Human Resources

Human Resources Development

At the core of our talent development is our unique “Mission Leadership System.” By clarifying each leader’s mission and ensuring that teams work toward common goals with a shared sense of direction, we simultaneously foster the growth of each individual employee and maximize organizational strength. In addition, for employees with specific professional competencies, we offer two career tracks based on our “Post Qualification System”: the “Management Positions Track” and the “Specialist Track,” which focuses on pursuing advanced expertise. We have created an environment where employees with diverse strengths—including homegrown talent, mid-career hires, and senior employees passing on technical expertise—can take on roles of responsibility according to their aptitudes and aspirations, and fully demonstrate their capabilities.

Tiered and Occupation-specific Employee Training

We conduct systematic training programs tailored to specific job levels and roles to ensure that our employees can fulfill their responsibilities effectively. For new hires, we provide multiyear training designed to build foundational work skills and foster career autonomy. For mid-level employees, we offer training to develop the skills necessary for mentoring junior staff and becoming the next generation of leaders. In addition, we provide training for management positions to maximize organizational performance. In jobspecific training, we combine classroom instruction with onsite practical training for technical staff to ensure they acquire skills directly applicable to their work. Through these initiatives, we aim to foster leaders who can drive our strategy and develop the capabilities of each and every employee.

We view “people” as the source of the medium- to long-term enhancement of corporate value. We are actively promoting DE&I—diversity, equity, and inclusion—by embracing diversity in knowledge, experience, gender, age, and nationality, enabling individuals with diverse backgrounds to maximize their potential and generate a chain reaction of innovation. Currently, new synergies are emerging from the organic fusion of the diverse insights possessed by mid-career hires—who now account for approximately half of our total workforce—and the Tamron technology and culture that our long-tenured employees have cultivated. Furthermore, we are fostering an environment where employees of all generations and backgrounds can fully demonstrate their abilities, including initiatives to promote the active participation of female employees and support for senior staff through the “Meister System,” which passes on specialized expertise to the next generation. We have a corporate culture that respects and embraces “individual strengths.” We are convinced that this is precisely what boosts the motivation of each and every employee and leads to the realization of a “fulfilling society” that brings joy and excitement to the world.

Women’s Empowerment

Women currently account for around 20% of Tamron employees, but in keeping with the guidelines for action declared in the Act on Advancement of Measures to Support Raising Next-Generation Children, we aim for at least 25% of new graduate hires to be female. We believe it is essential to empower female employees and raise the percentage of female managers in the face of a declining working population and industrial restructuring.

Ensuring the Success of Mid-career Hires

In addition to graduate recruitment, Tamron has established an internal system to hire mid-career employees with a wide range of knowledge and experience and developed environments in which they can demonstrate their capabilities. Mid-career hires account for around half of all employees, and integrating them with new graduate hires helps to boost the corporate value of Tamron.

Empowering Senior Employees

Starting 2021, Tamron established the Meister Program, a new positional system for employees who are reemployed after reaching the mandatory retirement age, giving senior employees further opportunities to flourish. For employees who possess advanced expert insight, technical capabilities, know-how, exceptional knowledge and skills, we have established Senior Meister and Meister positions. By giving these employees responsibilities and appropriate compensation, we encourage them to pass on their knowledge to successors and motivate them to be even more active.

We are working to improve overall organizational productivity by expanding flexible work arrangements—such as flextime and short-term remote work based on individual circumstances—to help employees balance their lifestyles with their work responsibilities. In particular, we believe that an environment where employees can demonstrate their abilities regardless of life stages, such as raising children, is the foundation for continued growth. By establishing our in-house daycare center, “TAMRON Kids Daycare Center,” at our Head Office, we provide employees with the peace of mind to seamlessly integrate work and childcare, thereby supporting their career development. Furthermore, we have thoroughly communicated information about various systems, such as childcare leave, to both supervisors and employees, fostering a workplace culture that encourages active utilization of these benefits. In particular, the rate of eligible male employees taking childcare leave has remained at a high level of approximately 80% since 2023, with half of them opting for long-term leave of one or more months, successfully balancing childcare and career development. Moving forward, we aim to be an organization that respects diverse lifestyles and continues to take on the challenge of creating new value.

We view the alignment of employee motivation with the organization’s direction as the core of “engagement” and are actively investing in human capital. According to our annual engagement survey, the percentage of employees classified as “high or near-high engagement” in 2025 was 25.5% (a 2-point decrease from the previous year). We take these results seriously and are working to improve the situation based on an analysis of the underlying causes and a review of our initiatives. To achieve our target of 30% or higher by the end of 2026, we will continue to strive to improve engagement by creating an environment where employees can fully utilize their abilities.

For employees in management positions and other positions, we have introduced a “post qualification system” in which grades and compensation are determined based on the “level of responsibility and difficulty” of the role required by management, regardless of age, length of service, or job function. We have established two career tracks: “Management positions,” for those responsible for organizational management, and “Specialist,” for those pursuing specialized expertise. This structure enables employees to leverage their aptitudes and strengths to take on higher-level roles. By fairly evaluating and compensating employees based on the roles they assume and the results they achieve, we foster a spirit of initiative and drive, leading to sustained improvements in productivity.