ASML is one of the world’s leading manufacturers of chip-making equipment. Headquartered in Veldhoven, the Netherlands, ASML employs more than 16,500 people.
At ASML we attract and value professionals who can create and deliver products and services that meet customer requirements. We do this by developing their skills, by ensuring their long-term employability, and by providing inspirational leadership in a safe, sustainable and interactive environment.
We strongly believe that being a leader in sustainability makes us an even more attractive employer and helps us recruit and retain the talented people we need to be successful. In our experience, today’s scientists and engineers are motivated not only by opportunities to work in a high-end R&D environment, but also by the chance to make a meaningful contribution to creating a sustainable world.
|Key performance indicator||2009||2010||2011||2012|
|Employee attrition (%)||8.5||5.6||4.2||3.3|
|Absenteeism Europe (%)||1||3.0||3.1||3.1||3.3|
|Absenteeism USA (%)||2.7||2.3||2.3||1.6|
|Absenteeism Asia (%)||2||0.5||0.5||0.7||0.3|
|Workforce by gender (men/women in %)||89 / 11||90 / 10||89 / 11||89 / 11|
|Non product-related training hours per payroll FTE||7||11||19||16|
|Total donations to community and charitable organizations (x1000 EUR)||645||669||977||1,204|
1The figures until 2011 only include Dutch employees. As from 2012, all European time-registering employees are taken into account; We also adjusted the way we calculate our illness figures in 2012 to ensure alignment with the GRI standard. Figures for previous years have been adjusted accordingly (retroactively) in this report.
2In some countries, such as Japan, sick leave is regarded as annual leave, so illness-related absenteeism is recorded as 0%.
Developing and retaining our talented and highly skilled professionals is one of the top priorities guiding our HR strategy.
This strategy, which forms the basis of our HR policy and approaches, was reviewed in 2012, resulting in a new Global People Strategy Framework. This provides guidance and structure to our HR activities and consists of the following six elements:
Staffing: We establish all activities related to the strategic workforce planning, connected to ASML's customers’ roadmaps, and based on the diversity of our workforce in all its aspects (e.g. age, gender, cultural background, life stage). When staffing our teams we ensure we have the right person in the right place at the right time.
Development: We ensure that the current and future capabilities required to enable ASML’s business strategy and long term employability of our people are identified and maintained. The aim is to allow mutually beneficial organizational and personal goals to be achieved.
Employability: Employability in our company refers to a sustainable, social contract between ASML and its employees, in which the employees are stimulated to add value (in the short term as well as in the long term) inside the company (or eventually outside the company), by developing themselves in an environment that corresponds with their ambitions and talents.
Inspirational leadership: Our leaders have the right intent and inspirational capability to engage people beyond the level of normal contribution.
Physical work environment: We ensure that our employees and other relevant stakeholders are provided with optimal opportunities to travel safely and have an effective workplace at an ASML office location.
Community involvement: We enable employees to contribute to wider society and increase employee awareness in the area of sustainability (see section ‘Society’ in current chapter).
At year-end 2012, our workforce totaled 10,561 employees (in full time equivalents, or FTEs), increased by 671 FTEs compared to 2011, as a result of production growth.
Of our total workforce, 8,424 FTEs worked under a fixed contract and 2,137 FTEs were employed under a flexible contract.
|Culture general indicators||2009||2010||2011||2012|
|Number of payroll employees in FTEs||6,548||7,184||7,955||8,424|
|Number of temporary employees in FTEs||1,137||2,061||1,935||2,137|
|Total number of employees in FTEs||7,685||9,245||9,890||10,561|
|Workforce by gender (men/women in % )||89 / 11||90 / 10||89 / 11||89 / 11|
Demand in the semiconductor industry strongly fluctuates according to global economic cycles. ASML’s HR policy is geared towards this market characteristic. Our employment ‘flex model’ allows a maximum of 25% of employees to work under a flexible contract, which provides sufficient flexibility to respond to economic downturns while safeguarding the continuity of the company in the long term.
