Tok yo Electron

DE & I Report
Diversity, Equity & Inclusion

Contents

02

Introduction

03

DE&I at Tokyo Electron / Why We Are Promoting DE&I

04

DE&I Targets / Focused Initiatives

06

Data and Initiatives for Four DE&I Focus Areas

07

Global16

Gender28

Generation

32

Diverse Work Styles

DE&I Report - 01

Introduction

ONE TEL, DIFFERENT TOGETHER
With the strong support of management, we at TEL actively promote Diversity, Equity & Inclusion (DE&I)
as one of our management pillars that leads to the continuous generation of innovation and increased corporate value.
Based on the idea “ONE TEL, DIFFERENT TOGETHER™,”TEL Group companies are implementing various initiatives to strengthen our commitment.
*ONE TEL, DIFFERENT TOGETHER is a trademark of Tokyo Electron Limited.

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Introduction

DE&I at Tokyo Electron
TEL’ s engagement in DE&I consists of four focus areas, including the 3Gs(encompassing Global, Gender, and Generation aspects) and Diverse Work
Styles. We are establishing a work environment where every employee canplay active roles regardless of nationality, gender, age, or disability, so they
can grow as creative sources of innovation.

Why We Are Promoting DE&I
We state in our corporate philosophy that “we strive to contribute to the development of a dream-inspiring society through our leading-edge technolo-

TEL Values
Pride

Challenge
Teamwork

Ownership
Awarenessgies and reliable service and support.” Furthermore, we uphold the vision of
becoming “a company filled with dreams and vitality that contributes to technological innovation in semiconductors,” and pursue technological innovation in semiconductors that supports the sustainable development of the world.The TEL
Values represent the mindset we aspire to, as well as our codes of conduct and values. Sharing and practicing these values among the employees around theworld has been the driving force of our growth. While our business sites are located around the world, the TEL Group is a single, borderless entity (ONE TEL)
united by the TEL Values that define who we are. Now, DE&I initiatives are enhancing our readiness to accept and appreciate diversity that is inherent in TEL’ s
DNA, driving further growth of the company. Unswerving commitment to DE&I will enable all TEL employees to realize their maximum potential, building a cultural environment in which all of us respect one another and turn our differences into strengths.

DE&I Report - 03

Introduction

DE&I Targets and Focused Initiatives - 1
We have selected the following DE&I targets and focused initiatives, aiming to ensure the employees’ full potential can be demonstrated
in an environment where their individual traits and characteristics are duly respected.

Increasing the Percentage ofFemale Managers

Hiring Female Engineers

In succession planning, we will focus on establishing a gender diversity-con-

Since a large majority of TEL employees are engineers, we are hiring an equal

scious talent pipeline, aiming to increase the percentage of female managers1

or greater percentage of female engineers2 compared to what is typical in

to 8.0％ globally and 5.0％ in Japan by the fiscal year ending March 2027.

each geographical region, with the aid of recruiting agencies and aggressive
investments in branding initiatives.
DE&I Report - 04

Introduction

DE&I Targets and Focused Initiatives - 2

Global andCross-Departmental Initiatives
The TEL Group is making a concerted
effort to promote DE&I, encouraging
cross-regional employee collaborationand cross-departmental projects.
1. Advanced professionals are includedin the manager category.
2. This refers to the percentage of women withbackgrounds in science and engineering.

DE&I Report - 05

Data and Initiatives
for Four DE&I Focus Areas

DE&I Report - 06

GlobalAs a global company with more than 17,000 employees working
at business sites in 18 countries and regions,
we are committed to becoming a robust organization
where our diverse talents can shine and thrive.
To achieve this goal, we are promoting a global employee exchange
among the Group’s employees as well as standardization of corporate practices.

