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The Hagiwara Electric Group has nurtured a corporate culture by carrying on the philosophy of "Taking care of our employees and always trying new things". The world will become even more diverse and complex in the future, but we will continue to share our philosophy and vision regardless of the age. We will strive to provide an environment where everyone, from young employees to seasoned employees, can feel a sense of fulfillment and continue to grow, and to realize a human resources system that invigorates the company.
We will strive to develop human resources through the implementation of human capital management that is characteristic of the Hagiwara Electric Group, and contribute to the development of a more affluent society.

In order for the Hagiwara Electric Group to further enhance its corporate value, we believe that it is necessary to demonstrate independence and autonomy to promote business model reform and strengthen the provision of solutions.
In order to create solutions more than ever, it will be increasingly important to connect with new things in addition to engineering capabilities. In other words, innovation.
We will maximize the capabilities of our employees, who are the assets of the Hagiwara Electric Group, and take on the challenge of innovation by demonstrating the human strengths that are unique to the Hagiwara Electric Group and the spirit of the two "JIRITSU", and increase corporate value through the "SHINKA" (innovation, evolution, and deepening) of each employee through innovation.

The Hagiwara Electric Group aims to increase corporate value by "Promoting Challenge and Reform", "Work Design Reform" and challenging innovation across the entire Group. We will conduct human capital management based on the concept of the human capital tree, which consists of three major KGIs and five key strategies to promote human resource strategies.

The Hagiwara Electric Group has established three major KGIs: human capital investment per employee (Amount per employee of remuneration paid to employees, recruitment expenses, outsourcing expenses, etc.), employee engagement (overall score of the engagement survey), and productivity. We use the human capital tree based on these three KGIs to promote monitoring.
Rather than aiming to increase or improve just one of these indicators, we consider it essential to maintain a balanced approach, treating all three KGIs as equally important and evaluating them comprehensively.

By promoting self-directed career development and human resource development for employees through Talent Management, and by providing a variety of opportunities that are fair, equitable, and appropriate to their needs through DFI, we will realize empathy and collaborative creation through the integration of diverse perspectives and knowledge. In addition, we will promote ABW so that employees can choose their own ways of working according to their circumstances, and work to strengthen health management and compliance, which are the foundation of the company that challenges innovation.

We have established the following ideal for the five key strategies, and are considering and implementing necessary initiatives.

The Hagiwara Electric Group is implementing a variety of personnel measures to revitalize the company, based on the human resources system, which provides a foundation for employees to focus on their work with peace of mind, achieve their goals and advance their careers. In FY2024, we reformed our personnel system based on the following policies.

With the declining birthrate and aging population, recruitment activities are becoming increasingly important in order to maintain corporate growth and competitiveness. We are implementing measures to expand the recruitment of new graduates and hiring referrals. We employ a variety of recruitment channels to recruit the people that the Hagiwara Electric Group is looking for and those who embody the spirit of "My Innovation." As a retention strategy, we are also focusing on onboarding, such as interviews with mid-career hires, interviews with public health nurses for new employees, and mental health support for self-care.

We support the career development of human resources from both superiors and subordinates through a career declaration system, career vision training, and career support training for superiors. We also use personnel changes to create a virtuous circle in which human resources with a wide range of knowledge, skills, and various experiences flow, thereby broadening the scope of work for employees. In FY2024, we introduced a dual-track role grading system to create a foundation for various employees to play an active role. We aim to place employees in positions that aim to raise their experience levels, to ensure that the right person for the right position and the right position for the right person, and to revitalize the organization.

We offer management courses and professional courses as a dual-track role grading system for managers and mid-level employees and above, just before becoming a manager, After understanding their roles, they choose courses based on matching the expectations of the company with their own wishes. We provide career aspirations and motivation to employees at the target level from an early stage.

Based on the Law for Stabilization of Employment of the Elderly, we provide continuous employment so that employees can continue to work after the retirement age of 60. (Up to 65 years old)
Since FY2024, we have established a multi-level role grading system for rehired employees. We determine and evaluate their compensation and responsibilities based on their expected roles and missions after rehiring, and provide them with a lump-sum payment based on their performance once a year. We support diverse work styles for senior employees and their active participation.

We will enhance targeted training programs to promote career autonomy, develop global human resources and management personnel with a wide range of knowledge and skills, and expand educational opportunities for middle management. We believe that these efforts will contribute to fostering and nurturing core human resources and to building a human resource pool that will lead to management leaders. We will also strengthen the development of innovative human resources by providing opportunities for young employees to interact with each other, regardless of group companies, as part of training for each level.

