Human Resources

Diversity

Stance on Diversity

The Tokyo Seimitsu Group believes that people inspiring each other on the basis of diverse perspectives and ideas can create new value and achieve synergies that exceed the sum of individual abilities. We are committed to eliminating acts of discrimination based on age, gender, race, religion, country of origin, or disabilities, as well as to creating workplaces where diverse human resources can work in a safe and healthy environment.

Our goal is to build a work environment in which the individuality of each member of the workforce is respected and employees can work actively with a sense of fulfillment while bringing the best out of themselves.

In order to increase the number of women working in core positions, we consider it an urgent priority to hire more female regular employees and improve our work environment. We have the Action Plan for Promoting Employment and Careers of Women (FY2021 - FY2025) in place, which sets the following targets (to be achieved by the end of FY2025).

Percentage of female employee hires (regular employees) 20%
Percentage of female employees (regular employees) 10%

We are also committed to raising awareness in the Company toward active participation by female employees and supporting them.

Women's Participation and Advancement

Data on Women’s Participation and Advancement (Non-consolidated)

Item	FY2016 - FY2020 average*¹	FY2021 (as of the end of March)
Percentage of female employee hires (regular employees)	10.5 %	17.0 %
Percentage of female employees (regular employees)	6.1 %	7.4 %
Percentage of female managers	1.6 %	1.9 % *²

*1Period of the previous Action Plan for Promoting Employment and Careers of Women

*25.1% on a consolidated basis

Action Plan for Promoting Employment and Careers of Women

1. Period of plan: April 1, 2021 to March 31, 2026

2. Targets
Target 1: Increase the percentage of female regular employee hires to 20% or more (achieve by fiscal year 2025)
Target 2: Increase the percentage of female regular employees to 10% or more (achieve by fiscal year 2025)

3. Details of initiatives and implementation period
From April 2021, we will engage in the following initiatives in sequence.
(Initiatives will be changed/added as necessary, based on progress and on measured effects every fiscal year)

(1) Focus on recruitment activities to expand recruitment of women
■Setting of policies and targets to increase the hiring ratio for women
■Active public relations aimed at job seekers
■Increase in points of contact between female employees and female job seekers

(2) Awareness-building within the Company for active participation by female employees, and support for female employees
■Awareness-raising for managers regarding training for female subordinates
■Implementation of training for female employees to foster awareness of own career building
■Provision of opportunities for networking among female employees

(3) Creation of comfortable workplace environments for all employees
■Awareness-raising for managers regarding work-life balance and diversity management
■Implementation of education to prevent harassment (maternity harassment, sexual harassment, etc.)

Hiring of Foreign Nationals and Mid-career Workers

Mid-career workers are an indispensable part of our workforce. Also, we hire competent human resources, without regard for their nationalities. These mid-career workers and workers with foreign nationalities play major roles in bringing diverse perspectives and ideas and achieving close collaboration with overseas partners.

Among the managers of Tokyo Seimitsu, employees with foreign nationalities account for 1.5%, and mid-career employees 41.3%.

Human Resource Development

The Tokyo Seimitsu Group has a human resource development policy in place, as described below.

Employees are the core assets of the Tokyo Seimitsu Group. In order for the Company to create the world’s No. 1 products with its employees under the policy "WIN-WIN RELATIONSHIPS CREATE THE WORLD’S NO.1 PRODUCTS!," it is necessary for each employee to perform to the best of their strengths as professionals. It is also essential that employees recognize and accept the diverse values of diverse human resources and grow together by bringing the best out of one another.

Tokyo Seimitsu offers a suite of in-house programs, including training courses to help employees grow, and creates a work environment that is rewarding to a diverse workforce.

Training System

At Tokyo Seimitsu, a specific career path is defined for each individual job type (engineering, sales, manufacturing, service, and management). Our human resource development approach is based on the following concepts.

