Human Resource Development

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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”
Attitudes Actions

Think from the customer’s position

Understand expectations and needs from the customer’s position and strive to exceed them

Commit and produce results

Take responsibility for your own accomplishments and focus everything on achieving results

Work as a team across functions and regions

Work as a team to achieve objectives and targets, going beyond functional and regional barriers

Take the lead, move forward

Act independently and increase your motivation and that of your team

Accept diversity, understand it, and put it into action

Accept different opinions and ideas enhance their value through interaction.
Consider the impact of your actions and work together to address them

Look for the better way

Pursue effectiveness and efficiency in the organization and work to always make things better

Passion for learning for self-development and realizing a learning organization

Have a passion for learning from every opportunity.
Realize that your or your organization’s ideas are not the best, seeking ways to get the information you need.

Act quickly and efficiently

Be aware of and working on speed and efficiency

Focus on the site, the actual things, and reality

Understand the purpose and essence of occurring events and explore ways to respond to them.

Spiral up through the PDCA

Establish KPIs for results and processes, and constantly implement the PDCA cycle to achieve growth

Human resource requirements for creating unique added value for TACHI-S

Philosophy, ideology, and organizational climate Wisdom/tacit knowledge Loyalty
  • Ability to understand, empathize with, and spread the company motto, management philosophy, and management ideas, and ability to shape the corporate culture
  • Extensive internal networking
  • Top management communication skills
  • Ability to communicate and pass on organizational culture
  • Ability to understand and develop the strengths and uniqueness of one’s business
  • An unceasing spirit that strives to be first-class in the organization by honing with a unique spirit
  • Cutting-edge and unique wisdom born of industry networking and information gathering
  • Ability to transfer tacit knowledge
  • Fostering a sense of belonging and a spirit of love for the company
  • Contribution to the sense of unity in the organization

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

Education
Classification		 Tiered Education Corporate-wide Education Departmental Education
Managerial
Position

Training for Newly Appointed Managers

Action Learning Training

Leadership Training

Career Development Education

Introduction to Manufacturing

Language Training (TOEIC)

Environmental Education

Accounting and Finance Education

Information Security and Digital Transformation (DX) Training

Legal and Intellectual Property Education

Compliance Education

Quality Education

Correspondence Courses

Technical Skill and Thematic Training
by Job Level and Department Characteristics
General
Staff

New Employee Training

New Employee Follow-up Training

Competency  Training

Next-Generation Leadership Training

Educational Performance Data(TACHI-S business locations in Japan)

Company-wide education(Number of participants)

Training Title FY2022 FY2023 FY2024
TOEIC 125  41  57
Life Plan Training  44 52  71
Compliance Training session  300 138  684 
Second Career Training  25 3  24
Career Vision Training  - 231  -
Training to Understand Financial Statements  17 29  134

Tiered training(Number of participants)

Training Title target group FY2022 FY2023 FY2024
Training of New Employees New employee  39 12  49
Competency Training*. General staff
(~Chief)		  186 182  208
Training for New Managers New managers  11 8  14
Action Learning Training Managerial position
(Section Chief to General Manager)		  151 172  34

*Competency training (leadership, problem solving, facilitation, management, presentation)

Departmental Education (Number of participants)(Examples)

Training Title target group FY2022 FY2023 FY2024
Tiered Training for Development and Technology Departments New employees to new managers  23 34  61
Beginner to Advanced Supervisory Training Team leader to new management  82 49  68

Training hours per person

Training Title unit FY2022 FY2023 FY2024
Training Hours per Regular Employee Hours 3.7 5.5 5.6

*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
Award name Award subject
Inventions and Ideas Award For inventions and ideas that have contributed to the improvement of the company’s performance.
Outstanding Workplace Award For outstanding results in the overall evaluation of quality, productivity, safety and health, and QC circle activities in a manufacturing workplace.
Business Reform Award For significant operational reforms in indirect operations and contribution to improved company performance.
Special Award For contribution to the company’s performance, good deeds, or increased name recognition that do not fall under any of the above.
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