Our people
andworkplace

TEL provides a workplace filled with dreams
and vitality where employees can reach theirfull potential.
We strive to create a workplace where employees are engaged and collaborate as a cohesive teamof creative and responsible individuals. We also provide challenges to develop our employees anddistribute compensation in a fair manner based on performance. We respect basic human rights
and have mutual respect for our diverse values. This allows us to utilize the full potential of ouremployees and build a dynamic organization.
28TOKYO ELECTRON Sustainability Report 2016

Highlights*
Percentage of qualified
employees who took childcare leave

Number of employees
who took
refreshment leave

93

1,045％

people* Target: All TEL companies in Japan

Goals and results for fiscal year 2016
ThemeGoals●

Diversity

Work-life
balancePursue diversity management;
understand and respect different
values.

Support work-life balance.

Results

Leverage diverse workforce and help individuals unleash
their full potential.

●

Understand and respect cultural values in global operations.

●

Provide work environments that empower women.

●●●●

Offer support systems to improve working behavior toachieve a better balance between work and personal life.

●

Planned and implemented the Global HR Project.

Implemented employee training in management
and communication skills.

Analyzed issues related to empowerment of womenand formulated an action plan.

Conducted a self-declaration questionnaire.

Framework
TEL maximizes its corporate value by maintaining an open anddynamic organization that enables all employees to apply theirabilities to the fullest extent. TEL is also optimally structured tobe flexible and respond quickly to any changes in the operatingenvironment.
The HR (human resources) departments at the head office andin the various TEL companies work closely together on personnel
issues, convening the Japan HR leaders meeting1 every month andGlobal HR leaders meeting2 twice a year. These meetings serveas the forum for sharing corporate missions, setting goals, communicating activities, and discussing key issues. Under this management framework, our HR departments identify risks from anorganization-wide perspective and make sure appropriate measures are implemented throughout TEL.

Representative Director, President & CEO

Executive Vice President
Corporate Administration Division

VP & General Manager
Human Resources, General Affairs

Japan HR leaders meeting(6 group companies in Japan)

Global HR leaders meeting(12 group companies worldwide)

1 Japan HR leaders meeting: A meeting comprising the heads and principal managers ofHR departments at Japanese Group companies
2 Global HR leaders meeting: A meeting comprising the heads and principal managers
of HR departments at worldwide Group companies

TOKYO ELECTRON Sustainability Report 201629

Our people and workplace
Realizing an engaging work environmentPrinciples on diversity
TEL operates globally through 38 subsidiary companies (at 74 locations in 16 countries and regions), withoverseas sales of semiconductor production equipment accounting for over 80% of our total sales. In thisoperating environment, TEL is making every effort to enhance our energy and creativity by ensuring thatour diverse workforce can realize its full potential regardless of gender, age, race, special needs, or religion.
As part of this endeavor, TEL is focused on establishing an inclusive working environment for people withdisabilities, and implemented a project to promote their employment in fiscal year 2016. As a result, theproportion of employees with disabilities in fiscal year 2016 was 1.96% at TEL headquarters and 1.98% at all
TEL companies in Japan.

Initiatives for work-life balance
TEL has a refreshment leave system that offers employees with 10 years or more of continuous service aspecial paid leave every five years, ranging from two weeks to one month*. The purpose is to encourage
employees to refresh their body and mind so they can fully utilize their abilities when they return to work.
In fiscal year 2016, 1,045 employees in Japan took the leave.
TEL has also enhanced our family and medical leave systems, enabling employees to navigate throughvarious life events and maintain their employment and careers.
TEL’s childcare support system in Japan allows employees to extend their leave until a child’s third birthday. Also, TEL gives guardians of children an option of taking reduced work hours until their children finish
elementary school, which goes significantly beyond the legal requirement. As a result of these measures, 42
employees (or 93% of those eligible) took childcare leave in fiscal year 2016, and 46 returned to work after
taking childcare leave during previous years. About 35% of female TEL employees in Japan are successfullybalancing work and family as working mothers.
* Employees with 10, 15, 20, and 25 years of continuous service can take a leave of two weeks, three weeks, two weeks, and one month, respectively.