Our Global People Strategy aims to manage, and where possible reduce, our employee attrition and absenteeism1,2.
For more employee indicators, including a break down of FTE per region, please see section 'Other HR indicators' in the 'Appendix'.
Having the right people in the right place at the right time is a guiding principle of ASML´s ‘Global People Strategy’, our HR roadmap.
Attracting highly skilled employees is a major priority. ASML’s co-investment program (see also section 'Co-investment program' in current chapter), launched in 2012 to accelerate the development of our newest generations of chip making technology, represents an additional challenge as it requires the recruitment of even more professionals. We estimate an additional 1,000 to 1,200 high skilled employees are needed to support this program. We work closely with our customers and suppliers to assess to what extent this additional expert workforce should be hired by ASML or whether it may be more efficient to have some positions filled at our customers’ or suppliers’ businesses.
We attract employees through multiple recruitment channels, such as recruitment advertising and search and selection agencies. We also use our internal referral program, which has proved very effective. For every referral hired, ASML donates one laptop to a child in Africa. In 2012, we donated 134 laptops.
We help trigger interest in technology among youth and offer internships and scholarships to students. We closely cooperate with top universities to help develop the talent we need at our company and seek to proactively spot and attract our next generation of talent worldwide.
To inspire young people to study technology, ASMLco-organized the first Dutch Technology Week in 2012. On Saturday, June 2, During the Dutch Technology Week, a High Tech Discovery Route was organized in the Eindhoven region, in which ASML participated with a large event on the ASML campus in Veldhoven. In total an area of about 1300 m2 was transformed into what can best be described as a science fair. More than 40 activities were set up, including activities for very young children and also for everybody who is interested in technology. A number of our suppliers, as well as various technology promotion organizations in the area, voluntarily participated in the event. Various science shows were also held in our auditorium. We welcomed more than 1500 visitors who had a wonderful day filled with fun and technology. Board member Frits van Hout led the event, which triggered intense exchanges about technology via social media, with 67,000 Dutch users sending or receiving tweets about the event.
As a member of Jet Net (Youth and Technology Network Netherlands), a national organization backed by the Dutch government, ASML has a partnership with two regional high schools in the Eindhoven area. Together we organize workshops, guest speakers and events.
Other initiatives we supported in 2012 to enhance interest in technology include:
We hosted visits to our Veldhoven plant for 1200 students, ranging in age from 11 to 18 years, and organized technology workshops for Dutch teachers.
A team of 26 volunteers from our office in Tempe, Arizona, which has a partnership with local schools, gave lessons on technology at least once each quarter, reaching approximately 1400 children. About 250 children visited the Tempe office to attend technology workshops.
We participated in the third edition of the High Tech Room program, an Eindhoven city initiative to enable high-potential high school students to join technology projects and visit high-tech companies.
ASML supports the European Union’s ‘Photonics Explorer’ initiative which provides secondary schools with up-to-date and accessible information about the latest light technology.
We are involved in the Regional Center of Excellence (RCE) Rhine-Meuse program, an United Nations University initiative offering sustainable development education to Dutch schools, in cooperation with Jet Net. Both our Dutch partner schools are participating in the program.
As a member of Brainport Development, a network of technology companies in the Eindhoven area supported by educational institutions and local and national governments, ASML supports plans to attract some of the world’s best technology talent to the region and promote cooperation between the educational sector and the technology industry.
ASML participated in the Bizworld program and a debating contest. In the Bizworld program, children aged 11 to 13 ‘run’ their own businesses. Six ASML employees, mainly from finance and administration, gave presentations and guided the children through the process. ASML also hosted an annual debating contest on technology and society for several high schools. This debating contest is part of a national competition, in whichone of our board members is chairman of the jury. ASML Netherlands BV organized an in-house day for technical students on November 22, 2012. We offered 100 students who recently graduated or who will graduate in the near future, the possibility to get to know ASML.