DE&I Report - 07

GlobalGlobal Data - 1
Number of Employees

Business Sites(TEL Group companies as a whole)

For the fiscal year ending March 2023

As of April 1, 2023

DE&I Report - 08

GlobalGlobal Data - 2
Percentages of Japaneseand Overseas Employees

Trend of Employee Composition(TEL Group companies as a whole)(TEL Group companies as a whole)

As of April 1, 2023

DE&I Report - 09

GlobalDE&I Week・DE&I Day・ DE&I Talk
We held the first Diversity and Inclusion Talk event (later renamed the DE&I

During the DE&I Week, TEL Group companies in respective countries imple-Talk) in 2020, which was streamed simultaneously to worldwide TEL Groupment original programs. TEL will continue to support these initiatives, toemployees. The DE&I Day event was added in 2022, followed by the DE&I

enable employees taking interest in and learning more about DE&I, as well

Week in 2024, all of which are being held regularly. These events feature

as take appropriate actions in the workplace to influence others.

speeches on diverse topics by TEL’ s project leaders and external experts.

DE&I Talk
The DE&I Talk is an annual event in which experts on a given theme areinvited as presenters. TEL employees can participate in any sessions thatinterest them. Previous themes covered a lot of ground including: the benefits of diversity on individuals and the organization; psychological security inthe workplace; the importance of equity; and LGBTQ+. Online roundtablediscussions are also held, bringing participants from the entire Group companies together to introduce their respective activities. The participants cantalk about their countries’ goals and engagements as well as their personal
experiences and observations, giving us all an opportunity to better understand TEL’s global initiatives.
Toshiki Kawai (Representative Director, President & CEO) (2022)

DE&I Report - 10

GlobalOverview of the Event (1st Session)
Each year, we hold a forum, with a different theme, featuring invited guest speakers. The program is designed to deepen understanding ofDiversity, Equity & Inclusion (DEI) and provide opportunities to practice DEI initiatives collaboratively in the workplace.

1st Session

D&I Talk (February 2020 Japan)

The first event was held as an expansion of a previous exchange program designed to promote thesuccess of female engineers and create a field andcorporate culture where each TEL Group employee
can play an active role. Former Calbee President
Akira Matsumoto, along with other internal andexternal experts gave lectures. As the importance ofpromoting corporate diversity continues to growworldwide, the TEL Group has been making efforts
to promote not only diversity, but also inclusion,
which means to accept and benefit from diversity. As
part of this effort, we provide opportunities for communication through various symposia.

D&I Talk Participants

DE&I Report - 11

GlobalOverview of the Event (2nd Session and 3rd Session)

2nd Session

D&I Talk (July 2020 Japan)

3rd Session

D&I Talk (February 2021 Global)

The second event was expanded and featured lectures from a wide
variety of perspectives. As an in-house guest, then Department Head
Segawa of the Development Strategy Department spoke on the themeof “Message to Next Generation Leaders,” sharing career insights
based on personal experiences, and ideas on how to cultivate ahealthy work - life balance. The event also featured a presentation by
Tanaka, then a member of the Element Development Department ofTokyo Electron Technology Solutions, on the theme of “Engineer x
Para-Athlete: With Rich Imagination,” discussing the lifestyle of being
both an engineer and an athlete. As an outside guest, Koshiro Sugita, aChang Roger(President, Tokyo Electron Taiwan)

gold medalist in swimming at the Sydney Paralympics, gave a lecture
on his path to winning a gold medal, and advice on how to achieve

The third event focused on the topic, “What is the importance of D&I in

one’ s dreams and goals. Ayumu Horikawa, President and Representa-

TEL as a global company, and what are the challenges in different

tive Director of Akaruku Inc. delivered a lecture on LGBT issues andcountries and regions?” Top management from the U.S., Taiwan, andpromotion of corporate diversity, subjects that are gaining attention

Japan represented their companies and shared their perspectives on

worldwide.

local issues and their personal experiences with D&I.

