Human Resource

Approach to Human Resource management

For Tokyo Electron, corporate growth is about people. Employees are a foundation for creating value. Our aim is for both the company and employees to grow together by engaging each employee at work and linking this to increased productivity for the company as a whole. Specifically, we are taking initiatives focused on: (1) improving employee development and engagement, such as through promoting support for career development, encouraging them to stretch themselves and providing opportunities for skill and leadership development, (2) improving productivity through developing the workplace environment, such as by using IT for better operational efficiency and promoting smart work and (3) attracting outstanding talent such as through employer branding, strengthening partnerships with universities and labs and promoting internships, including international ones. To expand these initiatives effectively, human resources function has deployed a team supporting business on a global level.

  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.

  2. Diverse Workforce

    We strive to respect and understand differences in values arising from gender, nationality, age, race, creed, religion, and other attributes and to be a corporation 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 the development of skills by employees.

  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.

  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 our workplaces and local residents feel a sense of reassurance.

  6. Work-Life Balance

    We implement measures to enable employees to achieve a good work-life balance.

TEL maximizes its corporate value by maintaining an open and dynamic organization that enables all employees to apply their abilities to the fullest extent. TEL is also optimally structured to be flexible and respond quickly to any changes in the operating environment.

The HR (human resources) departments at the head office and in the various TEL companies work closely together on personnel issues, convening the Japan HR leaders meeting*1 every month and Global HR leaders meeting*2 twice a year in principle. These meetings serve as the forum for sharing corporate missions, setting goals, communicating activities, and discussing key issues. Under this management framework, our HR departments identify risks from an organization-wide perspective and make sure appropriate measures are implemented throughout TEL.

*1 Japan HR leaders meeting: A meeting comprising the heads and principal managers of HR 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

Employee Engagement

Continues Implementation of Engagement Surveys

Improving employee engagement is essential to maximize corporate performance and achieve sustainable growth. Recognizing that employee both create and fulfill company values for us, we have been regularly conducting engagement surveys since fiscal year 2016 to assess the current state of employee engagement and identify issues. Based on the results of the surveys, our management takes the lead in making improvements to foster a better workplace environment and culture. These initiatives resulted in an increase in the employee engagement score of 12 points from fiscal year 2016 to fiscal year 2021 and a turnover rate of 2.5%. We plan to continue these initiatives since we believe that improving employee engagement leads to providing increased value to our stakeholders.

Diversity and Inclusion

Approach to Diversity and Inclusion (D&I)

At Tokyo Electron, diversity and inclusion are management pillars that lead to the continuous generation of innovation and increased corporate value. We are actively pursuing them with the strong commitment of our management. Although the areas of emphasis for diversity and inclusion vary by country, we have taken on gender and nationality as major themes and put the following goals and initiatives in place based on the characteristics of each region.

  • In terms of succession planning, we conduct a diversity-conscious talent pipeline (plan for developing human resources) and strive to increase the ratio of women in management positions
  • Taking into consideration that many of our employees are engineers, we actively invest in the use of recruiters and branding to hire women at a level that is equal to or greater than the ratio of women in each region (or the ratio of women majoring in science and engineering in the case of engineers)
  • We create an organizational structure where even those from outside of Japan can take on corporate roles through the use of technology and shared global human resources systems
  • We organize events such as talks on diversity and inclusion from internal and external experts and leaders, generate networking opportunities for employees with similar characteristics and experience, and hold roundtable discussions regarding careers before and after taking maternity/paternity leave and child care leave

Diversity and Inclusion Talk Event

To realize a workplace where diverse employees have a better understanding of each other and can play an active role, we have been implementing awareness activities globally. In January 2020, we held a D&I Talk event at our headquarters in Akasaka. The event included guest speakers and a panel discussion, and was well attended by employees.
The event was streamed live to business sites in Japan and overseas in an effort to raise awareness for D&I among all employees in the TEL group. The second event was held online for global employees to attend.
TEL aims to further promote D & I throughout the TEL Group.