We believe that there is a need for co-creating leaders who can maximize the strengths of each member and support each member's career (growth and goals). The Hagiwara Electric Group defines the following seven skills as necessary for management positions, and provides training, seminars, and other education. In department manager training, they reflect on their images as a leader through 360 degree feedback, in which employees in various positions such as superiors, subordinates, and colleagues evaluate their department manager. We work to improve leadership and management skills in line with the times.

In order to provide employees with opportunities to learn independently and continuously, we have introduced the Voluntary Training Program that emphasizes employees' willingness to learn. Employees can choose the subjects they want to learn when they need them, and this program is widely used by employees from new employees to senior management. We have also adopted the opt-in system for next-generation leader training program. By selecting employees based on both their motivation and the expectations of the company, we are fostering a culture of autonomous learning.

The business environment surrounding our company is becoming increasingly globalized, and the importance of our overseas subsidiaries is increasing, as is the demand for overseas-oriented business in Japan. For this reason, in recent years, in addition to providing support for self-development through English conversation (Web English conversation), we have been holding the TOEIC® IP Test throughout the year, with an unlimited number of company subsidies, thereby increasing opportunities to test their abilities. In addition, the short-term study program for overseas operating companies, which had been suspended due to the COVID-19 pandemic, has been renewed and resumed. We will focus on developing global human resources who can maintain and promote our overseas business.

In FY2024, we renewed our existing Next-Generation Leader Development Program. Over a period of about 9 months, we offer lectures on basic knowledge and discussions on case studies. Through these lectures, participants acquire a management mindset and systematic knowledge (people, product, and money), such as management strategy, accounting, and human resource management, and develop leaders who make decisions on their own, promote and realize strategies, and lead organizations. In the first session which began in December 2024, approximately 25 managers participated.

In order for employees to bring their new ideas to fruition, we invite experts, major trading companies, and other people from outside the company as lecturers, and increase opportunities for them to learn about innovative ideas and mindsets, as well as their experiences overseas.

In FY2024, the new personnel system clarified the roles of each position and established a system to evaluate the degree of achievement in each role. In order to enhance corporate value and achieve sustainable growth, and to strongly link the efforts of employees with the ｍanagement targets, we introduced performance evaluation for employees above a certain level. The results of individual achievements and challenges are reflected in bonuses.
Achievements are evaluated objectively, fairly, and equitably based on clearer criteria, and efforts are being made to build a culture that recognizes challenges and to prevent them from becoming mere formalities.

We provide continuous evaluator training, feedback training, and training to properly understand and apply objective management in practice. We also regularly hold evaluation coordination meetings. Through these efforts, evaluators learn how to quantitatively assess performance, interact effectively with subordinates, and apply effective communication techniques — all with the aim of achieving fair and equitable evaluations.

We have established the President's Award system for employees who have taken on challenging tasks and contributed to results or improved performance. In FY2024, we introduced the Challenge Award, which recognizes new challenges that are not bound by precedent in business operations, as well as challenges that lead to organizational revitalization and cultural change. We are working to raise the motivation to take on challenges and create a corporate culture.

The promotion of DFI, which the Hagiwara Electric Group aspires to achieve, is to create a work environment and culture that enables employees from diverse backgrounds to respect and recognize each other, and enable individuals and organizations to flourish and grow together. We aim to create new value by allowing each employee to demonstrate his or her abilities as a professional while working with a sense of fulfillment, participating in the management of the organization to strengthen teamwork, and freely sharing, exchanging, and integrating various perspectives and knowledge.

In recent years, both the ratio of female employees and the ratio of female career-track employees have increased, due to the hiring of female career-track employees, a system for changing job categories (courses), and active promotion to managerial positions. As part of these activities, we held a Women's Health and Career Seminar, where a registered dietitian gave a lecture on knowledge of health issues specific to women and dietary habits.
At a roundtable discussion among female employees, they exchanged views on working styles and careers according to their life plans, and deepened exchanges across the boundaries of the company and departments. We will continue to actively hire female employees in career-track positions for new graduates and career hires, and work to create a work environment that allows them to continue working.

As awareness of the system grows and workplaces become more understanding and accepting, the number of male employees taking childcare leave is also increasing.