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GlobalOverview of the Event (4th Session and 5th Session)

4th Session

D&I Talk (February 2022 Global)

5th Session

D&I Talk (February 2023 Global)

Makiko Eda (Outside Direc-

Haruko Kawashima (CEO,tor), Sachiko Ichikawa (Out-Institute of Women’ s Lead-s i d e D i r e c t o r ) , Te t s u y aership Inc.), Kento Hoshi

Nishiara (then Vice Presi-(CEO, JobRainbow Co.,dent, CTSPS Sales 1stLtd.), Takuro Senga andD e p t . , T E L ) , Te t s u s h i

Mihoko White (Human

Nagoya (then Vice Presi-

Resources Dept., TEL)

dent, FPD Marketing Dept.,

talking about “The Impor-

TEL), and Haruko Kawashi-tance of Equity” and “Diver-ma (CEO, Institute of Wom-sity Enables Corporate

en’s Leadership Inc.)

Transformation”

Under the theme of “The Impact of D&I on Business,” the fourth event

Adding the word “Equity” to D&I, the fifth event was “DE&I Talk (Day),”

featured a panel discussion between managerial employees who playbringing a new perspective to the proceedings. Haruko Kawashima,central roles in sales, and female Outside Directors who serve as advi-

CEO of the Institute of Women’s Leadership, spoke on the theme “Whatsors in promoting DE&I. The event also featured an outside guest

is Equity and What is its Importance?” Furthermore, as it is estimatedspeaker, Piotr Feliks Grzywacz, the former Asia Pacific Head of People

that one in eleven people identify as LGBTQ+, Kento Hoshi, CEO of

Development for Google and current CEO at Pronoia Group, address-

JobRainbow Co., Ltd. gave a lecture on the theme of “Creating an

ing the topic of psychological safety in the workplace.

organization that Turns ‘Differences’ into Strengths Based on an Understanding of LGBTQ+.”

DE&I Report - 13

Global

Initiatives by Country - 1
Japan

U.S.

Korea

Measures to increase the hiring of female engi-

TEL in the U.S. actively engages in ERG* pro-

To increase the hiring of female engineers andneers are being implemented in Japan, as wellgrams, including the Women’ s Network and theeducate female managers, TEL in Korea is seek-

as various events and programs designed to pro-

Pride Alliance, to raise the awareness of DE&I

ing the opinions of frontline employees to makemote DE&I as a companywide effort. Other activ-

and achieve its objectives. Other activities

improvements. Also, external DE&I conferences

ities include development support programs andinclude offering career support tools and learn-

and events are prioritized, and participation ininitiatives to provide psychological security at

ing/mentorship programs.

these activities is encouraged.

workplaces.

China

TaiwanSingapore and Malaysia

The “Know China Seminar” is held to enhance

TEL in Taiwan holds the “Let’ s Talk (with our)In Singapore and Malaysia, TEL is actively hiring

the expatriate employees’understanding of Chi-

Representative(s)” event to streamline communi-

women and those with multinational back-nese language, culture, and lifestyle. TEL in

cation within the workplace, and also encourages

grounds and promoting various measures includ-

China also offers programs for training expert en-

participation in external events including panel

ing the establishment of the D&I Committee andgineers.

talks at SEMICON Taiwan.

the introduction of female engineer ambassadors.

*ERG, or Employee Resource Group, refers to a voluntary employee group sharing a particular interest.

DE&I Report - 14

Global

Initiatives
by Country - 2

Voice - 1

Active Involvement of Employeeswith Various Nationalities

In 2018 I relocated to Japan and joined TokyoEU
Our DE&I policies and processes in the EU are

Electron FE as Co-Leader of the Global FE(Field Engineer) Training Operations Center.
Many things have changed in TEL since myfirst business trip to Japan in 1994. Technolo-

frequently updated to accommodate diverse

gy now makes it easy to communicate andwork styles and environments. Also, unconscious

navigate in a country where the language andbias training and DE&I skill training seminars areculture are so different from my own. I often

offered to those in management positions.

use the translation technology that TEL has

GLOBAL FE TRAINING OPERATION CENTER
ExpertMccloud, Ethan

integrated into the work environment to enhance communication with co-workers in Japan andabroad. As a member of Global FE Training Operations Center and the Global Service Solutions
Committee, I collaborate with training and service leaders from all over the world. I’ ve been
fortunate to experience TEL’ s unique culture, which for me is about a team of people who arefriendly, helpful, dedicated to quality and focused on building and maintaining good relationships. For relocating my home and starting to work in Japan, I have experienced the respect,encouragement, and strong support of my co-workers. I was able to quickly adapt to the officeworking style and effectively perform my job. I feel included in the team and the experience has
been very enjoyable in a comfortable work environment where everyone can work effectively.

