Human Resources


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 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 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)
(as of the end of March)
Percentage of female employee hires
(regular employees)
10.5 % 17.0 % 18.3 %
Percentage of female employees
(regular employees)
6.1 % 7.4 % 8.5 %

Updated June 16, 2023

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

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.)

Promotion of Employment of Persons with Disabilities

The Company works to create an environment in which persons with disabilities can be socially independent and play active roles. Through collaboration with Hello Work job placement centers, and cooperation with employment support centers, schools for special needs education, and other parties, we provide support so that hired employees will be assigned to work and workplaces that fit their individual aptitudes.

Measures taken

  • Coordination

・Conduct workplace tours and practical training in cooperation with employment support agencies, special needs schools, etc.
・Conduct periodic interviews regarding workplace retention

  • Job creation

・Promote understanding of employment and job creation through discussion with divisions that do not have persons with disabilities, and submit job requirements to Hello Work
・Promote mutual understanding through workplace tours and practical training
・Establishment of workplaces with a focus on persons with disabilities

  • Support

・Have employees in the host department participate in a supporter training course to strengthen the hosting system
・Hire dedicated support staff for persons with disabilities

  June 2019 June 2020 June 2021 June 2022 June 2023
Percentage of employment of persons with disabilities 2.04% 1.94% 1.95% 2.07% 2.17%
Statutory employment rate 2.2% 2.2% 2.3% 2.3% 2.3%

Updated August 14, 2023

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 1.4%, and mid-career employees 42.9%.

Human Resource Development

Human Resource Development Policy of the Tokyo Seimitsu Group

The mission of the Group includes:
“Growing together with partners and customers by collaborating technology, knowledge and information to create the world’s No. 1 products,” and
“WIN–WIN relationships create the world’s No. 1 products!”

To fulfill this mission, we need employees who can:

  • Gain a high level of trust by facing customers' issues and solving them;
  • Accept diverse values and see things from the other person's point of view to draw out mutual strengths and cooperate with each other; and
  • Connect their own ideas to technical and business innovations, aim for high goals, and grow autonomously.

The Group supports the growth of its employees, who are the most important asset, by creating a work environment and implementing measures as described below:

  • Provide educational programs, including training and education, according to the growth stage of individual employees
  • Provide employees with opportunities to take on challenges in the workplace and support through communication with their supervisors
  • Promote various measures and create an environment in which diverse human resources can feel fulfilled in their work and can play an active role

Training System

At Tokyo Seimitsu, a specific career path is defined for each individual job type (engineering, sales, manufacturing, service, and management).

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

Based on these concepts, various education and training programs are provided to develop employees' ability and committed to the human resources.

Our training programs break down into common training, level-specific training, and section-specific training. Each of them includes group training for employees to learn from each other, on-the-job training to promote growth through practical work, and self-development support to assist autonomous learning by employees.

 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.
  • Cultivation of autonomous human resources
    "Training on human resource development skills" is provided to supervisors in order to help them develop their members who can grow autonomously.Through this training, supervisors will acquire "dialogue skills that support growth".
    In addition, as an opportunity for supervisors to objectively look back on their own actions, 360-degree feedback is conducted once a year, and reflection training sessions are held.
  • 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 FY2020 FY2021 FY2022
Common training New employee training 1,161 hours 3,551 hours 5,968 hours
Training on human resource development skills - - 358 hours
Women's career training - - 87 hours
 e-learning 1,814 hours 2,098 hours 2,273 hours
Total 2,975 hours 5,649 hours 8,686 hours

  Training/education FY2020 FY2021 FY2022
Level-specific training Newly appointed manager training 87 hours 45 hours 213 hours
Newly appointed section chief training 232 hours 193 hours 348 hours
Newly appointed assistant section chief training 290 hours 454 hours 445 hours
360-degree feedback reflection training - 345 hours 576 hours
Total 609 hours 1,037 hours 1,582 hours

The following programs and other training programs are provided in each department as needed.
Section-specific training
 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.

Updated June 16, 2023


In order for our Group to achieve significant growth in a rapidly changing environment, we believe it is important to create an environment that enables our employees to maximize their abilities and perform at their best.
In March 2023, the Company began an engagement survey to measure the state of employee engagement. Through this survey, we will be able to understand the level of employees' confidence and motivation in work, as well as their trust in their workplace relationships and colleagues, and consider measures to improve engagement.


In order for people to make the most of their capabilities and work with a sense of purpose, the Tokyo Seimitsu Group believes it is important for those people and their families to be physically and mentally healthy. We offer healthy lifestyle support for our employees and their families, and work to create comfortable workplaces by means including strict working hour management to avoid long working hours.

Stress Level Checks

Every year, we perform periodical health checkups, comprehensive medical examinations, gynecological checkups, and other procedures to check the health of employees. For persons with abnormal findings, we encourage repeat examinations and provide specified health guidance. Our examination rate for stress level checks, including employees at overseas posts or stationed outside the company, exceeds 99%. The checks have become established as an opportunity for employees to take note of their own mental condition. We manage individual stress level check results in accordance with laws and regulations and provide feedback to the individuals. Individuals with high stress levels meet with industrial physicians. We also conduct organizational analyses and, after reporting to the Risk Compliance Committee and the Safety and Health Committee, work to improve the workplace environment.

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.In order to fully support employees who are raising children, caring for family members, or dealing with illness or injury, the Company has established its own leave system that far exceeds legal standards.

  • 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).