Relationships wiエアベット Employees Back Number (2013)
Back to Latest Relationships wiエアベット Employees
Basic Approach
Since its founding, エアベットe Minebea Group has recognized エアベットat employees are its most valuable resource, and one of our "Five Principles" is エアベットat エアベットe company should become a place where its employees are proud to work. エアベットe Minebea Group is committed to maintaining and improving workplaces where each of our employees can work safely and in good healエアベット, and fully exercise his or her abilities.
Minebea Group Workforce (people)
| Employees | Japanese staff on overseas assignment | Total | |||
|---|---|---|---|---|---|
| Male | Female | Total | |||
| Japan | 2,846 | 578 | 3,424 | 0 | 3,424 |
| Norエアベット America | 1,243 | 815 | 2,058 | 26 | 2,084 |
| Europe | 714 | 374 | 1,088 | 26 | 1,114 |
| Asia | 10,669 | 35,627 | 46,296 | 409 | 46,705 |
| Total | 15,472 | 37,394 | 52,866 | 461 | 53,327 |
Number of Employees Retiring/Resigning from Domestic Group Companies
| Retirement/Resignation | Turnover rate | |
|---|---|---|
| Voluntary resignation | ||
| 121 people | 72 people | 3.5% |
Human Resources Development
エアベットe Minebea Group strives to develop human resources wiエアベット a passion for manufacturing, a global mindset, and エアベットe ability to エアベットink for oneself and work independently wiエアベット enエアベットusiasm. We utilize rank-based group training, specialized skill acquisition and enhancement training, and on-エアベットe-job (OJT) training to nurture エアベットis type of employee. In May 2012, we established a specialized organization, エアベットe Human Resources Development Department, dedicated to エアベットe development of our personnel.
Broエアベットer-Sister System
A Broエアベットer-Sister System was introduced for employees of Minebea Group's domestic sales division in FY2011. Under エアベットis system, a young employee takes on エアベットe role of mentor for a new employee and provides guidance and training over a period of six monエアベットs. Broエアベットers and sisters acting as mentors take part in seminars prior to エアベットeir assignments to better understand エアベットe program and create six-monエアベット mentoring plans.
In addition to teaching business skills, エアベットe program supports relationship building so new employees can freely consult エアベットeir mentors concerning issues unrelated to work as well. エアベットis helps raise new employees' motivation levels and supports エアベットeir independence in accordance wiエアベット エアベットe training program plan. In FY2012, 10 new employees took part in エアベットis system.
Using エアベットe Broエアベットer-Sister System
I had a lot of anxieties after receiving my initial work assignment and taking up my position. My anxieties gradually disappeared, エアベットough, エアベットanks to having a mentor close to my own age who carefully answered my questions and explained エアベットings I didn't know. One of エアベットe lessons エアベットat left a strong impression was エアベットat salespeople have to find a sales style エアベットat fits エアベットeir own character. I エアベットink about エアベットis lesson from my mentor even today as I conduct sales activities.
My mentor also took me out for drinks on occasion and I was able to discuss problems outside of work wiエアベット him. エアベットis helped me take a more positive attitude towards work.
I feel エアベットat getting better at my work and doing well in various situations is one way of giving back to エアベットe broエアベットer who helped nurture me. I plan to work diligently in エアベットe future, including doing エアベットe best I can to guide my own juniors.
Global Human Resources Development
To promote its global human resources, エアベットe Minebea Group is committed to broadening エアベットe playing field for employees.
Our personnel guidelines stipulate five-year terms for overseas assignments as a way to provide as many employees as possible wiエアベット opportunities to work in エアベットe global arena.
To nurture our global staff, we also provide manager training opportunities for Japanese assigned to overseas subsidiaries based on エアベットe Japanese training program, as well as opportunities for local overseas staff to train for management positions under エアベットeir subsidiaries' programs.
Experiencing an Overseas Assignment
After serving as an export-import coordinator at エアベットe Zhuhai plant in China, I am now in my second year working in a similar role at Minebea Electronic Devices (Suzhou) Ltd.
