Relationships with Employees Back Number (2019)
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Basic Approach
Since its founding, the MinebeaMitsumi Group has recognized that employees are its most valuable resource, and one of our "Five Principles" of the company credo is that the company should become a place where its employees are proud to work. The MinebeaMitsumi Group is committed to maintaining and improving workplaces where each of our employees can work safely and in good health, and fully exercise his or her abilities.
We will continue to increase diversity further and build systems compatible with increasingly global work styles and human resources. We consider the development of workplace environments to be one of our major responsibilities, and we will continue to promote initiatives in this area.
Furthermore, we continue to take various measures to create work environments which can nurture global-minded employees, pass down know-how from one generation to the next, and leverage diversity, and to provide employment for refugees and people in poverty. These measures will support our growth as a global enterprise.
Corporate Philosophy (move to company site)
Number of Employees (Group)
The Group’s proportion of employees based overseas is high at 90.0% given that some 60% of its net sales are generated outside of Japan and roughly 91.9% of its production takes place abroad.
| Employees | Japanese staff on overseas assignment |
Total | |
|---|---|---|---|
| Japan | 6,334 persons | n/a | 6,334 persons |
| North America | 2,589 persons | 41 persons | 2,630 persons |
| Europe | 2,532 persons | 41 persons | 2,573 persons |
| Asia | 65,895 persons | 525 persons | 66,420 persons |
| Total | 77,350 persons | 607 persons | 77,957 persons |
Work Status (Non-consolidated)
| Average length of employment | Average age | Retirement/Resignation | Turnover rate |
|---|---|---|---|
| 17 years, 3 months | 44 years, 2 months | 154 persons | 3.82% |
Overtime Work Data (Non-consolidated)
| Average number of overtime hours/month | 10.23 hours/month |
|---|---|
| Average overtime wages/month | 22,031 yen/month |
Workforce Diversity
The MinebeaMitsumi Group, which conducts business globally, employs diverse human resources regardless of gender, age, nationality, or disability. We aim to reinforce human resource capabilities and strive to create environments where a diverse group of employees can maximize their talents.
Promoting Active Roles for Women
The MinebeaMitsumi Group positions workforce diversity as a priority management strategy to generate new values and competitiveness and be a company that achieves sustainable growth. We have made the promotion of active roles for female employees a priority.
To empower women, we take action to develop workplace environments where female employees can work with reassurance, and in March 2016, we formulated an action plan to create employment environments where female managers can thrive. The action plan includes a target of doubling the ratio of female managers by 2021 in comparison with 2016 (1.2%), (actual rate in March 2019 in MinebeaMitsumi Inc.: 1.80%).
In June 2018, we have been included in the MSCI Japan Empowering Women Index (WIN). For more information, see "Evaluation by Society".
Proportion of female employees (employees, managers, and new hires)
We have been creating workplace environments where our diverse group of employees is able to maximize their talents. This involves promoting the empowerment of our female employees with the aims of creating new values and competitiveness. Female accounted for 65.3% of our employees and 19.2% of our managers as of March 31, 2019.
Average of working years by gender
The average years of service for female employees of the overall Group is high, and there are no substantial gender differences in that regard. As such, we are taking steps to develop workplace environments where it is possible for employees to continue working after having taken childcare leave.
Initiatives Regarding Employees with Disabilities
To actively encourage the employment of individuals with disabilities, MinebeaMitsumi works with business divisions to investigate workplace environments where persons with disabilities can succeed and strengthens collaboration with public employment security offices with jurisdiction, schools for the handicapped, employment and livelihood-support centers for persons with disabilities, and other organizations. As of June 2018, the rate of employees with disabilities was 1.61%. We plan to bolster efforts to achieve the legally mandated rate for raising employment of persons with disabilities (2.2%).
Our initiatives also take into consideration improvement of the workplace environment by ensuring that all employees, whether or not they have a disability, are motivated to work by supporting personnel with specialized skills.
Mandatory Retirement at Age 65 Introduced
MinebeaMitsumi introduced a reemployment system that enables all employees to continue working after the mandatory retirement age until they turn 65 years old. We took active measures to use the capabilities of senior employees, but mandatory retirement at age 65 will be introduced effective April 2019. Furthermore, a uniform retirement age of 65 years will be established at MinebeaMitsumi and domestic subsidiaries. We will continue to create stable environments where employees can work to their full potential.
Human Resources Development
As its corporate scale expands and globalization accelerates, the MinebeaMitsumi Group is working to develop human resources with an enduring passion for manufacturing, the ability to think for oneself and work independently, and a willingness to achieve goals and take on the challenge of innovation while cooperating with team members with diverse nationalities.
