Human Capital | Social | T.HASEGAWA CO.,LTD.

Basic approach and policy

Our Group views human resources as capital and promotes human capital management, which aims to maximize the value of human resources and increase corporate value over the medium to long term by continuously considering and implementing improvement measures.

In accordance with our management policy of fostering a safe and comfortable work environment that enhances engagement through human capital management, as well as linking the management and human resource strategies, we seek to create an energetic corporate culture in which human resources can grow and maintain their motivation. We are committed to providing employees with opportunities to advance their careers fairly and without regard to race, religion, nationality, gender, age, disability, or other attributes.

In order to further promote the creation of a safe and rewarding workplace, we will undertake the following initiatives.

Governance and risk management

Promotion system

Based on the management policy of fostering a safe and comfortable work environment that enhances engagement through human capital management, the Human Resources Division and each division plan to address various human resource policies and formulate them as activity policies for each fiscal year. The activity policy is approved by the officer in charge, and the outcomes are evaluated at the end of each fiscal year. Matters deemed important and achievements are reported to the Strategy Committee and Board of Directors by the officer in charge or their designee.

Strategies

Expansion of business opportunities

Increased employee motivation
Increased production efficiency as a result of improving the work environment
Enhanced our competitiveness in recruitment

Measures

Human resources system reform

The Company introduced a new personnel system in FY2023 after a total review of its job class system, evaluation system, compensation system, and human resources development.
We have established a job class system that clarifies the roles required by the Company and introduced a corresponding evaluation system.

In addition, compensation is set in line with grade levels, providing compensation commensurate with performance regardless of length of service, gender, or other factors.

Evaluation system

Our approach to the evaluation system	The evaluation system is not only a system for evaluating employees’ performance but also facilitates a tool to promote the achievement of company-wide and organizational targets and the growth of individuals. Therefore, the actions expected of employees are clarified, and the degree of fulfillment of required actions, roles, and specialties and the level of actual achievements are evaluated. Since the results of evaluating employees’ performance encourage individuals to grow, we utilize the evaluation system as the foundation for developing human resources.
Important points of the evaluation system	Evaluation of achievements Employees should work on challenging goals that are closely linked to the policy of the Company or their organizations, and they are expected to obtain measurable achievements that are linked to company-wide targets. In addition to results, the relevant process is evaluated, and the results are reflected mainly in their bonuses. Evaluation of actions The evaluation should be a system that leads to human resource development based on elements required by the Company. The Company also evaluates whether expected actions corresponding to the job class and course were taken. The results are reflected in the job class (promotion) and salary of the relevant employee. In any evaluation, an interview with the superior of the employee is required, and human resources are developed by providing appropriate feedback.

Our approach to
the evaluation
system

The evaluation system is not only a system for evaluating employees’ performance but also facilitates a tool to promote the achievement of company-wide and organizational targets and the growth of individuals. Therefore, the actions expected of employees are clarified, and the degree of fulfillment of required actions, roles, and specialties and the level of actual achievements are evaluated. Since the results of evaluating employees’ performance encourage individuals to grow, we utilize the evaluation system as the foundation for developing human resources.

Important points of
the evaluation
system

Evaluation of achievements
Employees should work on challenging goals that are closely linked to the policy of the Company or their organizations, and they are expected to obtain measurable achievements that are linked to company-wide targets. In addition to results, the relevant process is evaluated, and the results are reflected mainly in their bonuses.
Evaluation of actions
The evaluation should be a system that leads to human resource development based on elements required by the Company. The Company also evaluates whether expected actions corresponding to the job class and course were taken. The results are reflected in the job class (promotion) and salary of the relevant employee. In any evaluation, an interview with the superior of the employee is required, and human resources are developed by providing appropriate feedback.