Initiatives at Group companies in Japan

Disclosure of information about women in leadership roles

FY2017 FY2018 FY2019 FY2020 FY2021
Men Women Men Women Men Women Men Women Men Women
Average service years 17 yrs.
4 mos.
15 yrs.
5 mos.
17 yrs.
4 mos.
15 yrs.
7 mos.
17 yrs.
5 mos.
15 yrs.
8 mos.
17 yrs.
5 mos.
15 yrs.
11 mos.
17 yrs.
7 mos.
15 yrs.
110 mos.
17 yrs.1 mos. 17 yrs.1 mos. 17 yrs.2 mos. 17 yrs.2 mos. 17 yrs.4 mos.
Use of annual paid leave(%) 64.1 64.3 67.2 72.6 62.5

* Group companies in Japan

Disclosure of the mid-career recruitment ratio in accordance with the Labor Measures Comprehensive Promotion Act.(Disclosure date: December 1st , 2021)

FY2019 FY2020 FY2021
Tokyo Electron Group’s Mid-career recruitment ratio for regular employees * 51.7% 33.3% 37.5%

* In the Tokyo Electron Group, all new graduate recruitment is done by headquarters. Mid-career recruitment is done by the individual group companies.

Diversity Activities

Employee Resource Group “DRIVE”

DRIVE is a working group comprising engineers who gather from sites located all over Japan under the vision “To aim to be a company where anyone can play an active role and generate high added value and profits.” Members share opinions and actively conduct activities based on the activity policy of creating opportunities to know about diversity and inclusion (D&I), listening to various ways of thinking transcending site boundaries, and developing proposals on creating workplaces where anyone can play an active role.

Activity Report

So far, as opportunities to learn about D&I, we have conducted regular workshops by members and invited external lecturers to give lectures on themes such as promoting women’s participation and awareness of unconscious bias. In fiscal year 2021, we conducted an online forum to share problems and concerns about nursing care and a LEGO® SERIOUS PLAY® workshop where employees learn about D&I while using LEGO blocks. Approximately 50 employees participated in these events. Through these activities, employees were able to think deeply and share their awareness about the differences and diversity in their ways of thinking and positions. Going forward, together with creating opportunities for mutual interaction and learning about diverse values through repeated dialogues between employees, we will promote activities that allows such initiatives to lead to the driving force that generates high added value and profits.

Active Involvement of Diverse Human Resources

Tokyo Electron(TEL) seeks to be a corporation where a diverse range of employees can work to their full potential. By developing a workplace where anyone, irrespective of gender, nationality, age, background or ability, can work easily and feel motivated, TEL will promote creation of an environment where the diversity of talent leads to greater competitiveness.
Furthermore, TEL have established an inclusive working environment for people with disabilities. People with disabilities account for 2.43% of employees at TEL headquarters and 2.3% of employees in Japan operations overall. *

* As of March 31, 2021

Employee voices | Active Involvement of Employees with Various Nationalities

In 2018 I relocated to Japan and joined Tokyo Electron FE as Co-Leader of the Global FE(Field Engineer) Training Operations Center. Many things have changed in TEL since my first business trip to Japan in 1994. Technology now makes it easy to communicate and navigate in a country where the language and culture are so different from my own. I often use the translation technology that TEL has integrated into the work environment to enhance communication with co-workers in Japan and abroad. As a member of Global FE Training Operations Center and the Global Service Solutions Committee, I collaborate with training and service leaders from all over the world. I’ve been fortunate to experience TEL’s unique culture, which for me is about a team of people who are friendly, helpful, dedicated to quality and focused on building and maintaining good relationships.
For relocating my home and start working in Japan, I have experienced the respect, encouragement, and strong support of my co-workers. I was able to quickly adapt to the office working style and effectively perform my job. I feel included in the team and the experience has been very enjoyable in a comfortable work environment where everyone can work effectively.

