Social Report
Relationship withEmployees

We are striving to create a work environment that values employees’
enthusiasm, autonomy and willingness to take on challenges andenables them to reach their full potential.

• Basic concept of the Tokyo Electron Group’s Human Resource (HR) management system
In pursuit of our vision of becoming an energetic, dynamic and creative

is to fairly evaluate employees’ total job performance based on the followingcompany, the Tokyo Electron Group’s HR management system is designed

three criteria: 1 individual role (mission), 2 scope of abilities requiredto help each employee achieve self-development and to contribute to theat each step of a process (competency), and 3 results achieved

greater dynamism of the organization. Our evaluation system does notaccording to role (performance). The competency factor in 2 is used

simply focus on results but also emphasizes the process leading up to them,not only for evaluation and assessment purposes but also as a guideline

including, in particular, the efforts made and the level of skills demonstrated

for each employee to improve their skills and for the Group to determine

by individual employees in achieving the results. The purpose of this systemcapability development targets for each employee.

Basic concept of the Tokyo Electron Group’s HR management system

MissionCompetency

Performance

Employee

Understand his/her individual/organization’s role.

Develop professional skills.

Capitalize on his/her skills to achieve his/herindividual/organization’s goals.

Company

Clarify and convey the company’s philosophy
and goals.

Provide all employees with opportunities todevelop their career and skills as required toachieve their individual/organization’s goals.

Point-addition scoring method
Ensure fair distribution of remuneration.

• Career development support

order to perform world-class work,” we promote employee health

The Tokyo Electron Group provides a variety of support to its

management through Group-wide efforts.

employees in response to their different career ambitions.

2 Childcare support program

1 Self-Declaration

We support a balance between work and childcare by offering a

Employees can communicate their preferred career path and submit

range of childcare support including childcare leave, childcare

other work-related requests by filling out a dedicated form. An

support working hours, nursing leave, and childcare support leave. In

interview is held and necessary arrangements are made as needed.

fiscal 2012, a total of 76 employees took childcare leave.

2 Open Job Posting System

3 Anniversary time off

Employees can apply at their own volition to join new projects or

Employees can take two weeks to one month of leave when theirprojects with a high degree of urgency. By widely recruiting eager

term of service has reached 10, 15, 20 or 25 years.

and aspiring employees from within the Group and giving them

4 Employee education

additional opportunities to develop their career, this system proves

We are also taking active steps to prevent on-the-job mental healtheffective in adding a greater level of dynamism to the organization, as

problems and continuously improve the work environment by

well as in promoting projects.

providing education on mental health and harassment.

3 Outstanding Employee Award
This award is presented to young and mid-career employees who
have actively undertaken challenges at the frontline of business andEnjoying both work and family!

produced great results for the Group. In addition to giving recognition

Tokyo Electron offers a range of childcare

to outstanding employees, the award is also intended to communicate

support and both managers and employees

the impressive performance of the award-winners to all employees as

are supportive about childcare. I was worried

a way of increasing motivation throughout the Group.

• Creating a comfortable work environment
We have introduced various employee support measures as part ofour efforts to create a comfortable work environment.

about returning to work after taking childcare
leave, but my boss and colleagues welcomedand supported me warmly, and this helpedme quickly regain my normal pace of work.
Although my child is already in elementary
school, I can still use the childcare support
working hours and other systems to attend

1 Health Declaration

school events and PTA activities as often

We announced our Health Declaration in February 2012. Basedas I’m able. To fulfill my responsibilities

on our firm belief that “the healthy growth of the Group can beachieved only through its human resources” and our “employees arevaluable assets and they must be mentally and physically healthy in28

Yumiko Takai
General Affairs Department
Tokyo Electron Limited

concerning both work and childcare, I need to maintain a good balance
between them. I think Tokyo Electron’s childcare support program is welldesigned to fit our lifestyles and allows us to keep the balance.

• Respect for individuals

Successful human resource development requires employees that areenthusiastic about learning, superiors and colleagues who support employee

The Code of Ethics of the Tokyo Electron Group prohibits any act ofharassment, discrimination based on gender, nationality, age, race, creed,religion, and others, forced labor, and child labor. By strictly observing thisCode of Ethics, we make utmost efforts to create a work environment thatis free from discrimination and comfortable for everyone.

growth, and a corporate culture that fosters employee enthusiasm and development. By actively learning at TEL UNIVERSITY and applying what they havelearned to their tasks and in their workplaces, employees can not only achieve individual growth but also help promote the growth of the organization as a whole.
Going forward, TEL UNIVERSITY will continue to contribute to thegrowth of the Tokyo Electron Group by developing competent professionals.