Compensation system

Our approach to the compensation system	In order to encourage employees to achieve the actions and results expected from them, we will focus on treating the desired actions and results so that we can appropriately guide employees in developing an interest and making efforts.
Important points of the compensation system	Seniority-based wages, which were in the previous system, have been eliminated in order to alleviate the seniority criteria. Job performance wages are set according to grade level to match job performance and compensation. In addition, a managerial position allowance has been introduced to appropriately reward the relevant role. Bonus payments to employees are balanced by distributing payments according to the performance evaluation of each individual, and high performance will be rewarded accordingly. In order to hire excellent human resources as mid-career hires, we have revised the compensation levels so that the mid-career employees are treated well.

Our approach to
the compensation
system

In order to encourage employees to achieve the actions and results expected from them, we will focus on treating the desired actions and results so that we can appropriately guide employees in developing an interest and making efforts.

Important points of
the compensation
system

Seniority-based wages, which were in the previous system, have been eliminated in order to alleviate the seniority criteria. Job performance wages are set according to grade level to match job performance and compensation. In addition, a managerial position allowance has been introduced to appropriately reward the relevant role. Bonus payments to employees are balanced by distributing payments according to the performance evaluation of each individual, and high performance will be rewarded accordingly. In order to hire excellent human resources as mid-career hires, we have revised the compensation levels so that the mid-career employees are treated well.

Having a proper interview for the performance evaluation and development of employees

We have a cloud-based human resources evaluation system service in line with our new human resources system reform. The system allows the Human Resources Division to easily check the target setting and records of each interview held as part of the evaluation and to check the interview status of the people to be evaluated.

Key Points of the New Human Resources System

Human resources development

Human capital improvement initiatives

* Program to improve the knowledge and skills of employees who have been with their divisions for around three years by providing training at a different R&D center.

Promotion of career development

Tier-specific training	We conduct training for new employees, mid-career employees, and new managerial staff. The purpose of the training is for employees to understand the roles at each tier and acquire skills. We implement a PDCA cycle and work to make improvements in the planning and management of training.
Internal seminars	Employees from each division of the Company serve as lecturers on the operations of their respective divisions and other current information. This allows participants to gain not only an understanding of T. Hasegawa as a whole but also the connection and relationship between their own divisions and the division of the lecturer, which can help their own business. By teaching others, the lecturers themselves can also deepen their understanding of the operations of their own divisions.
Support employees’ self-learning and growth	E-learning for self-development In order to acquire a wide range of knowledge, we have an e-learning system that allows our employees to take courses at their own pace, regardless of time or location. There is no limit to the number of courses available, and there is no cost burden. Support system for acquiring qualifications When acquiring qualifications approved by the Company, such as those for certified public tax accountants and labor and social security attorneys, the Company pays up to half of the course fees. In addition, employees who have met certain requirements, such as those who have acquired a TOEIC score designated by the Company, are provided with an incentive. Life planning seminars We regularly offer external seminars to employees and their spouses who wish to participate in a fulfilling second life after retirement. Re-employment support for those who are resigning from the Company upon reaching retirement age We offer a Re-employment Support Program, which provides re-employment know-how to those seeking re-employment, and a Second Life Program, which is for those seeking to start their own businesses or relocate overseas, etc., to help those who wish to set out on a new path after reaching retirement age.
Foster management awareness among younger employees	TH Business College (THBC) The THBC provides people who are willing to learn on their own with opportunities to develop their skills, with the aim of acquiring business management skills and enhancing their sense of participation in management. THBC Basic : The course aims at mastering the basics of business management through lectures and exercises in areas such as critical thinking, finance and accounting, basic management strategy, and marketing basics. THBC Advance : The program provides practical training in management skills, management decision-making techniques, and analysis of business plans and strategies.
Support the development of global human resources	Language training The Company covers the full costs of language lessons by native speakers for employees who need English or Chinese language skills. Training before overseas assignment The Company invites outside lecturers to lecture employees assigned to overseas subsidiaries on the cultures, laws, and business practices of the countries where they have been assigned. E-learning for employees assigned overseas We have introduced e-learning programs specialized in global human resource development for employees assigned to overseas subsidiaries. The content is designed to help them develop a broad range of skills and enhance their practical abilities.
Support management that encourages growth and autonomy	Organizational capability training (formerly management training) This program is designed to enable newly appointed managers to understand and practice management that promotes the growth and autonomy of their subordinates as part of their training program. To ensure that all of those managers have the same perspective and mindset, this program is implemented in the year after they are promoted to management positions.

