Annual Sustainability Goals and Key Indicators

Annual Sustainability Goals and Key Indicators for Each Material Issues

We set specific goals based on each material issue and steadily manage progress with persons responsible for each goal.
In addition, the Medium-term Management Plan clearly identifies financial and sustainability metrics as key indicators, and regular progress reviews are conducted at quarterly meetings attended by the CEO.
The table below shows how our annual sustainability goals relate to our key indicators. We will continue to strive for sustainable growth.

Annual Sustainability Goals				Key Indicators for Continuous Corporate Value Enhancement
Target Area	Annual Sustainability Goals (Fiscal year 2026)	Results (Fiscal year 2026)	Annual Sustainability Goals (Fiscal year 2027)	Target Area	Objective	Target Year	Fiscal year 2026 Performance	Future Initiatives
ー	ー	ー	ー	Research and Development	Continuously create high value-added next-generation products by investing 1 trillion yen or more in R&D over five years	Fiscal year 2027	R&D expenses 277.8 billion yen	Continue to make proactive investment in R&D and capital equipment in anticipation of further growth Establish KPIs for development efficiency Develop IT systems to enable visualization and simulation of development risks Further strengthening the developmental platform from DX implementation and the introduction of leading-edge equipment
Research and Development	Maintain the previous year’s global patent application rate　 (±10 percentage points)	76.2% (maintained at the previous year’s rate; CY2023: 77.3%)	Maintain the previous year’s global patent application rate　 (±10 percentage points)	ー	ー	ー	ー	ー
Customer Responsiveness	Increase Tokyo Electron’s value to customers	Achieved record-high net sales. Won POR*¹ status in cutting-edge sectors expected to grow.	Increase Tokyo Electron’s value to customers	ー	ー	ー	ー	ー
Customer Responsiveness	Achieve evaluations of “Very Satisfied” or “Satisfied” for 100% of customer satisfaction survey responses*²	100%	Achieve evaluations of “Very Satisfied” or “Satisfied” for 100% of customer satisfaction survey responses*²	ー	ー	ー	ー	ー
Higher Productivity	Target a 10% improvement in operational efficiency as a medium- to long-term goal, achieve centralized data management through adoption of a new ERP system and build a business foundation where employees can focus even more on high-value work Prepare for rollout of ERP to overseas subsidiaries and manufacturing sites in Japan	Completed standardization of operations at overseas subsidiaries Prepared for ERP deployment at Tokyo Electron Tohoku	Adopt a new ERP system and build a business foundation where employees can focus on even higher-value work to achieve data-driven management and business process transformations	ー	ー	ー	ー	ー
Quality	Promotion of corrective actions for common critical issues and prevention of the recurrence of defects that might affect other Business Units	Considered corrective actions for common critical issues and promoted defect prevention using QA-BOX*³ Held regular monthly meetings to decide on responses and ensure thorough horizontal deployment across Business Units (BUs) Held regular meetings every month For cases posted in the QA-BOX, implemented horizontal deployment across BUs Conducted ripple effect surveys in each BU, decided on a ONE TEL policy for each risk, and took action tailored for each BU	Promotion of corrective actions for common critical issues and prevention of the recurrence of defects that might affect other Business Units	ー	ー	ー	ー	ー
Quality	Setting and monitoring KPIs to understand and improve the quality status and promoting improvement activities	Set new KPIs for equipment defects and field failures, and promoted their horizontal deployment Commenced trial KPI setting and monitoring Promoted business operation improvements through establishment of quality rules and auditing of quality regulations (Quality TM/TG*⁴) Completed onsite audits of Tokyo Electron Kunshan and Tokyo Electron Taiwan Issued requests for improvement on issues and problems discovered during audits Continued supporting sites requiring improvement until organizational structures were reviewed and overall document management was improved	Setting and monitoring KPIs to understand and improve the quality status and promoting improvement activities	ー	ー	ー	ー	ー
Quality	Promote improvement activities based on new STQA*⁵ criteria, and share critical issues from each Business Unit and promote improvement activities	Promoted improvement activities based on new STQA criteria Considered and deployed the Tokyo Electron Kyushu evaluation model, which focused on assessing technical capabilities, to other factories Reconfirmed deployment methods and conducted briefing on the new STQA Surveyed current status of supplier quality control and quality indicators, etc. Shared critical failures from each plant and office and promoted improvement activities Shared critical failures from each plant and office and improvement activities Shared information with relevant parties via QA-BOX and customer-oriented quality systems, and confirmed the resulting impacts Reinforced and ensured thorough implementation of change management requests Notified customers of change request rules and monitored results	Promote improvement activities based on new STQA*⁵ criteria, and share critical issues from each Business Unit and promote improvement activities	ー	ー	ー	ー	ー
