Tokyo Electron Group Environmental and Social Report 2015

GRI Guidelines Table
1. Strategy and Analysis
Page foundStatement from the most senior decision-maker of the organization (e.g., CEO, chair or equivalent senior position) about the
1.1
pp.4–5
relevance of sustainability to the organization and its strategy.
1.2
Description of key impacts, risks and opportunities.
pp.4–9, 13, 18–22, 31–32
2. Organizational Profile
Page found
2.1
Name of the organization.
p.3
2.2
Primary brands, products and/or services.
p.3
2.3
Operational structure of the organization, including main divisions, operating companies, subsidiaries and joint ventures.
p.3
2.4
Location of organization’s headquarters.
p.3
Number of countries where the organization operates, and names of countries with either major operations or that are specifically
2.5
p.3
relevant to the sustainability issues covered in the report.
2.6
Nature of ownership and legal form.
p.3
2.7
Markets served.
p.3
2.8
Scale of the reporting organization.
p.3
2.9
Significant changes during the reporting period regarding size, structure or ownership.
p.3
2.10
Awards received in the reporting period.
pp.18, 27, 29
3. Report Parameters
Page found
3.1
Reporting period for information provided.
p.3
3.2
Date of most recent previous report.
p.3
3.3
Reporting cycle.
p.3
3.4
Contact point for questions regarding the report or its contents.
p.36 (back cover)
3.5
Process for defining report content.
pp.6–7
3.6
Boundary of the report.
p.3
3.7
State any specific limitations on the scope or boundary of the report.
p.3
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly
3.8
p.2affect comparability from period to period and/or between organizations.
Datameasurement
techniques
andthebasesofcalculations,
includingassumptions
andtechniques
underlying
estimations
3.9
pp.19, 26–27, 31–32
applied to the compilation of the Indicators and other information in the report.
Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement
3.10
pp.19, 25–27(e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods).
3.11
Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.
p.3
3.12
Table identifying the location of the Standard Disclosures in the report.
p.34
4. Governance, Commitments, and Engagement
Page found
Governance structure of the organization, including committees under the highest governance body responsible for specific tasks,
4.1
p.12, Annual Reportsuch as setting strategy or organizational oversight.
4.2
Indicate whether the Chair of the highest governance body is also an executive officer.
p.12, Annual Report
For organizations that have a unitary board structure, state the number and gender of members of the highest governance body
4.3
p.12, Annual Reportthat are independent and/or non-executive members.
4.4
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.
p.12, Annual Report
Linkage between compensation for members of the highest governance body, senior managers, and executives and the4.5
p.12, Annual Reportorganization’s performance.
4.6
Processes in place for the highest governance body to ensure conflicts of interest are avoided.
p.12, Annual Report
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and
4.8
pp.8–9, 15, 33
social performance and the status of their implementation.
Proceduresofthehighestgovernancebodyforoverseeing
theorganization’s
identification
andmanagement
ofeconomic,
4.9
pp.12, 15environmental and social performance.
Processes
forevaluatingthehighestgovernancebody’sown
performance,
particularly
withrespect
toeconomic,
environmental
4.10
pp.12, 13
and social performance.
4.11
Explanation of whether and how the precautionary approach or principle is addressed by the organization.
pp.12–14, 18, 23, 25
Externally developed economic, environmental and social charters, principles, or other initiatives to which the organization
4.12
pp.4–5, 15
subscribes or endorses.
4.13
Memberships in associations (such as industry associations) and/or national/international advocacy organizations.
pp.4–5, 15, 25
4.14
List of stakeholder groups engaged by the organization.
p.7
4.15
Basis for identification and selection of stakeholders with whom to engage.
pp.6–7
4.16
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
p.7
Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to4.17
pp.6–30
those key topics and concerns, including through its reporting.
5. Management Approach and Performance Indicators
Page foundEconomic
Management Approach
pp.12, 15, 33, Annual Report
Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations andEC1
p.32
other community investments, retained earnings, and payments to capital providers and governments.
EC2
Financial implications and other risks and opportunities for the organization’s activities due to climate change.
p.22
EC6Policy, practices and proportion of spending on locally based suppliers at significant locations of operation.
p.33
Environmental
Management Approach
pp.15, 22–23, 33
EN1
Materials used by weight or volume.
p.31
EN3
Direct energy consumption by primary energy source.
pp.22, 26, 31
EN4
Indirect energy consumption by primary source.
pp.22, 26, 31
EN5Energy saved due to conservation and efficiency improvements.
p.24
Initiatives to provide energy-efficient or renewable-energy-based products and services, and reductions in energy requirements
EN6p.24
as a result of these initiatives.
EN7
Initiatives to reduce indirect energy consumption and reductions achieved.
pp.26, 31
EN8Total water withdrawal by source.
pp.26, 31
EN14Strategies, current actions, and future plans for managing impacts on biodiversity.
p.23
EN16Total direct and indirect greenhouse gas emissions by weight.
pp.22, 26, 31
EN17
Other relevant indirect greenhouse gas emissions by weight.
pp.22, 26, 31
EN18
Initiatives to reduce greenhouse gas emissions and reductions achieved.
pp.22, 24–26, 31
EN20NOx, SOx and other significant air emissions by type and weight.
p.31
EN22
Total weight of waste by type and disposal method.
pp.27, 31
EN23
Total number and volume of significant spills.
p.23
EN26
Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.
p.24
EN27
Percentage of products sold and their packaging materials that are reclaimed by category.
p.24
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws andEN28p.23
regulations.
Significant
environmental impacts of transporting products and other goods and materials used for the organization’s operations,EN29
pp.22, 25, 31
and transporting members of the workforce.
EN30
Total environmental protection expenditures and investments by type.
p.26

