools and cross-industry events, to help them develop a wider range of skills and perspectives.

Providing opportunities for self-development

Aspiring employees can apply to various self-development programs offered by the Meiji Group, including college and distance learning courses.

Facilitating career planning through self-assessments

The Group has established a self-assessment system for employees to plan their careers in consultation with their supervisors. The self-assessment reports create opportunities for employees to reconsider their work practices and career paths, and also provide useful information for management to develop necessary training programs and help employees thrive in the workplace.

Employee Training Expense and Time at Main Companies in Japan*
FYE 3/2018 FYE 3/2019 FYE 3/2020 FYE 3/2021 FYE 3/2022
Education and training expense per employee (Yen) 32,000 21,000 34,000 16,000 22,000
Education and training time per employee (hours) - - - 0.27 0.98

* Results up to March 2019 are combined totals for Meiji Holdings, Meiji, and Meiji Seika Pharma, and results from March 2020 are combined totals for those companies and KM Biologics.

FY2021 Training Results
number of attendees Average attendance time (hours) Average Education and training expense (unit:thousand of yen)
Rank-based training 2,507 27.3 29.2
Global training
Diversity management
404 10.5 21
Developing next-generation leaders 122 38.6 384.7
Division-specific and group company training such as self-development 14,591 219.9 1.7

Employee-Friendly Workplaces

Promoting Health Management

We strive to improve productivity by grasping the mental and physical health of employees from a managerial perspective and strategically investing in maintaining and promoting such health. As a company embodying the Group slogan “Now ideas for wellness”, we believe it is crucial for our employees to remain healthy and vigorous. To achieve this goal, we have formulated and disclosed the Meiji Group Health Management Strategy Map.
We have selected healthy lifestyle habits (diet, exercise, quit smoking) as key to preventing obesity. We have set KPIs and are promoting measures accordingly.

Figure: Promoting Health Management

Committed to the Health of Employees

In 2018, the Meiji Group made an official commitment to help employees effectively manage their health and to promote wellbeing in the workplace. This commitment provides the basic principles of the Group's health management systems.

Meiji Group Commitment to the Health of Employees

The Meiji Group recognizes the fundamental importance of good physical and mental health for its employees to lead productive lives and reach their full potential. Therefore, the Group is committed to the following three activities.

  1. Measures shall be taken to encourage employees to responsibly manage their own health as well as the health of their family members.
  2. Programs shall be put in place to support the efforts of employees to manage their health and to enhance their ability to do so.
  3. Steps shall be taken to ensure that workplaces provide comfortable and safe working environments for all of their members.
Health management challenges and goals

We have formulated and are implementing a Health Management Strategy Map that clarifies the link between investing in Health Management and the effectiveness of measures. To address the management issue of realizing a company in which employees can work comfortably and are healthy and energetic in both their mind and body, we are aiming to achieve this goal by improving the lifestyle habits of "meals," "exercise," and "smoking," with the aim of "reducing the number of obese people to prevent lifestyle-related diseases." Through internal communications using Health Management Strategy Map, we will promote awareness of Health Management promotion activities for employees and their families.

Health Management Targets
Item Target
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%

* Coverage: Health checks for employees by medical institution consultation and meeting with occupational physician, nursing staff and HR staff

Approach to Health Issues Key Targets
Strengthen initiatives to reduce lifestyle-related diseases (high-risk individuals) Percentage of regular health checkups received: 100%
Follow up rate of employees subject to secondary health checkups1: 100%
Improvement of dietary habits Increase the ratio of people with healthy eating habits (reduction in the number of people who skip breakfast and eat before bedtime)
Encouraging Excercise Increase participation rate of walking campaigns2 to 70% by FY 2023
Prevention of Passive Smoking and Encouraging Quit Smoking Ensure no smoking during working hours
Encourage employees to quit smoking and support employees who wish to quit

1. Follow up rate: To ascertain the status of the individual through medical institution examinations, interviews with industrial physicians and public health nurses, and personnel interviews