GLOBAL FE TRAINING OPERATION CENTER
Expert
Mccloud, Ethan

Employee voices | Active Involvement of Employees with Disabilities

After joining the company mid-career, I currently work in the management of the Compliance Policy & Program Group of the Compliance Department. Workplaces not only take measures reasonably to ensure accessibility depending on the type and degree of disability (such as barrier-free designs and permitting commuting to work by car) but also nurture an organizational culture that allows individuals to freely apply themselves without reservation or hesitation even if they have disabilities. Because the environment allows us to see disabilities as positive individual characteristics, I strongly feel that I am able to apply my skills. Going forward, I hope to utilize my strong specialty to bravely undertake new and difficult issues.

Masashi Tamura
Group leader
Compliance Policy & Program Group, Compliance Department

TEL Values

Systems and Initiatives for TEL Values

A total of 14,479 employees are working at the 76 Tokyo Electron sites located in 18 countries and regions of the world, and we believe that each of them maintaining a high level of engagement and demonstrating their full potential will lead directly to our company’s growth. By sharing with our employees the direction toward which management is aiming and providing platforms for direct dialogue through the employee meetings and discussions held every year at each site, we are striving to build mutual trust between the organization and individuals. Furthermore, to practice our Corporate Philosophy, we established TEL Values, which delineate Tokyo Electron’s values, the mindset that each employee must possess, and the codes of conduct to be passed onto the future. The TEL Values—pride, challenge, ownership, teamwork, and awareness—are being put into practice by our employees all over the world.

Human Resource Development

Principles of Human Resource Development

Tokyo Electron(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 the following three principles:
1. Self-motivation and a sense of responsibility are the basic requirements for developing the talents of employees.
2. The workplace supports employee development.
3. The company provides employees with opportunities and incentives to learn and must build the necessary platform or framework.

Global Human Resources System

The globally integrated human resources programs introduced in fiscal year 2018 clarify the roles and responsibilities of each employee in order to effectively support talent management. In coordination with development programs, TEL supports the career development and growth of our employees by presenting the skills required for a job in the TEL group, the knowledge they should/can acquire, and a description of expected duties at higher levels. We are also working to build workplaces where diverse individuals can flourish, by conducting talent assessments across countries and regions, realizing fair total rewards for employees, and utilizing a performance management system and a global common human resource system.

Human Resource Development Concept at TEL UNIVERSITY

TEL has established TEL UNIVERSITY as an in-house educational establishment, helping employees to independently build their careers and realize their personal goals for their growth and development. Our aim is to stand shoulder to shoulder with each employee, supporting their self-growth and fruitful career development throughout their working life, and create a foundation that enables the organization and individuals to trust each other and grow. TEL UNIVERSITY plays an important part in employees realizing TEL’s vision of being “a truly global company generating high added value and profits in the semiconductor and flat panel display industries through innovative technologies and groundbreaking proactive solutions that integrate diverse technologies.” Through the following four initiatives, we are focusing on employee growth that leads to corporate growth.

First is the provision of personalized learning opportunities. Since each employee’s growth is different, we are putting effort into the practice of on-demand education* as a mechanism that allows individuals to learn as they want, when they want and according to their own needs. In addition to group training, by proactively utilizing e-learning programs, we are providing opportunities for employees to learn from any location.

Second is support for career development. We are expanding programs designed for employees to quickly acquire basic skills according to their different levels and goals through our global human resources system. Effort is being put into providing information and tools so that employees can gain a more concrete image of their own learning, experience, and career development.

Third is leader programs. In nurturing the next generation of leaders to support TEL’s future, we are globally expanding our succession programs to identify and systematically nurture staff to take on the role of realizing medium- to long-term improvement of corporate value. Selected next generation management candidates are provided growth opportunities with an eye to the future, through participating in external training, building networks outside the company, and cultivating a broader perspective.

