Sustainability | SocietyCultivate a Corporate Culture that Respects Diversity

Our Approach

The TDK Group comprises numerous affiliated companies with business operations around the globe. We believe that we can continue generating innovative creativity by establishing an environment in which employees with diverse backgrounds can display their skills. This is crucial for realizing corporate growth.

TDK – Diversity & Inclusion Policy

At TDK, we must have a diverse workforce to achieve our mission to contribute to industry and culture through creativity. Our broad range of products and solutions in electronics, energy, materials, and sensors are complex, pervasive and help make our daily lives better across the world that we share.
TDK's people imagine, design, develop, manufacture, and bring these products and solutions to life. We can achieve our mission because we welcome a global pool of cultures, disciplines, perspectives, languages, ideas, skills, and experiences.

Target of TDK Diversity & Inclusion Policy is to create as much value as possible for the company and the society out of such a unique global pool of human resources. We foster the talent of the people in the TDK Group by strengthening the links between them and by supporting a vivid exchange of thoughts and experiences.

As stated in our TDK Code of Conduct, we are committed to respect each employee’s individuality and shall establish reasonable and fair systems for human affairs and treatment of employees. The diversity of our employees - their cultures, nationalities, ages, genders, backgrounds, religions, beliefs, races, sexual orientations, disabilities, and characteristics - are a major driving force for our success.

To date:

  • TDK was founded in Japan and its headquarters are located in Tokyo, Japan, yet a big majority of our employees are situated outside of Japan.
  • TDK unites people from many different cultural origins, located in many countries.
  • TDK has employees in all age groups.
  • Woman represent a very important part of our workforce.
  • Continually support programs to improve our ability to communicate and collaborate.

Diverse teams help embrace different ideas and opinions, listen to each other, encourage development and lead to quality products and solutions that we all enjoy. We are strongly committed to building diverse teams that include all people.

As of April 2020

Structure

TDK is promoting activities according to the situation of each site or legal entity under the support of the Human Resources Function.

Fiscal 2019 Goals and Achievements

Fiscal 2019 Goals Achievements
To continue expansion of scope for talent management system. Talent management system extended to the Sales function worldwide and TDK Top Key Positions
To establish a diversity policy. Established a diversity policy in April 2020
To enforce the establishment of a Human Resources network through further organisation of Global and Territorial Human Resources Meetings. ・Global Human resources meetings with participation of all major legal entities took place in May 2018 and July 2019
・Territorial HR meetings with participation of local HR managers launched at all territories starting in 2018
To start succession planning for identified Top Key Positions at the TDK Group. Succession Planning for Top Key Positions being implemented

Future Activities

Fiscal 2020 Goals
To continue expansion of scope for talent management system.
To enforce the establishment of a Human Resources network through further organisation of Global and Territorial Human Resources Meetings.
To further conduct succession planning for identified Top Key Positions at the TDK Group.

Concrete Activities

Voices of staff working outside of their home country share their background

Technical Collaboration and Respecting Local Business Culture

I work in Israel, a country that has many innovative startups and prestigious universities. My job is to assess promising local technologies and to plan and promote collaboration with TDK's technology and products.
When having a discussion, if you have an opinion to express, you sometimes have to interrupt others to get it out. That is a big difference from how things are done in Japan, so I appreciate the effort it takes to adapt to a different business culture. Our office has opened only recently, so we have no storehouse of know-how, and there are still many problems we face trying to communicate with each other in English, but we have been getting tremendous assistance from the folks at TDK-Lambda in Israel. While enjoying myself on the job, I will continue exploring ways to achieve better collaborations that will lead to outstanding new TDK products and services.

TDK Corporation
Israel R&D Office, Technology Planning Group
Technology and Intellectual Property HQ
Manager
Narutoshi Fukuzawa

Narutoshi Fukuzawa

Meeting People of All Kinds Leads to Personal Growth

My job is to customize software products to meet the needs of customer around the world and to support resolving issues prior to the start of production. The most exciting things are learning a wide range of things both through my job and by working with others, plus working with new technologies.
When you work overseas, it is important to step out of your personal comfort zone. In San Jose I am able to encounter people who have different cultures, languages and styles of working.
Meeting those people and building trust have helped me to grow as a person. I will do my best to support customers with the idea of seeing things from “customer focus” in our TDK Value.

