Development of Human Resources
Basic Policy for Human Resource Development
- As-is
- One of our top priorities is “securing and developing human capital.” To this end, we are focusing on developing management leaders and professional talent. In our management candidate development program, we aim to improve candidates’ practical decision-making skills by cultivate the management knowledge and strategic thinking that the next generation of leaders require. Moreover, we utilize our highly specialized human resources certification system to promote the development of high-level human resources with specialized knowledge and skills.
- To-be
- In working to realize our Long-term Vision, we position human capital as a crucial element in our competitive advantage, and we aim to further leverage the diversity of our human resources going forward by fostering a free and open corporate culture. We will enhance workplaces that encourage tackling challenges, promote systems that make growth palpable, and systematically develop management leaders and professional talent. Additionally, we will establish mechanisms that support autonomous learning and growth and thereby increase our corporate value.
Career Planning Scheme
We reviewed our Career Plan Program, which was introduced in 2018, and expanded it into the Career Development Support System starting in September 2025. Under this system, careers are divided into three stages, with appropriate support structures and learning opportunities provided at each stage to enable employees to build their careers proactively and over the long term while making the most of their individual strengths and characteristics.
In particular, from around their tenth year of service onward, employees can choose their desired direction from among four career professional paths, allowing them to pursue further growth and maximize their value. This environment allows employees to independently consider the knowledge, experience, and skills required for their future careers and take proactive action. Career paths can also be flexibly reviewed in response to changes in personal values or the surrounding environment.
In addition, we have revised our career plan sheets and consultation processes to strengthen a framework in which employees can discuss their careers openly and with confidence. Through these organization-wide initiatives aimed at supporting employee growth, we help each individual achieve their desired career development.
Certification of Highly Specialized Human Resourse
Amid the rapidly changing business environment, Taikisha believes that it is necessary to differentiate from others by leveraging specialized technologies as strengths and evolving into an enterprise that creates new value. Consequently, we have introduced our “highly specialized human resources certification system,” a framework designed to ensure the perpetual succession of “Taikisha, the Technology Company.”
This system aims to realize our career development policy, which is that “Each employee should be professional and have high market value.” To this end, we have identified the top senior expert engineers (persons with exceptional skills and achievements) in each field to make a differentiation.
Education and Training Schemes
There is a lineup of training schemes available in Taikisha to enhance its members' skills in managing projects and teams and communicating with clients, business partners, supervisors, colleagues and subordinates in addition to improving the expertise of individual employees. Training programs continue to be improved and developed so that they can help employees acquire the knowledge and skills they think they need, thereby providing target-oriented education. With the aim of developing self-motivated human resources, Taikisha provides education to accelerate the development of professionals and leaders.
Training by objective
A training by objective is offered to employees depending on the purpose such as career development, compliance education, etc.
Global Management Training
Taikisha conducts training programs aimed at developing management personnel who can demonstrate leadership and practical skills from a global perspective. In FY2024, we conducted an approximately one-yearlong training program with a total of 15 members, consisting of 9 individuals from overseas sites (including 8 local staff and 1 Japanese employee on overseas secondment), and 6 from Japan.
The trainees covered a wide range of topics and an active exchange of ideas took place. The topics included management concepts for the future, designing business systems that create new value, research on the direction of the national economy and industries, and planning for human resource development and organizational culture reform toward 2030.
Overseas Trainee System
In FY2024, we introduced our overseas trainee system. Under this system, junior employees are dispatched to overseas sites in order to rapidly develop talent capable of expanding our global business. As part of our initiatives to enhance global response capabilities under the 10-Year Plan 2035, we encourage employees to take on challenges in order to invigorate human resources and the organization.
As the second-term trainee, one employee has been dispatched to India since January 2025. In addition, since June, four employees have been dispatched as the third-term trainee to the Philippines, Malaysia, India, and Vietnam, respectively, where they are participating in approximately 10-month training programs.
Training for overseas local staff at overseas affiliates
A training for overseas local staff is offered for employees who work for our overseas subsidiaries.
Overseas Trainee Development
At our overseas sites, we aim to enable local national staff to directly mentor team members. To this end, we invite management executive candidates to Taikisha headquarters for a two-year training program.The training includes not only language skills but also classroom learning, practical CAD training, and on-site training.
Just and Fair Assessment
Taikisha's personnel assessment is conducted based on the philosophies of fair and transparent operations.
In performance evaluation, employees are assessed based on their abilities, motivation and conduct required for each employee and the degree of contribution to business performance. The results are given to employees as feedback, and this is expected to lead to enhanced human resource development. In particular, the evaluation of skills, which is one area of ability evaluation, is based on a clear and transparent definition of skills according to the grade and type of job.
At the beginning of the fiscal year, employees and their supervisors set job targets and individual growth targets through interviews and have a monthly dialogue, while being mindful of a monthly PDCA cycle to achieve the targets. By doing so, Taikisha nurtures employees and gives them guidance.
Evaluations at the end of the fiscal year are not limited to assessing employees based on numerical performance results alone, which an excessive achievement-based system tends to do; instead, employees are evaluated not only in view of how much they hav boosted their capabilities relative to their individual long-term growth Targets, but also by placing importance on how much they have contributed to the creation of added value that Taikisha seeks to generate for society, such as making efforts and demonstrating creativity repeatedly in tackling matters beyond their knowledge as a challenger with enthusiasm while getting others involved as well.