Human Resources Development
As the scale of its business expands and globalization accelerates, the MinebeaMitsumi Group strives to develop human resources with a willingness to take on new challenges, the ability to think for oneself and work independently with enthusiasm and inquisitiveness, a passion for manufacturing, and a global mindset.
Principal Domestic Training Programs by Rank
| Program | Participants | Aim of Training |
|---|---|---|
| New Employee Training | New employees |
|
| Junior Employee Training | Employees in their second year of employment |
|
| Leader Development Training | New assistant supervisor-level employees |
|
| New Assistant Manager Training | New assistant manager-level employees |
|
| New Manager Training | New manager-level employees |
|
Brother-Sister System
Brother-Sister System was introduced for employees of MinebeaMitsumi Group's domestic sales division in FY2011. Under this system, a young employee takes on the role of mentor for a new employee and provides guidance and training over a period of six months. Brothers and sisters acting as mentors take part in seminars prior to their assignments to better understand the program and create six-month mentoring plans.
In addition to teaching business skills, the program supports relationship building so new employees can freely consult their mentors concerning issues unrelated to work as well. This helps raise new employees' motivation levels and supports their independence in accordance with the training program plan.
In FY2018, 17 new employees took part in this system.
Developing Human Resources Willing to Take on Challenges
The MinebeaMitsumi Group engages in active overseas business development and provides as many employees as possible with opportunities to work in the global arena in accordance with personnel guidelines that stipulate three to five year terms for overseas assignments. As of March 2019, a total of 607 employees were assigned to overseas posts.
In FY2018, we conducted 22 training sessions for employees starting new positions overseas or engaging in long-term, overseas business travel prior to their overseas assignments, which were attended by a total of 81 employees. We have also established support programs for local-language and English-language training to enhance communication skills after employees take up their overseas posts.
Companywide undertakings include conducting TOEIC testing every other year and conducting various programs to assess and improve employees' English skills. In FY2015, we introduced an open rotation system that allows employees to volunteer for transfer to a different department, and to date, more than 31 employees have made use of this program to undertake new work.
In order to localize management at overseas sites, subsidiaries outside of Japan conduct training for local employees. In addition, overseas employees are invited to Japanese plants and Headquarters divisions as trainees so they can acquire Japanese language skills, gain understanding of Japanese culture, and undergo training on the company's core technologies, manufacturing know-how, and management skills.
Participation in the Open Rotation System
Akihito Ohya
PM Automotive Quality
Control Section
Stepping Motor
Manufacturing Department
Stepping Motor Business Unit
I applied to the open rotation system, which was launched in FY2015, and was transferred from the Material Science Laboratory Hamamatsu (currently the Applied Analysis Technology Section) to the PM Automotive Quality Control Section in the Stepping Motor Business Unit. At my prior position, my main work was using chemical analyzers to perform failure analysis and materials analysis in response to requests from business divisions. I applied to the system because as I considered the causes of failure, I came to have doubts about whether my own ways of thinking were correct and whether the results were leading to proper improvements. After I transferred to the business unit, I was able to analyze the various problems that occur at work sites and make sure that improvements were implemented. By working in a manufacturing department, the doubts that I originally had have been eliminated and I have developed a new way of thinking that differs from that of an analyst. Above all, I learned that improving our products through a process of repeated trial and error is extremely meaningful work. Problems arise from time to time at work sites, but I hope to contribute by using the strengths that I gained from working in two different worksites.
Developing Human Resources Willing to Take on Developing Future Leaders
The MinebeaMitsumi Group conducts training and implements skill enhancement programs to develop, from a medium to long-term perspective, the leaders of the future generations who are expected to drive the Group's sustainable growth.
As one part of these efforts, employees are sent to Columbia University Business School in the United States as visiting researchers where they can interact with students and researchers from diverse backgrounds, acquire wide-ranging knowledge, build personal networks, enhance language skills, and hone their leadership skills.
In FY2018, we conducted business strategy training to develop generalists who can undertake management in the future as well as technology management training to develop technical managers who can contribute to management. We also conducted next-generation leader training at sites in China with the aim of developing next-generation management human resources. We will roll out these programs to other overseas regions to develop future generations of managers.
Fair and Balanced Evaluation
At the MinebeaMitsumi Group, impartiality and objectivity are our prime concerns in evaluating the abilities and performance of our employees.
In FY2017, we reviewed personnel evaluation standards and promotion standards, held seminars to explain the new system, and took other measures to increase the system's transparency. Moving forward, we will implement personnel policies to flexibly respond to changes in the workplace environment and employment structure, with the aim of creating workplaces where employees perform to their maximum potential and where high motivation is rewarded.
Salary increases and bonuses of all employees are linked to the Company's business results as well as based on the results of an individual's achievements and abilities.