The Hagiwara Electric Group is promoting continuous employment of people with disabilities by improving and providing a safe and secure working environment for people with disabilities.
In addition to promoting the employment of persons with disabilities at each business site, we operate outdoor farms using Social Farm's corporate rental farm service, creating an environment where people with disabilities can work with peace of mind over the long term. Vegetables harvested at the farms are used for cooking at children's cafeterias and restaurants through donations to a local food bank and the Gasuto restaurant in Chikusa-ku, Nagoya.
We will continue to promote the creation of a comfortable working environment in which employees, regardless of their disabilities, can maximize their abilities.

Through the use of the Hagiwara Innovation Center Tokyo (HIT, opened in Shinagawa in December 2023), which is the base of the Hagiwara Electric Group's co-creation and innovation activities, we provide opportunities for interaction with diverse people who transcend the boundaries of companies and organizations. We are working to create a culture and environment in which we can learn and recognize diversity and create new value through the fusion of various ideas.

Under "F" of the DFI Policy, we have positioned the provision of fair and equitable opportunities that meet our needs (Fairness), and we are working to create an environment where everyone, regardless of gender, etc. can play an active role.
In FY2024, we abolished the age limit for the system for changing job categories (courses) and the managerial promotion examination, and revised the system to make pass/fail decisions based on a comprehensive evaluation of fulfillment of expected roles, career aspirations, and aptitude.

The Hagiwara Electric Group will create an environment and systems that enable employees to work comfortably and demonstrate productivity by creating diverse working environments and instilling ABW concepts and initiatives within the company.

We are working to create a work environment in which employees can strike a balance between rewarding work and fulfilling lives, choose work environments autonomously according to their circumstances, and achieve self-fulfillment. We are also working to reform work styles.
Based on the concept of activity-based working, we are implementing telework, free addressing, the use of co-working spaces, and the liberalization of clothing suitable for TPO. We are encouraging each and every employee to constantly consider, select, and implement the optimal work style for this job from various perspectives, including time, place, and appearance.
Thanks in part to our efforts to promote ABW (internal ABW newsletter), etc., we are gradually beginning to see changes in the way employees work.

The Hagiwara Electric Group has a variety of systems in place to support diverse working styles and to balance childcare and nursing care so that each employee can work autonomously and fully demonstrate their individual abilities and diversity.
In addition to reducing long hours of overtime work through working hour management and making resolute efforts to promote health, we have introduced a system which can be used for mental rejuvenation, for volunteer activities, for getting medical treatment for non-work-related injuries and illnesses, and so on.

Bowling tournaments are held as part of our employee benefits program to help employees achieve a balance between work and personal life. Since FY2022, company events with family participation have been held at local theme parks once a year. We support employees' mental well-being while also valuing time for relaxation with family and friends.
In addition, we have various social insurance and retirement plans, as well as mutual aid associations, property form savings plans, and employee stock ownership plans, all of which are designed to support future livelihoods.

The Hagiwara Electric Group considers the health of its employees to be an important management resource, and believes that proactively promoting health management will lead to higher productivity and corporate value. We are promoting the creation of a work environment in which each employee is physically and mentally healthy, has a sense of fulfillment in their work, and can work actively.
In June 2022, we declared the Hagiwara Electric Group Health Declaration, and have established a health management promotion system in which the Representative Director President Executive Officer is in charge, and are working to maintain and improve the health of our employees.

In order for the Hagiwara Electric Group to continuously develop, it is essential for each employee to be in good physical and mental health. This is because we believe that the “Creativity and Ambition” set forth in our management philosophy can only be realized if our employees are healthy. The “i” in the Hagiwara Electric logo is meant to represent “a person (our employees).” The circle around this “person” is meant to depict interpersonal relationships, and these consist of the bonds that we have with “corporate organizations,” “business partners,” “local communities,” and “the family members of employees.” Thus, the Hagiwara Electric logo conveys the meaning that within our interpersonal relationships, we will continue to serve as a company that is needed by society.
In light of the above, through health management, we aim to serve as a “company that contributes to, and is needed by society, where employees can work with peace of mind in good health.”
We will support the enrichment of the minds of our employees by giving them time to relax with family and friends.

Measures against overwork lead to the improvement of the Absenteeism and Presenteeism, and are the most important initiatives in health management.
In addition to holding meetings with industrial physicians for employees who work long hours, and regulating overtime based on such meetings, we will also implement business improvement and efficiency improvements such as citizen development promotion activities, and business model reforms through the promotion of digital transformation, thereby working to optimize working hours and reduce total working hours.

Periodic health checkups are conducted once a year to ensure early detection and early response to lifestyle-related diseases. Resident in-house health nurses provide detailed advice and follow-up on improvements in a speedy, accurate and continuous manner, with the aim of preventing lifestyle diseases that progress unnoticed and improving the health level of each employee. We have also introduced a smoking cessation support program to emphasize the importance of caring for the health of individuals and those around them.

