What prompted you to undertake this project?

Mr. Tamura Our business has expanded rapidly in recent years and is now undergoing a transition period to growth. We began our operations in the Philippines in 1996. However, our business remained relatively small for the first two decades. With steady economic growth and a sharp rise in demand for cashless payments—particularly accelerated by the COVID-19 pandemic—our business has experienced significant expansion. Alongside the increase in workforce size, the expectations placed on each employee have also evolved, requiring higher levels of performance and professionalism. Recognizing the need to adapt to this new stage of growth, we saw the importance of reviewing and updating our HR system as a necessary step forward.

What factors led you to choose our company?

Mr. Tamura TMHR’s extensive knowledge and experience in HR systems for Japanese companies operating overseas were the key factors. While many consulting firms offer support for global HR practices, we believe that for Japanese companies expanding abroad, it is especially important to consider how Japan’s unique corporate culture and values can be effectively adapted to the local environment. We greatly valued TMHR’s ability to understand this cultural gap and design HR systems that appropriately reflect both Japanese principles and local realities. This was a major reason for choosing to work with TMHR.

What were the most challenging aspects of the project in the Philippines that started last November?

Mr. Tamura Having spent much of my career in Japan, I found the differences between Japanese and overseas labor and HR practices particularly challenging. Fortunately, we received insightful advice on how to effectively navigate and adjust to these gaps. It’s not necessarily that local practices are always right or appropriate; when viewed from a broader business management perspective, Japanese methods can sometimes be more suitable. With this balanced understanding, I was able to make confident decisions that leveraged the strengths of both approaches.

What value did you find in choosing our company as a partner?

Mr. Tamura First, we greatly valued TMHR’s deep expertise in HR systems. TMHR demonstrated a solid understanding of our company, including past initiatives, and its advice—rooted in both historical context and our specific business characteristics—was a tremendous support throughout the project. Second, we appreciated TMHR’s responsiveness. Whenever questions or uncertainties arose during our internal discussions, TMHR provided timely and clear answers. Despite the fact that we were managing this project alongside our regular business activities, TMHR’s prompt support enabled us to complete everything on schedule, for which we are truly grateful.

What results have you seen through this project?

Mr. Tamura The most significant outcome was the successful implementation of HR system revisions that enhanced employee motivation. As mentioned earlier, our business in the Philippines is entering a growth phase, and the importance of accumulating experience and developing individual skills is greater than ever. In this context, we believe we have established a system that effectively supports employees in taking ownership of their skill development while staying highly motivated. From that perspective, this revision has been both meaningful and impactful.

Could you offer some advice to companies that are facing issues with training local employee or undergoing a business transition and have concerns about human resources?

Mr. Tamura Japanese companies expanding overseas often face the challenge of finding the right balance between Japanese practices and local customs. While Japanese methods have their own strengths, it is sometimes necessary to trust in their effectiveness and promote them—especially when they are appropriate from a broader, strategic perspective. At the same time, a one-sided approach does not work. It is essential to carefully listen to the perspectives of local employees and create a process for open dialogue. Demonstrating a willingness to build the most suitable system through mutual understanding is key to achieving sustainable success as an organization.