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

Approach to Human Resources

Developing Employee Support Systems

In pursuit of our vision of becoming an energetic, dynamic

The TEL Group is committed to developing a system forand creative company, the TEL Group respects the autonomy

helping employees to achieve work-life balance. These efforts

of its employees and their willingness to undertake challenges,

include enhancement of childcare leave1, childcare support

thereby helping them to realize their full potential.

working hours2, nursing leave (five days per year) andchildcare support leave (five days per year). In fiscal 2010, a

Our personnel system is designed to help each employee
achieve self-development and to contribute to the organization.

total of 82 employees took childcare leave.

Our evaluation system does not simply focus on results

We have instituted a “refreshment vacation” system,

but also emphasizes the process leading up to results, inwhich allows employees to take a two-week to one-monthparticular, the efforts made and the level of skills demonstrated

holiday when their term of service has reached 10, 15, 20, orby individual employees achieving certain results. The

25 years. We are also taking active steps to prevent on-the-purpose of this system is to fairly evaluate employees’ total

job mental health problems, which have increased recently

job performance based on the following three criteria: scopein Japan, by increasing our healthcare staff and providingof ability to be assessed for the process-focusing evaluation

education on mental health issues.

(competency); roles expected to play (mission); and results

Enjoying both work and child-raisingachieved according to the roles (performance). The assessedcompetency provides the skills and competencies possessedby an employee at the time of evaluation, and the assessment

Tokyo Electron has numerous schemes to support

is used to improve the skills and competencies required for

employees to continue to work after maternity/paternity

accomplishing a variety of tasks.

leave. During the several months it took my child tobecome accustomed to daycare, I worked shorter hours

Assisting Employees’ Career
Development

under one of the Company’s childcare support schemes

The TEL Group provides a variety of support to its employees

it became dark. In addition, my child often falls sick, andin response to their different career ambitions. Once athe nursing leave helped me a lot on these occasions.

and was able to be at the daycare center for pick-up before

year, employees fill out a Self-Declaration Questionnaire toWith TEL’s extensive childcare support systems ascommunicate their preferences regarding job transfers orwell as a work environment supportive of working parents,

to share individual work-related problems. These employee

I can continue working withrequests are taken into consideration when transfer decisions

peace of mind and enthusiasm

are made. In addition, in order to provide employees withwhile raising my child. I really

opportunities to pursue their own career paths and add

appreciate the support offered bydynamism to the organization, an Open Job Posting System

the Company.

was introduced. In fiscal 2010, this system made 21 matches

Ayako Konishi

between eager and aspiring employees and recruiting

FPD DivisionTokyo Electron Limited

departments within the Group. In addition, 12 employees
in the general job category were successfully promoted to1 Childcare leave: a system under which employees can take leave until theend of the April following the date on which their child turns 18 months old(or until their child reaches the age of three in some exceptional cases)

management positions, in line with their wishes, after they
were evaluated for those positions using an aptitude test.

2 Childcare support working hours: a system under which employees canopt to work for shorter hours by one hour per day until the end of thefiscal year in which their child completes elementary school (age 12)

Concept of the TEL Group’s Personnel SystemCompany

MissionIndicate company goalsand directions

Performance

Reward performance that helps
the Company reach its goals withcommensurate compensation

Mission:Competency:

The individual’s role

Competency to assess processes

Competency
Offer careers and opportunities to build skills
needed to meet the Company’s goals

Performance:

Results based on
employee’s roleEmployees

28TOKYO ELECTRON

Competency

Performance

Competency

Obtain expertise andoffer a professional attitude

Provide performance that helps
the Company reach its goals

Polish up professionalism
to obtain higher salaries

Environmental and Social Report 2010

Based on the belief that “employees are our valuableassets,” the TEL Group fosters a spirit of learning among its
employees, characterized by the following three principles
established for its human resource development.
(1) The workplace must support employee development.
(2) Self-motivation and a sense of responsibility are theinclude training in strategy formulation and organizational

basic requirements for employees to develop theirmanagement, which are essential subjects for individual

talents and careers.

leader programs, and collective training sessions for all group(3) The Company must build a platform or framework

leaders of workplaces.

that provides employees with the opportunity andmotivation to learn.
The Group believes that education and training only
succeed when implemented continuously. In line withRelationship with Employees

TEL’s Basic Philosophy on Human
Resource Development

The leader programs are designed to provide practical,
interactive training—by encouraging participants to discuss awide range of workplace-related issues—in addition to giving

this belief, we are working to enhance our management

lectures and teaching theory.
This training also helps increase the team spirit of the Group,

organization and maintain our educational budget.

which is built by trainees from different locations in Japan.

The TEL Group established an internal educational institution,TEL UNIVERSITY, with the aim of providing employees withopportunities for continued learning, thereby enhancing thecapabilities of both individual employees and the overallorganization. TEL UNIVERSITY is intended to provide
skills necessary for each to perform world-class work inaddition to building employees’ management capabilities andorganizational strength and developing future leaders.
TEL executives also attend TEL UNIVERSITY courses,
participating in lively discussions with employees. Successful
human resource development requires employees that are
enthusiastic about learning, as well as managers and a corporate
culture that support employee growth. Employees actively
learning at TEL UNIVERSITY and applying what they haveof both individual employees and the organization as a whole.
TEL UNIVERSITY will continue to contribute to the growth of theTEL Group by developing competent professionals.

Nurturing Leaders
TEL UNIVERSITY has programs for nurturing future leadersand strengthening the abilities of leaders. These programs

unfortunately I could not make effective use of the knowledge I
obtained from those programs to help my work or workplace.
However, this is not the case with the management training
program I recently attended.
Previously, I had a negative image of “management,”
assuming it to be an impersonal, rigorously result-oriented kindof work. To my surprise, this training corrected my negative
view, making me realize that the essence of management is how
effectively you can encourage your subordinates to learn andgrow and how well you can create and manage a competentteam, although getting results is also important.
I started to try new approaches in my workplace using what
I learned from the training. I am pleased torealize that the training and my follow-up
practice has greatly helped enhance myinteraction with my subordinates anddevelop my ability and personality.

EHS REPORT

learned to their work and workplaces contributes to the growth

I have participated in a number of training programs, but

MANAGEMENT REPORTemployees with opportunities to obtain the knowledge andParticipating in management training

HIGHLIGHTTEL UNIVERSITY

Jun Ookura
SPE Elec. Engineering Dept.
Tokyo Electron Kyushu Limited

As part of activities to spread TEL values, the TEL Group provides an “invigoration fund”

SOCIAL REPORT

Initiatives to Invigorate the Corporate Groupof 10,000 yen per person to all employees in Japan, including contract employees. Withthis fund, each department plans and carries out activities that allows participation of all
department members, aiming to invigorate the workplace. This program began in fiscal 2008
and is to be held for the fourth time in fiscal 2011. Each department prepares a proposal and reports details on the activity after it was held
via the corporate intranet. Almost all departments take part in this initiative and a diverse range of activities have taken place across thecountry, including pottery workshops, cook-out parties, fishing contests, and sports meets held jointly with a number of departments.

29