Sustainability

Human Capital / Diversity

Investment in human capital

We recognize that investment in human resources is a material issue for realizing the mission and vision outlined in our mid-term management plan, VISION2030. To adapt to the ever-changing market environment, we are implementing various initiatives aimed at fostering employees who continuously grow. We are promoting flexible responses to market changes by establishing a flexible compensation system that provides treatment commensurate with each employee's role and by creating an environment where employees can take initiative in their work. Regarding recruitment, we hire a fixed number of new graduates annually and also conduct mid-career hiring to replenish personnel and expand our business scope. Furthermore, we track progress and challenges in cultivating next-generation leaders within each business segment. Through a PDCA cycle that implements necessary measures as appropriate (such as acquiring mid-career talent with expertise in cutting-edge technologies like data science, image recognition, robotics, AI/IoT, and security), we strengthen our human resources. Furthermore, we promote the active participation of diverse talent and introduce flexible work arrangements such as telework, flextime, and reduced working hours. This enhances individual performance and fosters a culture of autonomous activity. Our education programs are structured along two axes, “tiered education” and “purpose-specific education”, delivering training tailored to each employee's role.
Furthermore, we define the ideal future leader as someone who can
- Drive company-wide transformation toward the future.
- Envision a company that solves latent social issues through the combined strength of a manufacturer and a technical trading company, and lead business transformation.
- Leverage the Group's strengths to lead business expansion.
To cultivate the next generation of leaders, we position “Purpose”, “Leadership”, “Innovation”, “Results Orientation”, “Team Building” and “External Empathy” as competencies required for management. Through a selective development program called “TED University,” we maximize the individual capabilities of our employees and promote the development of talent that contributes to enhancing corporate value.

Ensuring Diversity

Approach to Ensuring Diversity

Our company respects culture, ethnicity, and individual personalities. We believe that maximizing each employee's abilities—including their unique characteristics and experiences based on diverse perspectives and values—without limiting opportunities based on distinctions such as nationality, gender, sexual orientation, disability, or age, is essential for our sustainable growth. We also recognize ensuring diversity among the managerial layer, which plays a core role in management, as a critical challenge. For female employees, we have set targets for the proportion of managerial positions at the group leader level and above.

Voluntary and measurable targets for ensuring diversity

(Female) Regarding the ratio of female managers, we aim to achieve at least 15.0% by the end of March 2030. As of the end of March 2025, this ratio stood at 12.0%.

(Mid-Career Hires) The ratio of mid-career hires in management positions as of the end of March 2025 is 53.8%, which we recognize as sufficient. While we have not set a numerical target, we will continue to appoint the right people to the right positions.

(Foreign Nationals) The ratio of foreign employees in management positions as of the end of March 2025 is 0.4%. Given the small number of foreign employees, we have not set numerical targets for the foreign manager ratio. However, we will continue to recruit foreign nationals through capability-focused recruitment activities. Note that the foreign manager ratio at TOKYO ELECTRON DEVICE ASIA PACIFIC LTD., our overseas subsidiary with Asian headquarters functions, was 71.4% as of the end of March 2025.

Human Resource Development Policy and Internal Environment Improvement Policy for Ensuring Diversity

We continue implementing the following initiatives from the perspectives of new hiring, development and promotion, and internal environment improvement.

  • Maintaining strengthened recruitment efforts for both new graduates and mid-career hires
  • PR activities promoting proactive hiring of women during new recruitment
  • Encouraging challenges in new roles through utilization of the job rotation system and voluntary transfer request system
  • Expanding tiered training, management development, and career development programs
  • Providing flexible work environments through the establishment of telework and flex-time systems
  • Supporting company-specific leave and absence systems for childcare and caregiving
  • Conducting various harassment prevention trainings
  • Promoting reduced working hours through operational efficiency, encouraging paid leave usage, and implementing no-overtime days
  • Fostering a workplace culture that supports work-life balance, including encouraging male employees to take childcare leave