Job grading system (for managers, introduced in 2005)

Three different career courses (for non-managers, introduced in 2003)

Employee-Related Data of Asahi Glass

Number of employees (as of December 31, 2010, excluding those dispatched to other organizations)

Classification		Male	Female	Total	Percentage of females
Managers		1,823	78	1,901	4.1%
Nonmanagers	E Course*1	758	91	849	10.7%
	S Course*2	3,004	52	3,056	1.7%
	C Course*3	14	455	469	97.0%
	Subtotal	3,776	598	4,374	13.7%
Total		5,599	676	6,275	10.8%

*1 Applied to employees who will promote business strategies and implement enhancement measures for their departments as key persons
*2 Applied to employees who will contribute to production activities by acquiring, improving, and handing down production technologies and skills
*3 Applied to employees who will be in charge of conducting clerical work accurately and quickly

Other Employment Data

	Male	Female	Total
Average age	40.7	38.0	40.4
Average length of service	17 years and 5 months	12 years and 2 months	16 years and 10 months
Average overtime working hours	20.3 hours/month (average for members of the labor union)

Career Development

Asahi Glass has the Challenging Career System in place. This is a system to encourage employees to choose jobs in which they can use their expertise, and through this system, which serves as a stimulus to our organization, we assign the right people to newly launched business and to operations that need to be enhanced. We also have the Professional System and the Meister System to appropriately utilize and evaluate those having advanced technologies and skills.

Human Resources Development

For AGC Group to promote its global management system, a diversity of talented staff are required, including leaders in charge of global management, engineers who strengthen and pass down technologies and skills, and high-level professionals who take the lead in launching new businesses and other projects. In the development of these various human resources, it is necessary for the AGC Group to set and implement the same objectives across the Group, and so in 2006, Asahi Glass launched a new human resources development (HRD) system, which may also be used by its domestic Group companies.

Priority Tasks to be Performed under the HRD System

Protection of Human Rights and Prevention of Harassment

In Asahi Glass, the Human Rights Office of the Human Resources & Administration Office and the Compliance Group of the Group Corporate CSR Office are making joint efforts to provide employees with a work environment that is free from discrimination or harassment. For early detection of problems, we offer both internal and external contacts, through which employees can seek advice with ease of mind. In the event that a problem occurs at the workplace, we will address it not only as an individual issue, counseling the person violated, but also as an organizational issue for the workplace where the problem arose. In regard to issues of harassment, we hold preventative stratified seminars and workplace dialogue meetings. We also encourage employees to seek advice as early as possible if they encounter any form of harassment.

Further Employment and Promotion of Female Employees

At Asahi Glass, the number of female non-managerial staff (excluding those temporarily dispatched to other companies) is 598, accounting for about 13.7% of all non-managers. The number of female managers is 78 or about 4.1% of all managers. We will continue to establish necessary systems and examine measures to increase the number of female employees and managers toward the achievement of Diversity, which is one of our shared values under our Group vision.

Employment of People with Disabilities

To promote Diversity, Asahi Glass has been increasing the employment of people with disabilities. In fiscal 2008, our employment rate of people with disabilities exceeded the rate designated by law (1.80%) for the first time, since which the rate has been constantly above the statutory rate. We will continue to make efforts to further raise the employment rate by fostering cooperation with relevant organizations.

Employment Rate of People with Disabilities

FY	Number of people with disabilities (actual number)	Employment rate
2006	83	1.54%
2007	94	1.74%
2008	105	1.95%
2009	104	1.97%
2010	105	1.98%

In fiscal 2002, Asahi Glass established AGC Sunsmile as a special subsidiary with a view to increasing the employment of people with intellectual disabilities. Since its foundation, the company has been cooperating with relevant organizations to provide a better work environment for employees with high motivation.
Employees of this company, which has three bases in the Keihin, Sagami, and Osaka areas, are engaged mainly in cleaning at the business sites and company residences of Asahi Glass. We will continue to increase the number of these bases and expand the jobs and staff of the company so as to achieve more employment of people with disabilities.

Employment of Retirees

In April 2006, following the revision of the Act Concerning Stabilization of Employment of Older Persons, Asahi Glass introduced a system to continuously employ retiring non-managers who meet the personnel criteria for continuous employment. The criteria are provided for in the labor-management agreement, with the aim of utilizing the expertise, technologies, and skills of retirees. Subsequently in April 2008, we introduced a new continuous employment system in view of increasing social need for the employment of retirees, after conducting surveys to identify the retirees' needs and the workplace needs to secure and transfer technologies and skills. With this change, we have expanded the range of employees who are eligible for the system, thereby enabling more employees to continue to work until they reach the legal retirement age.
We are committed to providing work opportunities where employees with diverse backgrounds and high motivation can fully display their abilities and make use of their experience, regardless of age.