Providing an environment and opportunities (platform) for employees to voluntarily participate in training
Supporting employees in acquiring necessary knowledge in each stage of growth

Our training programs break down into common training, level-specific training, and section-specific training, as described below.

Common training	This training is conducted for acquiring the knowledge and skills that are required across the Company.
Level-specific training	This training is conducted for employees to learn the skills that they need in executing their job at their job level.
Section-specific training	This training is conducted at each individual section for employees to acquire the highly specialized knowledge that they need in their organization or for their job.

In these training programs, we conduct group training in which employees learn from one another, as well as OJT aimed to encourage employees to grow through the actual job, and provide personal development support to help employees learn spontaneously.

Personal development support

We offer e-learning and correspondence education courses for personal development. A variety of courses covering a wide range of fields are available for acquiring skills and qualifications concerning technology, business, management, computer, language, etc. Employees can choose any course related to the skill they want to acquire.
E-learning courses are free. Employees who complete a correspondence education course receive a grant for their education fee. By improving the contents of the training courses and offering larger grants, we help employees upgrade their skills as they grow.

Training Achievements (for the Past 3 Years)

Training Achievements (Non-consolidated)

	Training/education	FY2019	FY2020	FY2021
Common training	New employee training, logical thinking training, etc.	11,000 hours	3,000 hours *¹	6,000 hours
	Mandatory and optional e-learning courses
	Correspondence education*²
Level-specific training	Newly appointed manager training, etc.	1,000 hours	1,000 hours	1,000 hours
Section-specific training	In addition to the training courses below, each division conducts education as necessary. [Internal] Technical training, machine design training, electrical circuit design training, SEAJ-recommended safety education, etc. [External] Programming seminars, software-related seminars, semiconductor-related seminars, etc.

The above table shows the total learning time (number of trainees × learning time per trainee).

*1Part of the group training was canceled in FY2020 to prevent the spread of the COVID-19 infection.

*2When an employee completes a correspondence education course within the deadline, the Company pays 80% of the education fee.

Health

Stress Level Checks

Based on the stress level check results reported by each individual division, we identify problems specific to that division in cooperation with the division manager and the Human Resources Department. While taking measures to support employees who work long hours, we also discuss ways to make employees more motivated to work.

Health promotion

We implement a number of measures to help employees stay healthy both mentally and physically in cooperation with our industrial physician. These include interviews to follow up on employees, feedback to the manager of the relevant division, videos on health, and provision of tips on health promotion in the company newsletter.

We issued a "healthy company declaration" to the National Federation of Health insurance Societies in Tokyo and received a silver certificate of "Excellent Health Company" in August 2020.

Work-life Balance

We are striving to create an environment where all employees can play active roles while balancing work and private life.

Main Systems(Non-consolidated)

System	Overview
Childcare leave system	An employee can take childcare leave until the child reaches the age of three at longest, with 20% of the wage paid during the leave period through the age of two.
Sick/injured childcare leave	An employee can take sick/injured childcare leave of up to five days a year per child under the age of junior high school graduation.
Reduced working hours system for childcare	An employee with a child under the age of junior high school can reduce the standard working hours by up to three hours a day.
Nursing care leave system	An employee can take nursing care leave up to three times per care recipient over a period totaling not more than a year, with 20% of the wage paid during the leave period.
Nursing care leave	An employee can take nursing care leave of up to five days a year per care recipient, or up to ten days a year in case there are two or more care recipients, over a one-year period.
Reduced working hours system for nursing care	An employee who needs to take care of a family member can reduce the standard working hours by up to three hours a day.
Days for leaving work on time	Wednesdays and bonus payment days (two days a year) are no-overtime days.
Long leave system	Employees are encouraged to take five consecutive days off every fiscal year (two company holidays + three days of annual paid leave).
Refreshment leave system	An employee who is 50 or older with 10 years of continued service can take 10 consecutive days off (and receive travel coupons or cash).