Providing training to those who evaluate employees’ performance in line with the human resources system reform

We will continue to provide training to those who evaluate employees’ performance so that they understand the intent of the new human resources system reform and perform proper evaluation and development.

Respecting diversity and creating a comfortable workplace

Ensuring diversity in the appointment, etc., of core human resources

Our approach to ensuring diversity	Our Group respects the diversity of individual employees and has actively appointed excellent human resources to management positions regardless of race, religion, nationality, gender, age, disability, or whether or not they are mid-career workers. After appointing such employees to management positions, we continue to provide education, including organizational capability training, to improve their skills. The Company seeks to continue increasing the percentage of women in management positions. As a result, it will appoint women and mid-career workers to move on to management positions in an attempt to address the ever-changing management environment. Our Group will also continue to appoint talented foreign nationals to expand our overseas business based on the growth strategy. At the same time, we will actively hire local employees and contribute to the development of the regions where we operate, while also expanding our overseas business.

Our approach to ensuring diversity

Our Group respects the diversity of individual employees and has actively appointed excellent human resources to management positions regardless of race, religion, nationality, gender, age, disability, or whether or not they are mid-career workers. After appointing such employees to management positions, we continue to provide education, including organizational capability training, to improve their skills. The Company seeks to continue increasing the percentage of women in management positions. As a result, it will appoint women and mid-career workers to move on to management positions in an attempt to address the ever-changing management environment. Our Group will also continue to appoint talented foreign nationals to expand our overseas business based on the growth strategy. At the same time, we will actively hire local employees and contribute to the development of the regions where we operate, while also expanding our overseas business.

Fair treatment and evaluation of non-full-time employees

Payment of the same family allowances, housing allowances, and congratulatory or condolence money as those for full-time employees
Enhancement of long-term absence and leave systems
Introduction of an evaluation system to have follow-up interviews
Reflection of evaluation results in salary and bonuses to increase employee motivation

Note that the Company pays at least the minimum wage in any employment category required by the prefecture where each of our sites is located.

Obtaining the “Kurumin” certification logo

In 2025, the Company was certified for the fourth time for conforming to standards based on the Act on Advancement of Measures to Support Raising Next Generation.

Support for new and mid-career hire employees

Mentor System
To help relieve new employees who feel confused about working life and organizational activities and are anxious about performing their duties, young employees close to their age regularly meet with them to provide support for their mental and career development.
Conducting one-on-one interviews
We provide support in helping individual mid-career hires to address any anxiety that they may feel about the new environment so that they can exercise their abilities as soon as possible.

Initiatives for developing a comfortable work environment

Staggered work hours
Short work shift for child and nursing care
No Overtime Day
Hour-based paid leave system
Work-at-home system (introduced in FY2025)

Encouragement to take paid leave

To promote the use of paid leave, the Human Resources Division regularly informs the heads of relevant divisions about their staff’s leave status and works to create an environment that encourages them to take leave.

Understanding employees’ requests through labor union meetings

In order to understand employees’ requests properly, a meeting with the labor union is held every month.

Indicators and targets

Our Group has set targets for the percentage of women in management positions, the percentage of mid-career workers in management positions, and the percentage of management positions filled by foreign nationals, and is working to improve these figures. The percentage of management positions filled by foreign nationals is maintained at 30% or higher.
For more details, please refer to the T. Hasegawa Group ESG Data Book (PDF) .