Respect for Human Rights
Basic Approach to Respect for Human Rights
The Company and its affiliated companies express the basic stance on respect for human rights in the following
internal documents. By practicing these principles, we will respect human rights in Japan and overseas, comply with
relevant laws and regulations, international rules, including the spirit of them, and fulfill our social
responsibilities with high ethical standards toward the creation of a sustainable society.
About “Respect for individuals”
"We respect the ideas and actions of the autonomy and independence of our employees and provide opportunities for
them to develop through their work.”
“Respect for the personalities and individuality of our employees and ensuring a good working
environment” provision in the “Charter of Corporate Conduct”
“We will respect the personalities, individuality, and diversity of our employees, and ensure a safe and
comfortable working environment to achieve a sense of comfort and well-being.”
“Respect for Human Rights” provision in the “Code of Conduct”
“We will respect human rights and will not engage in discrimination or harassment.”
“Creating a Bright Workplace” provision in the “TACHI-S Code of Ethical
Practice”
Basic Approach
We will respect basic human rights and individual personalities, treat employees fairly and impartially, and work
to create a safe, comfortable, and rewarding workplace.
In addition, we will comply with labor-related laws and regulations and the spirit of such laws and regulations,
respect collective agreements concluded with labor unions, and strive to maintain and develop good relationships of
mutual trust between labor and management.
Specific Conduct Standards
- Respect human rights and do not discriminate, harass, or tolerate such conditions.
- Observe laws and social norms, and work to remain in harmony with society.
- Put top priority on ensuring safety and hygiene.
- All must understand rules, instructions, and orders correctly and execute them faithfully in the performance of
duties.
- Mutual trust and cooperation to ensure efficient execution of work.
- Any other dishonest or disloyal conduct prohibited by Employment Regulations must not be engaged in.
Initiatives to Respect Human Rights
We continue to provide education regarding “human rights” as part of “compliance education”
and “corporate ethics training” sessions. In addition, with regard to harassment, we have stipulated
“prohibition of harassment” in Employment Regulations in January 2017, we established the “Standards
for the Prevention of Harassment.” In establishing these standards, we conducted group training for managers and
distributed the standards to workplaces. Going forward, we will monitor social trends related to human rights and
promote educational activities for our employees.
Human Rights Policy Development
Based on the founding spirit of "Cooperation through Mutual Compromise" (We value a spirit of mutual compromise in
order to achieve harmony), the TACHI-S Group will practice actions that respect the human rights of all people
involved in our business activities. As a guideline to promote group-wide efforts to respect human rights and fulfill
our responsibilities, we have developed the "TACHI-S Group Human Rights Policy", which is based on the UN "Guiding
Principles on Business and Human Rights" and linked to TACHI-S's purpose.
TACHI-S Group Human Rights Policy
Labor law-related risks
Every year, the TACHI-S Group conduct a self-inspection of labor law-related risks, including whether there are any
problems due to employee grievances or dissatisfaction in terms of salary, compensation, or benefits; whether there is
any discrimination based on sex, religion, nationality, or other unjust reasons; whether there are any problems with
the labor union; and whether there are any sexual harassment or power harassment problems. We conduct self-inspections
to ensure that there are no problems with the labor union, sexual harassment, power harassment, etc. When problems
occur, improvement measures and plans for improvement are formulated and checked on the improvement management chart
every quarter period.
Respect for Human Rights in the Supply Chain
The TACHI-S Group has established “CSR Guidelines for Suppliers" to promote respect for human rights throughout
the supply chain. We also ask suppliers to respect human rights in our basic transaction agreements and “CSR
Guidelines for Suppliers“.
We have implemented this program for our global affiliates from FY2022.
Human Rights Due Diligence
The TACHI-S Group has established a human rights due diligence mechanism to identify the negative human rights impacts of TACHI-S on society, working to create a mechanism to prevent and mitigate such impacts. In order to identify and improve current risks, we conducted on-site inspections by human rights experts at some of our domestic affiliates. We will work on improving one by one to prevent and reduce human rights risks. We will also provide education on human rights to board members and related personnel.
Dealing with Harassment
We have included a section on harassment in our annual internal climate survey to understand the current situation and resolve issues. We also conduct compliance training every year and work to disseminate company policies through periodic compliance education and the distribution of compliance e-mail newsletters.