DE&I Report - 15

Gender
We are promoting workplaces where
everyone—regardless of gender—can work stress-freewith high motivation, enabling us to turn the diversityof our employees into a competitive strength.
As an initial step, we are taking actions focusedon the percentages of women among TEL employees
and managers, since women currently form
the majority of our minority groups.

DE&I Report - 16

Gender

Gender Data
Percentages of Male andFemale Employees

Percentages of Male andFemale Employees(TEL Group companies as a whole)(Japan)Fiscal year ending March , 2023

Fiscal year ending March , 2023

Percentage ofFemale Managers**Advanced professionals are included in the manager category.

DE&I Report - 17

Gender

Career Design Seminar for Women - 1
The Career Design Seminar for Women is a training program that provides

program aims to remove psychological barriers that prevent the active pur-our global female employees an opportunity to think about their career

suit of careers, with the goal of establishing a solid ground on which future

paths, encouraging them to take an initiative in designing their careers. The

career paths can be contemplated.

Outline of the Training Program
In this program, participants will explore the mindset and clarify the four axesof career design to establish a foundation for proactively thinking about theircareers.

Fundamentals of the Four Axes of Career Design1

Knowing yourself- Strength/weakness analysis

2

Knowing others- Learning from stories of diverse employees

through assessments(different generations/locations/jobs, etc.)- Gaining insights into careers- Learning from candid experiencesby understanding one’s characteristics

and shared concerns in- Broadening perspective

a psychologically safe environment

when setting goals- Understanding the level of other
employees’ conversational skills

3

Finding role models

4

Thinking about career choices- Gaining opportunities to hear from- Recognizing that one’s career is one’s own.

female employees who are successful- Realizing the need to think autonomously

at the TEL Groupand those in

about one’s own career

leadership positions- Finding role models based on detailed,relatable stories

DE&I Report - 18

Gender

Career Design Seminar for Women - 2
Satisfaction with the Program and the Voices of the Participants
Satisfaction with the Program
Repeated careful input & feedback led to an understanding of the need forautonomous career design, and the program achieved 100% satisfaction*
among the participants.

Survey (Excerpts)
Q
A

What do you think is needed to accelerate the advancementof women in the company and in your workplace?
- To have potential role models, or recognize them if they exist in the environment- To have positions that can be held by people
in the child-rearing generation without burdens*86 survey respondents:
46 found it very useful, 37 found it useful

Voices of the ParticipantsParticipants commented on the need to foster organizational culture andincrease work options for diverse employees, regardless of gender, on theneed for mechanisms to support autonomous career paths, and the importance of support from those around them for their success.

Q

What do you expect or want from the company, HR, yoursupervisor, etc. in terms of your future career and working style?

A- I wish to have time to talk about my future career development regularly.

Q

What was the most memorable content or
insight you gained and why?

A

- The panel discussion was inspiring, as I was able to hear valuable stories basedon actual experiences. I also had a chance to talk with employees working
at other locations, which will be helpful for me in my future work.
- I realized that the career I have built up will not be wasted. I am glad that I was able tounderstand more about myself, as I was able to get closer to the job
I wanted through this training.

DE&I Report - 19

Gender

J- Win Program (external training for future female leaders)Japan Women’ s Innovative Network (J-Win) is a non-profit organization

250 participants from 150 member firms, and a total of 16 TEL Group em-

whose mission is to promote diversity management in companies so thatployees participated in the program in 2022 and 2023.

they can reinforce their competitiveness. In one of its training programs,

As part of this program, J-Win organizes lectures, group work sessions, andfemale managers and manager candidates selected from member compa-

research throughout the year, supporting the participants’ goal of career ad-

nies participate in a one-year course to boost their career design awareness.

vancement, cultivating leaders’ mindset, and developing problem-solving

For the fiscal year that started April 2021, the J-Win program attracted aboutskills.