Some of our educational activities are conducted under the umbrella of our community involvement programs (also see the 'Society' section in the current chapter).
ASML hosted 155 interns in Veldhoven in 2012, up from 146 in 2011. Most interns are university master students (67%), who do an apprenticeship or graduation assignment at ASML. About 6% of interns are vocational level students interested in gaining experience in assembling chip-making machines or making machine parts in our mechanical or electrical model shops. Internships last from three to twelve months.
The offices of ASML in the USA hosted 26 interns in 2012, 15 of which are relatives of ASML employees. Most of these interns (18) worked at the office in Wilton (CT).
ASML Asia hosted 12 interns in 2012, of which five in Taiwan, one in China and four in Japan. The four Japanese interns made a two week visit in September 2012 to ASML Netherlands as part of their training. This trip was completely paid for by ASML.
The interns in Veldhoven are recruited worldwide through our network of affiliated educational institutes and research institutions, as well as directly through recruitment advertising. Slightly more than half of the interns we hosted in 2012 came from the Netherlands. Other countries strongly represented were China, India and Iran, as well as European countries such as France, Portugal and Romania. Approximately 9.5% of the interns study at an education institute outside of the Netherlands.
In 2012, 10% of our interns accepted a job at ASML immediately after their internship and six people were hired from our 2011 pool of interns. Around 55% returned to university after their internship to finish their studies and 20% began a new study or PhD.
Our Henk Bodt Scholarship aims to attract talented foreign students. Named after a former chairman of our Supervisory Board, the program offers up to 20 scholarships annually in cooperation with the Technical University of Eindhoven, the University of Twente and the Technical University of Delft.
In 2012, we granted scholarships to two students, who started their programs in September 2012. These students were chosen via a selection process to assess whether they were suited to a future job at ASML and. Six scholarship students who entered the program in 2011 continued their internships in 2012, during their second academic year. We hired ten engineers from the 16 students who graduated in 2012, and one started a PhD program at TU Eindhoven. One student who had entered the scholarship program in 2010 will graduate in 2013 and the scholarship of another student who began in 2010 was ended.
Managers of our business departments act as mentors, supporting scholarship students in their technical, professional and personal development. Alongside the mentors, a trainer and coordinator are assigned to facilitate and steer the students’ professional and personal development. For example, scholars receive training on topics such as project management, communication and teamwork. They are also required to write a personal development plan.
The majority of our 2012 interns and scholars were assigned to our Development and Engineering department.
ASML promotes diversity among its workforce. We aim to offer a fulfilling work environment for talented men and women from all backgrounds. We believe this type of environment encourages different ways of thinking, enhancing creativity and innovation.
|Number of nationalities working for ASML|
We follow an equal opportunities policy for recruitment, hiring, training, performance, assessment, promotion and remuneration, and do not discriminate on the grounds of race, gender, age, religion, political orientation, nationality or social status.
Our workforce, which is spread over seven countries, includes 72 nationalities. Women made up 11% of our workforce in 2012 (2011: 11%). The Product & Technology cluster (approx 4,000 employees) became more diverse in 2012: out of 357 employees hired in 2012 (mostly for positions based in the Netherlands), 152 were non-Dutch, and 49 were women. For a breakdown of our workforce by gender, see also the section 'Other HR indicators' in the 'Appendix'.
Although there are some minor regional differences, women are generally under-represented in hi-tech industries around the world. We take our responsibility as a leading player in the technology industry seriously and support initiatives to interest more women in pursuing careers in technology.
We stimulate our employees to develop their skills and competencies so they can meet the requirements of their job and pursue their personal goals, which also helps ASML achieve its business goals.
We provide career path overviews for our employees which describe the skills they need to be successful in their current role, and the skills and competencies they need to develop to move to a higher level, or to a job in a different department.
