Relations with Employees
Initiatives to create energetic, safe, and healthy workplaces.
Development and utilization of human resources
Under the TOK Medium-Term Plan 2021, one of our most important management issues is enhancement of personnel measures, and we plan to launch a new personnel system in 2021.
Numbers of employees (consolidated)
Graduate turnover within 3 years of joining the Company
Number of non-Japanese employees
Number of non-Japanese employees|
Number of non-Japanese employees|
Ratio of non-Japanese employees|
Indices related to female employee participation*1
|Ratio of women among new hires (%)||40.0||45.8||29.2||43.3||39.4|
Ratio of women among the overall|
Difference in average tenure figures|
for men and women (years)
Ratio of women in senior and middle|
Ratio of women on the Board of|
*1 Non-consolidated basis (employees exclude those seconded from TOK to other companies and contract workers, and include people seconded from other
companies to TOK)
*2 The ratio of women on the Board of Directors is as of 2020. The cause of the year-on-year decrease in the ratio was an increase in the number of independent directors by one member.
Number of users of childcare-related systems
|Childcare leave system (number of users)||13||4||4||12||16|
|Shorter working hours (number of users)||4||2||2||6||13|
|Childcare time (number of users)||11||12||12||13||16|
Respect for Human Rights and Initiatives for Fair Working Conditions
The TOK Group has declared its respect for human rights and prohibits discrimination, and strives to understand and accept diverse values without regard to gender, age or nationality. Based on this foundation, in line with one of our management principles, namely the creation of a frank and open-minded business culture, we are committed to developing a safe and sound working environment where each and every one of our employees can work in a motivated manner.
Human Resources Policy
TOK has established a consistent policy of regarding human resources as the asset of the company since our establishment.
We view all employees as valuable assets, and have stipulated the following items in line with this belief.◇Never forget that business always starts with “people”.
◇Any discrimination within company and among employees is strictly prohibited.
◇Full compliance with applicable laws and regulations, as well as fair and equal compensation.
◇Educate personal and promote creativity to become a company that develops innovative technologies.
◇Personnel systems based upon performance, emphasizing and ensuring transparency.
Respect for human rights
Respect for human rights is a fundamental basis for sustainable value creation through international business activities. The TOK Group respects the basic human rights of individuals, diverse values, personality and privacy based on the TOK Group Personnel Management Rules and TOK Group Compliance Standards of Conduct, and has pledged to never infringe on the human rights of officers and employees based on birth, nationality, race, ethnicity, belief or religion. We conduct company-wide activities aimed at raising awareness of human rights, and have put in place systems such as collaboration with legal firms to respond to complaints and carry out improvements.
In 2019, discrimination based on sexual orientation or gender identity was explicitly prohibited in the TOK Group Policy on Utilizing Human Resources. Going forward, we will bolster CSR activities targeting the SDGs and compliance with the RBA Code of Conduct, and look to broaden our initiatives on human rights.
Prevention of harassment
TOK has codified “Detailed rules concerning harassment” and set up contact points and clarified procedures for handling harassment incidents. To prevent or correct harassment, we also strive to raise awareness among all employees through continuing to provide harassment prevention training. In recent years, the Company has also taken more steps to prevent harassment by making rules for preventing maternity harassment and paternity harassment, as well as by clarifying contact points and procedures for handling harassment incidents.
In 2019, we conducted training for all employees, including temporary employees, and expanded both our internal and external consultation contact points.
Promoting a good work-life balance
After joining the Company, many employees must deal with family responsibilities during their careers, such as child raising or nursing care for family members. TOK has introduced a variety of systems to promote a work environment that allows for flexible working arrangements. TOK has formulated an action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children. To ensure that employees are able to balance work and family commitments, we are injecting efforts into creating better workplace environments that are easy to work in.
The results of our efforts were recognized with the Kurumin (Mark of Support for Raising Next-Generation Children) accreditation in 2012.
Diversity and inclusion
In light of recent megatrends and risks and opportunities, we will steadily adhere to our policy of “diversity and inclusion*,” and continue proactively to promote women in the workplace, hire non-Japanese employees, and hire mid-career professionals.
In addition, we strengthened our measures for supporting childcare, such as by increasing the period of eligibility for the flextime system for childcare (childcare time) by one year up to the fourth grade of elementary school. Going forward, we will focus on initiatives based on the Act on Advancement of Measures to Support Raising Next-Generation Children and the Act on Promotion of Women’s Participation and Advancement in the Workplace. These will include “proactive communication promoting active roles for women in the workplace,” “ensuring that all employees are aware of their company’s systems for childcare leave, etc., and encouraging their use/supporting balancing work and home life,” and “building systems to curb long hours of overtime by using internal systems.”
To promote hiring of non-Japanese employees, we will conduct internships and other schemes to encourage the utilization of global human resources, irrespective of their nationality or department, to accelerate globalization.
Initiatives to Reform Work Styles with the Labor Union
The Tokyo Ohka Kogyo Labor Union was formed in 1976 and has a union shop agreement with the Company. As of December 31, 2019, there were 1,053 labor union members affiliated with the Company, and 80.5% of all employees are members of the labor union. Since the labor union was first formed, labor and management have maintained good, cooperative relations. Once every two months, the central labor-management meeting takes place on the operating environment and other labor-management issues. As a part of this, we have concluded various labor agreements that include provisions on occupational safety and health for maintaining good labor and workplace conditions. When changes in working patterns are made for business purposes, they are always discussed in advance with the labor union.
