S o c ia l R e po r t

Relationships with Employees
TEL’s personnel system and training are designed to foster a company with versatile employees.

Our Approach to Personnel
TEL’s objectives are to energize our company and to foster the personal growth of every employee. We are determined to be a company that fosters versatile people, andwe specifically target these three objectives:(1) No penalizing of employees who fail while taking reasonable risks in creative endeavors.
(2) Rigorous fairness in handling of our personnel.
(3) Fairness in compensation.
TEL’s personnel system emphasizes the nurturing ofemployees. This is designed not merely to emphasize performance, but also the processes which resulted in thatperformance. The three approaches of ”Competency toassess processes,” “The individual’s role (mission)” and“Results as based on employee’s role (performance)” areexpressions of our goal to perform fair assessments ofemployees as based on their contributions. Competency
is not just the objective of assessment and inspection, buta measure of the growth of the employee’s skills and abilities required for task categories. TEL will always support
our employees in their efforts to improve themselves andprovide them with opportunities to upgrade their skills andadvance their careers.
Concept of TEL’s Personnel SystemCompany
MissionIndicate company goals
and directions

Performance
Competency
Reward performance
Offer careers and opportunihelping to reach company ties to build skills needed togoals with commensurate meet the company’s goals
compensation

Mission: The individual’s role
Competency: Competency to assess processes
Performance: Results as based on employee’s role
Competency
Obtain expertise, offera professional attitude

Performance
Provide performance thathelps the company reachits goals

Competency
Polish up professionalism
to obtain higher salaries

Employees

Building Employees’ Careers
We have introduced a variety of systems for employees touse in developing their careers. Each employee has aninterview with his supervisor at the beginning of the fiscal
year, when goals are set. This encourages the employee
to adopt the attitude and habit of thinking over his own
career, and it enables the supervisor to see the necessityof nurturing the employee with a medium- to long-term
viewpoint.
Employees fill out a personal survey and a morale survey once a year. In the personal survey, employees
describe any job changes they would like to make, theirhopes and opinions about the company, and advice they

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TOKYO ELECTRON Environmental and Social Report 2005

would like to ask for. In the morale survey, employees
describe their view of their morale levels, their organizations and their workplaces. The company, business units
and departments all use the contents of both surveys tostudy and plan improvements in the work environment,organization management, the personnel system, andother aspects of the company. We also have an in-housestaff recruitment system as an opportunity for employees
to develop their careers. Announcements of job openings
and opportunities allow employees wanting further development and departments in need of new faces to match
up with each other. Also, it allows ambitious employees
who want to move from subordinate positions to career
tracks to determine the appropriateness of different positions and pave the way to management.

Approach to Employee Training
TEL offers an employee training program that encourages
our employees to choose their own careers and supports
their efforts to expand their range of competence throughclassroom training, on-the-job training and job rotation.
Our goal is to create a win-win situation for the employee
and the company, where the company grows through theemployee’s self-realization, thus energizing the organization and honing our competitive edge.
The company is determined to nurture:• Talented people who will know how to lead
• Talented specialists who will create value through theirexample of expertise• Talented self-starters who know exactly what they wantto learn in life and how to continue studying it• Talented people who will have marketability.

Competency Training
TEL has begun to introduce a training program in response
to our need for competency in every profession and atevery level. “Competency” is a standardized quality, thepossessor of which acts in ways necessary to achieve
excellent results for his profession, job and rank. Whenemployees display high competency, it contributes to theachievements of the organization, benefits the people
around them, and stimulates the organization.
The introduction of competency training will ensurethat our employees know exactly what abilities are expected of them at their own levels in their professions, andwhat kind of training they should receive. Competency isthe basis for advanced performance, so each employee
has visible goals for his or her career and can get a direct
sense of his or her progress and improvement.

Our Approach to EHS Training

Environmental Training

TEL offers training on the environment, health and safety(EHS) under the principle of “the necessary training forthe necessary people.” These courses are grouped byrank and are open both to Group employees and toemployees of cooperating companies who work on TEL’sfacilities. An EHS training program is also a required partof the curriculum for new hires.

TEL conducts Group-wide environmental training, which isattended by all classes of office employees, sales personnel, administrators, field engineers, part-time and temporary employees, and so on. The training for manufacturing
plant employees emphasizes the environmental topics in
ISO 14001. Employees involved in critical tasks requiring
special environmental measures receive special training.
Some facilities also offer environmental training in theform of “e-learning” over the company intranet.

EHS Training
Specialized training(for internal environmental
auditors, special training on
key environmental aspects of work)
ISO 14001-based environmentaltraining (for manufacturing plants)

Equipment-specific training
Customer-specific site entry training
Safety training for employees travelingoverseas
Site leaders’ safety training

Training on TEL Eco-Activity(for office facilities)

Advanced safety training
Basic safety training

Environment

Implementing Safety Training
TEL conducts safety training under the motto of“Safety First.” This consists of training for offices,for clean rooms, for start-up
at customer sites, andother situations, as approEmergency lifesaving classpriate to the employee’swork. Training content is regularly reviewed and updated,and employees are required to take the updated lectures.
Basic and advanced safety training is offered in the form of‘e-learning’ courses over the company intranet, so employees can take them at convenient times. A unified safetycurriculum is taught to the entire Group. These courses arebeing expanded overseas, beginning with the Asia region.
Safety training directed to site leaders was instituted
in FY 2005. This training
addresses the role and specific safety tasks of the siteleader and includes casestudies for group discussion.
Over 400 employees tookthese lectures in FY 2005.
Training of site leaders

Environmental training for new hires

Web based training

Health and Safety

T OP I C S
Emergency training examines accidents
and near-accidents
People have no opportunities in daily life to see the semiconductor and FPD production equipment supplied by TEL,
so it is quite hard for most people working with such equipment for the first time to anticipate its hazards. Yamanashi
plant provides emergency training to its new employees, inaddition to instructions on how to use tools and testing
equipment, how to handle components, how to operate
lifting equipment, and so on. Emergency training consistsof case studies of accidents and “near misses,” cases
where potentially serious accidents were narrowly avoided.
During this training, employees actually stand at theequipment involved in the potential accident or near-accident, so that they can directly experience the circumstances of the problem. For
example, trainers havethe employees remove a
component and place afinger where it would bein danger of pinching, orfeel what it is like to slip
on a water puddle on
the floor. Employees feelan electric shock from a
low-frequency oscillator.
These experiences help toawaken the employees’
sense of danger in truly
Employees experiencing
a simulated near-accident
hazardous situations.

TOKYO ELECTRON Environmental and Social Report 2005

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