SustainabilityMessage from the president
Connecting individual employee growth to the Company’s growth
I also want our employees to have clear goals for themselves and to know what they need to do so they can attain their goals. In addition, I would like them to think carefully about how pursuing their goals can contribute to the Company.
To develop that caliber of human resources, we will invest all that is necessary and aim to be a company that is richly diverse and respects each person’s opinion. We will also allow flexible workstyles, such as remote work, and create a work structure that can accommodate individual workstyle proposals.
Through measures like these we are creating an environment that supports the career ambitions of all employees and that will lead to overall sustainable growth for TOCALO.
Commitment to climate change action
Joining with local industries for further growth in the future
Aiming to be a 100-year company and the perennial company of choice.
Hiroshi Goto
Director,
Managing Executive Officer; General Manager, Administrative Headquarters
I participate in management as General Manager of the Administrative Headquarters and as a Director. Our company has thrived for 72 years, but for us to reach 100 years, it is essential that we take a long-term view, at the core of which is our sustainability.
When we unveiled our medium-term management plan in November 2021, we also presented our long-term vision for a “bright future for people and nature.” Now, in the plan’s second year, looking back on the past, the top-down approach within the Company has been a success and is steadily producing results. However, I feel that we are still only halfway through the process in terms of every employee getting behind the plan and putting it into action. We are therefore putting together a new training program that we will implement throughout the Company to set in motion a bottom-up approach from employees.
We have identified five items as issues of materiality that are essential to address in order to fulfill our long-term vision. Among the five, the most critical materiality is “Advanced coating and latent market development.” Our business model is not to mass-produce top-selling products, but to make products to order. We must continue to develop new coating technologies and cultivate new markets for society to keep needing our company, and for us to survive.
In recent years, we have been actively investing capital, supported by our strong sales for semiconductor manufacturing equipment, and we expect these conditions to continue for several more years. However, our ability to continue to grow our business when these favorable conditions come to an end will depend on our ability to develop advanced coatings and cultivate latent markets. We must devote all of our efforts to developing coatings that fully meet society’s needs and expanding their applications worldwide.
We have also stepped up how we use our business activities to contribute to addressing environmental issues. We are seeing steady results from the KPIs we set for the value of orders in the environmental and energy fields. While working to reduce the environmental impact of our manufacturing activities, we will also continue to develop coatings that improve the environmental performance of various industries.
Another key materiality is cultivating and activating diverse human resources. We established the Diversity Promotion Committee in July 2020 and the Diversity Promotion Division in February 2022, and I feel that the Company’s systems and mechanisms for strengthening the diversity of human resources have been put into place in the past two years. I also feel that the understanding that a wide variety of human resources, including the active participation of women, is necessary for the Company’s long-term growth is steadily taking root in the Company.
Beginning in fiscal 2022, we launched a “global experience” program to develop human resources who will be the core of our worldwide business expansion and an internal “DX human resources recruitment” program in which we are selecting and training individuals in data and digital technologies that will lead to future innovation. We will continue to advance programs toward new directions and growth as we cultivate the human resources we will need for the Company’s future.
In April 2023, I began visiting all of our factories and talking to employees to get a direct “feel” for how our sustainability strategies and measures are permeating our activities and what our employees think about them. In talking with younger employees, they reminded me of an eye-opening fact that, to them, the year 2051, when we will become a 100-year company, is not a point in the distant future, it’s a point along the path to their future.
I will do my utmost to fulfill my responsibility to deliver to the next generation a TOCALO that will continue to be the “company of choice” by society in our 100th year and beyond for the next 30 and 50 years.