Career path overviews can be accessed via our online Career Tracker tool and were made available for all staff in 2012 (2011: 95%). The overviews describe the skills required for approximately 735 different positions and help employees and their managers to make a personal Development Action Plan. Such a plan may include training in a new area of technology or in customer service, support from a coach or mentor, or on-the-job training in new fields. Our online Career Tracker tool lets employees browse through available training programs to support their development. In 2012 around 70% of employees made and began implementing a Development Action Plan (DAP), up from 25% in 2011.
In 2013, we will further develop and improve existing DAPs, by ensuring plans are specific, concrete and measurable (‘smart’) and cover the broad range of learning interventions to develop employees' competencies and employability effectively (‘blended learning’).
Together with a global preferred supplier we offer a generic curriculum, containing a set of 20 global programs to help staff improve their ‘soft skills’ in the areas of communication, personal effectiveness, presentation skills, performance management, leadership, change management and project leadership. These non-technical training programs are offered as open enrollment courses for the target group of employees up to middle management, including flex employees.
In 2011, about 3,200 employees worldwide received training through our generic curriculum programs. Around 2,200 of these followed the ‘Drive your own development’ program, supporting the development of their individual DAPs. In 2012, a group of about 200 employees who had not yet made a DAP attended this program. We increased the number of employees following one or more of the other 19 generic programs from about 1,000 in 2011 to approximately 1,750 in 2012.
'Employability' within our company refers to a sustainable, social contract between ASML and its employees, in which the employees are stimulated to add value (in the short term as well as in the long term) inside the company (or eventually outside the company), by developing themselves in an environment that corresponds with their ambitions and talents. In the process, we enhance employee’s motivation, engagement and performance and their value to the company.
We help develop employees’ competencies through our generic curriculum programs (see section ‘Development’ in current chapter).
Since our workforce is gradually aging and regulatory changes are leading to later retirement, ASML is increasingly focusing on sustainable employability. We need to ensure that our people are healthy, motivated and productive, now and in the future. In 2012 IVA, an external organization specialized in employability studies, liaised with the University of Tilburg to conduct an intensive study with the shift workers in our factories in Veldhoven. The outcome provided clear direction on how ASML can progress on this topic, defining a series of action points that will be implemented in 2013.
For example, ASML wants to focus on preventive policies regarding long term performance management, and keep motivation high and productivity up to standard. However, for the short term we deployed a transition policy covering certain higher risk employee groups, who work in shifts and would benefit less from the preventive actions given their age.
Alongside this we are also developing a wide range of actions and policies to stimulate healthy behavior (eat, sleep, move). In early 2013 we will start ‘Managing a shift work lifestyle’ workshops to help support health in the workplace.
Management, HR&O and the Works Council are working in close cooperation to further clarify the employability roadmap for 2013 and beyond.
As planned, we did not survey our employees in 2012. The next employee engagement survey will take place in Q1 2013.
In order to enhance not only the health and safety of our workforce but also their overall well-being, engagement, flexibility, continuity and productivity, we have created a new ‘Vitality’ program for 2013, headed by a newly appointed Vitality Manager. This will help employees deal with stress and maintain a healthy lifestyle, including facilitating their access to sports.
In 2012, we ran a pilot project to improve our absenteeism management process, aimed at decreasing illness and increasing employee satisfaction3. Targeting a group of 500 employees in Veldhoven, the project included an initiative to enhance the people management skills of our leaders and other initiatives to ensure more attention is paid to employees’ needs and well-being. As the project met our expectations, we plan to implement it at all our facilities in Veldhoven in 2013.
Our 'Vitality' program for 2013 places prevention higher on the agenda. The program includes initiatives related to dealing with stress, lifestyle interventions4, health checks and facilitating sports participation.
