S O C I A L R E P O RT

Relationship with Employees
We have introduced a variety of personnel programs to energize the Group with new ideas andvision.

Concept of the Personnel System

SOCIAL REPORT

32
Relationship with Employees

The Tokyo Electron Group respects a spirit of challenge andindependence amongst its employees and aspires to be a corporate group in which employees can take on a variety of challenges. Based on this, we are improving the working environment to attain the following three targets: (1) no penalizing ofemployees who fail while taking reasonable risks in creative
endeavors; (2) rigorous fairness in handling of our personnel;
and (3) fairness in compensation. Our personnel system isdesigned to motivate the organization and help each employee
develop him/herself. The system does not simply focus on theresults, but also attributes importance to the process leading tothe results. Our goal is to fairly evaluate employees based on
their contribution through the three mainstays of “competency
to assess processes,” “the individual’s role (mission),” and“results based on the employee’s role (performance).”
Competency is not just the objective of assessment and inspection, but a measure of the growth of the employee’s skills andabilities required for task categories. Also, we are constantly
reviewing our personnel system for continuous improvement.

Concept of Our Personnel SystemCompany
Mission

Performance

Competency

Indicate company goals
and directions

Reward performancehelping to reach company
goals with commensuratecompensation

Offer careers andopportunities to build skills
needed to meet thecompany’s goals

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

Employees
Competency

Performance

Competency

Obtain expertise and offer a Provide performance that Polish up professionalism toprofessional attitude
helps the company reach its
obtain higher salaries
goals

TEL Values
In April 2006, we summarized the values and action guidelinesof the Tokyo Electron Group into TEL Values (see page 2). TEL
Values show what we valued and will continue to value toward
the future under the following five keywords: Pride, Challenge,

TOKYO ELECTRON Environmental and Social Report 2007

Ownership, Teamwork, and Awareness. Employees of the Group
always keep TEL Values in mind as a driving force toward new
growth in the future.
We conduct a survey on employees to investigate theirawareness of TEL Values and how they are motivated throughthe Values once a year and feed back the results to the employees.

Providing Employees with Comfort in theWorkplace
The Tokyo Electron Group is committed to providing employeeswith a comfortable workplace. For example, in April 2007 weexpanded the scope of our childcare leave system. Specifically,
we extended the period during which employees can take leave*.
In addition, we established a new childcare support system,
under which employees are given special holidays of up to fivedays a year to be with their children until they graduate fromelementary school. These measures support our employees inraising their children while working. In FY 2007, a total of 65
employees took childcare leave.
In addition, we have a “refresh vacation” system so that
employees can refresh themselves both physically and mentally.
Under this system, employees can take from two weeks to one
month holiday when their term of service reaches 10 years, 15years, or 25 years.
In recent years, mental problems in the workplace are
becoming a serious social concern. In response, we provide
mental health education for our executives and are actively
implementing measures to help employees to look after theirmental health.
* In the past, employees could take childcare leave until their children became one
year old (or one year and six months in some exceptional cases) but now they cantake leave until the end of the April following the date on which their childrenbecome one year and six months (or until their children are three years old in some
exceptional cases).

TEL University
In August 2007, the Tokyo Electron Group established TEL
University to support the development of human resources on amedium- to long-term basis, based on our belief that employees
are invaluable assets for the Group. TEL University is designed
to provide employees with an opportunity to obtain the knowledge and skills necessary for us to pursue the top position in
the world. What is more, the University is useful in developing
the capabilities of managers and educating the next generationof leaders as well as in promoting exchanges between management and employees and helping employees deepen theirunderstanding of TEL Values.
At TEL University, we help individual employees develop
themselves, and this in turn will energize the Group with new
ideas and vision and help it to grow.