2. Walking Campaign Participants/All Employees

Employee Health Indicators
FYE 3/2018 FYE 3/2019 FYE 3/2020 FYE 3/2021 FYE 3/2022
Employees with the Risk of
Lifestyle-related Disease
Percentage of employees undergoing periodic health examinations (%) 100 100 100 100 100
Follow up rate of employees subject to secondary healthcheckups (%) - - 100 100 100
Percentage of employees receiving secondary medical examinations (detailed examinations) (%) - - 80.8 83.9 87.0
Rate of implementation of specified health guidance (%) - - - 29.2 41.3
Percentage of employees who maintains desirable weight (BMI18.5~25) (%) 66.8 66.0 65.1 65.5 65.7
Percentage of abdominal circumference standard values exceeded2 (%) - - 37.9 37.5 35.3
Other medical examinations Gastric cancer screening uptake rate (%) 83.9 83.0 82.6 82.0 84.4
Colorectal cancer screening uptake rate (%) 93.2 93.4 93.5 94.3 95.5
Gynecologic checkup uptake rate (%) 52.2 54.8 67.4 64.2 64.1
Productivity Absentysms3 (%) - - 0.41 0.37 0.15
Presentism (loss) 4 (%) - - - 21.6 20.8
Stress Check Participation rate (%) 94.6 93.8 93.5 93.4 94.2
Percentage of employees with high stress (%) 8.7 8.3 10.1
Fitness Habits Walking Campaign Participation Rate (%) 49.5 54.9 58.6 59.8 61.7
Achievement Rate (%) 29.4 30.8 32.6 37.0 37.0
Percentage of employees who exercise for half an hour or more at least twice a week (%) 22.2 21.2 24.4 26.7 27.6
Dietary habits Percentage who do not eat breakfast (%) 23.5 25.9 26.9 26.1 26.8
Percentage who often eats before bedtime (%) 38.4 38.8 37.8 31.9 31.6
Quit-smoking Program Smoking rate (%) 24.0 20.8 20.5
Number of Participants - - 39 9 8
Participation rate and percentage satisfaied Participation rate (%) E-learning of Lifestyle habits - - - - 96
E-learning of Self care - - - - 89.1
E-learning of Line care - - - - 89.1
Breakfast reform seminar - - - - 46.7
Percentage satisfied (%) E-learning - - - - 95.4
Breakfast reform seminar - - - - 91

1. People who maintain appropriate body weight: Less than BMI18.5~25

2. Abdominal circumference: 85 cm or more for men, 90 cm or more for women. Subjects must be 35 years of age or older

3. Total number of absences and days of leave due to health problems/number of full-time employees at the end of the fiscal year

4. Productivity at the time of attendance due to health-related issues is measured by SPQ (one-item version of the University of Tokyo)

5. Exercise habit: Exercise for more than 30 minutes twice a week

6. Number of participants in the health insurance association's smoking cessation program

Shifting to smoke-free workplaces

The Meiji Group's workplaces have been steadily placing prohibitions on smoking and second-hand smoke in order to maintain healthier and more comfortable working environments. Workplaces have set up completely separate smoking areas, banned smoking onsite during work hours, and are providing support to employees who are trying to quit smoking.

Implemented Breakfast Reform Seminar at sites nationwide

In order to improve "breakfast-free," which is a lifestyle issue for Meiji Group employees, we held a "Breakfast Reform Seminar" jointly with the Shokuiku Team of the Meiji Public Relations Department at all of our business sites nationwide. In addition to learning about the importance of breakfast consumption with an awareness of protein, which makes body, we distributed our own protein-containing beverages and promoted the motivation to make breakfast a habit.

Recognized for outstanding health and productivity management

In 2023, Meiji Holdings, Meiji, and Meiji Seika Pharma were recognized for their outstanding health and productivity management for the seven consecutive year through a certification program operated by Japan's Ministry of Economy, Trade and Industry. The program evaluates companies based on their employee health activities, such as provision of regular checkups, healthcare guidance, counselling, and fitness programs. KM Biologics Co., Ltd. was certified as an excellent Health and Productivity Management corporation for the third consecutive year.