Outline of the Training Program
The J-Win Program is designed to help
women in managerial or pre-managerial
positions, selected from member compa-

Establishing the will
for career

Outline of Activities
The J-Win Program consists of regular meetings, including monthly lecturesand group work, and subcommittee activities such as research and training

advancement

throughout the year.

nies, establish the resolve for career ad-

Cultivating a

In the subcommittee meetings, each group studies a set theme for one year

vancement through one year of activity.

leaders’ mindset

and makes a presentation at the end of the year. Through these activities,

Approx. 250 participants from 150 member
companies participated in the J-Win Program for the fiscal year that started in April

Developing the
problem-solving skills
Networking

participants learn comprehensive and practical project management skills
and have the opportunity to collaborate with a diverse group of people fromdifferent backgrounds.

2021.

DE&I Report - 20

Gender

TEL- WIN
Established in 2021, TEL-WIN is an internal DE&I promotion group consist-in accordance with the management’ s goal of diversifying the employees’

ing of the J-Win program participants who wanted to put to practice whatsocial backgrounds and increasing the percentage of female managers, thethey have learned, as well as volunteers from the HR Department.

group is initially addressing the issues surrounding women, who make up

The group aims to establish an organizational framework in which diverse

the majority of our minority groups. The team plans to expand the scope oftalents can work in peace with a sense of fulfillment. Considering the need toits activities in the future, aiming to create an environment of greater diversi-

raise the awareness and understanding about diversity in the workplace, andty where all employees can work with high motivation.

Steps in Activities
Step

1

Femaleemployees managers

Step

2

Non-Japanese employees,
people with disabilities,
caregivers, and LGBTQ+

Step

3

Diverse human resources- Raising awareness regarding diversity- Improving retention rate and promotion
rate to managerial positions of female employees- Increasing diversity- To be a company where everyone canfeel a sense of fulfillment in their work

DE&I Report - 21

Gender

TEL- WIN Activities
Outline of the Training Program

Resolving Women’s Issues

We held a roundtable discussion for the participants to learn about the ideas

Based on interviews with female employees, we developed specific propos-

and thoughts of the management and share them within the company, as

als to address the current issue that the intangible environment, such aswell as to hear management’ s opinions regarding the ideas presented by theawareness towards DE&I promotion and psychological safety in the work-

TEL-WIN members. At the roundtable discussion, opinions were exchanged

place, has not matched the tangible environment, such as various systems,

while sharing the results of a survey conducted on female employees. The

including DE&I promotion, and office layout. We are committed to creating aparticipants discussed the issue of the lack of manager training opportunities

comfortable working environment and increasing the ratio of women in theand experience for female employees compared to their male peers, and theworkforce.

need to take renewed measures to address this issue. After the roundtablediscussion, a debriefing session was held for those who responded to thesurvey, and the initiatives were introduced in the company newsletter. The
roundtable discussion contributes to the TEL Group’ s promotion of DE&I by
directly communicating opinions from the on-site perspective to the management and by sharing the management’s opinions with the on-site staff.

DE&I Report - 22

Gender

Initiatives of Employee Resource Groups*
W- ingTEL U.S. Women’s Network

W-ing is a working group in which female employees belonging to the same

This working group is committed to empowering women to achieve theirbusiness group come together, regardless of their type of jobs, to discuss

respective visions. The group supports members’ professional growth by es-

diversity issues among themselves. The group participates in TEL’ s recruit-

tablishing and enhancing a framework of collaboration.

ment drive, plans and manages various events, and organizes study meetings.

