The leadership training programis conducted in regions outsideJapan

Participants in a cross-culturaltraining program

Leadership training

Developing and Promoting Human Resources from a Global Perspective

The Ajinomoto Group Human Resources Principles

Developing and Promoting Human Resources from a Global Perspective

The Ajinomoto Group is working toward building aframework for developing and promoting diverseemployees regardless of nationality or career level.

In fiscal 2010, the Ajinomoto Group introduced aleadership training program for each region where itoperates outside of Japan for potential front-linemanagers, with the initial goal of identifying andnurturing candidates for next-generation executives.Participants in the program were able to develop theirexpertise by recognizing the core competencies and skills required of leaders, and putting them into practice duringwork duties.

The Ajinomoto Group also broadened the scope of its cross-cultural training with the objective of promoting theunderstanding of different cultures to leverage employee diversity across the entire group. The training waspreviously intended for international employees from overseas group companies and their coworkers in Japan, butnow also targets Japanese employees engaged in overseas operations and participants in the regional leadershiptraining program.

Human Resources Training System

Human resources training in the Ajinomoto Group is designed to enable employees tosuccessfully carry out their respective duties and meet the expectations defined in theAjinomoto Group Way, a set of values, fundamental thinking and attitudes sharedthroughout the group: Create New Value; Pioneer Spirit; Social Contribution; andValue People.

A number of in-house systems, such as career support systems, are integrally linkedwith various training programs on the basis of on-the-job training in the workplace,thereby providing individual employees with training tailored to his or her level of skills development.

In fiscal 2010, the group continued to implement various training programs for upper management, and newlyintroduced a leadership training program in cooperation with regional headquarters outside of Japan and trainingprograms established by group companies in Japan. In addition, the Ajinomoto Group began training programs bothin and outside Japan intended to promote shared values as expressed in the Ajinomoto Group Way.

From the standpoint of leading a global group of companies, the Ajinomoto Group will continue to develop humanresources that can succeed in achieving further business growth going forward.

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Recipients of the group-wide achievementawards

Ajinomoto Co., Inc. and its group companies strive to contribute to human health globally by continually creatingunique value that benefits customers. The company is working to protect and effectively utilize intellectual propertyrights, including original technologies, content, and brands, in order to strengthen its technological expertise. Thecompany pays compensation for patent applications when employee inventions are transferred to the company, andfor patent registrations when inventions are registered. It also pays performance-based compensation wheninventions are implemented by the company.

Awards System for Recognizing Achievements

With the aim to provide a comprehensive framework for raising employeemotivation and morale, the Ajinomoto Group awards employees who havemade noteworthy achievements as well as employees who havedemonstrated exemplary behavior.

In fiscal 2010, the group formally recognized 13 groups of employees withcompany-wide achievement awards. The recipients were selected based onachievements in a broad range of areas such as cost reduction, productquality, sales results and outstanding research.

The group also recognized long-service employees with awards for 25 years and 15 years of continuous employmentto show its gratitude, and took the opportunity to call on all employees to work together and implement theAjinomoto Group Way in order to advance over the next 100 years.

Compensation for Inventions

69

70

The Work-Life Balance Kick-off seminar

Improving Work-Life Balance

Implementing the Ajinomoto Group Work-Life Balance Vision

Ajinomoto Co., Inc. is carrying out various initiatives aimed at realizing thegoals of its Work-Life Balance Vision.

The company has been focusing on systematically improving its programsrelated to work-life balance, and introduced a re-employment system forretired and former employees in fiscal 2009. In fiscal 2010, the companybegan offering partial salary payment for the first 15 days for employeestaking parenting leave. Male employees have taken advantage of the changesince its implementation, with 11 taking leave during the fiscal year.

With the goal to raise employee awareness of its programs related towork-life balance, Ajinomoto Co., Inc. invited external experts and heldWork-Life Balance Kick-off seminars in fiscal 2010 at the company's head office, research divisions, and officesaround Japan including branch offices and factories. The seminars were followed by workplace workshops designed todeepen employees' understanding of work-life balance and strengthen related programs at work sites. Employeesattending the seminars expressed that they had gained a full appreciation of the true meaning of work-life balanceand sought to explore the subject in more detail with coworkers.