Approach to Human Resource Management
We believe that it is our corporate social responsibility to respect the ideas and actions of autonomy and
independence of each individual employee who is entrusted to us by society, and to provide them with opportunities to
develop through their work. To this end, we respect the character, individuality, and diversity of our employees and,
by ensuring a safe and comfortable working environment, we will fulfill our responsibilities at work, at home, and in
society. We will promote the creation of a vibrant and rewarding workplace where both employees and the company can
develop together.
Basic employee data (Scope: Japan, as of the end of the fiscal year)
Personnel Evaluation and Compensation System
In FY2017, we introduced a new annual salary-based personnel evaluation and compensation system for managers that
emphasizes the following four points: Correcting seniority-based treatment; reflecting contribution to the company in
compensation; a compensation system based on company, department, and individual performance; and motivation to take
on challenges. In addition, a new personnel evaluation and compensation system for general employees in April 2019 was
introduced, which focuses on early promotion to management positions, raising wages for young to mid-career employees,
promotion and salary increases based on evaluations, and correction of seniority-based treatment. Through these system
reforms, we will work together to encourage employees to take on new challenges, and to create a rewarding workplace
where the company can develop, and employees can have dreams and take pride in their work. In fiscal 2017, we
introduced an annual salary-based personnel evaluation and compensation system for managers that emphasizes the
following four points: correction of seniority-based treatment; reflection of the degree of company contribution in
compensation; a compensation system based on company, division, and individual performance; and stimulation of the
desire to take on challenges.
Overview of the personnel evaluation and compensation system
Introduced a new evaluation system for managers
A new evaluation system for managers was introduced in FY2022.
A new evaluation system for managers will be introduced in FY2022.
Ensuring that the process of the new evaluation system is implemented will likely lead to motivation, acceptance, and
effective training for the evaluation. The following process will be used to implement the new evaluation system.
Goal-setting session
In order to ensure a sense of fairness throughout the company, we have started the year by having evaluators discuss the validity and difficulty of the subject‘s goals across departments, and have a sense of level and recognition of the goal setting. Regarding the goals set in this way, we would like to ensure transparency and minimize the sweetness of evaluations between departments to ensure fairness by evaluating the status of achieving the goals at the time of evaluation decision at the end of the fiscal year.
Quarterly feedback
Every quarter, supervisors and subordinates mutually confirm the process, issues, expectations, and degree of achievement toward goals to make early awareness and course corrections, and we hope to increase the sense of satisfaction of the assessee by preventing surprises from occurring in the results of year-end appraisals.
★By changing to an evaluation system that utilizes the above process (goal setting feedback), we will lead to an
improvement in motivation and a sense of satisfaction of the Assessed.
Conducting a meeting to determine year-end performance evaluation results
Through the process of evaluating human assets strictly from two perspectives, performance and value (contribution),
the evaluators' perspectives on human assets (goal setting, evaluation, and contribution) are aligned with each other,
thereby minimizing the possibility of errors between the evaluators.
★The above process (evaluation result determination meeting) will map human resources in relative terms to grasp
individual characteristics (strengths and weaknesses) and link them to the placement of the right personnel in the
right positions and human resource development plans.
To Enhance Employee Satisfaction
In order to think of "work style reform" as "lifestyle reform" and make "the way of life of the company" and "the way
of life of employees" more valuable, we will start full-scale work style reform activities from fiscal 2020, and each
department will start self-propelled from fiscal 2023.We aim to ensure that each and every employee who works at our
company enjoys their daily lives while feeling rewarded, which leads to high results as a company, and enhances both
the value of the company and the happiness of employees
The keyword for improving employee’s job satisfaction is "sharing thoughts and feelings"
We are a manufacturing company, but we believe that the source of everything we do is "people".
Each and Each of our employees has a dream of "I want to become like this!" and "I want to achieve this!“.
We will create Well-being Happiness together by mutually sharing each other's thoughts and feelings.
Example of initiatives
- (1)Survey on employee job satisfaction: Conducted annually.
- (2)Team activities to improve job satisfaction in each department: Based on the
results of (1),we will carry out PDCA activities for improvement on a daily basis.
- (3)
- Improving the quality of management and making it more rewarding...We have started implementing tools to improve organizational outcomes, and we plan to conduct diversity training for both managers and selected employees.
- (4)
- Revision of the personnel system We are revising our personnel system so that employees will choose a career track upon promotion to a certain grade, supporting the realization of their career plans.