InvenSense, Inc.
Sensor Systems Business Company
MEMS Sensor Business Group
Sr. Staff Application Engineer
Suma Veerabhadrappa

Suma Veerabhadrappa

Respecting the Individual and Providing a Worry-Free Work Environment (TDK Corporation)

Efforts to Respect Human Rights and Equal Opportunity―Diversity Promotion Action Plan

TDK includes provisions regarding respect for human rights and prohibiting discrimination into the TDK Code of Conduct.
We implement specific initiatives on respecting human rights, equal opportunity, etc., including awareness-raising education for employees, and special counseling services including a telephone "help line." We have also established an array of systems designed to facilitate childcare and nursing care (childcare leave system, nursing care leave system, short-time work system, etc.).
As a result of creating environments that facilitate work and promote workstyles that maintain a good work-life balance, TDK was certified by the director of the Tokyo Labor Bureau as a Compliance General Business Operator pursuant to the Act on Advancement of Measures to Support Raising Next-Generation Children and acquired the next-generation certification mark (commonly known as the ?urumin mark) in fiscal 2014.
In addition, we have devised and have been carrying out the following two Action Plans in regard to the Act to Advance Women’s Success at Work, which was enacted in April 2016, as follows:

  1. The goal for the average percentage of women joining the company from 2020 to 2022 is a minimum of 30%.
  2. Established a specialized department to promote the empowerment of women.

Our plan is to continue to develop systems that are useful to our employees in their course of growth, and to implement new systems that are tailored to developing social trends as well as to the needs of our employees.

We are supporting employees on their parenting journey. Certified company.

Related link

Voice of an Employee about TDK’s Childbirth and Child-Care Support System

The period of childbirth and child-care leave was very precious for me, because it enabled me to spend more time with my family and watch my child growing and smiling every day. Although we still faced the problem of waiting for an opening at a day-care facility, after 16 months I returned to work. Before taking child-care leave, I had been worried about whether I would be able to do my job properly after my return, but the people around me have been very supportive. Little by little I am becoming accustomed to my new job and recovering my pace. At the moment I am making use of the flextime system, which is very helpful, because I have to take my child to and from the nursery.
Since my child was born, I have to take more care about my use of time. When I get to work, the first thing I do is compile a schedule for the day, calculating backward from my finishing time. Time is limited, so I want to make sure that I can work efficiently and not be a nuisance to others. But everyone is very understanding. It’s a wonderful environment. The problem of children having to wait to gain admission to day-care centers is continuing, so I hope that the period of child-care leave can be made longer in the future.
At the moment I am enjoying a very well-balanced life every day. I hope that other employees also who are thinking about how to balance child raising and work can make the most of the various schemes available and, with the support of those around them, enjoy a work-life balance.

TDK Corporation
Technology and Intellectual Property HQ
Material Development Center Development Office 4
Tomomi Iwamoto

Tomomi Iwamoto

I decided to take child-care leave half a year before my second child was born. Because both my wife and I work, I planned to take the leave and dedicate myself to child-care for six months up to our child’s first birthday, which is the limit for eligibility. This would allow my wife to return to work. I had planned and prepared for this long before because I needed to prepare for doing household chores and child-rearing. I wanted to be able to handle the sudden increase in time I spent on child-care. Also, preparing would help me not to panic in an emergency such as a sudden illness.
In the beginning I was unsure if I would be able to handle two things simultaneously that were unfamiliar to me?housework and child-care. The first two or three months were tough, but gradually I began to find my rhythm, and in the end I felt it was a very meaningful time spent with my young children. When my older kid’s nursery school was on spring break, I had two kids to take care of, and it was really hard to find the time to do the housework, but the experience gave me the confidence that now I could handle anything even if my wife wasn’t home. After returning to work, I used the flextime system, which allows me to take my kid to nursery school before work.
I informed my boss six months in advance before taking child-care leave and handed over my work to others for the period of my absence. Everyone in the office was on board with my child-care leave, and it couldn’t have happened without that understanding. I’m sure that my boss and colleagues, and my section had to do more work because I wasn’t there, or at least they felt the impact of my absence during that time period. In an aging society with declining birthrate like ours, finding a balance between work and child-rearing is important. I hope there comes a day when technology advances enough that things like robots and artificial intelligence help us to overcome difficulties, especially in terms of labor.

