Based on the principle of “Respect for Human Rights and Friendly Work Environment” set forth in the SCREEN Group CSR Charter and Code of Conduct, we have established the Human Resource Management Policy. Based on the policy, we implement initiatives across seven fields of human resource management: recruitment, evaluations, compensation, professional development, rotations, labor–management relations, and work environments. 
We strive to create an environment where a diversity of employees can make the fullest use of their talents and achieve professional fulfillment.

Human Resource Management Policy

Basic guidelines of HRM

HR strategy under Value Up Further 2026

Our HR strategy is geared toward encouraging the personal growth of each employee, one of the material issues designated in the Management Grand Design. Under our medium-term management plan, Value Up Further 2026, we are pushing forward with our HR strategy in coordination with corporate strategy. Developing solution creators is the key to this endeavor. Centering efforts around the talent portfolio framework, we are enhancing our HR foundation for sustainable corporate growth by both encouraging personal growth and creating a vibrant corporate culture through a cycle of recruitment, development, and retention.

HR strategy and policy for producing solution creators

The Group’s business growth is supported by human resource (HR) strategy, which is the centerpiece of SCREEN’s corporate management. Reflecting this, the Group prioritizes encouraging the personal growth of each employee. In implementing our HR strategy in coordination with corporate strategy, we strive to ingrain the corporate purpose and develop solution creators (SCs), the ideal for our people laid out in our 10-year vision. In the fiscal year ended March 31, 2025, we reflected the attitudes required of an SC in our HR measures, incorporating them into the talent recruitment, development, performance evaluation, and promotion processes with the aim of encouraging employees to put them into action, grow, and produce results. In line with the talent portfolio framework, we are working to strengthen our global competitiveness by securing and developing highly skilled professionals and respecting diverse values. To create a sustainable work environment, we are implementing a cycle of recruitment, development, and retention while measuring employee mindsets through an employee engagement survey and fostering dialogue with senior management. To enable our solution creators to demonstrate their full potential, we are working to help boost well-being, aiming to optimize both personal and organizational performance. Aiming to positively impact productivity and profitability, we are working to increase professional fulfillment, ensure psychological safety, provide support for parents of small children, promote health, and enable flexible work styles. Through such measures, we will continue to develop a corporate culture that values physical and mental health and well-being.

Talent portfolio management

In the face of a shrinking working-age population in Japan and many other countries and intensifying talent shortages, especially in the semiconductor industry, innovation by diverse human resources is essential to long-term growth and corporate value enhancement. To address these challenges, our recruitment activities emphasize hiring by job type in line with business strategy, based on the talent portfolio framework established in the fiscal year ended March 31, 2024. We will continue working to strengthen the HR foundation through the repeated implementation, review, and improvement of our HR strategy.

Recruitment

Hiring the talent fundamental to growth strategy while enhancing expertise and diversity

Recruiting people who can drive the growth strategy forward is a top corporate priority. With competition to hire excellent talent intensifying, especially in engineering fields, we are committed to recruiting people with the makings of solution creators and fill out our talent portfolio.
To attract highly skilled professionals,* we provide internship programs and site tours for engineering students to help them better understand our businesses and how they address social issues as well as the relevant job types. In the fiscal year ended March 31, 2025, our focus was on hiring students completing PhD programs in engineering. We expanded contact with such individuals by holding exclusive recruitment seminars and providing information. As a result, a record-high 12 individuals with PhDs in engineering joined the Group in April 2025.
Empowering women is one of our strategies to ensure diversity in the workplace in order to drive innovation. The SCREEN Group aims to raise the portion of management positions held by women to 6% or above and the percentage of women among all employees to 15% or above by the fiscal year ending March 31, 2031. To this end, we have set the target of increasing the percentage of women among yearly new graduate hires to 20% or above. In the fiscal year ended March 31, 2025, we took multi-faceted approaches to help students envision their future careers, including roundtable talks with female employees, videos presenting the career paths of role model employees, and recruitment brochures. As a result, women accounted for 19.9% of the new graduates that joined the Group in April 2025, coming very close to the 20% target.
By incorporating the SC attitudes into the hiring criteria, we will maintain emphasis on recruiting diverse talent who resonate with the corporate purpose and can put it into practice.
* “Highly skilled professionals” refers to those who can contribute to the Group based on exceptional expertise in specific fields.

Diversity

■ Ensuring diversity
The SCREEN Group’s CSR Charter specifies the policy of “developing and making active use of diverse human resources.” Amid advancing globalization and growing uncertainty, we must build organizations that can flexibly respond to changing environments. Bringing together people with different backgrounds provides new ideas and perspectives. Based on the belief that diversity is a source of innovation, we are creating environments that accommodate diversity and proactively hiring human resources who offer diverse perspectives, such as women, foreign nationals, and mid-career professionals.