ー	ー	ー	ー	Employees/ Engagement	Engagement survey score: Continuously improve (increase score compared to the previous survey) or achieve a score higher than the average of other companies in each region	Every survey	Introduced a common pulse survey company-wide Promoted effective use of the engagement survey results and a culture of dialogue*⁷ Launched coaching training for managers as a company-wide measure	Promote and entrench a culture of dialogue to further improve engagement Provide direct support to departments requiring improvement from the Human Resources Department in collaboration with the managers of the relevant departments
Employees/ Engagement	Employee retention rates*⁶ Japan: 99%　 Overseas: Higher than the industry average	Japan: 99.1% Overseas:96.2% (Higher than the industry average)	Employee retention rates*⁶ Japan: 99%　Overseas: Higher than the industry average	Employees/ Engagement	Employee retention rates*⁶ Japan: 99%, Overseas: Higher than the industry average	Every fiscal year	Japan: 99.1% Overseas: 96.2% (Higher than the industry average)	Continuously identify reasons for voluntary retirement through an exit survey, closely monitor the situation with a global perspective by tracking retirement rates on a monthly basis, and implement measures as necessary
Employees/ Diversity, Equity & Inclusion	Conduct a diversity-conscious talent pipeline (plan for developing human resources) for succession planning and achieve the goal of increasing the ratio of female managers⁸ to 8% globally⁹ and 5% in Japan (by fiscal year 2027)	Ratio of female managers Japan: 3.8%, Global: 6.8%	Conduct a diversity-conscious talent pipeline (plan for developing human resources) for succession planning and achieve the goal of increasing the ratio of female managers⁸ to 8% globally⁹ and 5% in Japan (by fiscal year 2027)	Employees/ Diversity, Equity & Inclusion	Ratio of female managers Japan: 5% ,Global: 8%*⁹	Fiscal yaer 2027	Japan: 3.8% Global: 6.8%	Continue developing a diversity-conscious talent pipeline (plan for developing human resources) and conduct monitoring as part of succession planning
Employees/ Careers	Foster a culture of learning and development in the workplace through Leader development a culture of business ethics and compliance programs Provision of personalized global learning opportunities Support for career development throughout working life Ratio of annual online learning users Global: 58%	Fostered a culture of learning and development in the workplace Systematized and implemented training programs at TEL UNIVERSITY (corporate educational institution), tailored to different levels and skills Globally expanded and operated an online self-learning platform Expanded AI-based initiatives for visualizing skills and career paths Ratio of annual online learning users Global: 45.3%	Foster a culture of learning and development in the workplace through Leader development a culture of business ethics and compliance programs Provision of personalized global learning opportunities Support for career development throughout working life Ratio of annual online learning users Global: 58%	Employees/ Careers	We have created an environment where every employee can create value for the Company’s growth and for society with the support of supervisors and others by challenging themselves to do what they want while imagining their own futures (career paths) and growing. Ratio of annual online learning users Global: 60%	Fiscal yaer 2027	Developed Seeker, a proprietary web application for careers and learning, and began introducing it in some divisions and Group companies. Created a system that uses AI to make career opportunities visible and recommend the learning content and mentors needed to develop the skills required to pursue them—encouraging employees to take on challenges and drive behavior change. These initiatives were recognized, receiving the 14th Japan HR Challenge Awards Grand Prize. Ratio of annual online learning users Global: 45.3%	To make it easier for junior and mid-level employees to envision their future, release career case studies, based on employees with extensive experience, to make visible the possible career paths, experiences, and skills acquired through them To make it easier to envision possible careers using a backcasting approach from those future visions, make visible the details of work carried out in each organization, the knowledge required, and experience that can be acquired Continue communicating the importance of ongoing learning of business and interpersonal skills, and the effectiveness of online learning platforms Continue developing environments that facilitate learning by building an internal portal site for training Improve employee learning efficiency through a combination of group training and online learning, and enhance the cycle of learning outcomes leading to even more learning
Employees/ Work-life Balance	Annual paid leave utilization rate Japan: 80% or more Overseas: Equal to or better than the previous fiscal year’s results	Japan: 78.0% Overseas: 83.2% (previous fiscal year’s result: 78.9%)	Annual paid leave utilization rate Japan: 80% or more Overseas: Equal to or better than the previous fiscal year’s results	Employees/ Work-life Balance	Annual paid leave utilization rate Japan: (1) 80% / (2) 90% Overseas: Equal to or better than the previous fiscal year’s results	Japan: (1) Fiscal year 2027 / (2) Fiscal year 2031 Overseas: Every fiscal year	Japan: 78.0% Overseas: 83.2% (previous fiscal year’s result: 78.9%)	Conduct awareness-raising activities, making use of case studies showing leisure-time activities and how refreshed employees improve productivity, to encourage higher rates of annual paid leave utilization
