7
ok read it now i cut and pasted it.
One of the most important elements in fulfilling corporate social responsibility is the development of human resources.Unless they develop good human resources, corporations cannot consistently fulfill their social responsibilities. That is why we believe that enterprises should not simply make products but should also turn out quality professionals. As we continue to work for human resources development, we remember our founding philosophy of “making people to make things” and that “making products and making people as two halves of a whole.” Enterprises fostering the professional and human qualities of their employees is an important element in education for an international society. Today, as globalization advances, the reception given to overseas business activity by the host country will depend on the business philosophy of the enterprise, but we think that the quality of the human resources working on the ground is also a very important factor. To be well received in the host country, we believe that it is important to give first consideration to benefiting that country and providing it with things it really needs so that it can develop and the peopleʼs living standard can improve.
Making people to make products
Encouraging employee diversity
Like globalization, social advancement for women has become the norm in Japan today. Creating a free and open corporate culture in which diverse human resources can take part irrespective of sex, age, nationality, or other differences boosts motivation and satisfaction among employees and ultimately injects vitality into the corporate organization. In Japan, where the trend to smaller families and an aging population is becoming a serious issue, it is likely that diverse human resources will in the future work alongside each other in the workplace. Moreover, in order to deliver products and services that satisfy a wide range of customers requires an organization that itself recognizes a diverse range of values. On this basis, we aspire to create an enterprise where male and female employees work together in an atmosphere that fosters diversity.
For a Diversity-Friendly Corporate Culture
As of December 2004, MEW was active in business through 136 bases operated by 91 companies in 32 countries and territories overseas. Overseas net sales have grown in absolute terms and as a proportion of the total, accounting for 14.3% (¥190.5 billion) of total net sales in FY2004 as against 10.9% in FY2000. In parallel, the number and proportion of employees based overseas has also risen to 32% (16,026). Today, as we study the potential for further overseas business development, we recognize the education of local staff as a major issue and are promoting the localization of overseas companies. As of April 2005, the number of staff assigned from Japan to overseas workplaces was 348; by promoting local staff to managerial positions and other measures, we will move forward with localization and reduce to the minimum required level the number of
Japanese staff working in local companies and plants. By training local staff and successively promoting them to appropriate positions, we will thus contribute to thedevelopment of the country.
As of December 2004, women accounted for 22% of company employees. In the interests of the social advancement of women, the deployment of their skills and
abilities, and the vitalization of the workplace, we are promoting the appointment of women to managerial and supervisory positions, and women now occupy around 60 of the total of around 4,000 such positions. One of the barriers
to the social advancement of women is the difficulty of combining childbirth and childcare with work. This situation arises from a range of influencing factors including social tradition and individual ideas. In Japan, however, where the
trend toward smaller families and an aging society is progressing, the provision of a working environment which allows the combination of childcare and career is very important to support the raising of the next generation. In response, MEW introduced a system of childcare leave in FY1990 which has been used by around 1,500 employees, nearly 100% of whom have returned to work. From FY1996, we introduced a system of shorter working hours for Response to globalization
Womenʼs initiatives
childcarers which many employees have taken advantage of to effect a smooth return to work. Labor and managementare engaged in joint appraisal of additional systems andarrangements to support the raising of the next generation.In June 2004, we set up the Corporate Equal Partnership Office with the aim of promoting a corporate culture in which male and female employees work together in an atmosphere that fosters diversity. The office examines improvements and the creation of new systems and arrangements and a corporate culture to allow women to experience motivation and job satisfaction on their own terms. In July, an informal discussion meeting was held between the company president and representatives of female employees at which a lively exchange of views unfolded. Comments from female employees who attended the meeting Women are disadvantaged by childbirth. Childcare leave and a range of other systems have been put in place but I think more active intervention is needed to relieve the pressure on women. Women are absent from the workplace for long periods due to childrearing and when they come back to work they find inevitably that male colleagues have moved ahead of them. I would like to see employers take a longer-term view of education and development for female employees. I think it is important to create a corporate culture in which women taking childcare leave is seen as an individual lifestyle choice. I think it is a simple fact that women today are more restricted than men by housework and so on, so I think it would be a good idea if home working using IT could be. developed as a new option.
