Leading The Change in Accelerating Sustainability
Andreas Keller
SVP, Chief People & Sustainability Officer
TDK
I n today’s HR landscape, sustainability has evolved from a buzzword into an absolute necessity. Once considered optional, corporate sustainability efforts have evolved beyond mere public relations or brand defence. Organisations now prioritise achieving meaningful outcomes through a human-centred approach, which includes purpose-driven incentives, the development of both technical and soft skills, enhancement of the employee experience, and the design of sustainable human practices. As the Senior Vice President, Chief People & Sustainability Officer at TDK Corporation, Andreas Keller embraces this opportunity to unify his team, advance sustainability initiatives, and align these efforts with TDK’s long-standing legacy and future aspirations. In our search for the most promising HR leaders in Asia, we had the chance to deeply understand Andreas Keller’s role, his sustainability initiatives, and his strategies for attracting top talent in a highly competitive market. Read on to discover his insights and vision for a sustainable future at TDK Corporation.
Kindly describe your current role as SVP, Chief People & Sustainability Officer
At TDK Corporation, my role focuses on three key missions. First, fostering a “TDK United” mindset among team members to connect across regions, functions, and business units, supporting our vision and strategy. Second, collaborating with the executive team to formulate a robust sustainability strategy that aligns with TDK’s legacy of contributing positively to society. Third, engaging stakeholders to ensure that our sustainability initiatives align with our environmental and social responsibilities. Guided by TDK’s Corporate Motto, “Contribute to culture and industry through creativity,” my role is to support all people and sustainability efforts while becoming the top strategic partner for our customers.
Sustainability in HR is about creating a work environment where employees can thrive and contribute to the long-term success of the organisation while preserving resources for future generations.
How are you managing the current inflationary environment?
Inflation also presents challenges in terms of operational costs and supply chain resilience. To address this, we initiated our Energy Transformation (EX) initiative several years ago, and we remain committed to exploring its potential further.
“Recognizing how inflation affects our team members' lives, we focus on ensuring competitive compensation and benefits across all our locations. Additionally, we prioritise Health First practices, emphasising the well-being and health of our team as they navigate the ever-changing global landscape.”
What are some key sustainability initiatives your organisation has recently undertaken?
TDK has implemented key sustainability initiatives, particularly in water conservation and recycling. At TDK Philippines, water-recycling activities reduce usage by 30,000 m³ annually. TDK India’s Nashik Factory achieves zero wastewater discharge through sewage treatment, repurposing treated water for gardening and toilet flushing. These efforts align with global sustainability goals and TDK’s long-term plan to reduce the environmental impact from raw materials used to product disposal. TDK aims for net zero CO2 emissions by 2050, targeting a 50% renewable energy rate by fiscal 2025.
What message or insight would you like to share about the future of HR and sustainability?
In the future of HR and sustainability, people’s actions will significantly influence sustainability outcomes. Achieving sustainable goals will require collaboration and engagement from all stakeholders. However, I believe that we can drive positive societal and environmental change, fostering a more inclusive future. Embracing a continuous learning culture will enhance individual and team capabilities, communication, and productivity through a digitalized operating model. The true magic lies in engaging team members to create this future together, step by step.
What are your biggest challenges and how do you overcome them?
TDK has experienced robust growth over the past 20 years, expanding organically and through mergers and acquisitions. With over 100,000 team members across 30 countries and 250 sites, navigating this growth in a world of evolving technologies and environmental challenges has been significant. To overcome these challenges, we emphasise empowerment and transparency. We empower our group companies to focus on and achieve corporate targets while fostering open dialogue and knowledge sharing. By leveraging the strengths of our diverse technology companies, we solve problems, create new value, grow our talent, and succeed as TDK United.
Please share some innovative strategies you are using to attract top talent, especially in Asia.
TDK’s strategy to attract top talent in Asian regions centres on emphasising diversity and inclusivity as fundamental drivers of our innovation. We are committed to providing a fair and inclusive platform that fosters a diverse pool of human resources, enhancing our sustainable competitive advantage. This commitment includes promoting diversity, equity, and inclusion through inclusive leadership practices, developing organisational capabilities to boost innovation and efficiency, and improving employee well-being and engagement. We implement this integrated approach by collaborating with our team members, sharing our story, and highlighting TDK as a premier destination for top talent. Our strategies include management programs with leading business schools, an international platform for talent mobility, action learning projects that lead to new business opportunities, and leveraging cutting-edge technology. For example, TDK Group company Navitasys India Private Limited recently earned the “Great Place to Work” designation, underscoring our dedication to creating an inclusive and innovative work environment.
Please share your personal mantra or philosophy that guides your work and leadership.
Since becoming the CPSO at TDK’s Tokyo headquarters, my approach has been to embrace challenges as opportunities for growth. By leveraging our team’s diverse capabilities and fostering a culture of change and comfort, we’ve transformed obstacles into catalysts for development. Our first team member engagement survey, with an impressive 80% global response rate, reflects our dedication to inclusive practices. Leading by example, we cherish every step of this journey with our team
