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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.

Efforts to pursue sustainability are indispensable to increase corporate value. Just seeking profits does not make sense any more. Just declaring corporate philosophy is not good enough, either. For a company to thrive, it should contribute to society.

Global warming is pushing us into a critical situation. Will the Earth remain habitable for humans 50 or 100 years from now? Each of us needs to keep thinking about this, whether at home or at work. Look at the social aspect as well, and think about what kind of work environment is good for everyone. This naturally leads you to consider Diversity, Equity, Inclusion (DEI). Just posting something good about sustainability on a website is not the end. What matters is whether we can drive sustainability in earnest and how we build it into our core business.

In June 2025, I retired from my ten-year tenure as the CEO. From now on, I will focus on serving as the chairperson of the Sustainability Committee. And I want to contribute to making the Tokyo Seimitsu Group an organization that employees take pride in working for and that suppliers take pride in doing business with. We should not just seek profits. What’s important is how we contribute to society using the profits we earn. I want to think about it with you all.

I believe that sustainability initiatives are indispensable in realizing the Purpose of the Tokyo Seimitsu Group, which is “Gaging the future with Metrology, Creating the future with Semiconductors.” The roadmap for achieving this Purpose is based on the materiality revised in April 2025. We have newly established six themes that comprehensively cover ESG and business, and defined the related materiality for each theme. Subsequently, we set the “activities” that should be prioritized and addressed. What’s most remarkable is the theme of “strengthening the business foundation,” which we set to “integrate” business activity with sustainability. Going forward, we will develop and implement action plans related to these “activities.”

With respect to the environment, we place importance on solving environmental problems and contributing to the environment through our products. Since the Tokyo Seimitsu Group does not use a large amount of energy in product manufacturing, I believe it is difficult to substantially contribute to solving environmental issues by directly reducing CO₂ emissions. Instead, we aim to contribute to the environment indirectly through our products, including probing machines – products used in the manufacturing process of power semiconductor devices that help reduce CO₂ emissions, grinders – products that have a low environmental impact since they use water instead of chemical substances for grinding, and charge/discharge testing systems – products that measure the performance of new-energy vehicle (NEV) batteries. Going forward, we will recycle the slurry (mixture of liquid and solid fine particles) used for polishing and some other purposes.

Regarding society, we are building systems to manage procurement risks and human rights, etc., not only across the Group but throughout the entire supply chain as well. Additionally, by creating a better workplace environment, we aim to maintain the physical and mental health of our employees and enhance their engagement. Having met the target number of female employees, we are now ready to proceed to the next stage in terms of DEI.

In terms of governance, we aim to foster high corporate ethics and compliance throughout the Group while promoting timely and appropriate information disclosure.

From April 2025, the new Mid-term Business Plan has started. Along with the revised materiality, it serves as a guide for the future of the Group, and in this plan, "Evolution of sustainability management" is also set as one of the important issues. ESG management is integral to our business development.
I have always expressed my intention to aim for a company that can better respond to the "desires" of our stakeholders. I believe that if this plan is successfully completed, we will be one step closer to our ideal vision, both in terms of ESG and business. Nothing would make me happier than if, at that moment, people outside the company think, “Tokyo Seimitsu is a good company,” or employees think, “I’m proud of working for this company.” I look forward to your continued support for many years to come.