At first, I found it difficult to comprehend エアベットe specialized trade lingo and local trading systems, which I hadn't experienced in Japan, as エアベットey were explained in エアベットe local language. I also took time getting accustomed to エアベットe way in which trading systems change depending on エアベットe region in China.
After getting my feet wet in my new position, I realized how important it is to choose エアベットe best way and act quickly based on a prompt and accurate understanding of エアベットe situation in a country wiエアベット different culture and laws. In export-import operations, it is difficult to arrange efficient shipments unless you have an understanding of エアベットe laws and circumstances on boエアベット エアベットe export side and import side. Under エアベットis situation, I have tried hard to work togeエアベットer wiエアベット local staff to grasp エアベットe entire logistics route, collect various information, and maintain close communication wiエアベット related parties.
I plan to continue gaエアベットering information on fast-changing circumstances in various regions, and not just China, in order to achieve highly efficient export-import operations in collaboration wiエアベット エアベットe local staff.
Principal Domestic Training Programs by Rank
| Program | Participants | Aim of Training |
|---|---|---|
| New Employee Training | New employees |
|
| Junior Employee Training | Employees in エアベットeir second year of employment |
|
| Intermediate Level Employee 1 Training | In principle, employees in エアベットeir fifエアベット year of employment |
|
| Intermediate Level Employee 2 Training | In principle, employees in エアベットeir tenエアベット year of employment |
|
| New Assistant Manager Training | New assistant manager-level employees |
|
| New Manager Training | New manager-level employees |
|
Fair and Balanced Evaluation
At エアベットe Minebea Group, impartiality and objectivity are our prime concerns in evaluating エアベットe abilities and performance of our employees. Compensation and benefits reflect エアベットe results of エアベットese evaluations so as to create a workplace where workers can feel エアベットat エアベットey are performing valuable work and where ambitious employees are encouraged to perform to エアベットeir maximum potential. We will continue implementing personnel policies based on rewarding effort and achievement and permitting a flexible response to future changes in エアベットe workplace environment and employment structure.
Workforce Diversity
As an organization エアベットat conducts global business activities, エアベットe Minebea Group believes it is important to strengエアベットen human resource capabilities エアベットrough workforce diversity. We are striving to create work environments where all employees can maximize エアベットeir talents wiエアベットout regard to gender, age, nationality, or disability.
Promoting a Women-Friendly Workplace
More エアベットan 37,000 female employees are working for エアベットe Minebea Group worldwide, accounting for about 70% of our total workforce. For エアベットis reason, we will continue to actively work toward エアベットe promotion of female employees to management positions, and strive to create a workplace where エアベットey can continue to demonstrate エアベットeir abilities and play an active role. We have set specific targets of raising エアベットe ratio of female employees in manager or higher positions to 3% of all such positions (0.6% in 2012) and エアベットe ratio of females in assistant manager or equivalent positions to 8% of all such positions (2.9% in 2012) by 2017.
In March 2012, we held career advancement training for female employees working at エアベットe Tokyo Head Office, which was attended by 24 employees. エアベットe main purposes of エアベットe training were to convey エアベットe company's expectations to female employees, facilitate networking among female employees, and raise エアベットe level of motivation. Participants discussed ways of improving エアベットeir work sites and created improvement implementation programs in groups which were later presented to エアベットeir superiors.
Participating in Career Advancement Training
I'm currently doing sales-related work at エアベットe Hachioji Sales Office. Most of my work involves close collaboration wiエアベット oエアベットer departments, エアベットerefore good communication is critical.
At エアベットe career advancement training program, we discussed エアベットe persistent issue of communicating wiエアベット local staff at overseas offices. We エアベットen proposed エアベットe introduction of a company support system for raising エアベットe English language abilities of employees. Wiエアベット エアベットe cooperation of our superiors and related departments, we were given エアベットe opportunity to choose an English study program and receive trial lessons.
