Human Asset Management

Our Basic Policy

Based on the idea that employees are our assets, we provide a place where diverse human resources can come together and discover and develop their individual potential, and where everyone can make the most of their individual talents. We also foster an organizational culture that allows for continued learning and growth, and a corporate culture that recognizes changes and continues to innovate as a team.
Company growth cannot be achieved without the growth and development of its employees. For sustainable growth, we will strive to create a healthy and dynamic work environment and develop human resources, so that our employees can perform to the best of their ability. To ensure that working at Tadano leads to overall life satisfaction (well-being) of employees, we promote a good work-life balance with safety as the first priority.

DE&I

We believe human resources are the source of our competitiveness and an essential element for achieving sustainable management. We are committed to respecting all forms of diversity, including differences in race, religion, gender, sexual orientation/gender identity, age, disability, nationality, place of origin, social and cultural background. We continue to promote the recruitment and development of diverse human resources, ensuring equal opportunities for growth and fostering a fair organizational culture. By empowering each employee to harness their unique talents and individuality, we aim to enhance our overall organizational performance.

DE&I training programs

To promote DE&I (diversity, equity and inclusion), in addition to hiring people from diverse backgrounds, we provide basic training programs for employees and diversity management training programs for managers to raise awareness.
As part of harassment prevention education, employees take an e-learning course in conjunction with Harassment Prevention Week in December. New graduates are given a training program conducted primarily through discussions after e-learning courses as part of basic onboarding training in April.
In FY 2025, we also introduced an e-learning course for unconscious bias training. We plan to roll this out to all employees in Japan and hold meetings at each group as in FY 2024. Sharing and understanding how supervisors and colleagues think helps reduce unconscious bias to further enhance psychological safety in the workplace. Through these, we aim to create a more open workplace.

Initiatives for empowering women

According to a survey of non-managerial female employees in FY 2023, 55.8% were unwilling or unsure about promotion, showing an improvement from 71.8% in FY 2020. However, when combined with respondents who answered, “I would aim for a position up to a supervisory level but not as high as Manager,” the percentage was 81.1% (compared to 84.8% in FY 2020). Interest in Manager-level promotion remains low. One reason for the low percentage of female managers is presumed to be the severe scarcity of female managers who can serve around them as role models. We will strengthen our efforts to promote women’s empowerment by introducing leadership training for women with a view to promoting them to managers, reforming our personnel systems, and improving the working environment, to create a workplace where women can work comfortably with a sense of fulfillment.

● Revision of the system to support employees balancing work and childcare/caregiving
To enable flexible work styles to ensure many employees can work successfully, we have introduced shorter working hours and remote working options for childcare and caregiving and expanded the scope of the nursing leave system to cover also school events such as entrance ceremonies. We have also extended the period of eligibility from December of the year when the child is in fourth grade of elementary school to the completion of third grade of junior high school. In addition, we had previously excluded employees who took more than three months of maternity leave, childcare leave, or caregiving leave from evaluation for salary increase. However, to prevent delays in the promotion of such employees, we have revised the rule not to exclude them from the evaluation until the end of six months.

● Participation in external training programs
Since FY 2023, we have been sending mid-career female employees to external leadership training courses for women. Interaction with female employees from other companies will help them resolve issues unique to women in career development and foster self-efficacy and leadership skills.

Obtaining “Platinum Kurumin” Certification

In May 2025, we obtained the “Platinum Kurumin” Certification that recognizes companies demonstrating exceptional support for childcare, from the Ministry of Health, Labour and Welfare in Japan. It certifies companies with “Kurumin” Certification that have made efforts that meet higher standards. We received the “Kurumin” Certification in 2022, and this time, the “Platinum Kurumin” Certification was granted for our efforts to reduce overtime hours, promote the use of annual paid leave, and create a work environment that encourages employees to use the childcare and caregiving support systems.

Taking childcare leave

Revitalizing senior employees

Tadano sets a mandatory retirement age of 60, however, employees over the age can be rehired to continue working after retirement. Aiming to offer employment until age 70, we have established a system under which employees can transfer to a group company at the age of 65 and have their employment further extended. We also make other efforts to enable employees to have more flexible career choices tailored to individual life plans, including expanding the early retirement program for employees with 20 or more years of service.
We also offer training for employees at the ages of 50 and 59 that gives them an opportunity to ponder upon their career and life. Recognizing that senior employees’ contributions will significantly impact corporate competitiveness in the future, we plan to revise our reemployment system during FY 2025.