34

Labor Practices and Decent WorkManagement Approach
LA1
Total workforce by employment type, employment contract, and region, broken down by gender.
LA15
Return to work and retention rates after parental leave, by gender.
Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by
LA7
gender.
Programs for skills management and lifelong learning that support the continued employability of employees and assist them in
LA11managing career endings.
Human Rights
Management Approach
Operations and significant suppliers identified as having significant risk for incidents of child labor, and measures taken to
HR6
contribute to the effective abolition of child labor.
Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures
HR7
to contribute to the elimination of all forms of forced or compulsory labor.
HR11
Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms.
Society
Management Approach
SO3Percentage of employees trained in organization’s anti-corruption policies and procedures.
SO4
Actions taken in response to incidents of corruption.
SO8
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.
Product Responsibility
Management Approach
Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of
PR1
significant products and services categories subject to such procedures.
Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of
PR2
products and services during their life cycle, by type of outcomes.
Type of product and service information required by procedures, and percentage of significant products and services subject toPR3such information requirements.
Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information
PR4
and labeling, by type of outcomes.
PR5Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.

pp.15–16, 18, 33
pp.16, 32
p.32
p.19
p.17
pp.15–16, 21, 33
p.21
p.21
p.14
pp.8, 14–15, 33
p.14
p.14
p.14
pp.15, 18, 20–23, 33
p.18
p.18
p.24
p.22
p.20

UN Global Compact Table
The Ten Principles

Content detailed

Page
found

HumanRights

Principle 1:
Businesses should support and respect theprotection of internationally proclaimed
human rights.
Principle 2:Businesses should make sure that they are
not complicit in human rights abuses.

• CSR goals• Business ethics and compliance• Approach to CSR• Initiatives for globalization and diversification• Supply chain communication• CSR policy

pp.8–9
p.14
p.15
p.17
p.21
p.33

LabourPrinciple 3:
Businesses should uphold the freedom of
association and the effective recognition of
the right to collective bargaining.
Principle 4:
Businesses should uphold the elimination of
all forms of forced and compulsory labour.

• CSR goals• Business ethics and compliance• Approach to CSR• Worker-friendly environment• Procurement• CSR policy

pp.8–9
p.14
p.15
p.16
p.21
p.33

• Management Policies• CSR goals• Approach to CSR• Environment• Social contribution• CSR policy

p.2
pp.8–9p.15
pp.22–27
pp.28–29
p.33• Management Policies• CSR goals• Corporate governance• Approach to CSR• Procurement• CSR policy

p.2
pp.8–9
pp.12–14
p.15
p.21
p.33

Principle 5:
Businesses should uphold the effective
abolition of child labour.

Environment

Principle 6:
Businesses should uphold the elimination ofdiscrimination in respect of employment andoccupation.
Principle 7:
Businesses should support a precautionaryapproach to environmental challenges.
Principle 8:
Businesses should undertake initiatives topromote greater environmental responsibility.

Anticorruption

Principle 9:Businesses should encourage thedevelopment and diffusion of environmentallyfriendly technologies.
Principle 10:
Businesses should work against corruption in
all its forms, including extortion and bribery.

35