Also, Meiji Holdings Corporation has been selected for the first time for the "2023 Health and Productivity Issues Selection" jointly conducted by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange

Infection Control Measures

To protect the health and safety of our employees worldwide, we provide expatriates and overseas business travelers with up-to-date information on the outbreak of infectious diseases including malaria, TB and HIV in each country, as well as preliminary guidance and support, including necessary immunizations and the provision of information from local medical institutions. In addition, we are taking all-out measures to prevent infection in the workplace, including the implementation of in-house mass vaccination for all employees in Japan as a countermeasure against seasonal influenza.

Workstyle Reform

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.

Providing Flexible Work Arrangements

The Meiji Group has introduced telecommuting and flextime systems for employees who need more flexible work arrangements. It also allows employees to continue fulfilling their work responsibilities when dealing with major life events. For example, employees can opt to work shorter work hours following a childbirth, and male employees are encouraged to take paternity leave.
We have created an environment in which employees can maximize their capabilities at their respective life events.

  • Introduction of a telecommuting system
  • Introduction of a flexible work hours system
  • Support for male employees to take childcare leave
  • Thorough implementation of employment continuity support system for employees at life events
  • Childcare and nursing care programs

Systems for childcare and long-term care
Nursing care
Pregnancy leave Pregnancy to 46 days before childbirth
Maternity leave 45 days before childbirth to 56 days after childbirth
Childcare leave Can be taken until the child reaches three years of age
Shortened work hours for childcare Shortening/staggering of work hours, exemption from overtime/late night work, application of flextime system
Nursing care leave 5 days per year per eligible family member
Nursing care leave Total of 365 days per eligible family member
Nursing care: Measures to shorten work hours, etc. Shortening/staggering of work hours, exemption from overtime/late night work, application of flextime system
Allowances, etc. Childbirth and childcare support At the time the employee or spouse gives birth (childbirth gift money and childcare goods)
Next generation cultivation allowance For dependent children up to age 18
Mutual aid system Childbirth gift money, subsidy of 50% of babysitting expense (within 30 days), school entrance gift money, orphans' scholarships, etc.
Employees Taking Paid Holiday at Main Companies in Japan*
FYE 3/2018 FYE 3/2019 FYE 3/2020 FYE 3/2021 FYE 3/2022
Number of employees taking childcare leave Female 222 248 335 330 332
Male 30 40 68 90 190
Number of employees opting for shortened work hours for childcare Female 229 262 385 402 458
Male 2 3 6 7 6
Percentage of employees returning to work within six months after the end of childcare leave (%) 100 100 100 100 100
Percentage of employees who continue working after taking childcare leave (%) 100 98 99 100 100
Number of employees taking nursing-care leave 5 7 12 13 8

* Results up to March 2019 are combined totals for Meiji Holdings, Meiji, and Meiji Seika Pharma, and results from March 2020 are combined totals for those companies and KM Biologics.

Encouraging employees to take paid holidays

The Meiji Group has initiated measures to encourage its employees to take all of their annual paid holidays, including vacations of five consecutive days. Company presidents also call on employees to take consecutive days off, and campaigns are held to emphasize the importance of time off. In addition, employees are periodically requested to select dates for holidays, and those who have not are reminded to do so.

Percentage of Annual Paid Vacation Days Taken by Employees*
FYE 3/2018 FYE 3/2019 FYE 3/2020 FYE 3/2021 FYE 3/2022
Percentage of annual paid vacation days taken by employees (%) 63.8 67.0 71.5 67.3 68.5

* Results up to March 2019 are combined totals for Meiji Holdings, Meiji, and Meiji Seika Pharma, and results from March 2020 are combined totals for those companies and KM Biologics.

Efforts to comply with labor laws and regulations

The Meiji Group complies with various labor laws and regulations in each country so that employees can work with peace of mind.

Reducing excessive work hours

Our basic policy on working hours for employees is to comply with local laws and regulations both domestically and overseas, and to work toward reducing long working hours through more efficient operations and thorough management of working hours.