Looking forward, Ajinomoto Co., Inc. intends to steadily expand measures to promote work-life balance. Thecompany conducts a corporate culture survey every two years in order to accurately assess employee awareness ofrelated programs and gain a perspective of the workplace climate. Based on this information, management isenhancing and expanding initiatives that can lead to the mutual growth and development of both employees and thecompany.

The Ajinomoto Group Work-Life Balance Vision

The Kurumin Mark certification for companies complying with childcare support standards was acquired for a secondterm on October 27, 2009. It acknowledges the target achievements of the company's 'action plan based on theAct on Advancement of Measures to Support Raising Next-Generation Children, and actions taken along otherguidelines. Ajinomoto Co., Inc. is undertaking preparations to acquire Kurumin Mark certification for the new actionplan starting in fiscal 2010.

Building Supportive Workplaces

The Ajinomoto Group is promoting various initiatives to create supportive workplaces that foster job satisfactionbased on findings from the Work-Life Balance Improvement Project, a joint labor and management initiative. Theproject contributes to the realization of productive lives for all employees, the prosperity of society through personalgrowth, and the long-term development of the company.

National policies and Ajinomoto Co., Inc. initiatives related to work-life balance

Japanese Government Policies Ajinomoto Co., Inc. Initiatives

1990 andearlier

Introduced financial assistance to cover babysitter costs

Implementation of the Acton the Welfare of WorkersWho Take Care of Childrenor Other Family MembersIncluding Child Care andFamily Care Leave

1991

Introduced the Family Care Leave System

2991

Implemented the ParentingLeave System and thePart-Time Parenting andWork System

Introduced the LeaveSystem for VolunteerActivities

2000Introduced the Ajinomoto Certified ProfessionalSystem for managers

Revision of the LaborStandards ActEased requirements for workprojects using discretionarylaborExtended fixed-termemployment contract period

2003

2004

Implemented major revisions to childcare programs

Introduced morning sicknessleave for up to 10 daysExtended the Part-TimeParenting and Work Systemperiod to 4 years, until one'schild reaches the 4th grade ofelementary schoolEased conditions for obtainingaccumulated paid leaveEstablished the ChildcareLeave System to care for sickchildrenRevised the Rejuvenation Leave System

Established a parental leavesupport programIssued a handbook onchildcareEstablished a career pathsupport program foremployees

71

72

certification

Established an action planfor June 2007 to May 2009for new Kurumin MarkcertificationIncreased the number ofpaternity leave days fornewborn care from 2 to 5

Implemented measures to

shorten work hours forshift workers and fieldsales representativesRevised rules for childcareand family care to broadeneligibility

8002

Revised rules for companyhousing subsidies for thefamilies of employeesposted away from homeSet annual averageemployee working hours to2,000 hours as a guideline

Launched the Work-LifeBalance ImprovementProject and formulated theAjinomoto Group Work-LifeBalance Vision

9002

Established an action planfor June 2009 to May 2011for new Kurumin MarkcertificationAcquired Kurumin Markcertification for the secondperiod

Introduced theRe-employment System

Revision of the LaborStandards ActExtra wage rate of 50% ormore for overtime beyond a60 hour work weekRevision of the Act on theWelfare of Workers WhoTake Care of Children orOther Family MembersIncluding Child Care andFamily Care Leave

2010

Began providing partialsalary payment under theParenting Leave SystemFurther extended thePart-Time Parenting andWork System period untilone's child reaches the 4thgrade of elementary schoolIncreased the number ofdays of half-day paid leave

Increased the maximumnumber of days ofaccumulated paid leaveBroadened permissiblereasons for takingchildcare leave or usingaccumulated paid holidays

Revision of the Act on theWelfare of Workers WhoTake Care of Children orOther Family MembersIncluding Child Care andFamily Care LeaveEnforcement of the Act onAdvancement of Measuresto Support RaisingNext-Generation Children

2005

Established an action plan June 2005 to May 2007 toacquire the Kurumin Mark certification, whichpromotes the fostering of the next-generation ofchildren

Revision of the Act onSecuring, Etc. of EqualOpportunity and Treatmentbetween Men and Womenin Employment

2006

7002

Introduced the Part-TimeFamily Care and WorkSystemAcquired the Kurumin Mark

Expanded the AjinomotoCertified ProfessionalSystem to include generalpositions

Japanese Government Policies Ajinomoto Co., Inc. Initiatives

73

Employee usage of the Ajinomoto Group programs related to work-life balance in fiscal 2010

Program orinitiative

DetailsEmployees whohave used the

program

Parenting LeaveLeave can be taken until the last day of April following the child's1st birthday (can legally be extended for 6 months). A total of 15days paid leave from the first day of leave is provided.