TDK Corporation
Thin Film Wafer Foundry Business Division
Process Technology Group ATF Operation
Process Development Team
Process Development Section2
Takayasu Kanaya

Takayasu Kanaya

The TDK Rehiring System

In April 2017 TDK revised its reemployment system, by which it had been rehiring employees after their mandatory retirement, and began the operation of a new “second-career system.” The purpose of this system is to make further effective use of the knowledge and experience possessed by senior employees and to fulfill TDK’s social responsibility as a corporation in response to revision of the Act Concerning Stabilization of Employment of Elderly Persons. In addition, this system is also being introduced at affiliated companies in Japan with a view to promoting the reemployment of employees reaching mandatory retirement age.
A “Welcome Back” system was instituted in October 2017 to rehire employees who had to quit due to unavoidable circumstances, such as childbirth or child-care, or elderly care situations.

Work Style Options to Accommodate Spousal Relocation

In October 2017, we introduced two new systems?a relocation system for employees whose spouses have been relocated in Japan and a leave system for employees whose spouses have been relocated overseas. With these systems in place, even if it becomes difficult to continue working in one’s current workplace due to the relocation of one’s spouse, employees can now choose to relocate or take a leave to be with their spouse. The work style options provided by TDK are designed to allow employees to balance work with various events in their lives, a policy that aims to make TDK a company where people feel safe working at for a long time.

Organizational Structure for Maximizing the Potential of Each Employee (Human Resources Institutions) (TDK Corporation)

TDK has a number of systems in place which are geared to helping each and every employee member discover and develop their true potential.

In-house Recruiting System

In 2000, we introduced an active in-house hiring system under which employees can apply for new positions posted on the internal recruitment board directly with the Human Resources Department, without going through their superiors. This system aims at promoting the principle of "the right person for the right job" throughout the TDK Group, to respond in a timely manner to changes in the organizational makeup and staffing requirements of the organization. The system provides opportunities for career development to employees who have the desire and ability to try and shape their careers on their own initiative. As of March 2019, 215 applicants had fulfilled the relevant requirements and taken on new positions.

Career Option System

In addition to the in-house hiring system, TDK introduced the career option system in January 2006, giving employees the opportunity to apply for transfer to a desired department or position. This system is designed to provide incentives for further self-growth and for making a positive contribution to the development of TDK. It also aims at stimulating employees to reassess their career plans from various perspectives.

Self-Determined Reporting System

A self-determined reporting system has been introduced for the purpose of supporting efforts by individual employees to develop their own careers and abilities, as well as to help ensure the best possible match between each job and the person performing it. Once a year, employees can report directly to the Human Resources Department, indicating which positions they want and which business sites they would like to work at, as well as the extent to which they are satisfied with their current positions. Employees desiring an interview have the opportunity to directly explain their choices during a session at the Human Resources Department.
The opportunity to have a dialog with the Human Resources Department on a regular basis encourages employees to think seriously about their own careers, and also supports efforts such as transfer and participation in education and training for new positions. In this way, it helps employees shape their own career.

Business Creation and Proposal Framework

TDK was born as a type of venture company with the aim of commercializing the ferrite material that had been developed at the Electrical Department of the Tokyo Institute of Technology.
Right from the outset, the concept of creating an enterprise through new products and ideas realized by challenging difficult tasks, and thereby contributing to culture and industry was central to TDK, and we believe that we continue in this vein. The Business Creation and Proposal Framework was created in April 2015 as a means to support the spirit of challenge. The idea is to provide the necessary resources for new business areas with the potential to enhance the corporate value of TDK, thereby helping to launch in-house ventures. In addition, the New Business Creation Training Program for supporting the devising of business plans also was established with similar aims.

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