Employees/ Work-life Balance	Male childcare leave utilization rate Japan: 70%	83.5%	Male childcare leave utilization rate Japan: 80%	Employees/ Work-life Balance	Male childcare leave utilization rate Japan: 85%	Fiscal year 2030	Japan: 83.5%	Share examples of male employees utilizing childcare leave to increase understanding of childcare leave and foster a culture that makes utilization easier
Safety	Reduce the number of workplace injuries per 200,000 work hours (TCIR): Less than 0.15	0.22	Reduce the number of workplace injuries per 200,000 work hours (TCIR*¹⁰ ): Less than 0.10	Safety	TCIR*¹⁰ Less than 0.10 (Globally No. 1 in the industry)	Fiscal year 2027	0.22	Improve safety awareness among employees by conducting a Mindful Safety campaign Promote horizontal deployment of measures to prevent recurrence of TCIR incidents Hold regular meetings with a focus on priority areas Utilize AI software to help reduce ergonomic incidents Promote standardized safety education Promote incident prevention measures using special mutual safety audits
Corporate Governance	We are working at all times to establish an optimal and highly effective Board of Directors and an offensive management execution system, and by continuously addressing issues based on evaluations of the effectiveness of the Board of Directors and input from institutional investors and other stakeholders, we will achieve solid corporate governance for enhancing corporate value over the medium to long term and sustainable growth. Seeking a Board of Directors with high effectiveness Audit & Supervisory Board System: Majority ratio of outside directors, Free and open discussions including corporate auditors Off-site meetings: For discussions on medium- to long-term strategies, issues, etc. (twice annually) CEO reports: Reports to the Board of Directors on the status of execution of key duties by the CEO (every Board of Directors meeting) CEO reports: Reports to the Board of Directors on the status of execution of key duties by the CEO (every Board of Directors meeting) Representative director assessment closed sessions: Sessions including directors and Audit & Supervisory Board members but excluding the representative director (once annually) Operating rhythm supporting the execution of business Corporate Officers Meeting: The highest decision-making body on the executive side (once monthly) CSS (Corporate Senior Staff) meeting: Global, across-the-board coordination of company-wide business execution (four times annually) Quarterly review meeting: Monitoring the progress of the Medium-term Management Plan (four times annually)	Seeking a Board of Directors with high effectiveness Continue the Audit & Supervisory Board System Realize a ratio of majority outside directors (5 out of 8 people) Maintain contact with outside director candidates at the Nomination Committee Off-site meeting: 2 times (August and March) At every Board of Directors meeting, in principle, the CEO explains important matters concerning business execution CEO mission: Shared with members of the Board of Directors Closed session on evaluation of representative directors: 2 times Operating rhythm supporting the execution of business Corporate Officers Meeting: 23 times CSS meeting: 3 times Quarterly review meeting: 4 times	We are working at all times to establish an optimal and highly effective Board of Directors and an offensive management execution system, and by continuously addressing issues based on evaluations of the effectiveness of the Board of Directors and input from institutional investors and other stakeholders, we will achieve solid corporate governance for enhancing corporate value over the medium to long term and sustainable growth. Seeking a Board of Directors with high effectiveness Audit & Supervisory Board System: Majority ratio of outside directors, Free and open discussions including corporate auditors Off-site meetings: For discussions on medium- to long-term strategies, issues, etc. (twice annually) CEO reports: Reports to the Board of Directors on the status of execution of key duties by the CEO (every Board of Directors meeting) CEO reports: Reports to the Board of Directors on the status of execution of key duties by the CEO (every Board of Directors meeting) Representative director assessment closed sessions: Sessions including directors and Audit & Supervisory Board members but excluding the representative director (once annually) Operating rhythm supporting the execution of business Corporate Officers Meeting: The highest decision-making body on the executive side (once monthly) CSS (Corporate Senior Staff) meeting: Global, across-the-board coordination of company-wide business execution (four times annually) Quarterly review meeting: Monitoring the progress of the Medium-term Management Plan (four times annually)	Corporate Governance	We are working at all times to establish an optimal and highly effective Board of Directors and an offensive management execution system, and by continuously addressing issues based on evaluations