Human Capital

Strategy for Human Capital

Since Makita’s expansion into the U.S. in the 1970s, the Company has pressed forward and proactively grown internationally. In 2005, we launched our lithium-ion battery-powered professional-use cordless tools ahead of the competition and, more recently, with environmental issues globally growing into an important theme, we have been working towards evolving into a supplier of a comprehensive range of cordless products by shifting from engine-powered to battery-powered products. This ability to flexibly respond to global market environment changes is the source of Makita’s growth. What supports our growth is nothing other than the talents of the people working at Makita.

Moving forward, Makita will comprehend changes in the global market environment and strive to grow with demand. To this end, we will advance the activities of diverse human resources and globalize Makita.

Efficiently Training New Human Resources to be Competitive as Quickly as Possible

Makita is expanding its business on a global scale, and many of its employees have experience temporarily working or training abroad. As of March 31, 2025, approximately 27% of employees, excluding those working at the Research and Development Headquarters or Domestic Sales Headquarters, have worked overseas on temporary transfers. For Makita to continue to grow sustainably, it is essential that newly hired human resources (both new graduates and mid-career employees) with diverse values gain international experience early on and receive training to be globally active. We are working to achieve the target we have set of 20% of employees sent for overseas training or temporary transfer having worked at Makita (non-consolidated) for five years or less by March 31, 2030.

In FYE 2025, the figures improved due to an increase in the number of people taking part in short-term overseas training programs. After finishing the training, they spend several months to a year in Japan on preparation, which leads to successful subsequent overseas assignments. To achieve our indicators, we will use the short-term training program to increase the number of young employee candidates for overseas postings.

Indicators

Initiatives for achievement

• Proactively accepting internships and building relationships with university laboratories to lay the groundwork for attracting excellent human resources
• Launching short-term overseas training programs to enable more young employees to gain overseas experience
• To foster international career development and increase motivation amongst young employees, we introduce the work and lifestyles of young employees who are working overseas, as well as how they collaborate with local staff, through the Company newsletter.

New Hires

Promoting Women’s Advancement

Makita is working to create an environment that is comfortable for women to work in and allows human resources with diverse values to demonstrate their abilities to the fullest. As a result, the average length of female employees working at Makita in Japan is actually slightly higher than that of their male counterparts.

We have set a target for the future to increase the percentage of female managers at Makita (non-consolidated) to at least 3% (10 or more people) by FYE 2030, so that every female employee can play a more active role, and we are advancing our efforts to achieve this target.

In FYE 2025, following on from the previous year, we held the Women’s Career Design Seminar as a series of two sessions for female employees. Seminar participants identified their strengths and unique abilities, learned how to interact with others, and created action plans. Some female employees who attended this seminar have passed the leadership assessment test, as results of our initiatives to support women's career development begin to appear.

Indicators

Initiatives for achievement

• Creating systems that allow flexible work styles, such as through the expansion of the childcare reduced working-hours system
• Actively recruiting female new hires
• Encouraging women to take the exams for promotions to leadership and management positions

Average number of years working at Makita by gender/Percentage of women in leadership positions

Encouraging Employees to Take Childcare Leave

Creating a rewarding environment that allows human resources with diverse values to balance work and family is vital to Makita’s continuing growth.

We have put in place a childcare leave system and a childcare reduced-working-hours system.

The percentage of women who use these systems has remained high, but the percentage of men using them has room to improve. Therefore, we have set a target of having at least 90% of eligible male employees at Makita (non-consolidated) use the childcare leave system by FYE2030 and are working towards achieving this goal.

Indicators

Initiatives for achievement

• Making information on childcare leave available to workplace managers to promote the creation of an environment that encourages employees to use childcare leave

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