We have provided the compensation benefit including pension and retirement under the law of each country for all employees. Especially in USA, in UK and in Japan, we have our original pension and retirement plan.
Respect for Human Rights
As the MinebeaMitsumi Group Company Credo "The Five Principles" states, the company must "Be a company where our employees are proud to work".
Based upon this management policy, MinebeaMitsumi Group prohibits discrimination in promotion, rewards, training opportunities, job offer and employment on factors such as race, age, gender, sexual preference, nationality, and religion.
We provide various types of education to ensure this policy is followed, including New Employee Training, Junior Employee Training, Leader Development Training, New Manager Training, followed by "MinebeaMitsumi Group Officer and Employee Compliance Guidelines". We also offer multi-cultural communication training to employees prior to their assignments to overseas sites and provide consultation center and an internal reporting system to prevent human rights abuses.
And in Thailand, which is our largest site, our labor policy prohibits human rights violations such as forced labor and child labor and sets disciplinary measures towards violation and has been recognized by certification TLS 8001-2010, a Thai labor protection standard.
Corporate Philosophy (move to company site)
Initiatives for Creating Environments Conducive to Working
Labor Relations
As recited in the MinebeaMitsumi Group Code of Conduct, the MinebeaMitsumi Group recognizes freedom of association and endeavors to build harmonious labor relations by holding regular labor-management meetings (two or more times per year) and taking other measures to actively communicate with labor unions and employee representatives on issues such as the work environment and working conditions.
MinebeaMitsumi Group Code of Conduct (move to company site)
Support for Diversity in Work Patterns
We believe that the MinebeaMitsumi Group's attention to the work-life balance of its employees will be rewarding them and lead to a sense of fulfillment. To this end, we have established a flexible system that enables employees to take time off for childbirth, childrearing, caring for family members, and other important events in their private lives.
In FY2017, we reviewed the system for reduced working hours for childcare and modified it to allow use until a child completes the third grade of elementary school. Going forward, we will continue to enhance program so that employees can select flexible work options.
Main Welfare Systems and Number of Users (Japan Group Companies)
| Benefit | Description | Total users |
|---|---|---|
| Childcare leave | Paid leave or shorter working hours for employees caring for children | 107 persons |
| Spousal childbirth leave system | System providing leave when a spouse gives birth (up to 2 days) | 60 persons |
| Family care leave | Paid leave or shorter working hours for employees with family members requiring care | 2 persons |
| Vacation for veteran employees | Travel coupons for employees with 30 years of service, and their families | 151 persons |
Health and Occupational Safety Management
The MinebeaMitsumi Group firmly believes that a safe, healthy workplace is key to improving product and service quality, consistency of manufacturing operations, and employee morale.
Each plant holds regular meetings of their Health and Safety Committee, comprised of working groups involved in health and safety operations and so on. At the meetings, each working group shares its progress toward its targets. In addition, the MinebeaMitsumi Group's principal plants in its mass production bases of Thailand, China, Singapore, Philippines, and Malaysia have obtained OHSAS 18001 certification.
In the event of a fire, workplace injury, traffic accident, or other similar incident, safety managers take the lead in identifying the cause and handling the issue. Information about such incidents is shared with other production sites in each country to prevent similar incidents in the future.
Regular patrols at plants
We conduct monthly safety patrols at the Karuizawa and other plants to ensure that past issues have been addressed and to identify any new issues for improvement. The safety patrols help to confirm that areas around manufacturing equipment are kept clean and orderly, to request improvements when unsafe areas are discovered, to ensure that tools are stored properly, and to confirm that safety glasses and earplugs are being used.
Employees conduct a safety patrol
NMB-Minebea Thai Ltd. employees conduct a safety patrol
Promoting Health Management
The MinebeaMitsumi Group strives to maintain and improve the health of its employees in accordance with health-related laws in each country and the circumstances of each work site. We provide employees with regular health checkups, offer health consultations, send notices to employees to curb overtime work hours, and have industrial physicians make regular rounds at work sites.
In regard to mental health care, which has drawn social interest in recent years, we have conducted stress checks since 2016. We also have a consultation structure in place to ensure that employees can discuss issues with industrial physicians and counselors. The health advisors working at each plant meet quarterly to discuss issues.
In FY2018, we changed our attendance management system, enhanced visualization of working hours, including overtime hours, and strengthened management and control aimed at delivering proper results within limited time.
Future Issues and Goals
We will continue to increase diversity further and build systems compatible with increasingly global work styles and human resources. We consider the development of workplace environments to be one of our major responsibilities, and we will continue to promote initiatives in this area.
Furthermore, we continue to take various measures to create work environments which can nurture global-minded employees, pass down know-how from one generation to the next, and leverage diversity, and to provide employment for refugees and people in poverty. These measures will support our growth as a global enterprise.
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