Human Resource

Approach to Human Resource management

We believe that our corporate growth are enabled by people, and our employees we create and fulfill company values. Based on this approach, we practice motivation-oriented management. We actively invest in our employees and implement a variety of measures while also providing many opportunities for employees to challenge themselves to achieve high-level goals by making the most of their individual potential.

These initiatives have led to continuous improvement of employee engagement scores and the maintenance of high retention rates. This has also helped us earn the trust of our customers by ensuring reliable technology.

Our global uniform human resource platform discloses information such as job duties and career opportunities to all employees. Through this, we are implementing autonomous career development and visualizing career paths.

In addition, to promote career development, we are investing in capability development through TEL UNIVERSITY*. Furthermore, we differentiate employee evaluations based on Company performance as well as employee’s individual responsibilities and contributions to the Company. Through this, we achieve fair and competitive global level compensation while striving to attract and retain the best human resources.

* TEL UNIVERSITY: Refer to Human Resource Concept at TEL UNIVERSITY An in-house education platform that helps employees independently build their careers and
 realize their personal goals for their growth and development

  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

Improving employee engagement is essential to maximize corporate performance and achieve sustainable growth. Recognizing that employees 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, we make improvements to foster a better workplace environment and culture by increasing opportunities for dialogue between management and employees as well as continuously communicating messages that emphasize safety, quality, and compliance. These initiatives resulted in an increase in the overall employee engagement score of 12 points from fiscal year 2016 to fiscal year 2021. In addition, the retention rate* in fiscal year 2022 was 96%, a high level even on a global scale.

* Retention rate is calculated using data on turnover rate.

Regular engagement survey process

We will continue these initiatives, such as clarifying career paths and improving operational efficiency through digital transformation, since we believe that improving employee engagement is important to providing increase value to our stakeholders.

Diversity and Inclusion

Diversity and Inclusion System and Initiatives

At Tokyo Electron, diversity and inclusion are management pillars that lead to the continuous generation of innovation and increased corporate value. We are actively promoting them with the strong commitment of our management. We have taken on gender, nationality and generation as major themes and set the following goals based on the characteristics of each region. We are implementing various initiatives at each Group company.

  • In terms of succession planning, we conduct a diversity-conscious talent pipeline (plan for developing human resources), and are implementing initiatives to achieve the goal of increasing the ratio of female in management*¹ to 8.0% globally and 5.0% in Japan by fiscal year 2027
    (as of March 31, 2022: globally 5.5% and in Japan 2.6%)

  • Taking into consideration that many of our employees are engineers, we actively invest in the use of recruiters and branding to hire female engineers at a level that is equal to or greater than the general ratio of female engineers*² in each region

  • 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 “Diversity and Inclusion Day” and other events with internal promotion leaders and external experts, create networking opportunities for employees with similar characteristics and experience, and hold roundtable discussions regarding careers before and after taking maternity/paternity leave and childcare leave
  *1 Include experts in the number of managers
  *2 The ratio of females majoring in science or engineering

Diversity and Inclusion Day

Diversity and Inclusion Day

Diversity and Inclusion Day, an online event with simultaneous streaming for Group companies worldwide, was held in February 2022.

In his opening speech, the CEO stated “We need to incorporate all wisdom and diverse ideas to maximize the growth potential of the entire Group. In order to do this, it is essential to promote diversity and inclusion.” In addition, members from the U.S. including the president of Tokyo Electron America spoke about the importance of diversity and inclusion at a talk session. From Japan, two outside directors participated in a panel discussion regarding the roles of the Company in a rapidly changing global society. Through this event, the importance of embracing and making the most of diversity was once again confirmed.

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 Group. The second event was held online for global employees to attend.
We aim to further promote D&I throughout the 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 (%)*






* 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)

FY2020 FY2021 FY2022
Tokyo Electron Group’s mid-career recruitment ratio for regular employees* 33.3% 37.5% 65.2%

* In the Tokyo Electron Group, all new graduate recruitment is done by headquarters. Mid-career recruitment is done by each of the 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

We seek 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.

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 15,634 employees are working at Tokyo Electron, which operates worldwide. We believe that each of them maintaining a high level of engagement and demonstrating their full potential will lead directly to our growth as a company.

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 at each site, we are striving to build mutual trust between the organization and individuals. Furthermore, to realize 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 on to 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

We are making continued efforts for employee education and training while encouraging and supporting employees' proactive approaches toward learning in line with our 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

We operate in 77 sites in 18 countries and regions. We believe it is important for human resources with different cultural backgrounds, experiences and attributes to share values and work together as one toward value creation.

In addition to implementing a common global job-based human resource system (GTC: Global TEL Careerpaths) and this system, we are also focusing on global human resource management to promote career advancement under a common platform without biases against any country or the Group companies affiliation. This allows us to respond to changes in business environments and allocate resources in an agile and optimal manner.

Human Resource Development Concept at TEL UNIVERSITY

Karuizawa Training Center

We have 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 create a foundation that enables the organization and individuals to trust each other and grow by standing shoulder to shoulder with each employee and supporting their self-growth and fruitful career development throughout their working life.

In order to realize our Vision of “A company filled with dreams and vitality that contributes to technological innovation in semiconductors,” we are focusing on the development of human resources who are essential to our development and promoting the following initiatives.

Provision of Global and On-demand Learning Opportunities

Since each employee’s growth is different, we are implementing on-demand education* that allows employees to learn when they want according to their own needs. In addition to group training, we are proactively utilizing e-learning programs and providing a common platform from learning from any location in the world.

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

Support for Career Development

We are expanding our education programs to help employees quickly acquire basic skills. We also provide information and tools so that employees can gain a more concrete image of their own learning, experience and career development.

Leader Programs

In order to nurture the next generation of leaders to support our future, we identify and systematically nurture staff to take on the role of realizing medium- to long-term corporate value enhancement. We provide next-generation management candidates with opportunities to build networks through participation in events such as external training, to develop a broader perspective, and to receive 360-degree feedback*¹. In addition, management, including outside directors, conduct systematic assignment considerations and reviews.

Corporate Education System (TEL UNIVERSITY)

*1 360-degree feedback: Process for collecting feedback from the subordinates, peers and supervisors of employees, as well as self-evaluations by the employees themselves
*2 OJT: On the job training

Work-life Balance

Work-life Balance Concept and Systems

We believe 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

We have established a work system that enables highly flexible work styles that respond to lifestyles and social situations, such as the introduction of a flextime system and teleworking to help employees achieve a better work-life balance.

In addition, we have created a new workplace by expanding and renovating the office space at the headquarters in order to realize more productive work styles. We have created an office environment tailored to each activity, including focus booths for immersing oneself in work by blocking out surrounding lines of sight and sound, spaces dedicated to communication and spaces suitable for online meetings, in order to improve employee productivity and creativity.

Leave System

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

Since fiscal year 2019, we have set an annual sustainability goal of 70% annual paid leave use and have been conducting promotional activities for 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 2022, the leave use rates were 64.6% in Japan and 73.1% overseas.

Refreshment leave system aims to provide refreshment for employees and thereby boost their motivation to work, granting special (paid) leave from two weeks to one month per five years of service to employees who have worked for more than 10 years. This is our unique leave system, and in fiscal year 2022, 512 employees in Japan and 846 employees overseas took this leave.

In addition to the system made available by existing laws, we have an independently built system 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. Regarding 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 have established our own childcare support leave and nursing care leave to support a better balance between work and childcare/nursing care.

Childcare and Nursing Systems・Employee Life Support

Childcare and Nursing Systems

We respect 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

We are 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