Motivated and engaged employees are critical to the success of any company. As such, our Employee Engagement program is at the heart of ASML. Driven by our Internal Communications team, it aims to connect our employees to each other and to ASML’s goals and values. It also sets out to motivate and inspire our employees to drive success through innovation and to instill a sense of well-being, pride and community involvement. During 2012, the program connected with our employees through online and offline channels.
We also focused on bridging the gap between our employees worldwide. We continued the roll-out of ‘@ASML’, our corporate TV channel that began in the Veldhoven office in 2009. Now implemented in over 20 offices worldwide, the channel connects participating offices with both corporate and local information.
We have also introduced ‘Connect’, our Yammer-based internal employee network. Connect makes real-time communication, collaboration and sharing of knowledge between ASML employees worldwide easier and more efficient than ever before. Approximately 4,000 employees are now using it.
A number of successful initiatives have also been launched to driving employee engagement offline. At the start of 2012, we introduced ‘Young ASML’ – a platform that connects, develops and supports our young professionals through a wide range of social and professional development initiatives. In May, we organized the first ‘Volunteer Fair’, inviting a dozen local and regional charity/volunteer organizations to inform our employees about their activities and encourage them to volunteer. The fair was a success and is intended to become an annual event.
We have also boosted engagement by connecting employees more directly with our corporate sponsorship of sports and cultural institutions, boosting awareness and opportunities for inclusion. Examples of this include an agreement with Marathon Eindhoven to organize professional running training for our employees, and a partnership with the Muziekgebouw Eindhoven concert hall, which includes music events on the ASML campus and a year-long ticket discount program for all employees (also see section 'Community involvement' in chapter 'Society').
This year marked the birth of a platform that connects, develops and supports young professionals within the company through social and professional initiatives. The platform focuses on employees under the age of 36, but events are open to all ASML employees. Kick started and sponsored by our Internal Communications team, the first Young ASML board was created in January 2012.
Over the course of 2012, Young ASML staged 15 events. Highlights included professional development opportunities, such as excursions to other hi-tech companies in the Brainport region, as the Eindhoven area is often referred to. Skills workshops, a seminar series with inspirational speakers and social networking opportunities such as a Young ASML barbeque and sports competitions were all on offer. In addition to their own events, Young ASML played a crucial part in reaching students through several student outreach events over the course of the year.
The platform reached a milestone of 500 members in Q4 2012 and continues to grow.
We want our managers to provide inspirational and motivational leadership and to develop skills enabling them to help our employees develop themselves, improve their performance and be successful. We provide the tools and processes to help managers achieve these objectives.
Our Leadership Capability Program (LCP), developed in-house and targeting our top 700 managers, including the Board of Management, offers modules on personal development, structuring tasks and setting priorities, and communicating goals and intentions.
More than 300 senior managers completed the LCP in 2012. The program consists of five training days divided into two modules for each manager. We designed two special LCP programs for staff in our Finance and Sales departments.
In 2013 we plan to train the remaining 200 senior managers and will design and deliver a LCP for project managers.
HR staff received additional training on facilitation skills to support the implementation of ASML’s leadership principles.
At ASML we ensure that our employees can work in a safe and appealing environment that enhances their well-being and performance. We strive to make our production sites and offices places where people can work, share, meet and learn in a sustainable environment. We offer our employees the opportunity to help them strike a good work-life balance.
In 2012, we launched a pilot project at our Veldhoven site to introduce new ways of working: The Lab. We created 32 flexible work stations for 45 business process engineers, using environmentally friendly office equipment designed for this purpose. The equipment is mainly made of degradable natural materials. We also introduced Light-emitting diode (LED) lighting that saves 25% energy compared to other office lighting sources at ASML.
By introducing the flexible work area at The Lab, we increased the efficiency of this office space and created an inspiring working environment for staff. We intend to expand the project and introduce several hundreds of flexible work spots at two other offices in Veldhoven in 2013. We will conduct surveys allowing us to measure the impact flexible work on employee satisfaction and productivity.