of the effectiveness of the Board of Directors and input from institutional investors and other stakeholders, we will achieve solid corporate governance for enhancing corporate value over the medium to long term and sustainable growth. Seeking a Board of Directors with high effectiveness Audit & Supervisory Board System: Majority ratio of outside directors, Free and open discussions including corporate auditors Off-site meetings: For discussions on medium- to long-term strategies, issues, etc. (twice annually) CEO reports: Reports to the Board of Directors on the status of execution of key duties by the CEO (every Board of Directors meeting) CEO reports: Reports to the Board of Directors on the status of execution of key duties by the CEO (every Board of Directors meeting) Representative director assessment closed sessions: Sessions including directors and Audit & Supervisory Board members but excluding the representative director (once annually) Operating rhythm supporting the execution of business Corporate Officers Meeting: The highest decision-making body on the executive side (once monthly) CSS (Corporate Senior Staff) meeting: Global, across-the-board coordination of company-wide business execution (four times annually) Quarterly review meeting: Monitoring the progress of the Medium-term Management Plan (four times annually)	Every fiscal year	Seeking a Board of Directors with high effectiveness Continue the Audit & Supervisory Board System Realize a ratio of majority outside directors (5 out of 8 people) Maintain contact with outside director candidates at the Nomination Committee Off-site meeting: 2 times (August and March) At every Board of Directors meeting, in principle, the CEO explains important matters concerning business execution CEO mission: Shared with members of the Board of Directors Closed session on evaluation of representative directors: 2 times Operating rhythm supporting the execution of business Corporate Officers Meeting: 23 times CSS meeting: 3 times Quarterly review meeting: 4 times	The Company will engage in the initiatives below, and carry out periodic progress reviews to further increase efficacy in those areas. Establish strategic agendas and enrich discussion at meetings of the Board of Directors to enhance our corporate value Continue efforts to enhance the sophistication of the Nomination Committee, including in terms of information sharing with the Board of Directors when selecting Board of Director candidates Continue concrete discussions about the future of governance systems, including the corporate organizational structure
Risk Management	We are building and further improving a highly effective risk management system that supports a strong management foundation. We are enhancing risk management and compliance based on the slogan “Safety, Quality and Compliance. Our top priority. It’s our pride.”　　 Build a framework for compliance risks (product compliance, manufacturing/office compliance, global regulatory compliance) and continuously foster corporate ethics and a corporate culture to prevent serious incidents before they occur. We are conducting supervision and monitoring through reports to the Corporate Officers Meeting—the highest decision-making body on the executive side—and the Board of Directors (twice annually). To conduct appropriate measures with certainty across the entire Group, we are identifying risks (16 risks in fiscal year 2026) expected in the execution of business centered on the Risk Management Committee and deploying them in the activities of each company. We are continuously conducting activities to foster awareness about safety, compliance and risk management, and reflecting the awareness of all executives and employees as well as their autonomous and specific initiatives in our human resource evaluation.	Add the four items, Finance, M&A, IT & Operation and Business Locations to our major risks, clarify the owner for all 16 risk items and promote a global risk management system To reinforce the ability to respond across the whole Group in product compliance risks (prohibited materials, exportation regulations etc.), in December 2024, we began conducting information exchange meetings (Product Compliance Regular Meetings) with headquarters and manufacturing sites in Japan Established a Legal & Regulatory Center of Excellence (CoE) within the Legal Compliance Unit, assigned business partners who support frontline legal and regulatory compliance, to build a framework for promptly identifying critical regulations and analyzing and assessing risks Held meetings to promote compliance with the Business Ethics Committee and each company/overseas subsidiary (twice a year) and strengthened collaboration with the compliance officers at overseas subsidiaries (monthly meetings)	We are building and further improving a highly effective risk management system that supports a strong management foundation. We are enhancing risk management and compliance based on the slogan “Safety, Quality and Compliance. Our top priority. It’s our pride.”　　 