Major Initiatives to Reduce Long Work Hours

  • Thorough reporting and management of appropriate working hours
  • Thorough implementation of No Overtime Day (once a week)
  • Promoting Meetings Efficiency
  • Review and streamline operations at the workplace level

Average Monthly Hours of Overtime per Employee*
FYE 3/2018 FYE 3/2019 FYE 3/2020 FYE 3/2021 FYE 3/2022
Average monthly hours of overtime per employee (hours) 12.8 13 12.7 10.1 12.7

* Results up to March 2019 are combined totals for Meiji Holdings, Meiji, and Meiji Seika Pharma, and results from March 2020 are combined totals for those companies and KM Biologics.


Based on the Meiji Group Human Rights Policy, the Meiji Group complies with minimum wages stipulated by the laws of each country. We also apply a uniform compensation system for men and women in the same qualifications and job levels.

Occupational Health and Safety

Based on the Meiji Group Occupational Health and Safety Policy, we recognize that safety takes precedence over everything else. Based on this policy, we continually work to ensure workplace safety and strive to maintain and promote employee health. Based on this policy, we are working with not only Meiji Group employees, but also partner companies working together on the premises to implement various measures related to safety and disaster prevention.

Management system

The Meiji Group regards employee health and safety as one of its key themes. The Group Human Capital Committee, chaired by the President and CEO, has established a system for overseeing occupational health and safety throughout the Group. Specifically, once every six months, we report on the progress on our safety and health targets, measures for occupational accidents at each operating company, and the number of accidents, and promote initiatives for occupational health and safety throughout the Group. In addition, the Group Human Capital Committee timely reports to the Executive Committee and the Board of Directors on the details of occupational accidents and the status of corrective actions.
In FY 2022, we set a goal of zero occupational accidents. In each operating company, the Central Safety and Health Committee plays a central role in setting priority initiatives for achieving these goals, and then promoting activities tailored to each business site and site while following PDCA cycle.

Occupational Accident Elimination Initiatives and Accidents Occurring Over Time

To achieve zero occupational accidents, we are working with partner companies to reduce facility and work-related risks.
Specifically, we conduct risk assessments prior to the start of operations of new facilities and safety audits and inspections of existing facilities, and strive to prevent occupational accidents and legal violations at each business site by disseminating and complying with equipment safety measures and rules. Furthermore, in the event of an occupational accident, we investigate the cause and then conduct safety inspections and measures to prevent recurrence.

Preventive measures against occupational accidents that occurred in FYE March 2022 (excerpt of those taken for the most common causes at each operating company)
Common Accidents Measures Taken
Pinching, trapping
  • Installation of safety covers on operating and rotating parts
  • Review of procedures used when addressing problems
  • Thorough reminders to keep hands away from moving machinery
Fall Remediation of identified risks, familiarizing plant employees
Strain or overexertion
  • Prevention of physical function decline in the elderly (introduction of daily exercises such as slow squats)
  • Identification of workplace problems using Age Action 100 (recommended by Ministry of Health, Labour and Welfare: Workplace improvement tool to secure safe and health of the elderly), risk assessment from the elderly person perspective, hazard mapping, deployment of risk prediction activities
Status of Occupational Accidents
FYE 3/2018 FYE 3/2019 FYE 3/2020 FYE 3/2021 FYE 3/2022
Number of lost time injuries1 - - - - -
Japan - 14 32 30 34
Overseas - - - - -
Lost-time injury frequency rate (LTIFR)2 - - 1.14 1.03 1.09
Japan 0.69 0.71 0.86 0.86 1.07
Overseas - - 1.82 1.52 1.16
Average value of Japanese manufacturing industry3 1.02 1.20 1.20 1.21 1.31
Lost-time injury severity rate4 - - 0.0534 0.0198 0.0211
Japan 0.0328 0.0494 0.0523 0.0214 0.0218
Overseas - - 0.063 0.0031 0.0164
Average value of Japanese manufacturing industry3 0.08 0.10 0.10 0.07 0.06
Number of work-related fatalities5 - - 0 0 0
Japan 0 0 0 0 0
Japan (Subcontractors) - - 0 0 0
Overseas - - 0 0 0

1. Figures for FYE 3/2019 cover plants and laboratories of the Meiji Group including consolidated subsidiaries in Japan and Okinawa Meiji Milk Products Co., Ltd. (excluding KM Biologics Co., Ltd., Meiji Feed Co., Ltd., and OHKURA Pharmaceutical Co., Ltd.) From FYE 3/2020, the figures cover the Meiji Group including consolidated subsidiaries in Japan and Okinawa Meiji Milk Products Co., Ltd.

