Talent Development / Promoting Diversity

Talent Development

Promoting Diversity

Strategy

THK has expanded over time as a company focused on creation and development, leveraging our proprietary technology to develop innovative products. We believe that this growth was made possible by our employees, who all strive to embody our corporate philosophy. Each and every one of them is a valuable resource indispensable to our work of continuously expanding and generating value.
In accordance with this belief, and with the aim of creating a workplace environment defined by liveliness and mutual respect for everyone’s strengths and individuality, we see the realization of a diverse and meaningful work environment as one of our material issues, and in keeping with this stance, we have pursued activities related to respecting and considering human rights, the promotion of diversity, occupational health and safety, and talent development. With respect to talent development and the promotion of diversity in particular, we consider it necessary to further strengthen the way we build our talent portfolio and develop our talent in order to adapt to the changing times in which we find ourselves.
Going forward, we will continue executing our company growth strategies of full-scale globalization, the development of new business areas, and a change in business style and will keep putting our corporate philosophy into practice by promoting initiatives in the context of succession planning, hiring, mental and physical health, and childcare leave* in addition to material issues in the way that we manage our human capital.

*These issues were selected on the basis of being considered the most important of the 19 listed in the Guidelines for Visualizing Human Capital issued by the Cabinet Secretariat of Japan.

Talent Development Policies

• Developing global talent

With more than 50% of our sales revenue coming from outside of Japan, the THK Group promotes the development of talent that can succeed globally. As one example of such efforts, we strive to elevate the level of language proficiency of our employees in Japan by providing them with speaking tests and e-learning opportunities to support their study of English. To further accelerate our development of global talent, we also have an international trainee system that allows younger employees to spend about a year working at a THK Group facility outside of Japan. Two employees participated in 2025, with one being stationed in India and the other in Germany.

• Developing digital talent

Our vision is to transform into a manufacturing and innovative services company. We put considerable effort into DX activities and promote the development of digital talent in order to revolutionize our business practices and systems with the latest technology, improve customer satisfaction, make our internal processes more efficient, and provide value through innovation as a way to solve future social challenges such as labor shortages and the need to become a recycling-oriented society.
In an aim to have each location be able to utilize data autonomously, we have conducted data utilization training for all employees, including those working in our factories. As of 2025, over 90% have completed the basic course, and virtually all employees in their twenties have completed the beginner-level course.
Furthermore, to achieve our goal of implementing advanced data utilization, we promote efficiency at each location by providing select training to people who have applied from various departments to learn about solving problems through the use of digital tools.

• Expanding training activities for all employees

THK constantly reviews and expands its ongoing development activities in order to continue supporting all employees as they hone their skills and build their careers.
Specifically, we bolster the capabilities of all employees through means such as technical training, e-learning courses, and forums dedicated to refining skills and sharing know-how. Furthermore, to enable the growth of people who give us our strategic edge as a company focused on creation and development and to promote their career development, we have introduced a compensation system that rewards people in accordance with their level of expertise. In the future, we are considering expanding this structure to cover even more types of expertise.

• Developing management-level talent

We promote the development of talent pools for key positions to facilitate the medium- to long-term advancement of our business.
Specifically, we have defined the type of talent that we require among our executive officers (both in terms of their capabilities and character), identified positions that require succession planning, and curated pools of candidates for these positions. In order to ensure a smooth management succession process, we have these candidates participate in a management development program and conduct leadership assessments, management literacy assessments, and reviews to discuss their development. Furthermore, with an eye to the medium- to long-term development of this talent pool, we are considering expanding this program to include younger employees as well. In 2025, we conducted 360° assessments and management development program activities for 15 employees. We will also provide candidates with opportunities beyond training, such as rotating job placements, to strengthen their essential skills and deepen their experience over the medium to long term.

• Promoting diversity

We believe that the promotion of diversity and the creation of an environment that is receptive to diverse viewpoints are essential for generating corporate value over the medium to long term. As the first step toward this goal, we aim to promote women's success in the workplace.
Some specific examples of our activities include implementing unconscious bias training for directors and managing executive officers and conducting a work-life balance survey for all employees focusing on childcare, elderly care, and medical leave. Our present goal is to have female employees account for 20% or more of new graduate hires in the sales, administrative, and engineering divisions.

Unconscious Bias Training