97 (including 11male employees)

Part-TimeParenting andWork

Part-time work is allowed until the child enters the 4th grade ofelementary school. Leave can be taken up to 2 hours and 30minutes per day.

107

Childcare LeaveEmployees with children who have not yet entered junior highschool can take up to 10 days of childcare leave per fiscal year perchild. Leave can be taken in half-day units.

47

Family Care LeaveAbsences or suspension of work can be taken to care for a spouse,parents, or family within the second degree of kinship whom theemployee supports. Leave can be taken up to 1 year.

3

Part-Time FamilyCare and Work

Part-time work is allowed when certain family members are inneed of nursing care. Leave can be taken up to 2 hours and 30minutes per day until the family member no longer needs care.

2

Accumulated PaidLeave

Accumulated paid leave can be taken under the followingcircumstances: caring for a spouse, parents, or family within thesecond degree of kinship whom the employee supports due to anon-occupational illness or injury; regular hospital visits of familymembers mentioned above due to a non-occupational illness orinjury; and during a temporary closing of school. Leave can betaken in half-day units, and a maximum of 40 days can beaccumulated.

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RejuvenationLeave

Rejuvenation leave can be taken once during each age categorybelow for the following number of days, for a combined total of 27days:Age 25-32: 5 days (can extend to a total of 9 days with paid leaveand weekends)Age 33-40: 5 days (can extend to a total of 16 days with paid leaveand weekends)Age 41-48: 15 days (can extend to a total of 30 days with paidleave and weekends)Age 49-56: 7 days (can extend to a total of 16 days with paid leaveand weekends)Rejuvenation leave can be taken from the first April 1 after 5 yearshave passed since the last day of the previous rejuvenation leave.

160

Volunteer Leave

Volunteer leave can be taken for up to 8 days per fiscal year byemployees who are qualified to engage in volunteer activities atNPOs or social welfare organizations, such as welfare services forpeople with disabilities, welfare services for and nursing care ofseniors, welfare services for children, and activities for protectingthe environment, providing disaster relief, donating bone-marrow,or other activities for which the company gives permission.

3

Re-employmentsystem

In the event that retirement was unavoidable due to any of thefollowing reasons, the employee may register for re-employment.

Childbirth and newborn careFamily and child careRelocation due to marriage or spouse's job transfer

Number ofemployees

registered as ofApril 1, 2011: 11

Initiative toreduce workinghours

-setis ssenisub ta syad emitrevo-on gnidloH

Initiative toimprove rate oftaking paid leave

Implementation of paid leave usage campaign at business sites -

Financialassistance forbabysitter hire

Provided employees with 1,500 yen each occasion a babysitter ishired

5

Healthcare Initiatives

At Ajinomoto Co., Inc., the Wellness Promotion Center provides a health system that emphasizes the concept ofself-care. It is comprised of eight industrial physicians, 11 medical staff members (nurses and hygienists), a generalmanager, and 9 staff members.

Since health management issues differ among new hires, middle-ranking employees, and managers, industrialphysicians offer guidance specific to the kind of employee at the company. New managers and middle-rankingemployees not only learn about their health management, but also about specific ways to identify signs of healthproblems among colleagues.

All employees of the company undergo annual checkups at the center, which was established solely for companypersonnel. The results are reviewed by industrial physicians, nurses and hygienists in order to offer guidance and

Program orinitiative

DetailsEmployees whohave used the

program

information on health maintenance.

Employees working and living outside Japan also take an annual health checkup in the country where they work. Theresults are reviewed by the company's medical staff members in Japan, who follow up on the employees' healthmanagement.

Furthermore, the company's health care system allows employees outside Japan to discuss the health problems oftheir immediate family members and obtain advice. Going forward, Ajinomoto Co., Inc. continues to assistemployees maintain their health with the support of the center's staff.

