Working Together with Employees
Our approach to personnel affairs
Business growth requires that each employee, as the core of
the company, have creativity, a positive attitude, flexibility,enthusiasm and a sense of responsibility. The TEL Group seeks
to be a corporation where a diverse range of employees canwork to their full potential.

Personnel Policy
1. Respect for Human Rights
We respect the character and individuality of each person and strive to create
work environments without any infringement of human rights.

%JWFSTF8PSLGPSDF
We strive to respect and understand differences in values arising fromgender, nationality, age, race, creed, religion and other attributes and to be acorporation where a diverse range of employees can work to their full potential.

3. Human Resource Development
We believe that each employee is the source of value creation and support thedevelopment of skills by employees.

*OJUJBUJWFTGPSXPSLMJGFCBMBODF
The TEL Group has enhanced systems that help employees
continue to pursue their careers through various life events,
such as systems for balancing work and childcare.
Tokyo Electron, for example, has enhanced its childcare
support system, giving parents of children of elementary school
age or younger the option to work shorter hours. In contrast, theshorter working hour system required by Japanese law targets
parents raising children under the age of three.
Outside Japan, we implement a range of measures to improve
work-life balance in compliance with local laws and requirements.
t$IJMEDBSFTVQQPSUTZTUFN· Childcare leave · Shorter working hours for parents
t/VSTJOHDBSFMFBWFTZTUFN
Users of shorter working hour system for childcare (Japan)(Persons)

100

4. Employee Assessment and Treatment
We provide opportunities to those employees with the enthusiasm for personal
growth and engage in fair evaluation of skills and employee treatment so that
employees with significant results can be rewarded.

5065
34

5. Occupational Safety and Health
We place the highest priority on ensuring the safety and health of employees
and maintain environments such that employees can work safely at ourworkplaces and local residents feel a sense of reassurance.

8PSL-JGF#BMBODFWe implement measures to enable employees to achieve a good work-life balance.

What we do to create a workplaceenvironment that is comfortable for all
Empowering employees to reach their full potential
The TEL Group has put in place systems that support employees
in their career development and help create a workplaceenvironment that promotes job satisfaction.
t0VUTUBOEJOHFNQMPZFFBXBSEt0QFOKPCQPTUJOHTZTUFNt&NQMPZFFTVSWFZ
t&NQMPZFFTPQJOJPOTVSWFZ

8575475002011
Statutory system2012

2013Improving the workplace environment and employee health
Placing the highest priority on the safety and health of its
employees, the TEL Group is making a Group-wide effort toprovide various supports.
t.FOUBMIFBMUIFEVDBUJPOt)BSBTTNFOUQSFWFOUJPOFEVDBUJPOt*TTVJOHBHSPVQXJEFIFBMUIEFDMBSBUJPOt4FSWJOHIFBMUIZNFBMTBUDPNQBOZDBGFUFSJBTInitiatives for globalization and workforce diversification
The TEL Group does business around the world. In fact,overseas sales account for 76% of the Group’s total sales andabout 33% of Group employees work outside Japan (as ofMarch 2013). In line with this shift toward globalization, evenGroup companies within Japan are aggressively working todevelop diverse workforces and have set a target of 20% of newhires to be recruited from among foreign nationals.

Balancing work and childcare
Last year, I returned to work after taking childcare leave. At the time, I was concerned that I might
not be able to balance work with raising my first child. Fortunately, my child has gotten used to theday care center and I am now able to work as I used to. I am thankful for the support of my family
but above all I feel so grateful to my colleagues for their cooperation and understanding of my use of
the childcare system. I’m living proof that Tokyo Electron provides its employees with an environment
in which we can not only envision our career path but also make it a reality while at the same time
fulfilling our family obligations even after returning to work.
16(FY)TEL system

Noriko Shimomura
Taiwan/Asia Sales DivisionTokyo Electron Ltd.

leadership development program for next-generation leaders
and a management and organizational training program. Goingforward, TEL UNIVERSITY will continue to contribute to thegrowth of the TEL Group by developing competent professionals.

8PSLMPDBUJPOPG(SPVQFNQMPZFFT(Persons)

15,00010,000

4,015

2,435

2,680

7,908

8,004

8,186

End of March 2011

End of March 2012

End of March 2013

5,000

Professional capability development programThis program is designed tohelp employees in various jobs
acquire professional knowledge
and expertise in the Group’s coretechnologies and common basictechnologies.
Professional capability

0Employees working in Japan

Employees working outside Japan

Foreign nationals as percentage of new hires (in Japan)(%)
1511.3development program

104.0

51.00
2011

2012

2013

(FY)

Basic policy on human resource development

TEL UNIVERSITY
With the goal of enhancing its human resources from a medium
to long-term perspective and improving the capabilities of theorganization overall, the TEL Group has established an internal
education institution, TEL UNIVERSITY.
TEL UNIVERSITY courses include a program that provides
individual employees with world-class knowledge and skills, adevelopment program

/FYUHFOFSBUJPOMFBEFSTEFWFMPQNFOUQSPHSBN
This program provides participants with opportunities to engage
in dialogue with TEL Group executives and acquire knowledge
from experts in various fields with the goal of encouraging
participants to establish their own decision-making criteria.

SOCIETY

The TEL Group is making continued efforts for employee
education and training while encouraging and supporting
employees’ proactive approaches toward learning in line with its
basic human resource development policy, which consists of thefollowing three principles:
1. Self-motivation and a sense of responsibility are thebasic requirements for developing the talents of employees.
2. The workplace must support employee development.
3. The company must provide employees with opportunities
and incentives to learn and must build the necessary
platform or framework.

Organizational capability development program
Targeting group leaders in chargeof their respective workplaces,
this program intends to develop
management capabilities
required for the job and enhanceorganizational capabilities.
Organizational capability

Global communication program
Aiming to improve employees’ English communication skills, thisprogram offers classes by foreign teachers (six-month course of22 classes).
Number of participants by program(Persons)
FY2013

Total participantsin past 3 years

Professional capability development program

529

2,762

Organizational capability development program

99

175

/FYUHFOFSBUJPOMFBEFSTEFWFMPQNFOUQSPHSBN

4596

Global communication program

539

1,821

0WFSWJFXPG5&-6/*7&34*5:

Learn about
Tokyo Electron
Executives

Introduction

Becomeprofessional

Enhance organizational
capability

Undertake corporatemanagement

Learn about
the world

Utilize technical knowledge gained

Practice “LearningOrganization”

Develop a mind forcorporate top management

Learn language skills· MOT*· Workshops· Hatamura-juku· Project management

Leaders· Introduction for mid-career
recruitsMid-career
employees

Learn technical knowledge· Technical lecture· Semiconductor· Core technologies· Common basic technologies

Introduction

New/junioremployees
Glossary· Introduction for newemployees· Organizational capability
development program

Learn management skills· New group leader
development program· Basics of management· Top management training· Next-generation topmanagement program· Pre-next-generation topmanagement program· GTEC score improvement
program· English learning program· Other languages

Understand different cultures

Learn basic knowledge· Basics of work
· Follow-up training· Baseline education· Basic technologies· Understanding differentcultures* MOT: Management of Technology17