TOKYO OHKA KOGYO CO., LTD. (TOK) provides chemical products, such as photoresist, and equipment for semiconductors and displays.

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Relations with Employees

Corporate Social Responsibility

Initiatives to create energetic, safe, and healthy workplaces.

Health and Safety

In its initiatives for occupational health and safety, TOK conducts various activities to prevent accidents based on the annual action plan of the Safety and Health Committee. Company-wide issues that a single site cannot address on its own are examined by the Safety and Health Liaison Unit, which is headed by the Department Manager of the General Affairs Dept. The Safety and Health Liaison Unit shares information about the measures that must be horizontally developed across all sites. Based on this organizational structure, the Company advances activities to prevent injuries and fire accidents caused by chemical substances, as well as severe injuries caused by machinery or heavy objects. In the event of a workplace

Labor security hygiene Policy

In consideration for the safety of the medicine to use as chemicals manufacturing industry, I carry out the reduction of the risk and exclusion and security work thoroughly and act for security of the security of an employee and the interested party and the prevention of the illness.

◇ Prevention of the work-related accident            ◇ Continuous improvement of the system


Acquiring ISO 45001 Certification

In recent years, many customers have required us to acquire ISO 45001 certification or asked us to comply with RBA requirements. Aiming to meet these demands, and increase the Company’s occupational health and safety level, as well as to reduce business continuity risks posed by workplace acci­dents, we have been working to acquire ISO 45001 certification at our sites in Japan. In addition, through these activities we are seeking solutions for various health and safety issues, including workforce, labor saving, and mental health.

In 2019, we acquired ISO 45001 certification at the Tongluo Plant of our overseas subsidiary, TOK TAIWAN CO., LTD. For our sites in Japan, we are progressively acquiring certification, having first acquired it at our Gotemba Plant in 2020.

Initiatives for Reducing Risk in Handling Highly Corrosive Chemical Substances

The Company uses chemical substances with corrosive prop­erties in the manufacture of semiconductor-related products. We constantly reassess our manufacturing lines and work pro­cedures, and share information about safety measures among sites that use the same chemical substances in an effort to improve safety countermeasures. In 2019, the Company had a third-party institution conduct a health and safety audit of the Aso Plant to ascertain the suitability of the safety measures it has implemented on its own and identify any potential sources of danger. Based on the results of this audit, we are making efforts to further increase health and safety levels, such as formulating and starting implementation of internal guidelines for handling of highly corrosive chemical substances.

Implement Emergency Response Training/ Environmental Awareness Training/ Guideline Training for Accident Prevention

TOK operates environmental management systems at each site, and periodically conducts drills for responding to emergencies and natural disasters, such as earthquakes, based on potential scenarios it has clarified for emergency situations. Many workers from third-party vendors are often engaged in construction or maintenance of machinery at the Company’s sites. In 2019, TOK formulated and started operation of the Third-Party Vendor Management Guidelines as a common set of rules for the entire Company to prevent environmental accidents and workplace injuries when people from third-party vendors perform work. We have created detailed rules at each site based on these guidelines and are working to prevent accidents and injuries.


Prevention of Workplace Accidents

Safety and Health Committees at each site aim to make workplaces safe for employees. They have been conducting activities to prevent workplace accidents, while aiming to main­tain and improve various factors. In addition, we are working to improve the safety level of the entire Group through measures such as preparing manuals for emergency measures, etc. in the event of accidents or workplace accidents, and conducting systematic training sessions and drills for employees, as well as fostering employee safety awareness.

In 2019, there were 13 workplace accidents (2 that resulted in lost workdays, 11 that did not); however, the frequency rate of workplace accidents was lower than the averages for the manufacturing and chemical industries. Moreover, the workplace accidents that occurred in 2019 include cases that occurred during movement of heavy objects. Since the Group’s manufacturing process includes many operations that involve handling heavy objects, we have recognized this as a serious risk, and taken steps to prevent a recurrence by implementing risk assessment and countermeasures for these operations at all sites.

Creating a“Frank and Open-Minded” Workplace Where Workers Are Motivated

Childcare Leave System

We introduced the childcare leave system in July 1990. Under the system, employees are allowed to take leave for child care from the birth of their child up until 18 months of age or up until the first April 30 after the child’s first birthday, whichever is longer. This enables employees to take leave for up to two years, which exceeds the length of the statutory leave period. The employee who has taken childcare leave can return to the same or an equivalent position in principle. They are also allowed to shorten their working hours until their child completes the third grade of elementary school. In addition, we introduced a flextime scheme for childcare in October 2007 in order to further enhance the support for employees’ child raising efforts.

As of the end of March 2012, a total of 64 employees were using the childcare leave system, 32 employees applied to reduce their working hours and 42 employees were using the flextime scheme for child care.

We have also set up a range of leave systems such as the “family nursing care leave” and “charitable activity leave,” as well as vacation leave systems such as “bonemarrow donor leave” and “sick/injured child-care leave.”

