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Philosophy for Human Resource Management and Promotional Structure
Respect for human rights	Employment and Development of Human Resources
Respecting Diverse Work Styles	Occupational Health and Safety

Philosophy for Human Resource Management and Promotional Structure

Basic Approach

Employees are the driving force that enables us to run our business and provide the public with valued service. We aim to create vibrant workplaces in which each individual employee derives a sense of satisfaction and achievement from gaining a thorough understanding of the Company's management policies and business strategies, and from having a role to play that enables each employee to contribute to both the Company and society.
As one of the measures to achieve this goal, we have also introduced personnel systems and training programs to enable each employee to display his or her creativity and versatile personality.

Human Resource Management through IPM Activities

IPM stands for IBIDEN Profit Management, and IPM activities advance and integrate the four IBI-TECHNO capabilities: Management of Business, Management of Technology, Total Productive Management, and Management Capability. Through these activities, we will create our own unique management techniques and grow sales and profits as well as personnel. In fiscal year 2011, we introduced an e-learning system, developing an environment in which employees are motivated to take skill development training voluntarily. Forming an organization-wide working group through IPM activities, we made efforts to offer thorough self-development content, which consists of educational materials reflecting the needs of each operational division. We developed approximately 130 courses over the past year. By offering self-development courses in addition to existing level-specific or ability-based group training programs, we will focus strongly on cultivating a corporate culture that further promotes self-learning.

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Respect for Human Rights

Respect for Worker Rights

The IBIDEN Group clearly defines its basic policy to support and respect the protection of human rights, as well as to avoid involvement in any violation of human rights. The IBIDEN Standards for Employee Behavior spells out such policy, stipulating that officers and employees respect the basic principles and rights of labor and take actions that follow the common sense and rules of society while complying with the employment-related laws of each country such as the Labor Standards Law and labor regulations.

Human Rights Education

To ensure respect for human rights, the Group offers education on fair employment and human rights, particularly to labor relations managers as well as managers and staff members in charge of recruitment interviews, calling their attention to the prevention of human-rights violations. IBIDEN also distributes the IBIDEN Standards for Employee Behavior and example booklets, a collection of violation examples, to all employees at the time of hiring. In our new employee training or education programs offered at the time of hiring, we educate our employees to promote the understanding of the IBIDEN Standards for Employee Behavior, including dealing with human rights issues, as well as to ensure that the standards are reflected in their actions.

Assessment

For the Group to make advances in human rights initiatives, the cooperation of the entities comprising the entire supply chain beyond the Group is indispensable. In our letter addressed to business partners, we specifically request that labor-related human rights be observed, including bans on child labor and forced labor. In addition, we confirm the state of compliance by business partners by sending out periodic questionnaires.

IBIDEN Group Supplier CSR Guideline

Employment and Development of Human Resources

Employment of Global Human Resources

The IBIDEN Group, celebrating its 100th anniversary in 2012, is an international corporation with 34 overseas locations in 17 countries in North America, Asia and Europe. With the next 100 years in mind and armed with “IBIDEN's Unique Business Model,“ which rivals any other on the international stage, we will continue to strive to further strengthen our competitiveness. To this end, obtaining highly diverse human resource is crucial. As more than 75% of our sales were made outside of Japan in fiscal year 2010, it is essential that we hire and nurture employees who can see things from a global perspective and manage people at overseas locations while absorbing different cultures. In terms of our hiring practices, we have defined the desired candidate profile and are actively pursuing foreign students who are studying in Japan. We are also hiring more staff at overseas locations who demonstrate the skills and experience to become executive candidates in the future.

Development of Global Human Resources

First, we have adopted the concept of creating a global human resource pool, which will allow us to form, from a medium- to long-term perspective, a group of employees that can succeed on the global stage. Motivated young employees who fit the global human resource profile will be selected to participate in First, we have adopted the concept of creating a global human resource pool, which will allow us to form, from a medium- to long-term perspective, a group of employees that can succeed on the global stage.

Language training

Motivated young employees who fit the global human resource profile will be selected to participate in language training programs overseas and work with local manufacturing staff at overseas production locations so that they can experience different cultures. Our plan is to set up a system in which these employees can further hone their specialist skills and management abilities after their return and eventually be assigned overseas again as global executives. We expect to examine and propose this new system in fiscal year 2012 and then begin implementing it in fiscal year 2013. We provide cross-cultural programs for employees who are visiting or are assigned to overseas locations, and we make company-wide efforts to upgrade their practical language skills. In fiscal year 2011, in addition to English, we began offering language training in Korean and other foreign languages. We also focus on nurturing the core staff of our overseas entities by inviting them to participate in training programs in Japan.