From India, Chandigarh
One of the most important elements in fulfilling corporate social responsibility is the development of human resources.Unless they develop good human resources, corporations cannot consistently fulfill their social responsibilities. That is why we believe that enterprises should not simply make products but should also turn out quality professionals. As we continue to work for human resources development, we remember our founding philosophy of “making people to make things” and that “making products and making people as two halves of a whole.” Enterprises fostering the professional and human qualities of their employees is an important element in education for an international society. Today, as globalization advances, the reception given to overseas business activity by the host country will depend on the business philosophy of the enterprise, but we think that the quality of the human resources working on the ground is also a very important factor. To be well received in the host country, we believe that it is important to give first consideration to benefiting that country and providing it with things it really needs so that it can develop and the peopleʼs living standard can improve.
Making people to make products
Encouraging employee diversity
Like globalization, social advancement for women has become the norm in Japan today. Creating a free and open corporate culture in which diverse human resources can take part irrespective of sex, age, nationality, or other differences boosts motivation and satisfaction among employees and ultimately injects vitality into the corporate organization. In Japan, where the trend to smaller families and an aging population is becoming a serious issue, it is likely that diverse human resources will in the future work alongside each other in the workplace. Moreover, in order to deliver products and services that satisfy a wide range of customers requires an organization that itself recognizes a diverse range of values. On this basis, we aspire to create an enterprise where male and female employees work together in an atmosphere that fosters diversity.
For a Diversity-Friendly Corporate Culture
As of December 2004, MEW was active in business through 136 bases operated by 91 companies in 32 countries and territories overseas. Overseas net sales have grown in absolute terms and as a proportion of the total, accounting for 14.3% (¥190.5 billion) of total net sales in FY2004 as against 10.9% in FY2000. In parallel, the number and proportion of employees based overseas has also risen to 32% (16,026). Today, as we study the potential for further overseas business development, we recognize the education of local staff as a major issue and are promoting the localization of overseas companies. As of April 2005, the number of staff assigned from Japan to overseas workplaces was 348; by promoting local staff to managerial positions and other measures, we will move forward with localization and reduce to the minimum required level the number of
Japanese staff working in local companies and plants. By training local staff and successively promoting them to appropriate positions, we will thus contribute to thedevelopment of the country.
As of December 2004, women accounted for 22% of company employees. In the interests of the social advancement of women, the deployment of their skills and
abilities, and the vitalization of the workplace, we are promoting the appointment of women to managerial and supervisory positions, and women now occupy around 60 of the total of around 4,000 such positions. One of the barriers
to the social advancement of women is the difficulty of combining childbirth and childcare with work. This situation arises from a range of influencing factors including social tradition and individual ideas. In Japan, however, where the
trend toward smaller families and an aging society is progressing, the provision of a working environment which allows the combination of childcare and career is very important to support the raising of the next generation. In response, MEW introduced a system of childcare leave in FY1990 which has been used by around 1,500 employees, nearly 100% of whom have returned to work. From FY1996, we introduced a system of shorter working hours for Response to globalization
Womenʼs initiatives
childcarers which many employees have taken advantage of to effect a smooth return to work. Labor and managementare engaged in joint appraisal of additional systems andarrangements to support the raising of the next generation.In June 2004, we set up the Corporate Equal Partnership Office with the aim of promoting a corporate culture in which male and female employees work together in an atmosphere that fosters diversity. The office examines improvements and the creation of new systems and arrangements and a corporate culture to allow women to experience motivation and job satisfaction on their own terms. In July, an informal discussion meeting was held between the company president and representatives of female employees at which a lively exchange of views unfolded. Comments from female employees who attended the meeting Women are disadvantaged by childbirth. Childcare leave and a range of other systems have been put in place but I think more active intervention is needed to relieve the pressure on women. Women are absent from the workplace for long periods due to childrearing and when they come back to work they find inevitably that male colleagues have moved ahead of them. I would like to see employers take a longer-term view of education and development for female employees. I think it is important to create a corporate culture in which women taking childcare leave is seen as an individual lifestyle choice. I think it is a simple fact that women today are more restricted than men by housework and so on, so I think it would be a good idea if home working using IT could be. developed as a new option.
From India, Chandigarh
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