Creating an inclusive work environment where everyone can thrive is an essential part of pushing forward with the healthy growth of the corporation. We believe we must eliminate the gender gap within our organization to achieve our Management Plan 2030, and we strongly emphasize the promotion of the advancement of women. Specifi cally, we have articulated a Vision for the Genuine Empowerment of Women that lays out a workplace where women take on more important roles with confi dence as they move forward on their own career paths. Guided by this vision, we are promoting institutional measures that support the advancement of women, including recruitment, development, and work-life balance programs. Our goal is to increase the percentage of people in managerial roles that are women to 20% globally and 12% in Japan by 2030.
Creating an organization that makes the most of diverse human resources
Diversity and Inclusion
The goal of our diversity and inclusion initiatives is to ensure that all of our employees, regardless of nationality, age, gender or other factors, have a global mindset and leverage their individuality to generate new value. Since our first overseas expansion in 1964, our long history of doing business globally has meant that our approach to employment has always been flexible, fair, and equitable. In recent years, we have placed even greater emphasis on this stance, proactively recruiting and promoting individuals who share our Management Principle, regardless of age, gender or nationality. By encouraging diverse talent to compete and collaborate, we aim to stimulate the creation of new value. Furthermore, we take a proactive approach to the creation of a workplace that respects diverse work styles, enabling each individual to achieve selfactualization, personal growth and fulfillment. We will continue to aim to build a truly global professional environment, where Mabuchi Group employees can further their careers without being constrained by geographic boundaries.
Eliminating the Gender Gap
Promotion of foreign employees
We are actively recruiting globally-minded personnel, and a number of foreign nationals are working at our headquarters. Local employees at our overseas offices are also active on a global scale, collaborating with the head office through short-term business exchanges and meetings. In addition, we actively accept not only our employees but also university students from overseas for internships.
Supporting the activities of a diverse range of people
People with disabilities and illnesses are also placed in employment based on their individual abilities and aptitudes. By providing flexible working hours, barrier-free facilities, and training for managers, we are creating a work environment where everyone can thrive.
Strong connections between bases and utilization of diverse human resources
The Mabuchi Group’s bases are connected by strong connections. Throughout the Group, we actively share good improvement cases and exchange opinions. This information is utilized for mutual understanding at the Group level and for quick and appropriate decision-making by management. To strengthen these peer-level connections between bases, we are promoting mutual understanding and cooperation at the Group level through the development of a job-type personnel system that serves as a basis for driving human resources exchanges between the Headquarters and other bases, encouraging secondment and business trips, and establishing various information-sharing and meeting bodies across multiple bases. We are also seeking to understand and share company policies and values through policy development measures to strengthen vertical connections within each base, and education and communication measures that transcend employee class levels.
Another distinctive feature of Mabuchi Motor is the high percentage of its workforce that are non-Japanese. Of the Mabuchi Group’s 21 production bases, 13 bases have non-Japanese human resources serving as their presidents (or general managers), and these personnel have become 60% of the group’s presidents or general managers. In addition, three people, two Chinese people and one Vietnamese person, serve as executive officers of the Mabuchi Group (as of the end of December 2024).
Systems Supporting Diverse Work Styles
At Mabuchi Motor, we offer a range of options for work styles, encouraging our employees to choose the one that suits them best. By doing this, we aim to improve overall productivity and create added value throughout the company. We ensure that our policies and work environments accommodate diverse lifestyles and support our employees’ balancing of work and their personal lives.
- Parental leave (until the child is 3 years old) / Nursing leave (365 days)
- Support for professional development during nursing leave and parental leave
- Spouse leave for childbirth (5 days of special leaves)
- Short working hours and exemption from overtime work for parental and nursing leave
- Flextime System (without core time) and Discretionary Labor System introduced
- Promote remote work
Improving Employee Engagement
Our vision for improving employee engagement is to create a workplace where each individual plays a leading role and proactively brings out their true self. To bring this vision to life, we promote engagement initiatives anchored to four key pillars. Guided by the results of regular engagement surveys, these initiatives encompass both a company-wide cultural transformation and the proactive efforts driven by individual departments and teams.
Beginning in 2025, we will roll out these surveys and initiatives on a global scale with the goal of building a vibrant and energized Group.
Engagement Survey
We have been implementing employee engagement surveys regularly since 2022. The results of the surveys are reported to the Board of Directors and the Executive Committee, and we analyze the results of the surveys and identify issues. We are also working on developing human resources strategies that refl ect our analysis of the survey data (the strengths and challenges identifi ed by the surveys).
In the survey conducted in July 2024, we received responses from 919 out of 954 employees, which is a response rate of 96%. The overall engagement score rose two points compared to our fi rst survey in 2022. Notably, the score for “a culture of taking on challenges,” which was identifi ed as a key area for improvement based on the initial survey, improved fi ve points, indicating signifi cant progress. To foster this culture at even higher level, we have introduced and reinforced various initiatives aimed at helping employees experience accomplishment in their work every day and encouraging them to embrace new challenges. We believe these efforts have contributed directly to the improved engagement scores.
Starting in 2025, we will expand our employee engagement surveys and related initiatives globally, further strengthening our efforts to foster both employee fulfi llment and a supportive work environment.
Employee Engagement Initiatives
We value employee initiative and have established a variety of award programs to recognize individual achievements and courageous efforts. We feature interviews with award recipients in our internal newsletter to foster a culture where colleagues support and encourage each other to take on new challenges.
Example Awards
"Good Idea Award"：Presented to employees who have innovative ideas and achieve outstanding results.
"Nice Try Award"：Given to employees who take on extremely challenging tasks, regardless of the outcome.
"Mabuchi Way Award"：Honors employees who are role models because of their implementation of our Corporate Missions in pursuit of our management vision.
We also proactively create opportunities for management and employees to engage in direct dialogue to ensure that key messages such as management policies and business plans are effectively communicated, fully understood and personally internalized by all employees.
Fostering an Employee Culture of Deep Connections and Mutual Support
In May 2023, with the goal of fostering employees’ mutual understanding and expanding the circle of mutual respect and support for each other’s efforts and challenges, we launched a new web-based internal newsletter called "MAB TEAM," which is designed to enable interactive communication between employees. This internal platform features articles that highlight the efforts and aspirations of our employees. It shares the thoughts and experiences as they encounter professional challenges in their daily tasks and projects. We will continue to work to foster a culture of mutual respect and support through various initiatives, aiming to enhance employee engagement.
Employees opinions about Mabuchi-ness and its positive qualitie
Celebrating the 70th anniversary of the founding of Mabuchi Motor in January 2024, we conducted a questionnaire to ask employees about Mabuchi-ness and Mabuchi’s positive qualities. We received positive feedback from many respondents who said that the beauty of Mabuchi was its comprehensive development capabilities in the process from the creation of a standardization strategy and molds to products. They said that many of the staff members were sincere, kind, and honest. They also said the power of unity and the potential of employees in a critical moment and the peaceful atmosphere where employees can easily share opinions and propose ideas were a part of the beauty of Mabuchi. The survey results were shared internally through the in-house newsletter, helping us again recognize our strengths and Mabuchi-ness as we reach our milestone 70th anniversary.