Relationship with Employees
We are striving to foster a workplace that enables all of our employees to reach their full potential,
based on respect for their enthusiasm, autonomy, and willingness to undertake challenges.

Approach to Human Resources
The Tokyo Electron Group respects the autonomy of its
employees and their willingness to undertake challenges. Inorder to be a corporate group that allows employees topursue their full potential, our workplace environment
ensures (1) Fair evaluation of employees who takereasonable risks in creative endeavors; (2)Fairness inhandling our personnel; and (3) Equitable compensation inorder to attract and retain the most qualified applicants andemployees.
Our personnel system is designed to motivate theorganization and help each employee achieve selfdevelopment. The system focuses on results and alsoemphasizes the process leading up to results. Our goal is tofairly evaluate employees’ total job performance based on
the following three main criteria: Competency in terms ofevaluating processes leading up to a result; the individual
employee’s mission; and performance based upon theemployee’s mission. The competency of an employee is away of measuring that individual’s growth in terms of theskills and abilities required for accomplishing a variety ofHIGHLIGHT

Relationship with Employees

S O C I AL R E P OR T

MANAGEMENT REPORTtasks.
■ Concept of Our Personnel SystemCompany
Mission

Performance

Indicate company goals
and directions

Competency

Reward performance that
Offer careers and opportunities
helps the Company reach its goals to build skills needed to meetwith commensurate compensation
the company’s goals

Mission: The individual’s role
Competency: Competency to assess processes
Performance: Results based on employee’s role

EHS REPORTSOCIAL REPORT

Competency

Performance

Competency

Obtain expertiseand offer aprofessional attitude

Provide performance thathelps the company
reach its goals

Polish up on
professionalism toobtain higher salaries

Assisting Employees’ Career Development
The TEL Group provides support to its employees in
response to the wide variety of their career ambitions.
Once a year, employees fill out a “Self-Declaration
Questionnaire” to communicate their preferences regarding
job transfers or to discuss certain problems. Theseemployee requests are taken into consideration anddecisions on transfers are made. In addition, in order toprovide employees with opportunities to create their own
career paths and increase the vibrancy of the corporategroup, the Open Job Posting System was introduced. InFY2009, this system successfully matched 36 eager andmotivated employees with appropriate hiring departments
within the Group, to which they were then transferred. On
top of that, eight employees in the general job category

TOKYO ELECTRON Environmental and Social Report 2009

Creating a Comfortable Workplace EnvironmentThe TEL Group is committed to providing employees with a
comfortable workplace. As part of these efforts, we revised
our childcare leave system in April 2007 and introduced aparenting benefit program the following October. Under theprogram, employees can now take extended periods ofleave for child care1 and choose to work shorter hours (onehour less than regular hours) for a longer period of time2. In
FY2009, a total of 57 employees took childcare leave. Our
regular employees are also eligible to receive financial
assistance when their children are born, turn three years
old, and enter elementary school or junior high school.
In addition, we have also instituted a “refreshmentvacation” system, which allows employees to take a twoweek to one-month holiday when their term of service hasreached 10, 15, 20, or 25 years. We are also taking active
steps to prevent on-the-job mental health problems, whichhave increased recently in Japan. For example, we haveenhanced our healthcare staff and are offering education
on mental health issues.
We also conduct an annual survey of employeeawareness of the TEL Values to gauge the degree to which
employees have assimilated those values, what effect they
have on their motivation, and the attitude of employees
toward their workplace and supervisors. The results of thissurvey are utilized to improve the workplace environment,organizational management, and the personnel system.

Employees

26

were successfully promoted to management positions, inline with their wishes, after they were evaluated for thosepositions using an aptitude test.

*1 In the past, employees were eligible for childcare leave until their children
turned one year old (or 18 months in exceptional cases); however, now they
can take leave until the end of the April following the date on which theirchild turns 18 months old (or until their children are three years old in some
exceptional cases).
*2 Eligible employees can use this system until the end of the fiscal year when
their children graduate from elementary school; whereas in the pasteligibility was limited to those with children aged three or younger.

Raising My Child with Peace of Mind
Hiromi Maeno,Information Systems Dept.
Tokyo Electron Ltd.