Build a framework for compliance risks (product compliance, manufacturing/office compliance, global regulatory compliance) and continuously foster corporate ethics and a corporate culture to prevent serious incidents before they occur. We are conducting supervision and monitoring through reports to the Corporate Officers Meeting—the highest decision-making body on the executive side—and the Board of Directors (twice annually). To conduct appropriate measures with certainty across the entire Group, we are identifying risks (16 risks in fiscal year 2027) expected in the execution of business centered on the Risk Management Committee and deploying them in the activities of each company. We are continuously conducting activities to foster awareness about safety, compliance and risk management, and reflecting the awareness of all executives and employees as well as their autonomous and specific initiatives in our human resource evaluation.	Risk Management	We are building and further improving a highly effective risk management system that supports a strong management foundation. We are enhancing risk management and compliance based on the slogan “Safety, Quality and Compliance. Our top priority. It’s our pride.”　　 Build a framework for compliance risks (product compliance, manufacturing/office compliance, global regulatory compliance) and continuously foster corporate ethics and a corporate culture to prevent serious incidents before they occur. We are conducting supervision and monitoring through reports to the Corporate Officers Meeting—the highest decision-making body on the executive side—and the Board of Directors (twice annually). To conduct appropriate measures with certainty across the entire Group, we are identifying risks (16 risks in fiscal year 2027) expected in the execution of business centered on the Risk Management Committee and deploying them in the activities of each company. We are continuously conducting activities to foster awareness about safety, compliance and risk management, and reflecting the awareness of all executives and employees as well as their autonomous and specific initiatives in our human resource evaluation.	Every fiscal year	Conducted annual risk assessments for 16 key risk items with risk owners and the presidents of our plants and subsidiaries. Strengthened responses to key risk items in each area, led by risk owners and the responsible departments.	Establish roadmaps, projects, and operating rhythms for each of the 16 key risk items with risk owners, responsible departments, and facility departments.
Risk Management	Promote early detection and prompt response to risks by establishing a global compliance framework Strengthen compliance risk management systems (covering product compliance, office compliance, and global regulatory compliance) in anticipation of stricter legal regulations Support compliance activities through collaboration with Group companies Build a more effective operating rhythm Cultivate and practice Tokyo Electron’s ethical standards based on the Code of Ethics Formulate and implement a compliance strategy based on engagement survey results Continue ethics and compliance education that ensures the effective practice of compliance Promote the active use of various consultation channels within the Group	We organized and catalogued compliance risks related to our businesses, shared the information internally, clarified risk owners, and strengthened collaboration. We also strengthened information sharing across Group companies and promoted compliance activities. Rather than just reporting, the Business Ethics Committee and compliance promotion meeting with subsidiaries revamped their operations to create practical forums for discussing issues of each company and sharing best practices to improve the effectiveness of compliance across the entire Group. We provided basic compliance training (online learning) to new employees, including mid-career recruits, based on the results of engagement surveys, RBA audits, and other efforts. We also provided manager training to help create a workplace with an open atmosphere and positive communication. The number of reports received via the internal reporting system per 100 employees increased from 0.75 in fiscal 2025 to 0.84 in fiscal 2026 (+12% year on year).	Maintain and improve a highly effective compliance risk management system Develop a legal management system and promote data maintenance Enhance information management by formulating, disseminating, and providing training on information acquisition and handling guidelines Enhance reporting with subsidiaries and improve the effectiveness of Group governance Establish and entrench a risk-reduction cycle using third-party assessments Foster a culture of compliance through improved awareness and practical implementation Ensure greater awareness of the internal reporting system and whistleblower protection policy Consider psychological safety monitoring and analysis methods Conduct regular training for managers (active listening and response capabilities) Continue implementing pledges to TEL’s Code of Ethics and providing training on high risk areas	ー	ー	ー	ー	ー
ー	ー	ー	ー	Environment/Products	Reduce per-wafer CO2 emissions by 55%*¹⁰ (compared to fiscal year 2022)	Fiscal year 2031	11% reduction	Further implementation of energy efficient equipment
ー	ー	ー	ー	Environment/Logistics	Reduce the usage ratio of wood packaging for products to 40% or less (packaging of semiconductor production equipment)	Fiscal year 2027	52%	Accelerate expansion to customers who have not yet adopted wood packaging
ー	ー	ー	ー	Environment/Logistics	Reduce CO2 emissions of total logistics (own delivery) by 30% by further implementing modal shift and joint delivery	Fiscal year 2027	26% reduction	Expand modal shift and joint delivery, and introduce electric vehicles