Continuous Employment Rate of Retirees

FY	Number of reemployed retirees	Number of retirees	Continuous employment rate
2006	20	84	23.8%
2007	46	126	36.5%
2008	94	159	59.1%*5
2009	70	176	39.8%*6
2010	13	117	11.1%*6

*5 In April 2008, we introduced a new continuous employment system. As a result, the continuous employment rate increased from the levels in and before fiscal 2007.

*6 As a result of implementing a range of employment measures in response to the economic recession that hit the world in the fall of 2008, the continuous employment rate decreased from the fiscal 2008 level in fiscal 2009 and 2010. The rate, however, is expected to begin rising again in fiscal 2011.

Labor-Management Relations

At Asahi Glass, the Asahi Glass Labor Union is organized. In labor-management negotiations, both the labor and management sides take a logical and reasonable attitude to solve problems through discussion. The labor union negotiates with the management on working and other conditions for its members.
In addition to open daily communications, the labor union management and directors of the Company have a meeting on the entire business management at least twice a year.

Data about the Asahi Glass Labor Union

FY	Number of members*7	Average age	Average length of service
2007	3,880	40.8	19 years and 4 months
2008	3,974	40.1	18 years and 4 months
2009	4,009	39.2	16 years and 11 months
2010	4,230	37.9	15 years and 4 months

*7 Asahi Glass adopts a union shop system under its labor agreement.

Work-Life Balance

In order to help its employees perform their jobs with ease of mind and fully demonstrate their abilities at every stage of their lives, Asahi Glass is improving its workplace environment to make it more comfortable and implementing measures to help employees keep a good balance between their work and private lives.

Comparison between Asahi Glass's Childcare Leave System and Legal Requirements

Legal requirements	Asahi Glass's system
Childcare leave
Available until the child becomes one year old (or 14 months old if both parents take childcare leave or 18 months old if certain conditions are met)	Available until the child becomes 18 months old or until the end of the April immediately following the child's first birthday, whichever is longer Available as a special “short-term childcare leave” if the leave period is less than one month
Shortened working hours for childcare
Available until the child becomes three years old Employers are required to make efforts to shorten the working hours of employees with children aged three years or older, until the child enters elementary school.	Working hours can be shortened by up to 2.5 hours per day until the child completes third grade education at elementary school. This system is available on a multiple basis. After a certain period has passed since starting to use this system, the employee may alter their application details (the number of hours they wish to have reduced, their work starting and finishing times, etc.)
Capping of the number of overtime and holiday working hours for childcare
The overtime working hours should not exceed 24 hours per month or 150 hours per year if an employee with a pre-elementary school-aged child so requests.	If an employee so wishes, their overtime and holiday working hours may be reduced to zero until their child completes third grade education at elementary school.
Other
	Flexible working hours without “core working hours” Support for using facilities and services for childcare under the selective benefits package system A system in which employees, as a general rule, assume the same job after returning from leave

Systems to support the compatibility of work and family care

Employees Taking Childcare/Family Care Leaves

FY	No. of employees who took childcare leave	No. of employees who took family care leave
2006	30	3
2007	43*8 (Including 2 employees taking short-term leave)	5 (Including 1 employee taking short-term leave)
2008	42*9 (Including 2 employees taking short-term leave)	2
2009	54*10 (Including 2 employees taking short-term leave)	1
2010	70*11 (Including 2 employees taking short-term leave)	4 (Including 2 employees taking short-term leave)

*8 of which two employees were male

*9 of which three employees were male

*10 of which three employees were male

*11 of which two employees were male

The percentage of the leave consumed came to 89.4% (average for the labor union members) at Asahi Glass in fiscal 2010. We have introduced a half-day leave system to enable employees to use their paid leave more efficiently and flexibly.

Average Percentage of Annual Paid Leave Used

Regarding overtime work, Asahi Glass has the following principles: (1) reduce overtime and holiday work through the improvement of work efficiency and working styles; and (2) prevent employees from working overtime without pay. Based on these principles, we are committed to managing the daily work of employees based on sufficient communication between managers and subordinates, and complying with the Labor Standards Act with regard to labor- management discussions and related procedures. Also, by precisely recording the arriving and leaving times, we identify how long each employee stays at the workplace. We have a system to clarify the reasons for excessive overtime work, to improve the situation and to manage employees' working hours appropriately.
As for the prevention of health damage due to overwork, we have our own criteria, which are stricter than the law requires. Based on these criteria, we mandate overtime workers to consult the industrial doctor, thereby ensuring their health.
We will continue to implement these measures to provide all employees with an environment where they can work with high motivation in good health.