■ Women and non-Japanese nationals
Empowering women is one of the SCREEN Group’s strategies to ensure diversity in the workplace in order to drive innovation. We aim to raise the portion of management positions within the Group held by women to 6% or above and the percentage of women among all employees to 15% or above by the fiscal year ending March 31, 2031. To this end, we have set the target of increasing the percentage of women among yearly new graduate hires to 20% or above. In the fiscal year ended March 31, 2025, we took multi-faceted approaches to help students envision their future careers, including roundtable talks with female employees, videos presenting the career paths of role model employees, and recruitment brochures. As a result, women accounted for 19.9% of the new graduates that joined the Group in April 2025, coming very close to the 20% target. In addition, the Group currently has 57 foreign national employees in Japan. At subsidiaries outside Japan, approximately 40% of full-time executive posts are filled by locally hired non-Japanese nationals. We also proactively recruit mid-career employees, with the percentage of such hires among all regular employee hires totaling 37.4% in the fiscal year ended March 31, 2025. We aim to have at least 50% of employees constituting such diverse personnel as women, foreign nationals, and mid-career hires by the fiscal year ending March 31, 2031.

■ Employing people with disabilities
Our special subsidiary SCREEN Business Expert Co., Ltd. has promoted the employment of people with disabilities on an ongoing basis since the fiscal year ended March 31, 2009 (employment rate as of June 2025: 2.93%). In February 2025, we began operations with these employees in cleanrooms at the Hikone Site to expand work with them within SCREEN’s core manufacturing business. In addition to the Hikone Site and Head Office, in April 2025, we established Yasu Parte, an organization for the employment of people with disabilities, at the Yasu Site. We plan to further expand employment of people with disabilities through Yasu Parte going forward. In the fiscal year ended March 31, 2025, as part of efforts to create a culture that enables diverse talent to succeed, we held a seminar on the employment of people with disabilities with an outside expert and worked to promote their employment at subsidiaries, as well.  Going forward, we will continue working to expand the employment of a diverse range of people with disabilities while creating environments within SCREEN’s core business of manufacturing in which diverse employees can thrive.
 

Development

Rebuilding the training system

In the fiscal year ended March 31, 2025, we revised the SCREEN BUSINESS SCHOOL training program with a view to continuously developing solution creators and enhancing job level-specific skills. The new program systematically offers training courses suited to development needs at each job level. For example, we introduced a critical thinking curriculum to improve managers’ strategic planning and HR management abilities as well as non-management employees’ problemsetting and logical thinking skills. Training on coaching and facilitation skills, which is in high demand among employees, also continues on a voluntary basis as part of measures to facilitate employees’ self-motivated learning.

 Investment in education and training 

Building understanding of the SC attitudes through dialogue with senior management

Workshops for managers

In the fiscal year ended March 31, 2025, workshops were held for managers in the Group’s seven key companies to promote their understanding and application of the SC attitudes. The goal was to help every employee to act as a solution creator and produce positive results. Participants looked back on their past actions as a solution creator and discussed concrete steps to take while sharing strengths and challenges experienced in their teams. Organizations throughout the Group are working to promote dialogue and change behaviors in accordance with the SC attitudes.

 Education System 

Management-by-objectives and 360-degree evaluation

Under our management-by-objectives system, employees meet one-on-one with their managers twice a year: once when setting their objectives, and once to check on their progress. These meetings serve to align individuals’ goals with organizational goals and, in combination with other dialogue with managers throughout the year, help boost motivation and provide employees with opportunities for reflection. In this way, we use the system to develop a vibrant corporate culture and encourage individual growth. Employees are evaluated based on their roles and achievements, as well as the actions they took, in a fair and transparent process. The results of employee evaluations, combined with company and organization performance scores, is reflected in individual remuneration, ensuring that each employee is rewarded fairly for their contribution. In addition, we regularly hold training for managers to deepen their understanding of underlying management-by-objectives and evaluation systems. Employees also have opportunities to evaluate their managers as part of 360-degree evaluations. Through such two-way assessments, we aim for balanced evaluations.

Retention

Strengthening unity through dialogue and connection building

In April 2023, we redefined our corporate philosophy and revised the Management Grand Design, which lays out our 10-year vision and basic policy for enhancing corporate value. To disseminate the philosophy and policy across the Group, we extended town hall meetings, where the CEO and other senior management members talk directly with employees, to group companies in and outside Japan. As of March 31, 2025, we have held 57 town hall meetings with about 4,400 participants. These meetings serve as a place for dialogue where employees can hear directly from senior management, helping to align mindsets and efforts across the Group and fostering solidarity. Another initiative is Connecting the Dots, a new exchange program designed to create connections across organizational and business boundaries. In the fiscal year ended March 31, 2025, approximately 160 employees participated and learned from one another about wide-ranging topics, such as organizational development, innovation management, and balancing work and caregiving. These activities deepened mutual understanding across companies and job levels and strengthened group solidarity.