ー	ー	ー	ー	Environment/ Plants and Offices	Reduce total CO2 emissions by 85% (compared to Fiscal year 2019)	Fiscal year 2031	64% reduction	Visualization of energy usage and energy efficiency in business activities Introduction of renewable energy in Taiwan, South Korea and Singapore
ー	ー	ー	ー	Environment/ Plants and Offices	A rate of 100% renewable energy usage	Fiscal year 2031	87%	Purchase of non-fossil certificates and securing of a continuous supply of renewable energy
Environment/ Plants and Offices	Reduce energy consumption (per intensity) by 1% from the previous fiscal year at each plant and office	Achieved goal at 2out of 11 plants or offices	Reduce energy consumption (per intensity) by 1% from the previous fiscal year at each plant and office	Environment/ Plants and Offices	Reduce energy consumption (per intensity) by 1% from the previous fiscal year at each plant and office	Every fiscal year	Achieved goal at 2 out of 11 plants or offices	Set an appropriate per intensity tailored to business operations and accelerate energy-saving initiatives
Environment/ Plants and Offices	Maintain water consumption (per intensity) at each plant and office at individual base year levels	Achieved 6 out of 13 goals	Maintain water consumption (per intensity) at each plant and office at individual base year levels	Environment/ Plants and Offices	Maintain water consumption (per intensity) at each plant and office at individual base year levels	Every fiscal year	Achieved 6 out of 13 goals	Plan and implement actions related to water consumption reduction
Supply Chain Management	Supply chain sustainability assessment implementation rate Material suppliers: Covering at least 85% of our procurement spend Logistics suppliers: 100% of customs-related operators Staffing suppliers: 100% of employment agencies and contracting companies (internal contractors) ・Implementation of improvement activities in response to assessment results	Material suppliers: Achieved 85% or more of our procurement spend Logistics suppliers: Achieved 100% of customs-related operators Staffing suppliers: Achieved 100% of employment agencies and contracting companies (internal contractors) Distributed feedback letters to all suppliers surveyed. For high-priority suppliers, conducted individual corrective actions.	Supply chain sustainability assessment implementation rate Material suppliers: Covering at least 85% of our procurement spend Logistics suppliers: 100% of customs-related operators Staffing suppliers: 100% of employment agencies and contracting companies (internal contractors) Implementation of improvement activities in response to assessment results	Supply Chain Management	Supply chain sustainability assessment implementation rate Material suppliers: Covering at least 85% of our procurement spend Logistics suppliers: 100% of customs-related operators Staffing suppliers: 100% of employment agencies and contracting companies (internal contractors) Implementation of improvement activities in response to assessment results	Every fiscal year	Material suppliers: Achieved 85% or more of our procurement spend Logistics suppliers: Achieved 100% of customs-related operators Staffing suppliers: Achieved 100% of employment agencies and contracting companies (internal contractors) Distributed feedback letters to all suppliers surveyed. For high-priority suppliers, conducted individual corrective action program.	Identify areas that require corrective actions based on assessment responses. Request suppliers to carry out those corrective actions
Supply Chain Management	Supply chain BCP assessment implementation rate Material suppliers: Covering at least 85% of our procurement spend Implementation of improvement activities in response to assessment results	Achieved 85% or more of our procurement spend Distributed feedback letters to all suppliers surveyed	Supply chain BCP assessment implementation rate Material suppliers: Covering at least 85% of our procurement spend Implementation of improvement activities in response to assessment results	Supply Chain Management	Supply chain BCP assessment implementation rate Material suppliers: Covering at least 85% of our procurement spend Implementation of improvement activities in response to assessment results	Every fiscal year	Achieved 85% or more of our procurement spend Distributed feedback letters to all suppliers surveyed	Identify areas that require corrective actions based on assessment responses. Request suppliers to carry out those corrective actions

POR: Process of Record

For each question, average score is calculated for all customers who responded

QA-BOX: Tool for the sharing and horizontal deployment of important quality-related information within our Group companies

TM/TG: TEL Manual/TEL Guidelines

STQA: Supplier Total Quality Assessment

Excluding retirement at the mandatory retirement age and so on

A culture of dialogue is one in which the process goes beyond conducting a survey—results are shared and acknowledged, and then translated into improvement actions through an organization-wide cycle.

Include individual contributors and employees reemployed after retirement

Targets do not apply to Tokyo Electron U.S. regions.

Including reductions resulting from customers’ introduction of renewable energy

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