CSR goals and results
Tokyo Electron (TEL) sets fiscal year and medium-term goals taking into consideration each material issue and its priority themes. Thedepartments responsible are made clear and efforts are undertaken systematically toward the achievement of these goals, going throughthe cycle of examining the status of conduct and making improvements. Besides contributing toward the achievement of related SDGs, TEL
strives to improve its corporate value further.

FY2019Material issues

FY2020Priority themes

Annual goals

Product
competitivenessTackling technologicalinnovationEnvironmental
contribution ofproducts

Responsivenessto customers

Quality management
Improvement ofquality in the value
chain
Diversity andinclusion
Career development

People andworkplaces

Ensure that 20% 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

Achieved 81.2%, higher than the level of the previous 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 8 out of 9 relevant models

Increase TEL’s value to customers



Solutions that create
value for customers

Improvement ofcustomer satisfaction

HigherproductivityResults

Work-life balance



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

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 staff-hours used for sales
operations from the fiscal year 2018 levelComplianceManagementfoundation

Human rights

ProductcompetitivenessEnvironmental
contribution ofproducts

Responsivenessto customers

Achieved 84.4%

Improvement ofcustomer satisfaction

Implemented medium- to long-term improvement plan thatincorporates quality improvement costs

Improvement of quality

Developed systems that support sales operations

Higherproductivity

Improvement ofcustomer productivity/yield

Increase number of training sessions attended per person by 10% fromthe fiscal year 2018 level

Number of training sessions attended per person: 11.6

Diversity and inclusion

Increased from 64.3% in fiscal year 2018 to 67.2% in fiscal year
2019

Career development

Reach at least 70% of take-up rate of annual paid leave
Reduce gap between health age* and actual age by 1.5 points by fiscalyear 2021 (as compared with fiscal year 2018)

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

People andworkplaces

Improve on issues identified in evaluations of the effectiveness of theBoard of Directors

Establish external hotline and reorganize internal hotline at groupcompanies overseas

100% participation in human rights training
Reduce energy consumption by 1% from the fiscal year 2018 level (perunit basis*) at each plant or officeWork-life balance

Decrease of 0.02 points

Increase sales in field solutions business from the fiscal year 2019 level









Maintain water consumption at the fiscal year 2012 level according to
per-unit basis* set at each plant or office

Relevant SDGs

Create strong nextgeneration products

Reduce per-wafer emissions of CO2 by 20% by fiscal year 2025 (ascompared with fiscal year 2014)

Become the best andsole strategic partner

Get 3 points (“Satisfied”) or more on 100% of customer satisfactionsurvey items
Utilize knowledge and strengths within the group

Promote and implement front loading and traceability

Constantly pursue
higher management
efficiency

Double percentage of female managers by fiscal year 2021 from 1.8% in
fiscal year 2018
Increase number of training sessions attended per person by 10% fromthe fiscal year 2019 level
Reach at least 70% take-up rate of annual paid leave

Maximize dreams anddrive

Reduce gap between health age and actual age by 1.5 points by fiscalyear 2021 (as compared with fiscal year 2018)

Health and safetyAchieved 0.20
Held discussions at offsite meetings and during exchangesof opinion with outside directors, in order to enhance
consideration of medium- to long-term issues, such as growthstrategies
Continued to examine the ratio of outside directors on the
Board of Directors, as well as its diversity, such as gender andinternational mindedness

GovernanceCompliance

Achieved 100%



Achieved at 5 out of 11 factories or officesConducted selection of outside agencies at which to establish
external hotlines
Reviewed structure of internal hotlinesManagementfoundation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 theBoard of Directors
Reorganize internal hotline and establish hotline for suppliers, etc. atgroup companies overseas (ongoing)
Achieve at least 90% recognition among employees concerninginternal hotline
Revise Code of Ethics, conduct basic annual training, and achievepledge rate of at least 90%

Reduce energy consumption by 1% from the fiscal year 2019 level (perunit basis) at each plant or office

Build a managementfoundation forincreasing value

Environmentalmanagement


Maintain the previous year’s global patent application rate

Increase TEL’s value to customers

Medium-term goals

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

Solutions that createvalue for customers

Increased from 1.8% in fiscal year 2018 to 2.0% in fiscal year 2019

* Per-unit basis: Calculated using complex weighting of the number of developed
evaluation machines, units produced, floor area, and labor-hours for each district

Environmentalmanagement

Achieved sales growth for major customers on the back ofvigorous demand for memory
Increase of 25% from the fiscal year 2018 level

Annual goals

Tackling technologicalinnovation

GovernanceAchieved 20% or more

Priority themes

Double percentage of female managers by fiscal year 2021 (ascompared with fiscal year 2018)* An indication of the risk of lifestyle diseases in years, based on theresults of health checkups

Health and safetyMaterial issues

Maintain water consumption at the fiscal year 2012 level according toper-unit basis set at each plant or office

Achieved 12 out of 14 goals* Per-unit basis: Calculated based on floor area and labor-hours, etc. for each district

Supply chain
management

11

TOKYO ELECTRON SUSTAINABILITY REPORT 2019



Implement supply chain CSR assessments for 80% or more of suppliers(procurement volume basis)Assessed key suppliers accounting for more than 80% of our
procurement spend

Supply chain
management

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

TOKYO ELECTRON SUSTAINABILITY REPORT 201912