Fair and Equitable Employee Evaluation

The Company has in place a results-oriented target management assessment system. Challenge goals closely related to the Company's business results are first established, and the results as well as the process for reaching those results are then evaluated fairly and equitably. Finally, individual results are directly reflected in their remunerations. Furthermore, our aim is that better “communication between the superior and the subordinate“ will be encouraged through the process of goal-setting, interim interviews and evaluation interviews. The target management system also provides ample opportunities for “professional development “ for the subordinate.

Respecting Diverse Work Styles

Along with the progress in globalization and diversification of values, IBIDEN strives to realize a working environment and culture that allow a wide variety of employees to demonstrate their unique abilities and find their life and work meaningful.

Supporting Work Life Balance

The Company considers it part of its social responsibility to create an environment in which children, our future leaders, can grow up healthy and safe. To this end, we actively encourage work-life balance (harmony between work and private life) by, for example, helping our employees to achieve a balance between work and child rearing.
The Company also put in place its action plan in accordance with the Act for Measures to Support the Development of the Next Generation. As a result, in fiscal year 2011 two male employees took parental leave. Also in fiscal year 2011, we promoted company-wide measures aimed at shortening overtime hours.
To create a working environment that allows employees to work positively and vigorously, we will review and consider a discretionary labor system and other working arrangements, and further encourage employees to take annual paid leave.

Promotion of female advancement

The Company began its promotion activities for female advancement in fiscal year 2010. For Phase 1, including both 2010 and 2011, we focused on raising awareness and introducing the program. We also actively increased the number of females hired. In fiscal year 2011,we conducted interviews with both female employees and executives to clarify issues at work and formulated and implemented specific solutions. Actively participating in cross-industry meet-ups also helped encourage career development and increase motivation. We are also planning to offer consultation interviews to those who are returning to work after a parental leave to alleviate any anxiety, which will allow for a smooth transition. We will continue to support the proactive actions of female employees through “Growing corporate culture,“ “Career development and appointments“ and “Supporting work-life balance“, so that women with abilities and motivation can be active at all stages of their lives.

IBIDEN's Parenting Handbook to support balancing work and childbirth/childrearing

♦ Three Core Activity Areas

[Growing corporate culture]

We hold various events and training sessions to raise awareness throughout the Company and communicate these activities through our company bulletin.

[Career development and appointments]

We introduce educational programs to further enhance the ability of ambitious women and develop and introduce ideal role models for our female employees.

[Supporting work-life balance]

We implement childcare leave, short-term working hours and other programs to support a work-life balance so that both men and women can continue to work while they raise children. We introduce these programs by issuing a childrearing handbook.

Occupational Health and Safety

Occupational Health and Safety - Basic Policy

We conduct the health and safety activity done with all concerned people under IBIDEN WAY, and aim to harmonize “health and safety“ and “operation“ with the fundamental rule to minimize the risk that may affect the life and health of person participating to IBIDEN's operations.

Occupational Health and Safety Policy

1. We will identify the sources of risks associated with each process in our corporate activities and take steps to prevent labor accidents and illnesses. We will strive to reduce the risks and to maintain and enhance the physical and mental health of our employees.
2. We will provide a good working environment that allows all employees to work vigorously without anxiety.
3. We will comply with laws and regulations relating to occupational health and safety and with other recognized requirements.
4. We will operate an occupational health and safety management system to ensure that every employee engages in occupational health and safety activities and to make continued improvements to attain our occupational health and safety goal.
5. We will ensure that every employee is aware of our occupational health and safety policy, using occupational health and safety cards and other means to raise their awareness of occupational health and safety and encourage proactive behavior.
6. We make this policy public and we make it available any time when requested.
   We also make this policy available on our website. http://www.ibiden.com/

Occurrence of work-related accidents

While the Group's occupational accident occurrence rate in Japan is below the national manufacturer average, 38 work-related accidents still occurred in fiscal year 2011. In fiscal year 2011, with the "reduction of occupational accidents and potential incidents and improvement in the working environment," "legal compliance" and "reduction in mental illnesses and life-style related diseases" as the three pillars of our activities, we implemented occupational health and safety programs for the entire IBIDEN Group. In fiscal year 2012, we will expand the scope of our safety activities, targeting sub-contractors working on premises, while further improving the level of our activities.

Occupational accident frequency rate*

* Number of occupational injuries (be equal or more than accidents requiring leave) for every million cumulative actual working hour

Health 100 Plan

To create a working environment that allows employees to work positively and vigorously, it is also important to help them improve their physical and mental health. Since fiscal year 2008, IBIDEN has been dedicated to the improvement of employee health through the 5-year “Health100 Plan.“ In fiscal year 2011, we held a walking rally using pedometers at our plants and Group companies with the aim of further enhancing health awareness. Furthermore, we promote identifying and dealing as rapidly as possible with those suffering from mental health issues by using the e-Health Check System, which allows each employee to check the degree of his or her mental and physical stress.

Health check activities at workplace