We continued refurbishing our campus in Veldhoven, to make it greener and create safer and quieter spaces where employees can spend time outdoors. We reduced traffic at the heart of the campus, replacing car parking spaces with parking lots for bicycles, and green zones where employees can sit and interact with colleagues. Car traffic and parking were transferred to the periphery of the campus. To improve logistical efficiency on campus we plan to invest in the refurbishment of the logistics building, which will divert part of suppliers’ transport to outside the campus.
Our flexible working model, introduced in 2011 in Veldhoven, allows employees to balance their workload during upturns and downturns. The model features an ‘hours bank’ that keeps track of extra hours worked during periods of peak production. Employees can bank up to 600 hours and use them during quieter times. In a similar way, they can work up to 600 fewer hours per year and make up for this later during peak periods. The normal work schedule is 34 hours a week. Employees have to work 42.5 hours during peak times but in times of low customer demand, these 34 hours can be reduced. The model gives us the flexibility we need for our production cycles and gives our employees more job security because we can keep them on the payroll during quieter periods. It is our ambition to extend this kind of flexibility to all employees, including contracted employees, to guarantee income and employment to all.
ASML considers it a moral obligation to do everything in our power to provide safe and healthy working conditions for our employees, customers and suppliers. This means ensuring our operations are environmentally sound and that safety and security are maintained at our production sites.
Among the major safety risks at ASML is the risk of injury while working with ASML heavy lithography equipment, which is developed and assembled in relatively small cabins. Our NXE machine, for instance, weighs 27 tons and is 3.2 meters high. Assembling it is a complex process that requires utmost care to minimize the risk of injury. We also work with hazardous substances during our manufacturing process, so our staff has to be familiar with the characteristics of these substances and take strict precautions. Laser technology is increasingly used in our machines and is another aspect requiring safety precautions.
The fast pace of innovation, the complexity of our equipment and the fact that our machines are not mass products make it hard to adopt standard safety procedures in our manufacturing process. This means our safety approach centers on raising awareness and promoting the alertness of each individual working for or on behalf of ASML.
Centralize environmental, health, safety and security management under a newly-appointed EHS&S manager.
Reduce the number of lost time accidents (LTAs) by 15% versus previous year.
We appointed a new EHS&S manager as of March 1, 2012, who is responsible for all environmental, health, safety and security issues across ASML. He will focus on enhancing the safety of staff and environmental performance at ASML production sites as well as at customer locations or during travel.
The LTA rate in 2012 was 0.18, down from 0.28 in 2011. Ultimately, we aim to have zero lost time accidents. For that reason we do not set yearly targets on the number of lost time accidents, but have a year-on-year improvement goal of 15%. We seek to achieve safety improvements through our safety master plan.
We have a company-wide online incident reporting tool available to all employees. All incidents such as safety incidents, large material damage and environmental incidents are reported with the help of this incident reporting tool. Incidents involving injury leading to absence (LTAs) are reported to the COO within 24 hours and an analysis of the initial root cause should be completed within two weeks.
We centralized our EHS&S organization to streamline the activities of our EHS&S departments in Veldhoven, Linkou, Wilton and customer service locations worldwide.
One of the first tasks of the EHS&S manager was to make a EHS&S master plan, consisting of several programs, which we began implementing in 2012. Regional EHS&S coordinators were appointed in our Customer Service department, who ensure our EHS&S standards are met by ASML staff working at customer sites.
The EHS&S roadmap included a pilot safety awareness program to create a company culture that places safety high on the agenda. This ‘Zeta Zero’ program was launched in October and completed by year-end 2012. It comprised a survey carried out among staff at our Twinscan and EUV factories, interviews with senior management, including the board member responsible for EHS&S, as well as ‘leadership coaching’ to enhance the safety awareness of managers. Results of the pilot program were used to make plans and set targets for further safety awareness programs to be introduced across ASML in 2013.