Securing Diverse Human Resources

Recruitment

To promote DE&I, we have been strengthening the recruitment of diverse human resources, in particular women and foreign talents. For this purpose, we have produced videos featuring workplaces where women can be more successful, prepared brochures featuring female employees, and offered internship opportunities for women majoring in Science and Engineering. Other programs conducted in parallel to increase recognition
of Tadano include one-day workshops and online information sessions designed to enhance their understanding of the Company. Through these activities and others, we will continue focusing on communicating the excitement of working at Tadano.
In addition, starting in 2025, we are recruiting not only international students studying in Japan, but also students studying overseas. We welcome students who are passionate about working in Japan and at Tadano. By accepting the diverse values of diverse human resources, including their individuality, abilities, and experience, and utilizing them in our organizations, we will continue pursuing innovative endeavors unbound by conventional approaches.

Employment of people with disabilities

We visit schools for the hearing impaired and disability employment service centers to share information and deepen our understanding. We strengthen team support and offer on trial employment while working to improve employment conditions of employees with disabilities. In FY 2024, the number of our employees with disabilities increased by four compared to the previous year. However, this is still below the statutory employment ratio as the total number of employees also increased. Going forward, we will continue to employ people with disabilities while preparing an environment that helps more people work successfully regardless of their disabilities and working together with other employees to support employees with disabilities.

Support for non-Japanese employees

In 2016, a “prayer & multipurpose room” for Muslim employees was set up at our Head Office. Additionally, more of our locations now have ablution facilities or shower rooms. In 2024, we held crime prevention, traffic safety, and disaster prevention classes for foreign employees in Kagawa Prefecture to help them work in Japan with security and safety. In addition, as many of the foreign trainees working with us are Muslims, we offer them lunches that comply with Islamic dietary rules. Once a month, we also offer a special Indonesian-style lunch, which Indonesian trainees enjoy for its taste of their homeland. We have also introduced a medical interpretation support program to help foreign employees in Japan communicate smoothly in medical settings that often use technical vocabulary. The 24/7 service is available for 22 languages without appointments so that employees can visit a hospital feeling secure anytime.

Enhancing contact with local students

Last year, over 350 students and teachers from junior high schools through universities visited our facilities. Plant tours and employee discussions gave them firsthand look at the excitement, challenges, and satisfaction of manufacturing work. We also welcomed students studying at a Thai technical college, which was an international exchange opportunity to convey the appeal of Tadano to a wider audience.
In addition, we participated in a local high school project for broadening career options for the young, in which we gave a presentation on the corporate profile of Tadano and its business activities to help students envision their future. We will continue to strengthen cooperation with schools and work to convey the appeal of Tadano to as many students as possible.

Improving Employee Engagement

Employee Engagement survey

After a trial survey in 2019, the program was rolled out company-wide in FY2021, but for a considerable period after the survey’s introduction, the effect of the program was hardly visible with the overall engagement score showing no change. Based on the results of the survey conducted in June 2023 and as a manufacturing company, we have focused on improving engagement particularly in the Development Divisions and the Production Division, and held meetings to discuss how to improve engagement, led by the Chief of Headquarters.
Then they conducted a survey on an action plan, and worked on priority issues based on the data analysis. As a result of the action plan they carried out, the scores for both expectations and satisfaction rose among members of many groups. Among others, the Welding and Processing Technology Group, Production Engineering Department 1 was selected for the “Motivation Team Award 2025*.”
In addition, “improving employee engagement” has been included in the Basic Policy in Tadano’s Management Policy since FY 2024. These efforts have resulted in a rise in the company-wide score. During the period of the Mid-Term Management Plan (24-26), we aim to achieve an engagement score of 55 or higher and a rating of BBB.
*Motivation Team Award honors once a year corporate departments that have made a significant improvement in “engagement score” demonstrating improvements in the status of their organizations, among companies for which Link and Motivation Inc. conducted employee engagement surveys. An engagement score is a deviation score that indicates the degree of mutual understanding and affinity between a company and its employees.

Fostering a sense of ownership and participation in management among employees

Employees Shareholding Association

Aiming to foster a sense of ownership and participation in management among employees to increase corporate value over the long-term, we encourage employees to acquire and hold the company’s shares through enhancing the Tadano Group Employees Shareholding Association (the “Association”), which is part of our welfare measures (to support employees’ asset accumulation) that also enhances employee engagement. As part of this, in 2024, we granted 80 shares of the company’s common stock as a special incentive to the (existing and new) members of the Association. This boosted the membership of the Association from approximately 30% of employees to 86% of employees.
In 2025, we introduced a trust-type employee stock ownership incentive plan for all employees who are members of the Association. Under this plan, employees receive incentives commensurate with stock price increases by holding shares through the Association.

