Inherited
ULVAC-StyleULVAC’s Strategy

Message to OurReaders

About ULVACULVAC’s Vision

ULVAC’s Strategy

Corporate
Governance

Financial Data/
Corporate Information

Development of Diverse Human Resources andPromotion of Their Advancement; Cultivation ofResilient Organizations
For the ULVAC Group to achieve sustained growth, dynamic organizations must serve as a foundation enabling
diverse human resources to fulfill their potential.
We will step up our engagement in organizational and human resources development more than ever,focusing on securing and cultivating tomorrow’s leaders to strengthen the management base.

Basic Policy
Amid intensifying global competition, with overseas sales accounting for 70% of total sales, in order to achievesustainable growth of its businesses, the ULVAC Group needs to cultivate an environment where people with diverse
personalities and strengths can maintain physical and mental health, bring their differing capabilities into full play, andenhance one another’s effectiveness through friendly competition.
In the ULVAC Group, people with different backgrounds, in terms of nationality, ethnicity, philosophy, culture,
language, gender, age, and specialty, are flourishing. We respect such diversity and promote inclusion, innovating toresolve customers’ and society’s issues. By doing so, we aim to continue delivering new value that also leads to thepersonal growth of each employee.
Based on this approach, we are reinforcing the development of global human resources who are resilient
to changes in the external environment and capable of working globally with an eye to the future from a broad
perspective including the planet, society, markets and customers.
Basic Policy for Human Resources Development
We are conscious that the most important resources for corporate vitality and competitiveness are the personnel and theorganizations in which they work. We are conducting the following human resources development, based on the Basic Corporate
Philosophy and the Management Policies.
1. Human resources who respect other individuals, trust each otherand fulfill their responsibilities
2. Human resources who can see the true nature of each issue andcreate revolutionary technologies and projects with passion andtenacity

3. Human resources who are full of aspirations to improve
themselves and take voluntary actions to achieve goals
4. Human resources who have a global perspective and aim to takeleadership in exploring the world

Respect for Diversity and Inclusion

Group-wide Level-specific Training and Training for Managerial Personnel
Level-specific education starts with an introductory program for new employees and includes a program for
employees in their second year and third year and subsequent programs according to internal qualifications andpositions. We have continued to redesign our education system. Specifically, we now provide training that runs forabout nine months for newly appointed managerial personnel so that they can equip themselves with the managerial
skills and operational knowledge they need as managers. In addition, in FY 2022, a new training program on
unconscious bias was provided for executive management and newly appointed managerial personnel. The purposeof this training is to deepen understanding of unconscious bias, which affects respect for diversity and promotion ofinclusion, raising awareness and creating a climate that encourages diverse human resources to fulfill more activeroles. Following the training of management, we will implement this training as a Group-wide mandatory training inthe future.

Manufacturing Education
Our vision is to offer a wealth of educational opportunities covering the diverse techniques and skills essential for
manufacturing throughout the Group in a consistent and equitable manner. This wide-ranging education includes
reskilling and the passing on of skills from one generation to the next. We are focusing on raising the level of theGroup’s technical capabilities through education on the fundamentals of manufacturing and vacuum technology,
which constitutes essential knowledge for all ULVAC engineers. Furthermore, for trainees from Group companies inJapan and overseas, we have established a course that in a systematic manner covers ULVAC’s history, culture, andmanagement strategy as well as other subjects. We are also promoting personnel exchanges globally.

Administration Education
We provide training for employees engaged in administration so that they can acquire the basic knowledge required
for their roles step by step and become adept. The program is designed to help trainees acquire a wide range ofknowledge on such matters as economic and business trends, company policies and the mid-term management plan,
basic knowledge of accounting and taxation, corporate governance, and the Companies Act, and also encourages
them to take ownership of their education and training, showing initiative and pursuing personal growth with a viewto the next stage of their career.

ULVAC Academy Portal

The ULVAC Group has been striving to create workplaces offering job satisfaction without disparities in terms ofgender, nationality, or ethnicity. The ratio of women in managerial positions in the ULVAC Group as a whole was 9.0%,
up 1.3% from the previous fiscal year. Moreover, approximately 50% of all managerial positions in the Group are heldby non-Japanese nationals.
In order to further increase corporate value, the need to expand opportunities for female employees so that they
can fulfill active roles in the ULVAC Group constitutes an important management issue. We will take steps to enhance
educational opportunities and various personnel systems in order to foster a growing number of female candidates for
managerial positions, targeting an increase of the ratio of women in managerial positions in the ULVAC Group to 10%
or more by June 2026.