DRIVE
DRIVE is a working group that upholds the

DRIVE Activities

vision “To aim to be a company where anyone

To date, we have held regular study sessions by members, and have invited outside lecturers to give talks on

can play an active role and generate highthemes such as the promotion of women’ s success and recognition of unconscious bias, as opportunities to

added value and profits”. The members consist of engineers based in Japan, sharing its
vision. The group encourages DE&I awareness and ultimately aims to link it to technological innovation and the company’s growth.

learn about D&I. In fiscal 2020, we held an online roundtable discussion to share concerns and worries about
nursing care, and a LEGO® SERIOUS PLAY® workshop to learn about D&I using LEGOs, in which about 50
employees participated. Through these activities, employees were able to think in depth about the differences
between the way they and others think, their positions, and diversity, and to share their insights. We will continue to create opportunities for employees to learn from each other through dialogue and exposure to diverse
values, and engage in activities that will lead to the driving force behind high added value and profits.

*ERG, or Employee Resource Group, refers to
a voluntary employee group sharing a particular interest.

DE&I Report - 23

Gender

LGBTQ + Initiatives
TEL is carrying out initiatives to support employees beginning in 2019.

Introduction of Activities by:
TEL U.S. PRIDE ALLIANCETEL U.S. PRIDE ALLIANCE engages in ERG* activities with a mission toprovide education and information sharing on issues affecting LGBTQIA+
employees.

DE&I Report - 24

Gender

Working on DE&I as a Team - 1
TEL has been involved in a variety of LGBTQ+ initiatives. In this interview,
we explore TEL’s desire and reasons for such initiatives through a dialogue with Akaruku Inc.

Dialogue - 1

Background and Specific Initiatives - 1

Horikawa: What is the background behind the decision to undertake LGBTQ+
initiatives?
Nakamura: In April 2019, we launched the D&I Group in the HR department,

it was something that we should take on.
Horikawa: What is “One-TEL”?
Nakamura: “One-TEL” is the idea that the Tokyo Electron Group, locatedand initially, we focused on acquiring diverse human resources andthroughout Japan and around the world, can create the greatest

carrying out women’s activities. SOGI harassment became a public

value by working together as one. Under the concept of “One-TEL,”

issue in 2020, leading the Group to think that we need to work oneven if something is too early to tackle in Japan, viewing things

things related to LGBTQ+ in the company, and that prompted thefrom a global standard, we can be proactive in carrying out

initiatives. Also, we created Global Ambassadors when the D&I

LGBTQ+ initiatives with a driving force.

Group was launched in 2019, and we are working to promote DE&I
in 26 companies, 18 countries, and 83 locations across the country.
We have the concept of “One-TEL,” in which various group compa-

Horikawa: What specific LGBTQ+ initiatives are the company currently working on?
Nakamura: We held two study sessions, which you also helped us with. The

nies create one big value. Therefore, we concluded that even if it

first was for HR, and the second was for the employees. The

didn’t require immediate action in Japan, from a global perspective,

second session was particularly active in terms of questions, which

DE&I Report - 25

Gender

Working on DE&I as a Team - 2

Dialogue - 1

Background and Specific Initiatives - 2

made us realize the high level of employee interest in LGBTQ+, andwe felt we had to take it to heart.

simply exists, but that it is always available.
White:In terms of systems, we established the definition of same-sex part-

Horikawa: I see. So, the level of interest among employees was also signifi-

ners and applied it to the policies related to weddings and funerals,cant. Are there any other initiatives that have been implemented?

and I don’t think there was much opposition to it within the compa-

Nakamura: Outside of the study sessions, we were again able to get support
from Akaruku to set up an external helpline and publish LGBTQ

ny. I think this is because the examples of other companies you
gave us were convincing and effective.

guidelines for the HR staff.
Horikawa: We were fortunate to be able to work on the project. Did you see
any benefits from this initiative?
Nakamura: Although we did not receive many inquiries about the LGBTQ+

ProfileAyumu Horikawa
President and Representative Director,
Akaruku Inc.

helpline, when we established the new consultation helpline for

Mihoko WhiteLGBTQ+ employees on our HR website, we had the highest
number of visits among the other genres of consultation helplines. I

DE&I Promotion GroupHR Business Partner Group
Human Resources Dept., TEL

believe this was due to the fact that many people are interested in

Chieko Nakamura

learning about LGBTQ+ initiatives.