Distributing staff jackets

At CONEXPO 2023, one of the world’s three major construction machinery trade shows held in North America, the Tadano Group unveiled a new product developed as part of its all-out effort to achieve a carbon-neutral society through electrification of cranes. The exhibit attracted considerable global attention.
The CONEXPO staff jackets were distributed also to the Tadano Group employees in Japan, with a message from President: “Let’s continue to strive as One Tadano for pursuing further excellence for the world and the future,” to continue to deliver new technologies and products to the world as one group.

Creating an Employee-friendly and Rewarding Workplace

Revision of systems

We aim to ensure that working at Tadano leads to overall life satisfaction for our employees. By meeting the needs for various work styles, we help employees to maintain a good work-life balance in the company environment that is healthy
and energetic in physical and mental terms.
The regulations on special leave for marriage, bereavement, spouse’s childbirth, and transfer to a new location have been relaxed to allow for split leave, and the length of women’s leave has been revised from two days per month to the necessary number of days. We have also revised the regulations on the use of accumulated paid leaves to cover hospitalization and outpatient treatment for organ donation.
In FY 2024, the number of paid leave days taken (by non-managerial employees) was 16.7 days on average against a target of 17 days, achieving 98.2% of the target.
In addition, we have established short-term and long-term caregiving leave and a reduced working hours system (up to 3-hour reduction allowed). Having established a system surpassing the statutory mandate for supporting employees balancing work and caregiving, we have been granted approval for using the “Tomonin” symbol mark by the Ministry of Health, Labor and Welfare, which attests to our commitment to supporting employees balancing work and caregiving.

Encouraging Self-directed Career Development and Development of Global Human Resources

Support for selflearning

We support employees’ career development by fostering proactive self-initiated growth aimed at achieving personal goals through work in response to the increasing diversification of individual values and work styles in recent years. We cover the costs of distance learning and encourage enrollment in specialized continuing education programs for working adults at universities. In addition, to empower employees for their self-development and reskilling efforts, we have subscribed since FY 2023 to an external service that offers public seminars from which employees can freely select topics tailored to their individual career development plans, to facilitate their self-directed learning.

Support for employees obtaining qualifications

Under the Mid-Term Management Plan (21-23), we provided support for employees to obtain bookkeeping and QC certifications, with an intention to improve their knowledge of accounting and finance toward familiarizing them with the concept of ROIC as a performance indicator, and to increase their knowledge about quality control for continuous improvement activities based on TQM. Under the Mid-Term Management Plan (24-26), we provide stronger support for employees to obtain qualifications related to electrification in order to lead the way in environmental action toward achieving a decarbonized society.

■Main support programs
● Special training concerning the maintenance of electric vehicles, etc.
● Special training on safety and health for low-voltage electrician
● Special training on safety and health for high-voltage and extra-high-voltage electrician
● GWO-BST5 module (MH/FAW/FA/WAH/SS)

Selfchallenge system

■Career plan
At Tadano, employees have monthly meetings with their supervisors as an opportunity to help with their self-challenge and communication. In the meetings, they can not only review their work progress, but also review matters concerning growth targets and seek advice on difficulties. In addition, once a year, employees submit their career plans (experience they would like to gain, desired transfer destinations, etc.). Their requests may not always be met soon, but the divisions and supervisors being aware of them can reconsider organizations and division of responsibilities.

■“Job Challenge” and “Free Agent” programs
We also have a “Job Challenge” program and an in-house “Free Agent” program that support employees’ self-directed career development, which have enabled willing employees to challenge themselves in positions of new functions or on overseas assignment. In FY 2024, three positions were posted for internal recruitment, resulting in transfers of willing candidates in two of them. We will continue utilizing the “Job Challenge” program as a tool to support employees’ career development.
Under the “Free Agency” program, in FY 2024, one employee successfully moved to a new position, following one in FY 2023. We will continue to support employees’ career development by offering opportunities to communicate their aspirations through the program.
Tadano was awarded the “Excellence Award” in the WOMAN’s VALUE AWARD 2024 for supporting women in science sponsored by the Japan Women’s Value Training Association. A case of an employee working in Germany through the “Job Challenge” program was commended as a role model for working women based on votes from female students and working women. We will continue to support our employees’ self-challenges as they strive to achieve what they hope to be like.

Strengthening the development of Global human resources

The “Global Human Resource Development System” was formulated as a new program covering employees from new hires to leaders and put into operation starting from FY 2024. The program is designed to speedily develop global human resources. From FY 2025, we will strengthen our approach to the speedy development of human resources to be global business leaders. This includes visualizing the skills, experience, and competencies required, and selecting candidates for successors to the current leaders based on objective criteria including through discussions by the Human Resources Committee. In addition, we will further accelerate global human resource development across entire Tadano by increasing the number of participants in the management training program and enhancing the program.