- (5)Supporting employee self-actualization: Introducing internal recruitment and FA
system to support career development for employees' self-actualization.
- (6)Improvement of working environment: Activities to improve facilities and
equipment at factory sites and indirect offices are being implemented by employees.
Human Resource Development
Basic Approach to Human Resources Development
We define the “human resources we seek” as follows.
Human resources sought by TACHI-S
Under our “Transformative Value Evolution (TVE) Wave2 ” medium-term management strategy for 2025 to 2027 period, the TACHI-S Group will continue to enhance corporate value with our “One Global Team” and aim to
be a “Continuously Selected Company” based on the trust of our customers. Furthermore, we will promote
the expansion of global business while clarifying the image of the human resources that the TACHI-S Group aims for,
transcending differences in countries, regions, cultures, climates, and companies.
- Sympathize with the spirit of “Cooperation Through Mutual Compromise” *1
- Product results while embodying the “S” *2 in TACHI-S, the starting point of our business.
- Pride in being an employee of TACHI-S and the ability to compete globally.*3
- We are human resources who embody the concept of “All in the world are under the same sky*4” and
develop together with the company.
The Director of Human Capital Development and Promotion Department
Tomohiko Baba
April 1, 2025
- *1.“Cooperation Through Mutual Compromise” is a teaching of our founder,
Nobuyoshi Saito. Basic values based on trust and the bonds we share created through mutual respect and communication
that have been handed down since the company was founded.
- *2.The “S” in the TACHI-S name refers to the founding spirit (which also
begins with “s”) of Spring (growth), Spiral Up (continuous improvement), Sympathy (empathy), etc.
The “S” for employees refers to Social (social contribution), Sustainability, Safety, etc. The
“S” for worksites means Sorting, Setting in order, Shine, Sanitization, Standardization, and Sustaining
discipline.
- *3.“the ability to compete globally” means that all employees, including
those in Japan, must aim to be among the best in the world.
- *4.The phrase “All in the world are under the same sky” is from the
“Book of Five Rings” by Musashi Miyamoto, and expresses a mindset of working tirelessly with the same
goal in mind.
The behavioral characteristics necessary to be an “All in the world are under the same sky” type of
human resource
Values of TACHI-S: “5 Attitudes and 5 Actions”
Human resource requirements for creating unique added value for TACHI-S
Human Resource Development Program
We have established the HRD* Committee with the aim of promoting human resource development efficiently
and effectively, and examines systems related to human resource development and formulating and implementing a skill
development plan (an annual education plan).
We are building an environment in which each employee can develop his or her career autonomously.
*HRD = Human Resources Development
Tiered education
We aim to improve skills to understand the "roles" and "behavioral characteristics" of each hierarchy and utilize
them in business execution.
Corporate-wide education
We provide compliance training and information security training to cultivate a legal compliance mindset among
employees and support their self-development.
Departmental Education
To become a professional in each department (job category), we aim to improve technical skills.
HRD Education System Chart
Educational Performance Data(TACHI-S business locations in Japan)
Company-wide education(Number of participants)
Tiered training(Number of participants)
*Competency training (leadership, problem solving, facilitation, management,
presentation)
Departmental Education (Number of participants)(Examples)
Training hours per person
*Time for regular employees to attend training courses sponsored by the Human Resource
Development and Promotion Department.
Employee Reward System
We have established a commendation and award system to recognize employees and organizations that have achieved
outstanding results through their work, and that have brought honor to the company.
Employee reward system list
Companywide Award
Department Award
| Award name |
Award subject |
| Outstanding Plant Quality Award |
For excellent quality plants
(Evaluated and selected based on the Outstanding Plant Quality Award evaluation criteria) |
| QC Circle Award |
For circles that practiced excellent QC (K2) circle activities
(Evaluated and selected based on the QC circle activities evaluation criteria) |
| Excellent Workplace Productivity Award |
For workplaces that have achieved high productivity (plant nomination) |
| Department Special Award |
For employees or organizations that have contributed to significant performance improvement in their
department
(Evaluated and selected based on each department’s evaluation criteria) |
Company-wide award
Achieving Work-Life Balance
Achieving Work-Life Balance
The Group aims to create an attractive workplace where both employees and the company can grow together by improving
the working conditions and environment, processes and systems, and workplace communication, to create a rewarding work
environment where employees can balance work and family life, and where increased employee motivation leads to
increased added value and productivity (creating value and producing results). Specifically, we conduct educational
activities and ensure compliance with labor-related laws and regulations, work with labor and management to curb long
working hours, have NO OVERTIME DAY at each business site, and we conduct activities to promote the use of paid leave
and set up days to promote such use.