Going forward, TOK will engage in constructive, proactive discussion between labor and management with a broad perspective about what kind of work style reforms it should aim to achieve. We aim to come up with measures that make it easier for employees to enjoy a real sense of happiness.
Cross-Border Recruitment and Personnel Development Regardless of Nationality
In our recruitment operations for high-level human resources who undertake development in cutting-edge fields, we are widening our scope from the Japanese labor market to the whole world. We have started to assign more non-Japanese employees recruited overseas to cutting-edge projects in Japan.
Also, in training for local non-Japanese employees overseas, we provide opportunities for them to grow and improve their knowledge of cutting-edge fields, by learning more about the Company’s world-leading microprocessing technology and high purification technology at local customer-oriented sites. We also conduct training in Japan so that they can learn about and share in “the culture of TOK,” which is deeply embedded in the Company.
Promoting women employees
With regard to promoting women in the workplace, the ratio of women among employees and the ratio of women in management both rose in the fiscal year ended December 31, 2019. We also held “Female Manager Exchange Meetings,” to further embed work styles tailored to female employees’ life stages, and held wide-ranging discussions also attended by a female outside director on topics such as childcare, nursing care, and utilization of non-Japanese team members.
* Inclusion: Acknowledging and taking advantage of the skills and opinions of diverse human resources
Addressing the Women’s Advancement Promotion Act
With the establishment of the Act of Promotion of Women's Participation and Advancement in the Workplace (Women’s Advancement Promotion Act), we are working to create a workplace environment that enables women to fully demonstrate their personal characteristics and abilities and maintain employment while experiencing various life events such as marriage, pregnancy, and childbirth.
|Recruiting||Women’s recruitment ratio of 20% or higher|
|Further establishment||Review, improve and promote use of childcare, nursing care, transfer and other systems, consider and implement measures to raise awareness of work-life balance, and consider and implement support for career development.|
Numbers of womens employees
Selected as a constituent stock in the MSCI Japan Empowering Women Index (WIN)
The TOK Group has been selected as a constituent in the MSCI Japan Empowering Women Index, a stock index managed by U.S.-based MSCI that the Government Pension Investment Fund (GPIF) uses for ESG investing.
The MSCI Japan Empowering Women Index focuses on society (S) within the ESG concepts of environmental (E), social (S) and governance (G). This thematic index selects companies from a broad range of sectors that score highly in terms of gender diversity and women empowerment.
Key Measures in the TOK Medium-Term Plan 2021
Direction of New Personnel System
Under the TOK Medium-Term Plan 2021, management has defined “strengthen human resources who can perform research, make decisions, and take actions on their own initiative” as one of its company-wide strategies. Through the Personnel System Reform Project launched in 2018, we are developing a broad framework for the new personnel system, while the Human Resources Div. has been focused on refining the system details.
Under the new personnel system, which is to be introduced in 2021, we aim to create a system that will enable employees to get a real sense of their own growth and contribution to earnings. The purpose of the new system is to strengthen our human resources towards realizing a 100-year company in 2040. Based on the results of the employee engagement survey*1 that we conducted in 2019, we will promote the medium- to long-term growth of the Company and its human resources through the concepts of “variation,” “fairness and equality,” and “diversity.” Under this policy, we built the broad framework of our personnel system, including the “rank system,” the “remuneration system,” and the “evaluation system,” in the fiscal year ended December 31, 2019, the first year of the medium-term plan.
The core element in this system is the “rank system.” Here, we will shift from the previous system, which emphasized ability, to a “mission grade system*2,” where benefits and remuneration are based on the level of achievement for clearly defined roles and responsibilities for each course, rank, and job type. We also expanded the specialist system and revised the criteria for managerial appointments with the goal of establishing diverse career courses. In addition, in 2019 we introduced the Executive Fellow system, which offers executive officer level benefits to human resources who have specialized their expertise, and we will focus on benefits that make use of individual expertise.
Strengthen the Training System
Before the introduction of the new personnel system, we will strengthen each of the training systems. In the fiscal year ended December 31, 2019, we strengthened the Level-Based Training Program in particular, and we will now look to enhance coaching training and training to increase effectiveness on the front lines.
Level-Based Training Program/Initiatives in the fiscal year ended December 31, 2019
|Program||Results and Issues|
|New Employee Training Program|
Results: Conducted training with a focus on “tough assignments,” “global,” and “front lines.” The final presentation format was changed from a group presentation to an individual one, and dialogue with new recruits and management was enhanced.
Issues: Enhancement of frontline training for engineers/Frontline training based on individual capabilities and future assignments
|Training Program for Senior Staff|
Results: Conducted training centered on “leadership,” “logical thinking,” and “communication”
Issues: Enhancement of team leader training to further strengthen frontline effectiveness
|Training Program for Junior Managers|
Results: Conducted training required for managers, such as “logical thinking” and “problem solving”
Issues: Adjustment of training content for strengthening “team member education” and “personal communication abilities”
|Training Program for Assistant Managers|
Results: Conducted training and assessment on the themes of “problem solving” and “management”
Issues: Teaching and coaching trainings, etc. for strengthening of “team member education”