Top Message

The Tokyo Seimitsu Group has defined its Purpose as “Gaging the future with Metrology, Creating the future with Semiconductors.” These words summarize our “determination” to contribute to the further enrichment of society through the manufacture of precision measuring instruments and semiconductor manufacturing equipment. Measuring instruments are indispensable for all types of manufacturing, and various semiconductors produced by semiconductor manufacturing equipment are also indispensable to the world. Both of these businesses lines form the foundation of the world. In order to demonstrate the value of our existence to the world through these businesses, it is necessary for all executives and employees to head in the same direction and steadily implement measures to realize our “determination.”

The concrete ways to achieve this are outlined in our “Vision,” which states that the Tokyo Seimitsu Group is always committed to building a “future full of dreams,” and our “Mission” and “Value,” which promote creating the world’s No. 1 products through WIN-WIN relationships. In addition, our “Basic Sustainability Policy” stipulates that we will “play an active role aimed at realizing a sustainable society by forming WIN-WIN relationships with all stakeholders” to coexist with stakeholders who possess diverse value judgment criteria and sensibilities.

What is important for coexisting with stakeholders? First of all, I think it is important to have stakeholders gain an understanding the Tokyo Seimitsu Group. Information is shared and promoted according to the needs of each type of stakeholder. Examples include providing growth strategy information to stakeholders, information on product benefits including CO₂ emissions reduction and other sustainability-related data to customers, and sharing information with suppliers and trading companies on the directions we are headed with products. Additionally, we set goals, implement the PDCA cycle, work on achieving individual/specific goals, such as those related to business growth and ESG (Environmental, Social, and Governance), and achieve results. I believe that continuing this trend will deepen their understanding of the Group.

In any case, what is important is how many people will be enriched and made happy directly or indirectly by our existence. Our Purpose, Vision, and Basic Sustainability Policy have been established to clarify how this will be done. Sustainability activities are also being conducted for this. The Sustainability Committee, which is the core organization behind our sustainability activities, is attended by employees of various ranks, including top management personnel from each in-house company and Group company in Japan. These activities deepen our understanding of sustainability and lead to results through goal setting and PDCA cycle utilization.

Without sustainability, it also will not be possible to build a “Future Full of Dreams.” Moving forward, we will continue to focus on enhancing sustainability in all areas, from R&D to production, sales, and service, with the aim of realizing our Purpose.

The Tokyo Seimitsu Group has fostered “WIN-WIN” relationships with various stakeholders. While being purely self-centered may yield short-term gains, it never leads to a lasting relationship. This holds true for suppliers, customers, shareholders, and employees. We have always valued a relationship that benefits both sides in the long term. There are also many customers and suppliers with whom we have had long-standing relationships. As President Kimura frequently tells people at workshops and on other occasions, it is essential to think about “how things would look and feel from the other person’s perspective.” I consider it important, too. I believe this lies at the very essence of the Tokyo Seimitsu Group.

Certainly, a company must be profitable to stay in business. But lasting success cannot be achieved by seeking profits alone. What truly matters is to contribute to society. We have supported the foundation of the semiconductor industry by providing semiconductor manufacturing equipment and contributed to enhancing the quality of manufacturing through precision measuring instruments. Furthermore, we have moved forward with human rights initiatives both at home and abroad in collaboration with our suppliers, while addressing environmental challenges as well, including Substances of Concern (SOC) issues. I believe such efforts, including activities outside our core business that tend to be seen as a hassle, shape our corporate value.

It was very hot again this summer. Recent weather patterns have become so extreme that they are undeniably abnormal compared to when we were children. This is happening not just in Japan but around the world as well. If the environment continues to change at this rate, I am afraid we will face catastrophic consequences. What can we do with our accumulated expertise and financial gains to pass this world on to our children, grandchildren, and beyond? We will continue to explore ways to maintain “WIN-WIN” relationships with all stakeholders.

We revised our materiality issues in fiscal 2025, and we are reviewing them again in fiscal 2026. This review is intended to ensure that our materiality reflects the status and environment of the value chain in our business activities, as well as to organize and update the issues we need to consider, such as the impact on society.

Specifically, I see it as vital to make progress in the materiality themes of “creation of a workplace where diverse people can work positively and energetically” and “strengthening of the business infrastructure.” Leveraging these themes to drive the “integration” of our group is essential. The “integration” means not just the “integration” of the semiconductor manufacturing equipment and precision measuring instruments businesses. It also means the “integration” of business activity and sustainability, as well as the “integration” of people across organizational boundaries. Recently, we have been focused particularly on the “integration” of people.

One example is the “integration” we have achieved in our pursuit of technical synergies between the semiconductor manufacturing equipment and precision measuring instruments businesses. We focused on the development of semiconductor manufacturing equipment with a measuring instrument, which we cited among the targets of our mid-term business plan. This lowered our departmental boundaries, with more people attending meetings of other departments. The cross-border transfer of software engineers has also begun. Now, we have foreign employees perform the same jobs as their Japanese colleagues so that they understand the content of software.

We believe that our people are the most important factor in ensuring the sustainable growth of our Group. My vision is for our company to be a place where a diverse workforce—composed of individuals with unique strengths and personalities—can thrive, rather than one where only similar people gather. Some will demonstrate leadership, while others will support their colleagues, and still others will hone their expertise to deepen their technical skills and professional capabilities. When each individual leverages their strengths and contributes to the best of their ability in their respective roles, it strengthens the company as a whole.

To achieve this, it is essential that we, as a company, create opportunities for employees to expand their potential and grow. Through a variety of experiences—including not only training but also daily work, taking on new challenges, and interacting across departmental and business unit boundaries—we aim to foster an environment where each individual can reflect on “what they want to develop” and “what they want to tackle next,” and grow accordingly.

Of course, developing the managers of the next generation—those who will lead the company in the future—is also crucial. Those expected to take on leadership roles, we provide opportunities to gain experience and learn while shouldering greater responsibilities. We believe that enabling all employees to grow and demonstrate their capabilities in their respective roles forms the foundation for our Group’s sustainable growth.

Furthermore, I want to build a company where every employee feels they have grown through their work, been able to take on the challenges they wanted to pursue, and feels glad to be working here. That is the “company we can be proud of” that I aim to create. We want to continue being a company that is recognized as “Tokyo Seimitsu is a great company” not only by our employees but also by our customers, shareholders, investors, and all other stakeholders.