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.

Launched the Diversity Promotion Department

In October 2020, TDK established the Diversity Promotion Department within the Human Resources HQ. 
In order for TDK to be a company that society needs and continues to have high hopes for, we will continue to strive foster a culture that employees worldwide respect one another and feel free to exchanage opinions, regardless of gender, age, nationality or ethnicity.
Our first step in embracing diversity will be a renewed and serious effort to empower the women of Japan. To date, we have put in place a number of programs designed to make it easier for women to work. The remaining issue is to shift from merely facilitating work to offering women an active role. As a company, we will draw out the capabilities, values and potential of our female employees, incorporate those assets in our business, and tie them to the growth of TDK.
In addition, as a milestone, we have decided to carry out activities by setting the percentage of women in managerial position by FY2035, which is the 100th anniversary of our founding, as follows.

Goal:
Percentage of women in managerial positions 15% by FY2035

Related link

Fiscal 2020 Goals, Achievements and Future Activities

Fiscal 2020 Goals Achievements
To continue expansion of scope for talent management system. Talent management system extended to the HQ-R&D function, and pilot companies in the world.
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 July 2019 and November 2020.
・Territorial HR meetings with participation of local HR managers launched at all territories starting in 2018
To further conduct succession planning for identified Top Key Positions at the TDK Group. Succession planning for Top management conducted.

Future Activities

Fiscal 2021 Goals
To continue expansion of scope for talent management system.
To strengthen Human Resources network worldwide and further conduct Global and territorial Human Resources Meetings.
To further conduct succession planning for identified Top Key Positions at the TDK Group.
To implement enlightenment activities for managers in Japan to increase awareness of the importance of diversity promotion.
To conduct harassment prevention measures.
To implement career development training for female employees.

Concrete Activities

Voices of staff working with diverse backgrounds

Capitalizing on Unique Career in Joint Work with Germany

My career is a bit unusual. After graduating from university, I wanted to work in a job where gender does not matter, so, as a civil servant, I became an immigration inspector at Narita Airport. After four years, I went to study abroad in Costa Rica. I met my husband in South America, and after our marriage we returned to Japan.

I spent the next six years as a full-time housewife engaged in childbirth and parenting. When child raising eased, since there was no work in which I could use my language skills in Toyama Prefecture, where we were living at the time, I found a job in quality management at a manufacturing company there. Despite the fact that I had no background in engineering, I received almost no instruction about my work! [Laughs] But I am naturally the kind of person who hates to lose, so I asked for some guidance and went on to acquire quality management skills.

Youko Shiraki

After reaching the age of 40, I began to worry about the fact that it was difficult for women to gain promotion or broaden their careers in that company. Then I learned that TDK had a vacancy in quality assurance in Akita Prefecture, which was where I was from. My husband, a broad-minded Chilean, and my three children supported me, so our whole family moved to Akita. I get asked if I had any concerns, but the principles behind quality assurance were the same, and fortunately I like change, so I took the plunge.

I did struggle for a few years after joining the company, but then I shifted my way of thinking to one of “I’m a newcomer, so I can ask anything!” Repeatedly cornering people on the site to learn from them, I gradually became accustomed to the factory. Currently I am engaged at the Nikaho Plant South Site in the development and sale of manufacturing devices exported to a Group company in Germany. I like people, and I like change, so I find this work very attractive. Now that my children have grown up, I can go on long business trips to Germany too. Exporting devices that we have developed is just like sending off a daughter to be married! [Laughs]

Youko Shiraki

I have been able to follow this path because TDK, including my current boss, has evaluated me fairly by my performance. This approach of looking at abilities regardless of gender has been a great motivation for me. Another attraction is that TDK is involved in business globally, so even in Akita, it is possible to work with people overseas. Recently I accompanied the delivery of a manufacturing device that we had developed to the Group company in Germany. For a few years now I have been studying German, because I realize that having better communication with the German employees not only would improve my performance at work but, most importantly, would be fun as well.
My dream is to broaden my potential more. TDK has given me the chance, so I want to try hard and seen how far I can go.

TDK Corporation
Production Engineering HQ
Production Engineering Center Equipment Insourcing Promotion Department
Youko Shiraki

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 Kurumin mark) in fiscal 2014.
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

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

Childcare Leave Is a Time for Growth

When our first child was born, since there were no other family members living nearby, I was worried about the anxiety and burden placed on my wife by her first experience of parenting. Then I heard that a colleague who had entered TDK at the same time had taken childcare leave, and I thought, “Me too!” So I decided to take childcare leave myself.
It was my first long-term leave since starting work. I engaged in childcare, of course. But I also determined to make more positive use of the leave as well and set myself the tasks of cooking 100 meals and studying elementary X-ray analysis. One of the things that I had become absorbed in since starting work was crystallography, and the luxury of being able, during the childcare leave, to read elementary textbooks and thoroughly study to deepen my understanding of the subject is now a wonderful memory.

The other major product of the childcare leave was my realization of just how great mothers are. The sight of them carrying their babies on their backs to go shopping and walking with lots of baggage in both hands was astonishing. Feeling sorry for my wife being awakened every night by the baby’s crying, I began to sleep with the baby myself. I think that helped her to maintain sound mental health.
I heard only good things from around me. Employees who were veteran mothers themselves encouraged me to do my best and enjoy myself, and I received children’s toys and picture books from colleagues as well. When I went to the local baby salon, people there would often say enviously, “What a good company, making it easy for male employees to take childcare leave too!”

If there are any men wondering about whether to take childcare leave, I recommend them to do so. I realize only too well that the hurdle is high. Men worry that taking long-term leave might inconvenience others or have an adverse effect on their careers. But taking childcare leave myself, I was hardly aware of any demerits at all. Indeed, while I became more aware of the difficulties of parenting and housework, I also had the opportunity to watch my child grow day by day, which was an irreplaceable happiness for me. And in addition to that, I was able to make quality time for study, which I think has had a positive influence on my work since then.
It was thanks to the others in my department that I was able to have such a rewarding childcare leave. Personally, I think there should be some kind of return for departments in which employees take leave. (Of course, I am doing my best to give back myself.)

Recently I was delighted when a male employee, a former colleague of mine, asked for my advice about childcare leave and then actually went on to take it. I hope that more men will take childcare leave in the future, enabling them to pour lots of love on their children and creating a win-win solution for both themselves and the company.

TDK Corporation
Technology and Intellectual Property HQ
Material Analysis Section, Evaluation & Analysis Department
Yuki Nagamine

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 2021, 226 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.

Recommendations

  •  
  •  
  •