Employees’ voice: On child care leave for men
When my first baby was born, I took a leave of absence to care for our child for about a month. My colleagues
were supportive by helping the transition and allowed me to go on leave with few worries.
The fact that I was taking child care leave was very reassuring for my wife as she faced the challenge of giving
birth. I was also able to spend a lot of time with my wife and our newborn, and could help with household chores.
It is great that TEL not only has a program for child care leave, but also an environment that encourages
men to take it. I recommend my male colleagues take advantage of this benefit and participate more actively
in raising their children.

Employee motivation
Highly motivated employees are essential to a workplace filled with dreams and vitality. That is why TEL
provides a wide range of HR development programs, including career building for individual employees.
The Global Engagement Survey is conducted annually for all TEL employees. The anonymous survey
results help improve the organization and ensure proper use and management of our human resources.
To improve engagement, a self-declaration questionnaire on desired career paths and reassignment isprovided to all employees once a year. Private consultation is offered to those who request it.
In addition, each year TEL presents the Employee Excellence Award. The award recognizes employees
who have achieved outstanding results during the year, based on nominations by respective departments.
In fiscal year 2016, 17 TEL employees both in Japan and abroad received the honor.

30TOKYO ELECTRON Sustainability Report 2016

Toyohiro Kamada
Development Department 1,Tokyo Electron Tohoku Limited

Human resource development
TEL UNIVERSITY
To enhance its HR development and organizational capabilities, TEL has established a corporate educational
institution called TEL UNIVERSITY. Its curriculum includes courses that provide world-class knowledge andskills, training programs for next-generation leaders, and courses for developing managerial and organizational capabilities.

Example of programs
hosted by TEL UNIVERSITY
Number of participants byprogram for fiscal year 2016
English conversation classes
2,775 in total

Main activities in fiscal year 2016
In fiscal year 2016, a number of on-demand programs for learning English were introduced for employees
whose work involves global interactions. Examples include: consultations in work-related practical English,
team-based classes in English, self-paced online courses, and a learning method seminar. In addition to language courses, support for e-learning and correspondence courses on other subjects was also made available.
The TEL University also organized workshops by TEL’s experts in specialized technologies, and training for
new employees was enhanced by taking full advantage of internal skills and talents. A joint group training
course for young employees offered an opportunity to reflect on their current work and to take their careers to the next level.
Life design seminars were offered for employees who were aged 51 or over as they neared retirement.
The program used concrete examples and Q&A sessions to show what preparations were needed before
the retirement is reached, helping the participants to clear up any doubts and worries they may have on
the subject.

Support for self-learning
language study
440
Workshop for engineers
183
Semiconductor seminars(12 classes)

141

Training for young employees
215
Life design seminars
276

Improving employee health and work environment
Initiatives based on wellness declarations
TEL places the highest priority on the health and safety of its employees, and issued a wellness declarationin February 2012. Based on this declaration, TEL is conducting a number of ongoing wellness promotion
programs, including walking events, healthy food choice initiatives for company cafeterias, and body composition measurement sessions.
Other ongoing initiatives for workplace wellness promotion include health help desks, supported by doctors, and regular counseling services supported by clinical psychologists.
In fiscal year 2016, various events were organized according to the specific needs of each location. Of
these, a nutrition seminar held for employees in the Akasaka area (Japan headquarters) was particularly wellreceived, as it helped them to understand the importance of improving their diet.
Introduction of stress checks
Effective December 2015, Japanese companies were mandated by law to offer stress checks to employees.
This involves testing the employees’ stress levels regularly and informing the employees of the results toraise their stress awareness. The goal is to reduce mental health risks and improve working conditions
through analysis of aggregate results. TEL is planning to implement the first stress check in July 2016, and iscurrently preparing the implementation plan, methods, and manuals.

Long Term Disability insurance coverage
In fiscal year 2016, TEL started providing Group Long Term Disability (GLTD) insurance coverage to companies in Japan. Under this plan,workers who become unable to work due to illness or injury can receive partial income replacement benefits, allowing them to focus on
recovery.
All TEL employees, excluding part-time and temporary workers, are covered in this plan. It includes both standard coverage, paid for byTEL, that provides 50% of the employee’s standard monthly remuneration to qualified employees, and optional coverage that provides
additional monthly benefits of 10% to 30% of standard monthly remuneration that can be purchased by individual employees.

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