Fourth is the provision of global learning opportunities. For employees to acquire skills related to their duties and to gain a broader insight, we encourage them to actively participate in both internal and external seminars. Besides training, we are also considering a study abroad program for fiscal year 2021. Furthermore, we are moving to standardize our core programs on a global basis so that employees are able to learn using consistent TEL group content and guidelines regardless of whether they are in Japan or overseas.

*On-demand education: Education programs that allow employees to learn at the own convenience, anywhere, anytime

Human Resource Development System

TEL provides programs adapted to different levels and goals for employees to gain world-class knowledge and skills.
We are also providing opportunities for employees to improve their understanding and to acquire knowledge on the latest trends in TEL’s core technologies by running ongoing skill enhancement training and holding technical workshops for skills acquisition.

Corporate Education System(TEL UNIVERSITY)

*1 OJT: On the Job Training
*2 WBT: Web Based Training

Work-life Balance

Work-life Balance Concept and Systems

TEL believes that harmony between work and life for each employee produces a synergistic growth effect both of employees and the company, and we are building structures for this.

Our vision is to realize a truly global company that creates high added value and profit. We recognize that in order to achieve this, it is necessary to reduce overtime through efficient work techniques and to have mechanisms in place to evaluate the outcomes. In fiscal year 2018, we began global operation of a new unified human resources system. It clarifies the roles and responsibilities for each employee, sets appropriate targets and challenging targets, provides absolute evaluation of degree of achievement, awards performance bonuses and provides further career opportunities. We aim to encourage greater engagement by evaluating the proactiveness of employees. Furthermore, we will realize creative work styles through awareness of more efficient working, where time gained can be used for learning opportunities and can provide further benefit to our business.

Features of the new personnel system

● Rating system
The system clarifies duties (the roles and responsibilities required of the employee) supporting a global way of working

● Evaluation system
The system is designed to establish performance goals appropriate to employee level and stretch goals designed to develop the employee, and it assesses the employee based on achievement of (or contribution to) those goals

● Remuneration system
In addition to a level of remuneration that is competitive in the market, the system provides the employee with career opportunities as well as a productivity-linked bonus proportionate to their degree of achievement (contribution)

Work Styles

Tokyo Electron recommends work styles that incorporate work-life balance and continuously develops work environments to enable this. We are promoting efficient ways of working suited to our employees' lifestyles and social situations so that our employees can make the most of their work hours by utilizing a teleworking system in addition to a flextime system.

Leave System

Take-up rate of annual paid leave (overseas) 81.2%

Based on the belief that taking appropriate leave and properly managing work hours also contributes to better employee productivity, we strive to correct long work hours and aim to enhance the leave system and promote taking leave.

Since fiscal year 2019, we have set an annual target of 70% annual paid leave use and have promoted employee awareness for planned use of leave. We are also promoting regular monitoring of leave use status and urging management to improve leave use rates, ensuring that five days of compulsory annual leave are taken as required by law since April 2019. In fiscal year 2021, the leave use rates were 62.5% in Japan and 75.3% overseas, affected by COVID-19. We will continue to encourage our employees to take annual paid leave.

Our goal is to provide refreshment for employees and thereby boost their motivation to work. The system grants special (paid) leave from two weeks to one month per five years of service to employees who have worked for more than 10 years. In fiscal year 2021, 688 employees in Japan and 547 employees overseas took refreshment leave.

In addition, to the system made available by existing laws, we are independently building a substantial framework that allows employees to adopt a flexible approach to work that accords with diverse life events such as raising children or caring for family members. With regard to the situation in Japan, we have acknowledged the maximum extension of the childcare leave period to the day a child reaches three years of age, as well as expanding our provision of a reduced working-hours program for childcare to include employees rearing children as far as graduation from elementary school. In addition to nationally mandated leave to care for a sick or injured child, we enhance our support system by establishing our own childcare leave, nursing care leave, etc.

Childcare and Nursing Systems・Employee Life Support

Childcare and Nursing Systems

TEL respects the various lifestyles of its employees and is investing effort into providing an environment where each employee can thrive. In addition, to the system made available by existing laws, we are independently building a substantial framework that allows employees to adopt a flexible approach to work that accords with diverse life events such as raising children or caring for family members.