In particular, for employees in factories, we promote development of multi-skilled human resources and the
introduction of a relief man system to create an environment where employees can systematically take paid leave.
Total annual working hours (TACHI-S business locations in Japan) (unit: hours)
・Target: Full-time employees (general positions)
・Excludes employees on leave
・Excludes employees who joined or left the company mid-year
Annual paid leave usage rate (TACHI-S business locations in Japan)(unit: %)
・Target: Full-time employees (management positions), full-time employees (general positions)
・Includes employees on leave
・Includes employees who joined or left the company mid-yea
Support system for childcare, nursing care, and work-life balance
Initiatives to improve the working environment
- Strategies and measures to increase parental leave utilization
- Automatic computer on/off capture for proper management of overtime hours
- Measures to improve the rate of paid leave taken (Information on days before and after long vacations to promote
paid holidays, automatic distribution of e-mails to those who have not taken paid vacations, etc.)
Trends in the number of users of childcare and family care support systems (TACHI-S business locations in Japan)(unit: persons)
Other benefit programs
About attaining Childcare Leave/Shortened Working Hours
During Childcare
(Kouhei Yoshida, Financial Management Section, General Accounting Department)
My first daughter was born, and I took approximately four and a half months of parental leave.
Thanks to the company-wide promotion of paternity leave and related education initiatives, the atmosphere was very supportive and made it easy to take the leave.
In particular, the understanding and cooperation of my supervisor and colleagues were invaluable. I received warm words of encouragement, which allowed me to take the leave with peace of mind. Although my absence temporarily increased the workload for others, I am deeply grateful for the support I received.
During my leave, I took full responsibility for household chores for the first two months, including postpartum care for my wife, while also caring for our child. It was a challenging adjustment to a new lifestyle, but the daily growth and cuteness of our baby gave me strength and helped me get through it.
By sharing the same direction and emotional commitment to parenting, I feel that the bond between my wife and me has grown stronger.
I strongly encourage all future fathers to take at least one month of parental leave.
(Nobuyasu Koyanagi, Manufacturing Section No.1, Musashi Plant)
I took 1 year and 4 months of parental leave, from December 15, 2023 to March 31, 2025.
Until then, I had hardly ever used paid leave and had never taken such a long break from work, so I felt very sorry toward everyone. However, thanks to the warm words and encouragement from my supervisor and colleagues, I was able to focus fully on childcare.
Since my first children were twins, the challenges increased as they began to stand, crawl, and roll over. But I’m truly glad I took parental leave, as I was able to witness precious moments that I wouldn’t have seen if I had been working.
Benefits paid to regular employees but not paid to non-regular employees
Allowances that are standard for regular employees but not for non-regular employees include the following (TACHI-S
non-consolidated)
- retirement allowance
- severance (termination) pay
- accident compensation
- long service leave
- employee stock ownership plan
- employee petty cash loan program
- others
Minimum notice period for business changes
As a general rule, personnel changes are to be communicated to the labor union and the individual concerned at least
one week in advance (or two weeks in advance if a relocation is involved). In addition, the labor union is to be
notified and consulted at the earliest appropriate time regarding the establishment, consolidation, or reorganization
of new business sites or offices that would involve the reassignment, transfer, or relocation of a large number of
union members.
Living Wage
We review the starting salary for employees hired by our company to ensure that it does not fall below the minimum wage in Tokyo, regardless of their working style or location. Additionally, we negotiate with labor unions regarding wage increases and work to improve living wages through measures such as responding to price increases and benchmarking against companies of similar size in terms of sales revenue, operating profit, market capitalization, etc.
Occupational Safety and Health
Basic Approach to Occupational Safety and Health
Our company is committed to embedding safety into our organizational culture by establishing a "Safety and Health Policy" and creating a Global Safety and Health Committee starting this fiscal year, in addition to the "Code of Conduct" and "President's Policy."
Based on the Code of Conduct, the Tachi-s Group as a whole promotes efforts to prevent occupational accidents and improve working conditions.
Code of Conduct for Ensuring Health and Safety in the
Workplace
We will prevent accidents and ensure safe and comfortable workplaces with the understanding that safety takes
precedence over all other operations.