Town hall meeting at SCREEN SPE Germany

Enabling diverse talent to succeed

■ Raising the retirement age to create more opportunities: Transferring experience to future generationsSCREEN values the hard-earned skills of employees, including their knowledge and experience, as valuable assets supporting both sustainable corporate growth and personal growth. If we are to further grow our business and enhance our corporate value amid demographic graying and low birth rates, we must provide opportunities to make maximum use of the knowledge and skills our people have accumulated. Based on this understanding, the Group raised the mandatory retirement age from 60 to 65 at its seven key companies in April 2025. Going beyond simply extending the length of employment, we are offering wider options of pay and work styles by defining six levels of roles to meet employees’ diverse career needs. 
Prior to this change, the reemployment system was reviewed in the fiscal year ended March 31, 2022, revealing issues concerning pay levels and employment patterns after reemployment that sometimes were discouraging for employees or caused managerial difficulties. Our internal surveys have indicated that employees are more likely to be motivated and productive when they feel that their work is recognized and makes a difference. Such insights have been reflected in our systems. We are focused on building an environment where employees of all ages can autonomously develop their careers and make valuable contributions in their respective roles while passing their knowledge and skills to future generations.

■ Accommodating diverse work styles and reviewing family allowances to support the next generationBy improving systems to support flexible work styles, the Group seeks to ensure that its employees can continue to work comfortably through changing life stages, such as pregnancy, childbirth, childcare, caring for ill or elderly family members, or undergoing treatment for illness. We offer a variety of leave systems tailored to diverse needs. These include a work-at-home system, “refresh” leave consisting of five consecutive paid days off, and parenting support leave, offered to encourage employees to participate in their children’s school events. Our employee engagement survey indicates high levels of satisfaction in the area of employee-friendly work environments. 
Our family allowance system has also been revised in light of societal changes in family responsibilities and the way married couples work, shifting focus from the spouse allowance to greater support for employees with childcare or nursing care expenses. The next generation support allowance and the special support allowance have been added to ease the financial burden on employees with dependent children under 20 and employees who have family members with severe disabilities or that require nursing care. Going forward, the Group will continue to strive to enhance its organizational sustainability by offering a workplace where every employee can fully demonstrate their abilities according to their life stage.

Enhancing organizational strength using engagement surveys

We conduct employee engagement surveys to hear from employees and identify issues in management and organizations. When issues are identified, we address them through corrective action. In the fiscal year ended March 31, 2025, the Group’s seven key companies independently implemented corrective measures with emphasis on promoting communication and collaboration and clarifying career paths. As a result, the positive response rate was 66% for the seven key companies, up 1 percentage point from the previous fiscal year.
In addition to the above priority areas, the Group will address operational improvement in the fiscal year ending March 31, 2026. Specifically, organizations requiring improvements at the department or section level will identify the causes of the challenges they face and implement improvement measures. R&D departments will launch projects to increase operational efficiency. We will also extend the survey to cover group companies outside Japan as we aim to achieve the medium-term management plan target of a positive response rate of 70% or above.
Going forward, we will work toward higher employee engagement across the globe by identifying issues in each organization and sharing best practices. We believe this will make our organizations more productive and further enhance our corporate value

 Engagement survey positive response rate 

■ Enhancing leave systems
As an example of our various leave systems, we offer paid refresh leave, which can be taken for five consecutive days every ten years after an employee’s fifth year at the Company, with the purpose of encouraging self-development and refreshing their bodies and minds. We also offer paid family support leave that can be taken for up to five days every year to care for family members or other life events or for medical treatment for the employee. With these and other types of leave, we have set up a wide range of leave systems to meet everyone’s needs. As a result, the rate of taking paid leave in the fiscal year ended March 31, 2025 was 82.6%. We aim to further promote work-life balance in the fiscal year ended March 31, 2025 and will work to encourage the use of various leave systems. One of the highlights in creating work environments that enable male employees to more easily balance work with childcare is the establishment of a spouse childcare leave system (three days of paid leave), which is generally compulsory. In the fiscal year ended March 31, 2025, the combined utilization rate of this leave and conventional childcare leave was around 90%.

■ Enhancing work-at-home systems
A work-at-home system allows employees to flexibly set the hours to be worked from home according to their situation. By using this system, employees under extra time constraints for reasons such as pregnancy (either their own or their spouse’s), birth, childcare, caring for ill or elderly family members, or undergoing medical treatment can work more easily. 
In addition, this system does not limit the place of work to the employee’s own home. By allowing employees to work even from the homes of their relatives, we are supporting sustainable work styles that do not rely only on leave systems.