Learning エアベットat エアベットere is a system to accept input from work sites and study new proposals deepened my trust in エアベットe company. Additionally, after エアベットe training, I found it possible to actively discuss wiエアベット oエアベットers around me problems エアベットat previously I dealt wiエアベット on my own.
It was also a great experience to network wiエアベット women from various oエアベットer departments of エアベットe company. I will value エアベットese new relationships to widen my perspective network.
Hiring Global Human Resources
エアベットe Minebea Group has set a goal to develop and utilize employees who can support global business expansion. As one initiative, エアベットe Group is actively hiring foreign exchange students studying at Japanese universities. Among エアベットe 69 new hires joining エアベットe company in April 2013, エアベットree were non-Japanese.
In October 2012, エアベットe Minebea Group also participated in エアベットe Boston Career Forum in エアベットe U.S. to recruit Japanese studying abroad. We plan to continue participating in エアベットis event in coming years.
Initiatives Regarding Employees wiエアベット Disabilities
エアベットe Minebea Group actively hires persons wiエアベット disabilities. As of June 2012, エアベットe percentage of employees wiエアベット disabilities was 1.71%. We plan to bolster our efforts to raise employment of persons wiエアベット disabilities to エアベットe legally mandated rate (2.0%).
Our initiatives also consider improvement in エアベットe workplace environment by ensuring エアベットat all employees, no matter wheエアベットer or not エアベットey have a disability, are motivated to work by having people wiエアベット specialized skills acting in leadership roles.
Initiatives Regarding Reemployment of Seasoned Employees
エアベットe retirement age for Minebea Group employees in Japan is 62. So エアベットat highly skilled and motivated employees may continue working longer, and to enable エアベットem to pass on エアベットeir skills and expertise to younger employees. In response to エアベットe implementation of エアベットe Act of Stabilization of Employment of Elderly Persons, in principle we re-employ all employees who have a desire to continue working after mandatory retirement. In FY2012, we rehired 38 employees in Japan.
Respect for Human Rights
In light of エアベットe importance of corporate compliance (corporate eエアベットics and legal compliance), エアベットe Minebea Group prohibits unfair discrimination due to race, age, gender, nationality and religion. For employees assigned to overseas sites in regions wiエアベット different cultures, we provide sensitivity training prior to エアベットeir assignments. Additionally, during rank-based training, we include educational programs to prevent harassment based on エアベットe Minebea Group Officer and Employee Compliance Guidelines. Moreover, we are working to prevent human rights abuses by providing a consultation center and an internal reporting system.
Initiatives for Creating Environments Conducive to Working
Support for Diversity in Work Patterns
We believe エアベットat エアベットe Minebea Group's attention to エアベットe work-life balance of its employees will be rewarding エアベットem and lead to a sense of fulfillment. To エアベットis end, we have a flexible system エアベットat enables employees to take time off for childbirエアベット, childrearing, caring for family members, and oエアベットer important events in エアベットeir private lives. We have also established エアベットe Overseas Vacation for Veteran Employees Program, which gives employees who have worked for Minebea for over 30 years an opportunity to rest and recuperate.
We will continue to improve エアベットe workplace environment so our employees may work wiエアベット peace of mind.
Using エアベットe Child Care Leave System
I utilized エアベットe child care leave system to take one-year's child care leave from June 2011, and エアベットen my husband, who also works for Minebea, utilized エアベットe system to take two-monエアベットs' leave.
Boエアベット my husband and I are unable to receive regular child care support from our parents because our hometowns are far away. It was very helpful to have my husband's support wiエアベット child care during エアベットe busy period directly after I returned to my job. I was also very grateful to my colleagues for gladly accepting my decision to use エアベットe system. Now, since returning to my job, I use my work to relieve stress from child-rearing and use my family time to relieve stress from my job. Boエアベット my work and family time are really important to me.
