Human Resource Development
In order to create the world’s No. 1 products through WIN-WIN relationships, all employees, who are the greatest assets of the Tokyo Seimitsu Group, must accept diverse values, draw out each other’s strengths, and grow autonomously. In order to support the growth of such employees, the Group will provide programs such as education and training, opportunities to take on challenges on the ground, and work to create a workplace environment where diverse human resources can feel rewarding.
Human Resource Development Policy
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
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
Education and Training Achievements
|
Category |
Unit |
FY2021 results |
FY2022 results |
FY2023 results |
FY2024 results |
FY2025 results |
|
Total training hours |
hours |
6,445.9 |
9,938.7 |
14,992.9 | 14,668.2 | 15482.2 |
|
Average number of training hours per employee |
hours |
7.0 |
9.4 |
12.5 | 11.4 | 10.8 |
|
Number of attendees |
persons |
170 |
264 |
971 | 916 | 825 |
|
Education investment per employee |
yen |
29,415.3 |
35,576.5 |
41,981.4 | - | 38,712 |
Scope: Regular employees of Tokyo Seimitsu Co., Ltd. (non-consolidated basis)
Education and Training
The Company has established a variety of training programs tailored to the abilities and roles of each employee, and has incorporated them into our human resource development system. We perform “common training” for employees to acquire the basic knowledge and business skills required throughout the Company, “level-specific training” for employees to acquire the skills required for each career level, and department-specific training for employees to acquire the highly specialized individual skills required for specific organizations and tasks.
| Training theme | Unit | Number of training hours in FY2025 | |
|
Common training |
Human resource development training*1 | hours | 831.6 |
| 360-degree feedback review training*2 | hours | 227.5 | |
| e-learning (compliance-related education, etc.) |
hours | 2,636.8 | |
| Level-specific training | New employee training | hours | 7,171.5 |
| New employee follow-up training (First year new graduates) | hours | 512.1 | |
| New employee follow-up training (Third year new graduates) | hours | 580.9 | |
| Advanced training (6th-year new graduates and mid-career hires) | hours | 416.2 | |
| Training for new managers | hours | 106.4 | |
| Training for new section chiefs | hours | 290.1 | |
| Training for new assistant section chiefs | hours | 502.8 | |
| Training for managers | hours | 2,132.4 | |
| Life planning seminar for employees in their 20s | hours | 74.0 | |
Scope: Regular employees of Tokyo Seimitsu Co., Ltd. (non-consolidated basis)
*¹ Human resource development training
We promote training and on-site practices so that supervisors can foster the autonomy of their subordinates and develop employees who can learn and grow the skills required for each job
• Dialogue skills to promote growth
• Confirmation of progress and processes
• Goal integration (recognition of the significance, value, and opportunities for growth for subordinates)
*² 360-degree feedback review training
An approach in which a subject asks those around him or her to observe his or her behavior; the observers provide feedback on the subject on his or her strengths and issues from their perspectives, in order to:
• Recognize the gap between self-analysis and behavior observed around them, reflect on themselves, and use it as a trigger for behavior change
• Help participants understand their management skills and improve them further
| Training theme | Unit | Total number of trainees in FY2025 | |
| Department- specific training |
General technical training, Mechanical design training, Electrical circuit design training, Programming seminar, Software-related seminar, Semiconductor-related seminar, SEAJ recommended safety training | persons | 188 |
Scope: Regular employees of Tokyo Seimitsu Co., Ltd. (non-consolidated basis)
Self-Development Support System
The Company has been expanding its self-development support system to provide employees with opportunities to autonomously acquire and improve work-related knowledge and skills. We have introduced an e-learning system in which more than 300 courses can be taken freely, and there is a correspondence education course available that the Company completely subsidizes for those who have completed the course.
e-learning
Target
Regular employees of Tokyo Seimitsu Co., Ltd.
Content
General courses on business skills, financial accounting, DX, languages, etc.; technical and skill-based courses; certification exam preparation courses (online video English conversation course (Study Sapuri) and other courses were added in May 2025); etc.