2. From FYE 3/2018 to FYE 3/2019, the figures cover plants and laboratories of the Meiji Group including consolidated subsidiaries in Japan and Okinawa Meiji Milk Products Co., Ltd. (excluding KM Biologics Co., Ltd., Meiji Feed Co., Ltd., and OHKURA Pharmaceutical Co., Ltd.) Figures for FYE 3/2020 cover the Meiji Group including consolidated subsidiaries in Japan, Okinawa Meiji Milk Products Co., Ltd. and production the Meiji Group companies overseas.
Frequency rate of lost-worktime injuries: Lost-worktime accidents/ total labor hour × 1 million

3. Source: Occipational accident trend survey (Ministry of Health, Labour and Welfare)

4. From FYE 3/2018 to FYE 3/2019, the figures cover plants and laboratories of the Meiji Group including consolidated subsidiaries in Japan and Okinawa Meiji Milk Products Co., Ltd. (excluding KM Biologics Co., Ltd., Meiji Feed Co., Ltd., and OHKURA Pharmaceutical Co., Ltd.) Figures for FYE 3/2020 cover the Meiji Group including consolidated subsidiaries in Japan, Okinawa Meiji Milk Products Co., Ltd. and production Meiji Co., Ltd., Group companies overseas.
Lost-Time Injury Severity Rate: Number of lost days / total working hours × 1,000

5. From FYE 3/2018 to FYE 3/2019, the figures cover plants and laboratories of the Meiji Group including consolidated subsidiaries in Japan and Okinawa Meiji Milk Products Co., Ltd. (excluding KM Biologics Co., Ltd., Meiji Feed Co., Ltd., and OHKURA Pharmaceutical Co., Ltd.) Figures for FYE 3/2020 cover the Meiji Group including consolidated subsidiaries in Japan, Okinawa Meiji Milk Products Co., Ltd. and production the Meiji Group companies overseas.
Frequency rate of lost-worktime injuries: Lost-worktime accidents/ total labor hour × 1 million

ISO45001 certified factories and companies
(As of May 11, 2023)
    Food Segment
  • 23 Factories, One Research Laboratory and 5 Group Companies in Japan
  • One Group Company in China
Workplace-specific health and safety training programs

The Meiji Group's main companies provide occupational health and safety training tailored to their specific workplaces. They also share information on safety with a view to prevent the occurrence of similar kinds of accidents.

Occupational Safety Education Results

FYE March 2022 Results / Units: Persons

Educational Program Name Program Content Target Group Participants:
Training to Learn from Past Accidents Training utilizing information about past serious accidents to prevent decaying awareness and recurrence of these accidents, to foster safety awareness, and to improve risk sensitivity All employees 170
Lifter Lower Operations Educator Training Training for educators to acquire the necessary knowledge and skills for instructing certified operators on operations in the lower part of the lifter, the area where the certified operator system has been introduced Facility environment managers 37
ISO45001 Internal Auditor Training Training providing education for the acquisition and practice of knowledge/awareness necessary for internal auditors based on Occupational Safety and Health Management Systems (OSHMS) OSHMS Internal Auditors 120
Hazard Simulation Training Hands-on simulation training to improve employees’ risk sensitivity Workers 100
Risk Assessment Self-Diagnostic for Falls and Other Risks Measures to prevent falls as part of age-friendly measures. Physical fitness measurements taken after preliminary questionnaire-based self-assessment, with the aim of identifying any discrepancies Employees over 50 years of age 90
Occupational Health and Safety Regulations: Safety Risk Assessment Training Remote risk assessment training on the essential points of occupational health and safety regulations, hazard identification, risk assessment, and recurrence prevention measures. Lectures by external consultants and the Japan Industrial Safety & Health Association Plant, laboratory, and head office employees 340
Training for prevention of Fall accidents Learning about the causes of falls and what kind of workers are more prone to serious injuries, founded in past cases and medical evidence. Training for participants to experience locomotion checkups and slow squats as measures to prevent falls caused by functional decline of the lower extremities, and to continue these measures after the course Workers 315
Special Training for Handling Low-Voltage Electricity Training for personnel engaged in the operation of switchgears with exposed charging terminals on low-voltage power lines installed in areas like distribution board rooms/transformer substation rooms Workers 77
Training for prevention of accidents caused by Oxygen-Deficient Environments Training to acquire knowledge on how to prevent accidents and work safely and hygienically at sites where there is a risk of oxygen deficiency or hydrogen sulfide poisoning Workers 15

