Social Strengthening Human Capital

Takasago Thermal Engineering believes that people are our greatest asset. Since our founding, under our corporate mission of “Contribution to society through personal harmony and creativity,” we have contributed to the development of society by creating new value through the collective efforts of each of our employees, based on the idea of creating what does not yet exist.
It is the efforts of each employee that supports our Group. We believe that the autonomous growth of our valuable human resources will also lead to the Company’s further growth.
In order to continue to develop further into the future as an Environment-Creator^™, we are working to strengthen our human capital based on our four pillars of recruitment, support for growth, promotion of active participation, and visualization of capabilities.

Based on our philosophy that “people are our greatest asset,” we are carrying out our human resource management based on human resource development and respect for people.
So that we can contribute to society by constantly creating new value through our corporate activities, it is our basic belief that we must be a company that continues to grow day by day, and that this growth is supported by our ever-growing human resources. We are developing human resources who have character and high ethical standards, are autonomous, and are always willing to take on challenges.
We are also cultivating a corporate culture in which people recognize and respect each other’s diversity regardless of gender, sexual orientation, gender identity, nationality, disability, or other attributes, and creating a work environment where individual human resources are healthy and vibrant and can fully demonstrate their abilities.

Human resource strategy that achieves our management strategy

Key indicators

• Indicators of particular focus regarding employee growth, active participation, and diversity

• Recruitment

• Visualization of capabilities

• Support of Growth

• Promoting of Active Participation

We view the four pillars of our human resource strategy—recruitment, visualization of capabilities, support for growth, and promotion of active participation—as integrated human capital management initiatives. These initiatives represent our commitment to supporting the careers of the talent we recruit, establishing development systems, and contributing to society as an Environment-Creator ^™.
Our initial initiative, recruitment, is conducted fairly and equitably regardless of gender, nationality, disability status, or other factors. For example, we accept overseas university students for two-month internships, as well as interns with disabilities, opening our doors widely to deepen mutual understanding before employment. Moreover, we actively recruit young people (new graduates and mid-career hires) and women, which are challenges for the construction industry as a whole, working to become a company chosen by society.

Recruitment results for the past three years (breakdown)

To advance human capital management, we overhauled our talent management system in FY2021. We visualize various HR data for each employee and use it for recruitment, training, human resource allocation, and appointment. Starting in FY2023, we established a cross-departmental Human Capital Strengthening Task Force to organize and visualize the skills required for each job category, such as construction, design, administration, and sales.
Additionally, our talent management system allows employees to input their own career plans, life plans, and personality profiles. This multifaceted information is then utilized in one-on-one meetings with supervisors to support employees’ medium- to long-term growth. We are attempting to use HR digitalization not just for efficient management of personnel data but also to improve engagement. We recognize that this strengthens the human capital needed to achieve our strategy.

Human resources system reform to create a synergistic growth cycle between employees and the company

We began examining human resources system reform in FY2023 and have been implementing it in phases since FY2024. Under the new human resources system launched in April 2025, we introduced new frameworks in the following areas to create a synergistic growth cycle between employees and the company through employee growth and contributions.

Further engagement enhancement

We believe that being a rewarding place to work is essential for employees to remain motivated and engaged in their work. At our company, as awareness has grown that our corporate philosophy and business activities contribute to society, a culture has developed where employees approach their work with a greater sense of purpose and pride. In addition, ease of working is also an important element. We have developed a work environment that enables diverse working styles with appropriate balance, supports work-life balance, and allows employees to lead healthy and fulfilling lives.
By accumulating these efforts, we are building a relationship of trust between employees and the company, aiming to build a company that allows each employee to feel motivated and happy while also thriving at work.

Implementation of engagement surveys and working for engagement enhancement

To improve employee engagement, we conduct engagement surveys once per quarter. We analyze the results of these engagement surveys, identify issues, and implement improvements, while also using them as a tool to measure the effectiveness of various company initiatives.
Employee engagement improvement has been incorporated as part of the performance-linked indicators in our executive compensation. As a result of these initiatives, the engagement score has continued to improve over the past three years.

Diversity, Equity & Inclusion

Setting mutual respect as a basis in our management philosophy, we promote the fair appointment of human resources irrespective of nationality or sex. As illustrated by our installation of a team that promotes cross-sectoral diversity, we are actively committed to the creation of workplaces where diverse human resources can make the fullest use of their personalities and capabilities to prove themselves.
Our DE&I team identifies issues and implements measures specific to the themes of women, people with disabilities, international human resources, mid-career professional hires, senior citizen employees, and LGBTQ+ people.

• Our DE&I logo, which uses the Company symbol as an element

• Diversity, Equity & Inclusion

Measures to address harassment issues

To prevent sexual and other forms of harassment including abuse of authority and discrimination against pregnant employees, we send messages from top management and clarify our basic policy to never allow any forms of harassment. We have set up consultation counters on and off the company premises to address the matter and also conduct regular questionnaire surveys to check whether there is any harassment in the workplace. In addition, a specific period each year is designated as Harassment Elimination Awareness Period, and company-wide training is conducted to raise awareness of harassment prevention.

Support for achieving a balance between work and family life

To support employees in balancing work and childcare or nursing care, we have in place a childcare/nursing care leave system, a reduced working hour system, and various holiday systems such as a system of leave for child nursing and other care. In addition, we have enabled flexible work styles including staggering commuting and teleworking. When it comes to the latter, we have a teleworking system that all employees can use.
We also support men in taking part in childcare actively and encourage male employees to take childcare leave by, for example, allowing them to take a portion of their leave with pay. As part of supporting employees’ return to work from childcare leave, we conduct return-to-work interviews and introduce company-operated nursery schools.

• Work–Life Balance

Work Styles and Workplace Environment

To achieve the goal of becoming a company where each executive and employee can maintain their physical and mental wellbeing and fully demonstrate their abilities, we are continuously improving the work environment and reviewing our human resources systems. In response to changes in the business environment surrounding the construction industry and working hour regulations, we are promoting a work style transformation centered on the keyword of “Smart Work,” with the aim of simultaneously improving productivity and the quality of work.

Health and productivity management

In addition, we aim to foster a corporate culture that values health through monthly publication of Takasago Health News to share the latest health information and promote health awareness, on-site exercise classes at work and nutrition education events at regional worksites where health support is less accessible, and promotion of exercise habits through in-house walking events and other initiatives.

Career challenge system (in-house recruitment system)

We have established a career challenge system (in-house recruitment system) to encourage self-directed career development by employees. Under this system, divisions that are promoting new projects in particular post their human resource requirements, and then employees directly apply with the Human Resources Development Division, which provides them with an opportunity to achieve their career goals.