As an effort to prevent mental health problems, we conduct stress checks once a year. We conduct interviews with industrial physicians for highly stressed employees, conduct group analyses for each organization, and provide feedback to the heads of departments with health risks. This leads to more effective measures to improve the workplace environment.
In addition to training for new employees and managers, we are striving to create an environment where it is easy to consult by holding interviews with public health nurses twice a year for all new employees, and setting up an in-house consultation desk by public health nurses and personnel staff.

We have set forth a slogan of, “Let’s start healthy habits,” and have been working on measures that enable employees to engage in healthy behaviors continuously and voluntarily. These include holding various types of online seminars and planning events aimed at developing exercise habits and improving eating habits.

With the increasing importance of corporate responsibility for business and human rights, the Hagiwara Electric Group has established a human rights policy and is building an effective human rights management system with the aim of respecting human rights in accordance with international human rights norms.

Following a resolution at the Board of Directors meeting held in March 2025, we formulated the Hagiwara Electric Group Human Rights Policy. This policy applies to all executives and employees of our group. We will also encourage our business partners and other related parties to understand this policy and to strive to respect human rights. This policy and initiatives will be reviewed on an ongoing basis, and updated and revised as necessary.

The Hagiwara Electric Group Human Rights Policy (the "Policy") describes our efforts to respect human rights based on the Hagiwara Electric Group's Management Philosophy, Corporate Code of Behavior, Corporate Code of Conduct, and Sustainability Policy.

Among the human rights issues related to the business activities of the Hagiwara Electric Group, the following are the issues that we will focus on.

The Board of Directors of Hagiwara Electric Holdings is responsible for compliance with the commitment to respect human rights and for supervising efforts. The Sustainability Committee takes the lead in the implementation of this policy, and related departments such as the Sustainability Division, the Legal Division, and the Human Resources Division, which are the promotion departments, work together to promote the policy.

The Hagiwara Electric Group accepts reports via a web-based system regarding any legal violations, misconduct, or harassment committed by executives or employees, whether witnessed or personally experienced. Anonymous reporting is also available. Reports are handled through the system provided by Dial Service Co., Ltd., ensuring the privacy of the whistleblower is protected throughout the process.

On the next page, enter the following.
User ID: hagiwara / Password: hotline
Available 24 hours a day, 365 days a year
Supported languages: Japanese, English

The Hagiwara Electric Group, whose employees are its assets, believes that the highest priority is to create a safe and comfortable working environment and labor environment by preventing industrial accidents, illnesses, and traffic accidents.
Based on this belief, each and every employee raises awareness of safety, accidents, and disasters, and to actively engage in efforts to prevent incidents before they occur and to avoid recurrence.

Based on laws and regulations, we have established a health and safety management system, appointed a health and safety manager, and hold regular meetings of the Health and Safety Committee to promote activities based on decisions made by the committee. The committee's minutes are shared with employees and utilized for disaster prevention and safety activities.

In our health and safety activities, we are promoting sustainable corporate activities by continuously implementing various measures, such as the following, and by providing a work environment where employees can work with peace of mind.

As a company deeply involved in the automobile industry, the Hagiwara Electric Group aims to realize a society with zero traffic accidents, and is strengthening its traffic safety initiatives, with the following examples.

The Hagiwara Electric Group strives to achieve customer satisfaction and earn the trust of society by providing high-quality, safe and secure products and services that promptly and accurately identify the diversifying needs of customers and society by putting the customer first, in addition to complying with relevant laws and regulations based on its management philosophy.

Multiple sites have acquired ISO9001 certification and are working to strengthen quality assurance activities, focusing on quality management.

Companies are expected to implement measures to encourage not only their own companies but also their business partners to take legal compliance, human rights and labor, the environment, and corporate ethics into consideration.
The Hagiwara Electric Group has formulated the "Hagiwara Electric Group Supplier Sustainability Guidelines," and we will work together with our business partners to promote sustainability.

The Hagiwara Electric Group accepts reports via a web-based system regarding any legal violations, misconduct, or harassment committed by executives or employees, whether witnessed or personally experienced. Anonymous reporting is also available. Reports are handled through the system provided by Dial Service Co., Ltd., ensuring the privacy of the whistleblower is protected throughout the process.

On the next page, enter the following.
User ID: hagiwara / Password: hotline
Available 24 hours a day, 365 days a year
Supported languages: Japanese, English