I was able to take a maternity/childcare leave from June 2007
until the end of March 2009. I had
originally planned to return to workat the end of July 2008, when mydaughter turned one, but I could not
find a nursery school for her so I took advantage of thecompany’s system and extended my leave. As a result, I
was able to stay home and focus on raising my daughter.
This gave me the chance to see her turn over for the firsttime, begin to crawl, and take her first steps. I am very
grateful to the company for allowing me to share thisprecious time with my daughter.

Fostering Next-generation Leaders
TEL UNIVERSITY is also fostering the next generation ofleaders. This includes, for instance, the BLP Basic Course,which is designed for potential next-generation groupleaders among younger employees; and the BLP Advanced
Course, which is intended for mid-level managers who arecandidates for senior management positions. There is also
executive training for senior managers who are candidates
for executive-level positions. In this way, the TEL Group isselecting potential next-generation leaders from every levelof the organization and supporting their development.

HIGHLIGHT

Thoughts on Attending the BLP-B(Business Leader Course)
Yoshifumi Seo,
Software Engineering Dept.
Tokyo Electron Kyushu Ltd.

EHS REPORTWe all tend to spend each day
focusing on the narrow work-related
tasks to which we are assigned, but
by attending the selected courseand being exposed to the innovative
ways of thinking and ideas of theinstructors and other participants, I was able to realize
many things and had the chance to raise my own levelof motivation. Although individual participants work ondeveloping different products and there are differences inour business systems, we all share a common enthusiasm
as TEL Group employees; and we have also developed asense of unity. I am determined to work even harder toensure that my personal growth will help enhance myworkplace and our company as a whole.

MANAGEMENT REPORTTEL UNIVERSITYThe TEL Group established TEL UNIVERSITY in order toprovide our employees with opportunities for continual
learning, while at the same time fostering employees andenhancing their organizational abilities. TELUNIVERSITY is designed to provide employees with
opportunities to obtain the knowledge and skills
necessary for each to become a world-classprofessional. Additionally, TEL UNIVERSITY is useful indeveloping employees’ management capabilities andeducating the next generation of leaders. TEL
UNIVERSITY’s role is to help employees fully develop
their potential, while deepening their understanding of
the TEL Values, which constitute the motivational force
for the growth of the TEL Group.
TEL executives also attend TEL UNIVERSITY courses,
participating in lively discussions with employees on how
to address the issues facing the Group. Successful humanresource development requires employees that are
motivated to learn, as well as managers and a corporate
culture that support employee growth. Employees actively

learning at TEL UNIVERSITY and applying what they havelearned to their jobs and workplaces leads to the growth ofboth the individual employees and the organization as awhole. TEL UNIVERSITY is engaging in human resource
development that contributes to the growth of the TELGroup and also contributes to the advancement of society.

Relationship with Employees

TEL’s Basic Philosophy on Human Resource
Development
Based on the belief “employees are our precious treasure,”
the TEL Group fosters a spirit of learning among its
employees, characterized by the following three key
principles: (1) The workplace must nurture employees (sothat they grow through their work); (2) Self-motivation anda sense of responsibility are the basic requirements fordeveloping one’s talents and career; and (3) The company
must build a platform or framework that provides its
employees with the motivation to learn and the necessaryinformation and knowledge. We believe that education andtraining only bear fruit when maintained over an extended
period of time. For this reason, the Group is enhancing its
management organization while continually maintaining its
educational budget at the designated level.

■ Educational Framework
Cross-cultural andBasic education
Company-wide(requisite)

Management
courseBusiness leader
courseDirector training

Executive training

GroupLeader
training

BLP Advanced
CourseGlobalcommunication

SupportOJT/Career

SOCIAL REPORT

Program to support
self-study of English

Hands-onmanufacturing training

BLP Basic Course

English ability assessment test

Champion seminar

New employee education (joint seminar andindividual company education)

Management ofTechnology

Introduction

General skills

Younger level

Business skills

Mid-level

Class-by-class basiceducation

Managementlevel

ProfessionalcourseCorporate manager
Company-wide baseline education

Seniormanagement
level

Class (requisite)

Specialized education Manager education Leadership training language training
Enhancement(selective)

Trainer/Mentor
system for freshmen

TOKYO ELECTRON Environmental and Social Report 200927