DE&I Promotion Group (then)Employee Relations &Compliance Group
Human Resources Dept. TEL

Horikawa: I suppose what is important is not that the consultation helpline

DE&I Report - 26

Gender

Working on DE&I as a Team - 3

Dialogue - 2

A Culture of Freedom and Challenging Oneself

Horikawa: From what you said, I got the impression that you both seem to be

White:

the reason we were able to do this may have something to do withenjoying the LGBTQ+ initiatives, but where does the motivation

our company’s free and open corporate culture that encourages us

come from to continue working on them this far?

to challenge ourselves. Originally, TEL was a venture company, withI have lived abroad and spent some time as a minority. There werea spirit of freedom, and I believe this is something that will continue

times when I was perceived as “different from those around me,”to be passed on in the future.

and because of this tough experience, I remember how happy I

Horikawa: I see, so you are making good use of TEL’s corporate culture in

was when I was accepted.
I believe that if even one person can feel comfortable working foryour activities.
White:

That’s right. For the company to increase its competitiveness, it is

the company because we carry out LGBTQ+ initiatives, then thisnecessary to create an environment in which each individual can

activity will be worthwhile.

demonstrate his or her abilities, and I believe that it is the role of HR

Nakamura: I was born and raised in Japan, and I honestly felt conflicted about

to create such an environment. Therefore, I aim to realize both awhether I could carry out these initiatives, not knowing much about

contribution to the company and a comfortable working environment

LGBTQ+ and not having any real experience with the community.

for employees.

However, I believe that I was able to continue working on the initiatives because I had colleagues who encouraged me, saying, “It isnatural for us to work on things related to LGBTQ+.” I believe that

*This is an excerpt from the article “Working on DE&I as a Team,” of a dialogue with Akaruku Inc.
https://akaruku.co.jp/case/1711/

DE&I Report - 27

Generation
TEL is providing a field where employees of all generations can work together todemonstrate their individual skills. In addition to improving the reemployment system
for retirees, we will continue with the practice of hiring promising talents regardlessof gender, nationality, etc., focusing instead on the candidates’ specialty,
experience, and future potential.

DE&I Report - 28

Generation

Generation Data - 1
Trend of Number of
New Graduate Hires at TEL

Trend of Number of
Mid-Career Hires at TEL(Japan)(Japan)DE&I Report - 29

Generation

Generation Data - 2
Number of Employees
Using Reemployment System(Japan)For the fiscal year ending March 2023

DE&I Report - 30

Generation

A Conversation between a TEL Retiree and Young Employees

Dialogue - 3

A Retiree and Young Employees Exchange Views on “TEL’s Mindset”

Held as a part of our employee exchange initiatives, the roundtable discussion included
five young employees from a variety of departments and a retiree who had worked in thedevelopment field until the mandatory retirement age. They discussed many topics—
including the most memorable projects they took part in, what they like about the TELGroup, and the mindset they should adopt to ensure their professional growth at TEL—
empathy emerged among the participants, transcending their age difference. “TEL invigorates those who like a challenge” and “Our workplace is truly welcoming” were among thecomments that strongly resonated with everyone. Apparently, TEL’ s culture of respecting
each other and boldly reaching out to greater heights has been well preserved.
The discussion was followed by an advice session led by the retiree. Forward-looking
questions such as “How should we introduce AI to our actual work?” and “What are thethings that only TEL can do at present?” were asked, to which the retiree offered

Roundtable Discussion

thought-provoking views, drawing on his years of experience at TEL from its infancy tomaturity. “I think you should openly declare whatever you aim to accomplish, and challenge yourselves to make it all come true,” he urged, and the young participants took theadvice to heart.

DE&I Report - 31

Diverse
Work Styles
TEL aims to provide an environment where all employees can work to the bestof their abilities with safety and comfort. To help them maintain a good work-life balance,
we offer a work schedule and a leave of absence system that allow flexible choices.