Launched in 2016, the ULVAC Academy Portal offers and develops programs that can flexibly respond to the increasein mid-career hiring and the flow of human resources among Group companies. Incorporating methods such as
blended learning, which combines online training and group training, the portal fulfilled a particularly important role inpromoting self-motivated learning during the COVID-19 pandemic. We are also working to standardize training acrossthe Group and offer an environment in which anyone can learn whenever they wish. Some 6,000 ULVAC employees
have registered and are using the portal, which now supports Japanese, English, simplified Chinese, traditional
Chinese, and Korean, and currently offers around 2,500 items of content.

Human Resources Rotation

UL-GAIA 2022

We are vigorously promoting human resources rotation in the Group, especially between ULVAC Head Office andoverseas Group companies, as a measure to promote the diversity and inclusion mentioned above. Moreover, byvigorously promoting assignment of ULVAC employees to companies outside the Group on loan and vice versa, while
striving to vitalize human resources and establish human networks, we aim to achieve innovation through technicalexchanges.

ULVAC holds ULVAC Global Awards of Improved Achievement (UL-GAIA) to ensure that employees share and put into
practice the Basic Corporate Philosophy, the Business Philosophy, and the Employee Principles, and furthermore, tocommend their activities and recognize outstanding achievements. Likening the ULVAC Group to Gaia (the Earth), ULGAIA reflects our desire to create an award to promote Group-wide unity worldwide and to combine our energy andexpertise.
The theme of UL-GAIA was changed from FY 2021, and UL-GAIA is positioned as an “opportunity to share the bestpractices corresponding to the Basic Corporate Philosophy, the Business Philosophy, and the Employee Principles”
to ensure the wholehearted participation of the entire workforce of the ULVAC Group in UL-GAIA for the purpose ofpromoting deeper penetration of the Basic Corporate Philosophy, etc. embodying the ULVAC Group’s shared values
and its orientation.
The number of entries was greater for FY 2022 than for FY 2021. Presentations included not only the activities
based on the new theme but also activities in line with the previous theme of “Production Technology/Manufacturing
Technology/Business Improvement,” such as value creation through improvement and reform of value chain
processes, maximization of synergy across the Group, and strengthening of cross-functional support and solutions for
issues affecting multiple Group companies. The outcomes (benefits) of these activities and the process of problem
solving were shared.

Employment of People with Disabilities
People with a variety of disabilities work at ULVAC, Inc. They aim to achieve personal growth and contribute tobusiness, and by accumulating experience they have become indispensable in the workplace. After they join
the company, ULVAC works with job assistance organizations, conducts regular interviews, offers support in thedepartments where they work and makes improvements to the working environment, providing follow-up according
to the characteristics of each disability to ensure each employee becomes well established in the workplace. In
addition, students with disabilities are also accepted from local educational institutions for on-the-job training.

41

Human Resources Development

ULVAC VALUE REPORT 2023

ULVAC VALUE REPORT 2023

42

Inherited
ULVAC-StyleULVAC’s Strategy

Message to OurReaders

About ULVACULVAC’s Vision

ULVAC’s Strategy

Corporate
Governance

Financial Data/Corporate Information

Development of Diverse Human Resources and Promotion of Their
Advancement; Cultivation of Resilient Organizations

Development of Core Human Resources

Promotion of Health and Productivity Management

To ensure diversity in the promotion of core human resources, we evaluate and promote employees based on theirabilities, not on their inherent characteristics. For the selection of core human resources, we have set guidelines
according to the composition of the workforce in order to promote selection and development free of any bias relatedto inherent characteristics.

Human resources are the key to achieving Vision 2032 “Continue to be a ‘Field of Potentiality’ for the Future.” Basedon the belief that “health” and “family” support human resources, we promote health and productivity management
as one of the most important management issues. At ULVAC, Inc., the president, the Chief Health Promotion Officer,
the senior manager of the Personnel Department, occupational health physicians, occupational health nurses, andstaff of ULVAC Health Insurance Association act in unison to promote initiatives for health improvement. In addition tohealth checks, stress checks, and face-to-face guidance for employees who work long hours by an occupational healthphysician, other initiatives include reduction of health risks and support to enable employees to receive treatment
while continuing to work.