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Fair Employment for All

The Group's Employment Initiatives

The Ajinomoto Group Standards of Business Conduct stipulate that the Ajinomoto Group shall comply with the lawsand regulations of each country and region where it conducts business, remain committed to understanding andrespecting the cultures and customs of the places where it operates, and expressly prohibit discrimination based onrace, ethnicity, nationality, religion, belief, national origin, sex, age, physical disability, or any other basis.Furthermore, these standards provide the basis for the group's employment practices. The Ajinomoto Group respectsthe values and abilities of all individuals, and accordingly, it actively seeks out and employs people from around theworld who share its HR Values—people who explore individual creativity, understand the global impact of localvalues, and thrive through team collaboration.

Reemployment System for Retiring Human Resources

Ajinomoto Co., Inc. has been providing a reemployment system for retiring human resources since April 2006. Thesystem is open to all staff and management, including seconded employees, who desire to be reemployed afterreaching the mandatory retirement age of 60. The only condition is that the employee be healthy in both mind andbody and fit for duty. Among employees who have met this condition, 88% applied for reemployment at thecompany and continued to work enthusiastically under the system in fiscal 2010. Group companies in Japan have alsostarted to use the system.

Click here for more details: Number of retirees and re-employed personnel

Expanded Employment for Persons with Disabilities

At 15 consolidated group companies in Japan, the average workforce rate for persons with disabilities was 1.7% as ofMarch 1, 2010. Five of the companies achieved a workforce rate that met or exceeded the Japanese government'smandated rate of 1.8%. The Ajinomoto Group intends to further strengthen initiatives to promote the hiring of peoplewith disabilities in new graduates and mid-career recruitment to attain its ideal of fully integrating diverse employeesin the workplace.

Click here for more details: Number of personnel with disabilities

75

The Work-Life Balance Kick-off seminar

Initiatives for Labor-Management and Human Rights

Labor-Management Relations

The Ajinomoto Group endeavors to create a stimulating and rewarding workenvironment for its employees. The group regularly holds labor-managementconferences to share management policies, as well as labor-managementcouncil meetings to assess labor conditions.

In fiscal 2010, Ajinomoto Co., Inc. held Work-Life Balance Kick-off seminarsat all of its business sites in Japan as a concrete measure of the Work-LifeBalance Improvement Project, a labor-management initiative. The seminarswere intended to promote awareness of the topic and encourage employeesto consider how to carry out personal plans for balancing work and home life.It enabled employees to lead more fulfilling lives both at and away fromwork, and take on work responsibilities with enthusiasm.

In addition, members of upper management visited each of the Ajinomoto Group company and held productivediscussions with labor union representatives to provide opportunities to directly explain the Medium-TermManagement Plan for fiscal 2011 to 2013.

Such initiatives will be continued to realize the Ajinomoto Group Work-Life Balance Vision, and ensure thedevelopment and wellness of employees.

Increasing Employee Awareness on Human Rights

As one of its most important priorities for becoming a genuine global company, the Ajinomoto Group carries outinitiatives aimed at realizing workplaces and a society where human rights are fully respected.

Toward this end, in fiscal 2010 Ajinomoto Co., Inc. carried out activities to educate employees about human rights.Training was provided to promote the Ajinomoto Group Standards of Business Conduct, which prohibits any form ofdiscrimination or harassment, and examine some of the most recent human rights issues. The ultimate goal of thetraining is to develop employees that conduct themselves with a deep understanding of human rights and aheightened sensitivity to the related issues surrounding them.

Also in fiscal 2010, the company again carried out its annual survey on workplace harassment for all employees. Theresults of the survey were compiled with opinions and cases reported in previous surveys, enabling the company togain a clearer understanding of harassment issues at its workplaces through this feedback from employees. As aninitiative aimed at preventing and eliminating harassment in the workplace, Ajinomoto Co., Inc. set up a reportinghotline for use within and outside the company to allow employees to readily report cases of harassment without fearof retaliation.

The company also collaborated with group companies in Japan on an annual event that encouraged employees andtheir families to submit slogans to increase human-rights awareness. The event collected more candidate slogans infiscal 2010 than the previous year, and helped improve human rights awareness throughout the Ajinomoto Group.

Ajinomoto Co., Inc. carried forward these initiatives into fiscal 2011, during which it is continuing training programsdesigned to deepen employees' awareness of human rights issues. The company will also proceed with initiatives thatpromote even greater respect for human rights.

