SustainabilityMessage from the CHRO​

Amongst the different types of pre-financial capital, TDK Group considers human capital to be important. TDK’s competitive advantage lies not only in the diversity of human resources, but also in its organizational culture that maximizes the potential of this diversity. Of the approximately 100,000 team members we currently have, 80% joined us through M&A activities. Different talents and personalities coming together has sparked innovation through connection, harmony and collaboration, which has led to the commercialization of cutting-edge technologies. We do not see ourselves as an orchestra, but as musicians in a big jazz band with unique talents, skills, and personalities. The diversity of the big “TDK United” jazz band embodies a crucial part of our Human Resources strategy - Diversity, Equity and Inclusion (DE&I).
By nurturing an organizational culture which respects the existing culture of acquired companies, values innovation born from the coming together of different perspectives, and encourages both self-initiative and co-creation which is the best expression of our team members’ creativity, passion, and drive, we can say that diversity has become the source of TDK’s competitive advantage. With empowerment and transparency as our governance policy, we believe that strengthening ties across the boundaries of TDK’s diverse businesses and human resources, one of our core strengths, will enhance our ability to envision the future and to bring it to life. Without the shared responsibility and collaboration amongst TDK Group team members(employees) to work together across departmental and organizational boundaries, we risk falling into silos within the organization.

In order to further enhance our unique competitive advantage, we believe it is important to have an organizational structure that allows us to develop and promote HR strategies across TDK globally. Although TDK is headquartered in Japan, its global HR function is located in Munich, Germany, and its members, including leaders, come from different operating companies and regions. This not only avoids a biased approach but also enhances the effectiveness of collaborations between the global, regional and the local subsidiary HR teams. Our global initiatives act as a platform to unite our diverse businesses and enhance our ability to innovate thorough the creativity and collaboration of our diverse talents.