Health and Safety Policy
1. Basic philosophy:
Prioritize “Safety” over everything.
We are committed to prioritizing safety over everything, striving to prevent disasters before they occur and working to create a safe and healthy workplace environment for both physical and mental health.
2. Health and Safety Policy:
We are committed to improving a safe and healthy work environment in all business activities associated with Tachi-S Group, in accordance with the following policies.
1) Comply with laws and regulations related to health and safety, as well as each company’s safety standards and rules, to prevent workplace accidents before they occur.
2) Promote the creation of a disaster-free workplace through continuous improvement.
3) Establish a healthy and comfortable workplace environment for disease
4) Improve each individual’s safety awareness and create a safe and comfortable workplace with everyone's participation.
Establishment: August 5, 2025
“President’s Policy”
Safety takes precedence over all else
(excerpt from the President’s Policy for this year)
Promotion System Related to Occupational Safety and Health
This fiscal year, our company established the Global Health and Safety Committee with the President and CEO as the Chairman and an Executive Officer as the Vice Chairman. We will promote the establishment of a unified safety system across the entire group and coordinate and strengthen global safety activities.
In Japan, we have also established the Central Health and Safety Committee (Secretariat: Health and Safety Promotion Department) to deliberate on important matters related to Health and Safety management and to achieve accident prevention and improvement of the working environment. This committee is chaired by an executive officer and operated by a total of 27 members: a vice chairperson, representatives from each business location, and labor union representatives. The committee holds meetings four times a year.
Global Safety and Health Committee Organization Chart
Central Safety and Health Committee organization chart
Targets and Achievements
Last year, the number of industrial accidents at our company's factories increased compared to the previous year. This year, we are continuing and strengthening last year's safety activities, while enhancing education aimed at raising employees' safety awareness. As a new initiative in particular, we have established a "Safety Experience Dojo," where employees can simulate dangers in practice, promoting education that leads to deeper understanding and behavioral change.
Our company aims to achieve "zero disasters" and will continue our efforts to improve each employee's safety awareness and to foster a safety culture throughout the workplace.
FY2024target
Target value: Zero for serious accidents, lost-time accidents, and commuting accidents.
FY2024result（TACHI-S business locations in Japan）
※1 Tachi-s accident frequency rate is an indicator that shows the frequency of work accidents occurring per 1 million labor hours, based on the total number of non-lost time accidents and accidents with one or more days off. This index represents the frequency of occupational accident occurrences per 1 million labor hours.
※2 An event involving injuries or illnesses serious enough to affect life.
Activities to eliminate occupational accidents
- Strengthening workplace patrols and safety guidance by management
- Safety education for new employees and work confirmation by supervisors
- Implementation of safety awareness enhancement education for all employees
Activities to eliminate commuting accidents
- Preventing commuting accidents when going to work (act with plenty of time to spare)
- Accident/damage prevention (Danger prediction training)
- Thorough re-education on traffic safety for employees
Initiatives to Ensure Employee Safety
To ensure the occupational safety of our employees, we provide in-house education on occupational safety and health,
including safety and health training for site managers (six times per year), safety and health training for new hires
(new and mid-career employees), and lifesaving first aid training, to help employees acquire proper knowledge and
raise awareness about safety and health.
In addition, we continuously conduct safety diagnosis (risk assessment) of facilities and operations and conduct
improvement activities based on the diagnosis. Based on this, the Health and Safety Committee meets once a month at
each business site and conducts activities to ensure the safety and health of employees, including safety patrols,
disaster information dissemination, health information notifications from the medical office, and the sharing of
production status in the workplace. Furthermore, the Central Safety and Health Committee conducts annual labor safety
patrols to prevent occupational accidents, raise awareness of safety, and strengthen occupational safety activities
that incorporate the perspective of “cultivating awareness.”
Regarding traffic safety, traffic safety education is conducted during the spring and autumn traffic safety weeks with the aim of raising safety awareness. Traffic safety education is implemented in conjunction with these traffic safety weeks.
Initiatives to Promote Employee Health
To ensure the health of our employees, we conduct annual medical examinations and special medical examinations for
our employees and provide health guidance and health consultation services. In addition, nurses and industrial
physicians interview and provide guidance to employees who are suspected of overworking to manage their mental and
physical health. In addition, we measure the working environment once a year at workplaces that handle substances
subject to laws and regulations to prevent the generation of hazardous substances and ensure their proper
management.
