CSR goals and results
Tokyo Electron (TEL) establishes annual goals and medium-term goals, based on material issues and their priority themes.
Initiatives aimed at the achievement of goals are promoted throughout TEL, and the results are linked to evaluation andimprovement with the aim of increasing corporate value further.

FY2018Material issues

FY2019Priority themes

Annual goals
Enhancing
product
competitivenessTechnologicalinnovation aimed atcreating valueEnvironmental
contribution ofproducts
Accurate grasp ofcustomer needs

Reinforcing
responsivenessto customers

Strengtheningearnings power

Ensure that 5% or more (three-year moving average) of all
equipment models are new products for next-generation
technologies
Maintain the previous year’s global patent application rate

Results

Solutions that create
value for customers

High quality products

Increase added value ofprocesses

Achieved 9.2%

Achieved 76.0% (maintained programs at the level of theprevious fiscal year)

Reduce per-wafer consumption of energy and pure water by
10% by fiscal year 2019 (as compared with fiscal year 2014)

Achieved for the four models

Get 3 points (“Satisfied”) or more on 100% of customer
satisfaction survey items



Achieved 64.9%

Increase TEL’s value to customers

Achieved increased adoption of TEL equipment by major
customers against the background of vigorous demand formemoryIncrease field solutions business sales from the fiscal year 2017 level

Increase of 31.4% from the fiscal year 2017 level

Reduce quality improvement costs from the fiscal year 2017 level

Reduction of 9.8% from the fiscal year 2017 level

Revise business processes to reduce man-hours used for sales
operations from the fiscal year 2017 levelWork-life balance

Human resource
development

Retain 100% of new employees for the first three years
Reach 70% of take-up rate of annual paid leave
Increase the use of the company’s “Pep Up” healthcare
platform from the fiscal year 2017 level

Annual goals

Partially introduced systems to support sales operations

Tackling technologicalinnovation

Product
competitiveness

Increased from 92.9% to 93.4%
Implemented initiatives such as Step-up Activity Training for
employees in their second year
Increased from 64.1% to 64.3%(increase of 0.2 points from the fiscal year 2017 level)
Communicate the policy for overtime reduction at the start ofthe period
20% increase (from 47.1% to 67.2%)
Distribute activity monitors to promote health awarenessEnvironmental
contribution ofproducts
Solutions that create
value for customers

Responsivenessto customers

Improvement ofcustomer satisfaction

Quality management

Higherproductivity

Human rights anddiversity

Invigorating
people andworkplaces

Priority themesMaterial issues

Improvement of quality
in the value chain

Diversity

Career development

People andworkplaces

Work-life balance

Increase field solutions business sales from the fiscal year 2018 level







Corporate governanceImprove on issues identified in evaluations of the effectivenessof the Board of Directors
Revise the internal reporting system (set up new external
hotlines, revise range of persons covered, etc.)In response to the issue of increasing discussion time, holda two-day one-night off-site conference to provide morediscussion time to consider management policies andstrategies such as medium- to long-term growth strategies.
Established external reporting system for group companies inJapan and set up hotlines for supplies



Governance andcompliance

Human rights

Establishinga sustainable
managementfoundation

Safety managementEnvironmentalmanagement

Ensure that the number of workplace injuries per 200,000
work hours (the total case incident rate) is less than 0.5

Reduce energy consumption by 1% from the fiscal year 2017
level (on a per-unit basis)
Maintain water consumption at the fiscal year 2012 level (on aper-unit basis)Achieved 0.38


Achieved at 6 out of 11 factories or offices*Achieved 11 out of 14 goals* According to new per-unit basis after revision

Managementfoundation

Become the best andsole strategic partner

Get 3 points (“Satisfied”) or more on 100% of customer satisfaction
survey items

Reduce quality improvement costs from the fiscal year 2018 level

Revise business processes to reduce man-hours used for sales
operations from the fiscal year 2018 level

Constantly pursue
higher management
efficiency

Double percentage of female managers by fiscal year 2021 (ascompared with fiscal year 2018)
Increase number of training sessions attended per person by 10%
from the fiscal year 2018 level
Reach 70% of take-up rate of annual paid leave
Reduce gap between health age* and actual age by 1.5 points byfiscal year 2021 (as compared with fiscal year 2018)

Maximize dreamsand drive* An indication of the risk of lifestyle diseases by age based on the results ofhealth checkups

Health and safetyCreate strong nextgeneration products

Reduce per-wafer consumption of energy and pure water by 10%
by fiscal year 2019 (as compared with fiscal year 2014)

Health

Maintain the previous year’s global patent application rate

Increase TEL’s value to customers



Relevant SDGsEnsure that 20% or more (three-year moving average) of all
equipment models are new products for next-generation
technologies

Medium-term goals

Ensure that the number of workplace injuries per 200,000 work
hours (the total case incident rate) is less than 0.5
Improve on issues identified in evaluations of the effectiveness of
the Board of Directors
Establishment of external hotline overseas and reorganize internal
hotline100% participation in human rights training
Reduce energy consumption by 1% from the fiscal year 2017 level(per-unit basis*) at each factory or office* Per-unit basis: Calculated using complex weighting of the number ofdeveloped evaluation machines, units produced, floor area, and labor-hours foreach district

Environmentalmanagement
Build a managementfoundation forincreasing value

Maintain water consumption at the fiscal year 2012 level according
to per-unit basis* set at each factory or office* Per-unit basis: Calculated based on floor area and labor-hours, etc. for each
district

Supply chain
management

11TOKYO ELECTRON SUSTAINABILITY REPORT 2018

Implement supply chain CSR assessments for 80% or more ofsuppliers (procurement volume basis)

Assessed key suppliers accounting for more than 80% of ourprocurement spend

Supply chainmanagement

Implement supply chain CSR assessments for 80% or more ofsuppliers (procurement volume basis)

TOKYO ELECTRON SUSTAINABILITY REPORT 201812