With regard to the situation in Japan, we have acknowledged the maximum extension of the childcare leave period to the day a child reaches three years of age, as well as expanding our provision of a reduced working hours program for childcare to include employees rearing children as far as graduation from elementary school. In addition to leave to care for a sick or injured child, we are enriching the provision of support through establishment of our own childcare leave, etc. As a result, currently in Japan, 42% of female TEL employees are working mothers. To further our support for the compatibility of work, and nursing care, nursing care leave on full pay is available for up to five days. We are advancing improvement of the system, for instance, by allowing nursing care leave to be taken up to three times per person requiring nursing care for a one year in total.

System Overview Eligible employees Notes
Relief for commuting difficulties Allows work start times and finishing times to be moved forward or back by a maximum of one hour each day Pregnant female employees who are under instruction from their doctor As per the legal requirement
Childcare leave (1) Allows leave to be taken up until a requested date but no later than the end of April after the child turns 18 months of age (2) If the child cannot gain admission into a nursery school, leave may be extended from the end of April after the child turns 18 months of age until the child turns three years of age (i.e. the day before their third birthday) Employees with a child who will be less than 18 months of age at the end of the following April More than the legal requirement (up to a maximum of three years of age)
Childcare time Allows an employee to request time to care for their infant for two 30-minute periods per day, in addition to prescribed rest periods (treated as paid leave) Female employees with an infant under one year of age More than the legal requirement (paid component)
Flextime for childcare and nursing care Allows work start times and finishing times to be moved forward or back by a maximum of 90 minutes per day Employees with a child who has not graduated elementary school, or who are caring for a family member requiring nursing care More than the legal requirement (up until the child finishes elementary school)
Leave to care for a sick/injured child Allows leave to be taken for up to a maximum of five days for employees with one child, and 10 days for employees with two or more children, per business year (up to five days treated as paid leave) Employees with a child not old enough to commence elementary school More than the legal requirement (paid component)
Childcare support leave Special leave to care for a child for up to a maximum of five days per business year(unpaid) Employees with a child not old enough to commence junior high school Unique system
Short nursing care leave Allows leave to be taken for up to a maximum of five days for employees with one family member requiring nursing care, and 10 days for employees with two or more family members requiring nursing care, per business year (up to five days treated as paid leave) Employees with a family member requiring nursing care More than the legal requirement (paid component)
Extended nursing care leave Allows an extended period of leave to be taken for up to three times per person requiring care, up to a maximum of one year in aggregate Employees with a family member requiring nursing care More than the legal requirement (up to one year of leave)

Employee Life Support

TEL is enacting a diverse range of support toward achieving a workplace environment where employees can work energetically while each making full use of their abilities. We present regular opportunities for employees aged 50 or over to attend seminars providing necessary information and review of financial planning, encouraging them to consider their way of working after retirement. Furthermore, we support employees’ everyday lives by offering assistance to all age groups on familiar topics such as nursing care for family members and inheritance.

Employee voices | Childcare leave for men

My eldest son was born in November 2018, and I took childcare leave for six months from June 2019. Working in sales means a life with many business trips, and I decided to take childcare leave because I wanted to play an active part in raising my son and support my wife. I also thought it could be my first and also final time to experience raising children. My supervisor respected my intention and I was able to hand over my work based on reassuring support. During childcare leave, I was close to my son as he grew each day, and I recorded things down in a childcare diary. I look forward to looking back on this precious time someday together with my family. When I returned to work, I was able to go back to the same team. I am sincerely grateful to my supervisor and colleagues. Taking childcare leave became an opportunity to learn about the importance of being involved in raising children and the difficulty of raising children, which continues without a break. At the same time, I think it also led me toward a work attitude of being further aware about improving efficiency.

Kiyohisa Motoda
CT Product Group
Field Solutions Department 1