Developing the Next Generation of Leaders
ULVAC conducts the ULVAC Executive Program (UEP) with the aim of cultivating leaders who will persistently
and aggressively grapple with global change. The participants selected from among candidates at ULVAC, Inc. anddomestic and overseas Group companies participate in the program over a period of six months. By combining UEP
with the ULVAC Leadership Program (ULP), an education program for young leaders, we will focus on developing thenext generation of leaders.

Creating an Excellent Working Environment
ULVAC, Inc. is creating a working environment in which employees can demonstrate their strengths and originality
while enhancing their productivity. Furthermore, we are developing conditions and programs that minimize the impactof life events, so that diverse human resources can flourish and perform well.

Human Resources Subcommittee
We have established the Human Resources Subcommittee consisting mainly of young employees to thoroughly
examine initiatives for sustainable management from the viewpoint of human resources in order to achieve “our goalfor 2050.” Members of the subcommittee are drawn from various departments and roles, vary in age, and genders
are fully represented. They discussed various themes such as “how to raise awareness, how to promote diversity, andhow to create a comfortable working environment and flexible workstyles necessary for promoting diversity” overa period of six months and drafted a proposal of concrete measures and presented it to management as a series ofrecommendations. The Human Resources Subcommittee is currently addressing the issue of how best to implement
the proposed measures.
MaleImprovement of Systems for Flexible Workstyles

FemaleULVAC, Inc. offers a staggered working hour system and a flextime
system. We also introduced an Malehourly annual paid
Femaleleave system in 2020 that is used by many employees. The average number of days of annual paid leave taken was% hours and the establishment %12.8. We have also taken steps such as the introduction of shortened workingof satellite
5,272
992
offices.
persons
Many employees take advantage of systems such as childcarepersons
leave, the short-working-hours system for childcare,and nursing care leave. In order to facilitate the use of the systems, we are publicizing the systems by holding
meetings to explain the details of the systems, including through the use of explanatory videos.

84.2

15.8

Human Resources Data

Employee gender ratio
MaleFemale

MaleMale

Female

84.2%

15.8%

5,272
persons992
persons

43MaleFemale

9.0%

132
persons

The target is “an increase of at least 10% in work engagement by FY 2025
compared with FY 2021.” The rate of work engagement at ULVAC, Inc. has
been higher than the average in Japan*1 but declined in FY 2022 to 93%*2of the FY 2020 100% baseline. In order to overcome the challenges, with“cultivation of resilient organizations” as a material issue, ULVAC, Inc.
introduced a resilience program for executives with the aim of forming habitsthat improve physical, emotional, mental and spiritual condition. In FY 2023,“case study meetings” were launched at which participants take ownership of
their most difficult experiences and examine them with a view to enhancing
unity among management. This approach has also been applied to dialogue
activities among employees and is becoming more active step by step. Goingforward, the ULVAC Group will continue implementing measures to increase
work engagement.

Health Risk Reduction
Our health risk reduction target is “Health age*3 3.0 years lower than actual
age by FY 2025.” Programs available for all employees of ULVAC, Inc. include
online education programs covering long working hours, nutrition, women’s
health, and preparation for health checks, and a walking program thatutilizes the PepUp healthcare platform. Thanks in part to the effects of thesemeasures, the health age of employees is gradually improving. Whereas thedifference between the health age and the actual age of employee was 2.1
years in FY 2021, it was 2.8 years in FY 2022. Going forward, we will continue
to implement measures to lower health age.
As a result of implementing these measures, ULVAC, Inc. has been certified
by the Ministry of Economy, Trade and Industry as a 2023 Certified Health andProductivity Management Organization under the large enterprise category
and the Group companies have been certified as 2023 Certified Health andProductivity Management Organizations under the SME category. ULVAC willcontinue pursuing various initiatives to maintain and promote the health ofemployees.

Work Engagement
Average in Japan

(%)
105
100

Average at ULVAC, Inc.

100

9590859387878075

2021

2022(FY)*1 Shimazu et al. 2008*2 O
 n the basis that the figure for FY 2021
based on the results of the Utrecht WorkEngagement Scale (UWES-9) survey ofULVAC, Inc. employees at the time of
applying for a medical checkup is set at100%.

Health Age
0-1-2-2.1-2.8-32021

2022

(FY)

*3 An index developed by JMDC Inc. basedon the medical checkup data and medical
expenses of 1.6 million people. ULVAC,
Inc. began measurement in FY 2016.

Female

Male

91.0%
1,334
persons

FemaleULVAC VALUE REPORT 2023

FemaleManagement gender ratio

Work Engagement Improvement

ULVAC VALUE REPORT 2023

Male

91.0%

44