Based on the belief that our “employees are valuable assets,” the1 Organizational capability development program

Tokyo Electron Group encourages and supports employees’ proactive

Managers learn how to share their future vision—a picture of theapproaches toward learning by establishing the following three principles:organization/team they want to realize—with their staff in the

1 The workplace must support employee development.

workplace as well as how to implement that vision while promoting the2 Self-motivation and a sense of responsibility are the basic

growth of each staff member. This helps them to further increase therequirements for employees to develop their talents and careers.
3 The company must build a platform or framework that provides
employees with the opportunity and motivation to learn.

strength of their organization/team, even amid challenging conditions.
Training under this program is provided four times a year. In fiscal 2012, a
total of 76 managers took part in thetraining. The training takes the form

continuously. In line with this belief, we are working to enhance ourof action learning, under which eachmanagement organization and maintain our educational budget.

manager is encouraged to pursue his• TEL UNIVERSITY

or her own future vision concerning

With the aim of providing employees with opportunities for continued

during the training through repeatedlearning and thereby enhancing the capabilities of both individual

practice in the actual workplace.

MANAGEMENT REPORTWe also believe that education and training only succeed when implemented

their organization/team discussed
Organizational capability
development program

employees and the organization overall, the Tokyo Electron Group has
established an internal educational institution. TEL UNIVERSITY is intended

2 Professional capability development program

to provide employees with opportunities to obtain the knowledge and skills

TEL UNIVERSITY also offers professional education for employees in various jobs,

necessary to perform world-class work and build their management andwith a particular emphasis on the semiconductor and other technical fields.
Regarding semiconductors, we provide a technical course targeted atAs part of its curriculum to develop the leaders of tomorrow, TEL

engineers along with a more basic course that provides employees whoUNIVERSITY teaches employees about management philosophy grounded

are not directly involved in semiconductor production technologies with anin ideals along with how to cultivate a broad perspective and deep

easy-to-follow introduction to semiconductors.

psychological insights, as well as general strategic abilities. ThroughIn technical seminars, Tokyo Electron’s internal experts in various fields

dialogue with the Group’s own executives and experts from various fields,

give seminars on their area of specialization based on the company’s actual

the training program also seeks to encourage employees to establish theirproducts. This facilitates the sharing

own values on which they can base their decision-making.

of practical knowledge that can beused by engineers at each site.
Many employees took part in theown vision and reflect on what actions to take today to make it a reality,

program in fiscal 2012, with 290 em-

with other participants providing input and feedback.

ployees participating in the semicon-

The Group’s executives also attend TEL UNIVERSITY courses andtake part in lively discussions with employees.

ductor courses and 413 employees
attending the technical seminars.

Professional capability development
program

Overview of TEL UNIVERSITY
Learn about Tokyo Electron
Executives

Introduction• MOT *
• Project management

Leaders
Mid-career
employees• Introduction for mid-career
recruits

Introduction
New/youngemployees

Increase organizational
capability
Action learning toward
Utilize technical knowledge
future organizational vision
gainedBecome professional• Introduction for newemployees•O rganizational capabilitydevelopment program

Gain technical knowledge

Learn management skills• Technical lecture• Semiconductor• Core technologies• C ommon basic technologies•N ew group leader
development program• Basics of management

Undertake corporate
management
Become next-generation
top management• Top management training• N ext-generation top
management program• P re-next-generation top
management program• B asics of corporate
management

Learn about the world
Gain language skills• E nglish learning program• O ther languages

Get to know other cultures• U nderstanding differentcultures

Gain basic knowledge• Basics of work
• Baseline education• Basic technologies* MOT: Management of Technology
29SOCIAL REPORTWe also offer a training program for group leaders in charge of theirrespective workplaces. During this program, group leaders express their

EHS REPORT

organizational capabilities as well as to develop the leaders of tomorrow.

HIGHLIGHT• Basic policy on human resource development