Improving Employee Engagement

Today's labor market is increasingly competitive and diverse, with employers offering a widening range of work conditions. To ensure sustainable growth under such conditions, the Meiji Group's management recognizes the importance of having employees feel motivated and rewarded by their work, and committed to the goals of their respective companies and the Group as a whole. From that standpoint, management set the objective of improving employee engagement in the Group's three-year 2023 Medium-Term Business Plan launched in April 2021. Meetings are held for employees to discuss the Meiji Group's brand and measures to realize its new slogan. This promotes a workplace culture that encourages them to work towards the Group's growth as a team. An employee engagement survey will be conducted annually to assess the level of engagement and quickly identify issues that need improvement. Furthermore, the scores from the survey will be used as indicators in the performance-linked compensation plans for directors and executive officers.

figure: Engagement Score Results figure: Engagement Score Results(PDCA)
Strengthen internal communications through meiji Brand Project

In order to promote and embody the Group slogan "Now ideas for wellness," we are implementing a project to encourage employees to change their attitudes and behaviors in order to create a healthy value that is unique to meiji. Through direct discussions between senior management and young employees on such topics as meiji's health value and the Meiji Group's vision, as well as through dialogue with top management, we regularly hold workplace meetings to think and implement health ideas and solutions to social issues through business activities. In these ways, we are working to understand and empathize with the company's aspirations and to stimulate communications between ranks and employees.

photo: Strengthen internal communications through meiji Brand Project
Holding of "Case Study Presentation Meetings on the Corporate Philosophy and Conduct Guidelines" to Promote the Behavior Change by Employees

KM Biologics Co., Ltd. holds annual "Case Study Presentation Meetings on the Corporate Philosophy and Conduct Guidelines" to introduce and share results of activities embodying its Corporate Philosophy and Conduct Guidelines to the entire company under the initiative of employees. At the meeting held in 2020, more than 170 activities were received from each department. Among them, two of them were selected as the highest awards: 1) A packaging process team that has implemented various initiatives to strengthen communication and mutual understanding so that all members can exercise leadership, leading to labor savings and reduced overtime, and 2) Newborn Mass Screening Examination Section renewed its information magazine and expanded its publication area to better meet the needs of mothers and fathers who are expecting a baby. This case study presentation not only motivates employees but also improves corporate competitiveness. 

photo: Holding of "Case Study Presentation Meetings on the Corporate Philosophy and Conduct Guidelines" to Promote the Behavior Change by Employees
photo: Holding of "Case Study Presentation Meetings on the Corporate Philosophy and Conduct Guidelines" to Promote the Behavior Change by Employees
Maintaining positive relations between management and labor

All regular employees of Meiji, Meiji Seika Pharma, and KM Biologics are members of a labor union affiliated with each respective company. Excluding managers, 100% of employees belong to the unions, which negotiate on their behalf. Recognizing the importance of maintaining a positive and productive relationship with labor, the Group's management regularly meets with the union leaders to negotiate wages and benefits, and to resolve any issues that arise in the workplace, including those concerning health and safety.