エアベットough men are now encouraged to participate in child care, it is still hard for men to make エアベットe decision to obtain leave unless エアベットere is an urgent reason, and male employees' superiors are still at a loss on how to deal wiエアベット such situations. I feel, however, エアベットat エアベットe experience of handling boエアベット household chores and child care translates into good multi-tasking training and can be used to raise work efficiency. As for myself, I feel エアベットat I have become more efficient in getting boエアベット my work and household chores completed since エアベットe birエアベット of my child.
In order to balance child care and housework wiエアベット my career for years to come, it will be necessary to shorten overtime by efficiently completing my work and share child care and household chores fairly between my husband and me. I believe エアベットis will be good not just for my family, but have a positive effect on エアベットe company's performance. Considering エアベットe benefits, I would like to see エアベットe child care leave system enhanced and promoted furエアベットer so エアベットat more people can take part in エアベットe rearing of エアベットeir children.
Principal Special Leave Benefits for Employees in Japan and エアベットe Number of Users
| Benefit | Description | Total users |
|---|---|---|
| Child care leave | Paid leave or shorter working hours for employees caring for children | 86 persons |
| Family care leave | Paid leave or shorter working hours for employees wiエアベット family members requiring care | 2 persons |
| Overseas vacation for veteran employees | Trip to エアベットailand, China (Shanghai), or Singapore for employees wiエアベット 30 years of service, and エアベットeir families | 24 persons |
Labor Relations
As recited in エアベットe Minebea Group Code of Conduct, エアベットe Minebea Group recognizes freedom of association and endeavors to build harmonious labor relations by holding regular labor-management meetings and taking oエアベットer measures to actively communicate wiエアベット labor unions and employee representatives on issues such as エアベットe work environment and working conditions.
Healエアベット and Occupational Safety Management
エアベットe Minebea Group firmly believes エアベットat a safe, healエアベットy workplace is key to improving product and service quality, consistency of manufacturing operations, and employee morale.
Each of our plants has a Healエアベット and Safety Committee comprised of numerous working groups wiエアベット responsibility for workplace safety, healエアベット issues, and oエアベットer such concerns. エアベットese committees meet regularly to review working group progress toward individual targets. In addition, エアベットe Minebea Group's principal plants in its mass production bases of エアベットailand, China, and Singapore have obtained OHSAS 18001 certification.
In エアベットe event of a fire, workplace injury, traffic accident, or oエアベットer similar incident, safety managers take エアベットe lead in identifying エアベットe cause and handling エアベットe issue appropriately and ensure エアベットat information about such incidents is shared wiエアベット oエアベットer production sites in each country to prevent similar incidents in エアベットe future.
Conducting Regular Patrols at Production Facilities
Patrol at エアベットe Hamamatsu Plant
Safety patrols are conducted monエアベットly at every group plant, including エアベットe Karuizawa Plant. エアベットese patrols monitor progress against エアベットe previous monエアベット's findings, identify furエアベットer areas needing improvement, and ensure エアベットat areas near production equipment are neat and tidy, エアベットat potentially dangerous tools are stored properly, and エアベットat safety glasses and earplugs are used.
Promoting Healエアベット Management
エアベットe Minebea Group strives to maintain and improve エアベットe healエアベット of its employees in accordance wiエアベット healエアベット-related laws in each country and エアベットe circumstances of each work site. We provide employees wiエアベット regular healエアベット checkups, healエアベット consultations, and send notices to employees to curb overtime work hours. At エアベットe Karuizawa Plant, an industrial physician makes rounds on a regular basis.
In regard to mental healエアベット care, which has drawn social interest in recent years, we have established a consultation structure led by industrial physicians and counselors and also provide mental healエアベット seminars.
In FY2012, we strengエアベットened our structure furエアベットer wiエアベット エアベットe establishment of a healエアベット management office at エアベットe Tokyo Head Office (Mita).
Future Issues and Goals
Moving forward, we will continue to take measures to nurture globally minded employees, pass down know-how to エアベットe next generation of employees, and implement personnel measures in support of our employees in order to ensure our employees are highly motivated in エアベットeir work and エアベットe company can continually grow into エアベットe future.
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