Time-Off System to Care for a Family Member

In July 1992, TOK introduced a system that gives employees time off to look after a parent or other family member in need of care. Under the Time-Off System to Care for a Family Member, time off was extended to up to a total of 366 days, which exceeds the period under the law.

Moreover, the Company continues to pay health insurance and pension premiums during the time the employee takes off, except for contract workers. In principle, an employee can return to his/her former position or a similar position elsewhere. Employees can also request a shorter working day so that they can care for a family member while continuing to work. As of the end of March 2012, a total of 7 employees were using the Time-Off System.

Sick Leave System

In March 1993, we adopted the sick leave system that supports employees who are unable to work due to non-occupational injury or illness and have used all their paid leave. The sick leave is classified into three categories of “short-term sick leave”, “long-term sick leave” and “special long-term sick leave” and the amount of compensation for absence from work is determine d according to the categories.

Occupational Rehabilitation System

In April 2005, we adopted the occupational rehabilitation system to help employees return comfortably to work after an absence of more than one month or longer due to non-occupational injury or illness. Under this system, these employees can reduce their working hours for up to two months from the day they return to work.

Charitable Activity Holiday System

Under the Charitable Activity Holiday System, which we have offered since July 1993, employees can take leave for up to 2years and 4months to participate in the activities of the Japan Overseas Cooperation Volunteers.

Time-Off System for Bone Marrow Donors

TOK started offering time off for bone marrow donors in September 2005. We want to support the social contributions of employees by reducing the burden involved in bone marrow donation, from registration through the actual transplant. Employees can receive up to 6 days off for examinations and hospital stays for transplants, which are used to treat leukemia and other disorders.

Expired Paid Leave Reserve System

In April 2008, we introduced the expired paid leave reserve system. Under the system, employees can reserve their unused, expired paid leave in cases where they have non-occupational injury or illness. A maximum of five days can be added each year and a total of up to 30 days can be reserved. The reserved paid leave can be used by a unit of 0.5 day.

Time-Off System for Child-Rearers

TOK started offering time off for rearers nursing children in October 2002. Employees who have pre-school aged children can use this system for nursing, bringing their children to hospitals, and transportation to and from nursery school. A maximum of 10 days can be taken a year.

Human Resource Initiatives

Personnel System

Our personnel system comprises the “rank system”, “remuneration system”, “evaluation system” and “job challenge system”. Our goal is to set the Basic Policy of Human Resources within the Company, and create a rewarding workplace for employees through a performance-based evaluation system.

Diversity Initiatives

We began to accept employee transfers from overseas subsidiaries two years ago, and plan to directly employ foreign employees in the future.

Rank System

The rank system allows talented employees to earn early promotion, which is composed of two career paths: the “work-location selection course” according to aptitude, education, assignment and rotation; and the “qualification rank system” according to duties and responsibilities.

Remuneration System

Under the remuneration system, employees receive a “base salary” that reflects their skills and performance and a “job category salary” that reflects their duties and responsibilities. For regular employees, the “base salary” is determined based on their functional skill grade and job performance; for executives, primarily based on their performance required according to their functional skill grade. Furthermore, there are upper and lower limits of remuneration for each qualification rank. This system eliminates seniority-based salaries and gives younger employees the opportunity to earn more.

Evaluation System

We have incorporated a goal management approach into the employee evaluation system, where employees set their goals and assignments and clarify their duties to perform and goals to achieve.

The evaluation system combines a “performance evaluation” reflecting the degree of employees’ attainment of goals/assignments, and a “competency evaluation” reflecting employees’ competency to perform their duties and responsibilities while attaining their goals. This system completely eliminates factors such as age, academic background and gender of employees in evaluating their performance.

Self-Reporting System

Under this system, all employees are required to submit a report on their activities once each year. The report should cover the nature and volume of their tasks as well as their working environment, desired position/work location, comments and messages to the management of the Company, etc. These reports are submitted to the supervising director and used as basic information for skill and career developments, appropriate personnel allocations, improvement planning of worksites, and so on.

Job Challenge System

This system aims to support employees who take their career development seriously and wish to challenge a new position at their own risk. The system has the following two options:

1. Free Agent (FA) System
In this system, employees can select a position to which they wish to be transferred. Then, they go through an interview with related supervisors. Their ability, aptitude, career goals, self-development, etc. are comprehensively assessed to determine whether or not they can be transferred to their desired position. This aims to promote employees’ motivation, not only to accept the assignment made by the Company but to voluntarily extend their career path.

2. Career Challenge (CC) System
This system allows employees to apply for work at a particular location. The request will be processed through coordination between their current division and desired division taking into consideration their qualification and ability. In principle, employees must return to their original division within five years.

This system encourages employees to explore their growth direction and suitable role within the Company from a medium and long term perspective, while fostering their skills and career motivation to help them gain professional expertise through their duties.

Specialist Development System

We have set up a new Specialist Development System that is separate from the management development system that we have had in place thus far. This new system aims to foster personnel with a high level of expertise in specific fields, not as organizational leaders but as specialists to lead the completion of specific tasks and contribute to improving the company’s results. In fiscal 2012, three employees were inducted into the Specialist Development System.

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