Correspondence Education Courses
Target
Regular employees involved in development work at the following Group companies:
Tokyo Seimitsu Co., Ltd., Tosei Engineering Corp., Tosei Systems Co., Ltd., and Tosei Box Corp.
Content
General courses on business skills, financial accounting, DX, languages, etc.; technical and skill-based courses; certification exam preparation courses (online English conversation and other courses were added in May 2025); etc.
Goal Setting and Evaluation
Setting goals is important in human resource development. We believe that, by doing so, employees clearly understand the meaning and purpose of their work, while improving their skills and increasing their level of motivation in the process of achieving them. At the beginning of each fiscal year, supervisors hold goal-setting interviews to confirm the goals* set by employees. Furthermore, mid-term interviews are conducted during the fiscal year to check the degree of achievement. The supervisors give advice to the employees according to their individual situations and, in some cases, revise their goals. Over the following year, supervisors evaluate the results of efforts to achieve the goals to determine the efforts to be taken during the next fiscal year.
* Goals to be realized during the relevant period and goals to be realized over the long term in the future
Award Systems
By establishing a variety of award programs, the Company aims to nurture the creativity and spirit of challenge among our employees and increase their motivation.
|
Award name |
Overview |
Unit |
FY2023 results |
FY2024 results |
FY2025 results |
|
Improvement Proposal Awards |
Given to departments that have contributed to improving the quality of operations and the environment |
awards |
8 |
11 |
11 |
|
Technical Awards |
These awards recognize employees and technology development projects that made technical achievements contributing to the improvement of business performance |
awards |
2 |
2 |
2 |
|
New Business Plan Proposal Awards |
These awards commend ideas for new products likely to appear in the future based on open-minded thinking |
awards | N/A | Award: 2, Idea award: 2 |
Award:1, |
Eligible employees
Improvement Proposal Awards
Employees of Tokyo Seimitsu (non-consolidated) (including temporary employees)
Technical Awards
Employees involved in development work at the following Group companies: Tokyo Seimitsu Co., Ltd., Tosei Engineering Corp., Tosei Systems Co., Ltd., Tosei Box Corp., and Accretech Powertro System Co., Ltd.
New Business Plan Proposal Awards
Employees of domestic and overseas Group companies (including temporary employees)
Engagement
Engagement Surveys
In order for the Group to achieve significant growth in a rapidly changing environment, it is important for employees to work with high motivation, improve productivity, generate innovative ideas, and deliver high added value to customers. To this end, we started an engagement survey in March 2023 to assess the state of employee engagement.
| Unit | FY2022 | FY2023 | FY2024 | FY2025 | |
| Engagement survey response rate | % | 93.6 | 93.4 | 92.4 | 92.4 |
| Survey categories |
|
・ Vitality and enthusiasm of employees ・ Attachment to the Company and willingness to make a contribution ・ Alignment between the purpose and individual values ・ Mid- and long-term career development prospects ・ Self-efficacy and sense of autonomous growth ・ Demonstration of capabilities and skills by diverse talent ・ Job satisfaction and workplace comfort ・ Resonance with and adoption of the corporate philosophy and sustainability policy ・ Open and frank organizational communication ・ Organizational culture of mutual trust and collaboration ・ Psychological safety |
In fiscal 2025, the survey asked a question about the purpose for the first time.
A certain level of progress has been made in the recognition and understanding of the purpose. Going forward, we will carry out practical adoption initiatives to “shift focus toward ownership,” encouraging employees to connect the purpose to their daily work for greater organizational engagement.
Opinion Exchange Meeting for Young and Mid-level Employees
The “Human Capital Working Group (WG),” a subcommittee of the Sustainability Committee, is exploring ways to move discussions beyond the executive level and develop practical initiatives that reflect the reality on the ground in order to make engagement improvement measures more effective.
As part of this effort, the working group hosted an opinion exchange meeting to hear frank opinions and unique ideas from young and mid-level employees, mainly in their 30s (aged 29 to 38).
At the meeting, a workshop was held on four themes: “self-reflection and sharing,” “analysis of engagement survey results,” “organization of workplace issues,” and “brainstorming for solutions.” The event succeeded in gathering concrete opinions about solving organizational issues.
Environment・Society・Governance