In addition, to maintain and improve the health of our employees, we have established smoking areas to prevent passive
smoking and provide the following health support.
Conduct health seminars (on-demand delivery)
We are providing video content on self-care by occupational physicians to support employee health. This initiative promotes new approaches to health management in response to the growing prevalence of remote work, and raises awareness of self-medication practices.
Refreshing Health Festival
Every year the company, labor union, and health insurance union co-host
a project to create a "healthy, bright, and energetic workplace" that will generate the power to foster a bright and
energetic corporate identity and culture through exercise and strengthen solidarity and unity between the company and
its employees, including employees and their families. The program is held to help create a "healthy, bright, and
energetic workplace. (Walking, bowling, and other recreational activities)
Health Support System
As part of health management, we aim to further raise employees' health awareness by providing a full menu of health
care benefits, including physical examinations, milestone checkups, gynecological checkups, and family checkups (for
dependents).
Distribution of childcare support magazines
As part of our childcare support program, we send several childcare support booklets free of charge for a certain
period of time when you give birth to help families lead healthy lives.
Promotion of Activities for Diverse Human Resources
Toward Promotion of Activities for Diverse Human Resources
As the working population continues to decline due to the declining birthrate and aging population, we believe that
creating an organization that employs diverse personalities and abilities is essential for survival as a global
company. We are actively promoting the hiring of women, but the ratio of female employees (including managers) is not
high, and we have no female executives. Therefore, to create a workplace environment where women can play an even more
active role, we have formulated a three-year action plan (2025-2030) consisting of three priority goals, and we are
strengthening and promoting our initiatives.
Ratio of women in managerial and general positions(TACHI-S business locations in Japan)
Action Plan for Promotion of the Advancement of Women
(April 2025 to March 2030)
- Objective 1.Increase the percentage of women in hiring to at least 30%.
- Objective 2.Increase the percentage of women in management positions to 15% or more.
- Objective 3.Limit the average total annual working hours in indirect workplaces to 2,000 hours or less.
Employment of People with Disabilities
We actively promote employment of people with disabilities, whether in our offices or on manufacturing floors.
In addition, ongoing education is provided for managers to promote employment and further their success in the
workplace.
Number of employed people with disabilities (TACHI-S business locations in Japan)(unit: persons)
Promoting Employment of Senior Employees
As individual awareness of employment changes with the diversification of life plans, we introduced a system that
allows individuals to choose their own career paths, and we completely support people staying in their jobs until the
age of 60. We are striving to improve lifelong job satisfaction by providing highly satisfactory reemployment
opportunities that meet individual needs through enhanced training programs. By doing this, we aim to motivate veteran
and younger employees and revitalize the organization.
Second career related systems
Number of re-employed senior employees (TACHI-S business locations in Japan)(unit: persons)
Promotion of National Staff Activities
As a result of our rapid global business development, our consolidated net sales (285,394 million yen) and employees
(10,560), including those of our overseas businesses, have greatly exceeded the net sales (107,272 million yen) and number
of employees (1,226) of our domestic (non-consolidated) businesses. There is an urgent need to develop National Staff
(local) to entrust management of our overseas business bases.
To do this, we are actively promoting the development and success of our National Staff by deliberately assigning them
to top management positions in overseas operating companies, dispatching them to Japan on a fixed term basis, and
selecting them for human resource development programs.
Active participation of overseas employees
Experience of working on assignment from Mexico to Japan
Over many years, TACHI-S has worked sincerely to develop overseas management, and we have endeavored to promote
diversity at the managerial and decision-making levels within the organization.
My stay in Japan has been a challenge for TACHI-S to learn how to embrace diversity at the upper levels of the
organization. Personally, it has been a challenge for me to bring new perspectives and value to the company
while dealing with different countries. I am pleased to have the opportunity to be involved in this type of
initiative at such a great company.
※Assignment to North America from fiscal year 2025
Seconded from Mexico Affiliate to the Program Management Department at Headquarters
Japan and Mexico are very different, so this move was an entirely new experience for me. I was able to show my
skills and learn so much from the other members. The differences between the two sides have created various ways of
working. I am very happy working at TACHI-S.
Everyone is very kind and they look for ways to share the different parts of our cultures. I hope that this program
will be continued and evolve over time. I think we still have many things to learn from each region to become a
great company.