Other initiatives in the EHS&S master plan introduced in 2012 included:
Conducting a ‘gap analyses’ of our health and safety management system to assess what still needed to be done to make improvements in line with OHSAS 18001 − the internationally-accepted occupational health and safety standardguidelines . We expect to launch one or more projects in 2013 to make the required adjustments;
Introducing an electronic ‘permit to work’ system at our production site in Veldhoven, which enables us to keep track of all contractors working there and sexplains the guidelines they must adhere to as stated in their permit;
Updating the security system controlling entry into our buildings and introducing new ID badges that clearly show whether the person is an employee, a contractor or a visitor. The new system was implemented in Veldhoven. We will introduce new ID badges at all other ASML sites in 2013; and
Using an environmentally-friendly electric car in our security surveillance operations at the Veldhoven campus.
Health and safety committees supervise health and safety initiatives at our manufacturing and development sites in Veldhoven, Linkou and Wilton.
Our SRB, established in 2009, deals with risks related to the use of hydrogen to rinse wafers produced by our new-generation NXE chip-making machines. It also supervises the use of carbon monoxide and fluorine in the latest generation chip-making systems. These substances can only be used if the SRB confirms all safety requirements have been met.
We implemented a separate SRB to monitor the application of laser technology at our production sites in 2012.
It is ASML policy to train all our employees on environmental, health and safety-related aspects via our online academy tool. All employees working on ASML premises have to complete the general Environmental Health and Safety (EHS) training. Additional specialized training is mandatory for entry into cleanrooms. In 2012, 1,984 employees completed our general EHS level 1 course and 1,639 employees did the specialized EHS training. The general EHS training also includes how to respond in case of emergencies such as fire and evacuation. Over 100 employees received specific emergency response training in first aid, evacuations and firefighting. These emergency response teams are designated to help employees during emergencies and are present at our manufacturing site in Veldhoven 24 hours per day, seven days per week. In 2012, we carried out several emergency drills with the fire brigade.
We introduced ‘Tripod’ training in 2012 to teach EHS coordinators how to research incidents. Fifteen coordinators, including our newly-appointed regional EHS coordinators, attended the training. Sixteen Dutch ASML staff finalized a specific safety course, allowing them to assess whether suppliers meet health, safety and environmental standards.
Internal auditors specialized in EHS training carry out audits of EHS management on a regular basis at all ASML locations, including the approximately 50 customer support and sales sites around the world.
Furthermore, specific work environments require dedicated training. ASML has specific trainings that integrate EHS aspects such as hoisting and lifting, magnetic safety, hazardous materials, hydrogen safety and lean manufacturing. Training figures and results for our Veldhoven site are registered in our training department’s Learning Management System.
We have assigned area managers in Veldhoven, who are responsible for incident management and creating safe working conditions in specific areas of our manufacturing and development facilities.
Since June 2011, we organize quarterly safety workshops at ASML presided by a board member. Area managers and specialists from our Operations department evaluate the status of the LTAs and define actions for the next quarter. The workshops stimulate risk awareness and provide an opportunity to resolve and prevent accidents. The EHS&S manager submits improvement programs for approval to the safety workshop.
1The absenteeism figures until 2011 only include Dutch employees. As from 2012, all European time-registering employees are taken into account; We also adjusted the way we calculate our illness figures in 2012 to ensure alignment with the GRI standard. Figures for previous years have been adjusted accordingly (retroactively) in this report.
2In some countries, such as Japan, sick leave is regarded as annual leave,so illness-related absenteeism is recorded as 0%.
3As a side result of this project we concluded that for Veldhoven we did not take into account the part-time percentage nor the illness percentage of the employees, which led to higher absenteeism figures in the past. Therefore, in this report we restate the absenteeism figures of last year (see table 'Key performance indicators' in section 'Our sustainability strategy, targets and KPIs' in chapter 'Company key information').
4E.g. healthy food workshops, quit smoking courses and mind your body training.