DE&I Report - 32

Diverse Work Styles

Data on Diverse Work Styles - 1
Percentage of Employeeswith Disabilities(TEL Group companies as a whole)

For the fiscal year ending March 2023

DE&I Report - 33

Diverse Work Styles

Data on Diverse Work Styles - 2
Percentage of TEL Employees
Taking Child Care Leave

Number of TEL Employees
Taking Child Care Leave(Japan; female employees)(Japan)Percentage of TEL Employees
Who Return to Work after
Taking Child Care Leave(Japan)For the fiscal year ending March 2023

For the fiscal year ending March 2023

For the fiscal year ending March 2023

DE&I Report - 34

Diverse Work Styles

Voice - 2

Childcare leave for men

Voice - 3

Childcare Leave Taken
by Female Employees

My eldest son was born in November 2018, and I took childcare

From August 2021 to September 2022, I took prenatal, postnatal, andleave for six months from June

parental leave for the birth of my second child. In my case, I took the2019. Working in sales means a life

leave about three weeks ahead of schedule because I became illwith many business trips, and I

before the delivery. I cannot thank my supervisors and coworkers

decided to take childcare leave
because I wanted to play an active
part in raising my son and support

Kiyohisa Motoda
CT Product Group
Field Solutions Department 1

enough for creating an environment that allowed me to smoothly transition into the leave so that I could focus on the birth of my child. Since
my return to work, I have been working in the same group as before,

my wife. I also thought it could be my first and final time to experience

primarily in charge of the same tasks that I oversaw before. My new

raising children. My supervisor respected my intention and I was able

boss is also very understanding about childcare, and I can balance

to hand over my work based on reassuring support. During childcare

work and childcare by utilizing remote work. It is easy to consult withleave, I was close to my son as he grew each day, and I recorded

my supervisor and coworkers about work duties, and every day I real-things down in a childcare diary. I look forward to looking back on thisize that good teamwork makes a workplace very comfortable to work

precious time someday together with my family. When I returned toin. Events that require sudden leaves of absence can happen towork, I was able to go back to the same team. I am sincerely grateful toanyone. Although I am still in a position where I often receive help frommy supervisor and colleagues. Taking childcare leave became an

those around me, I want to strive to create a work environment in which

opportunity to learn about the importance of being involved in raising

it is easy for other members to work.

children and the difficulty of raising children, which continues without abreak. At the same time, I think it also led me toward a work attitude ofbeing further interested in improving efficiency.

Tohko Horikoshi
Global Human Resources Group
Human Resources Dept.

DE&I Report - 35

Diverse Work Styles

Voice - 4

Active Involvement of Employeeswith Disabilities

After joining the company mid-career, I currently work in the management of the Compliance Policy& Program Group of the Compliance Department. Workplaces not
only take measures reasonably toensure accessibility depending on
the type and degree of disability

Masashi Tamura
Group leader
Compliance Policy & Program Group,
Compliance Department(such as barrier-free designs andpermitting commuting to work by car) but also nurture an organizational
culture that allows individuals to freely apply themselves without reservation or hesitation even if they have disabilities. Because the environment allows us to see disabilities as positive individual characteristics, I
strongly feel that I am able to apply my skills. Going forward, I hope toutilize my specialty as a strength and enthusiastically undertake new
and difficult issues.

DE&I Report - 36

Our Corporate Growth
Is Enabled by People,
and Our Employees Both Create
and Fulfill Company Values
We believe that our corporate growth is enabled by people,
and our employees both create and fulfill company values.
Based on this concept, we provide many opportunities for employees
to challenge themselves to achieve high-level goals
by making the most of their individual potential.

DE&I Report - 37

Tokyo Electron Ltd.
107-0052
5-3-1 Akasaka, Minato-ku, Tokyo
Akasaka Biz Tower*TEL is a registered trademark or trademark of Tokyo Electron Ltd. in Japan and other countries.