76

77

Mitsuko KanzakiQuality Control Group,Main Plant, FREC DESSERTCO., LTD.1

1. Company name and jobtitle are correct at the timeof receiving the award

Training for newly hiredgraduates

Increase trainees' understanding of human rights-relatedproblems that they may experience and enable them toact independently in the workplace with an awareness ofhuman rights issues

Training for newly recruitedemployees

Examine various human rights-related problems andestablish an understanding of standards of conduct ascitizens and company employees who have a heightenedawareness and sensitivity to human rights issues

Training for newly appointedmanagers

Raise awareness of corporate social responsibility andexamine an array of human rights issues in and outsideJapan to establish an understanding of evaluation criteriaand standards of conduct from a global perspective

Training support at groupcompanies

Study various cases of harassment and provide specificstrategies for preventing harassment in the workplace

An excellent slogan chosen by the Industrial Federation for Human Rights, Tokyo

Main human rights training programs conducted in fiscal 2010

sevitcejbo gniniarTmargorp gniniarT

78

Safety management system in fiscal 2011

Occupational Health and Safety

"Disaster Prevention" and "Occupational Health and Safety" Philosophy and Policies

The Ajinomoto Group Health and Safety Slogan

"Be brave enough to 'Stop.' 'Check' first whenever you are not sure."

The Ajinomoto Group "Disaster Prevention" and "Occupational Health and Safety" Philosophy

We, the Ajinomoto Group, respect each person and act on our recognition that "disaster prevention and occupationalhealth and safety" are one of the most important components of corporate activities.

The Ajinomoto Group "Disaster Prevention" and "Occupational Health and Safety" Policies

The Ajinomoto Group:

persistently identifies and evaluates potential risks, and acts to diminish and/or eliminates risks in order toprevent disasters and accidents.

1.

takes initiatives continually to improve occupational health and safety activities by thoroughly complying withpublic regulations and in-house rules encouraging mutual efforts to do so.

2.

strengthens the corporate system and facilitates quick response to minimize damage in the event of anemergency and/or disaster.

3.

proactively provides support for each employee so that they can work in good health, and pay careful attentionfor the safety of work environment.

4.

April 1, 2011

Progress in Fiscal 2010 and Targets in Fiscal 2011

The Ajinomoto Group worked steadily toward achievingtargets in 2010, the final year of its Medium-Term planthat commenced in fiscal 2008. As a result, groupcompanies outside of Japan succeeded in meeting theirtargets. Regrettably, however, group companies inJapan fell short of reaching set targets.

Group companies outside of Japan are striving to attaintargets by building on results from initiatives onpreventing caught-in accidents, which commonly occur infood production processes. In fiscal 2011, the AjinomotoGroup will implement a package of basic safety activitiescomprising education on common safety measures forequipment, and hands-on training. The Group intends toregularly conduct these activities at each of itsworkplaces in cooperation with relevant organizations.

Group companies in Japan have finished introducing a risk assessment system at production sites generally accordingto plans. As risk assessment procedures still have room for improvement, a new Zero Accident Committee has beenestablished to lead efforts aimed at addressing issues related to food packaging operations.

79

Hands-on safety training at Ajinomoto(Malaysia) Berhad

Using a model hand to teach safe operationsat Ajinomoto Vietnam Co., Ltd.

Hands-on safety training at Ajinomoto PolandSp. z o.o.

A safety training session at Ajinomoto PolandSp. z o.o.

Hazard prediction training provided to theAjinomoto Group employees

Frequency of accidents resulting in time off work

in Japan

Frequency = Number of deaths and injuries / Total actual workinghours x 1,000,000

Frequency of accidents resulting in time off work

outside Japan

Results related to workplace safety

The following data on work-related accidents covers all employees of the Ajinomoto Group working in Japan andoutside Japan.

80

Severity rate = Number of lost work days / Total actual workinghours x 1,000

The winning slogan creator, JunKosaka

Employees pay close attentionduring the Disaster PreventionLecture

Safety slogan

The Ajinomoto Group has established a group-wide safety slogan every three years

since 2008. A new slogan was chosen in 2010 from among 66 submissions sent from group companies both in and outside Japan. It will be issued at the start of the new Medium-Term plan from fiscal 2011 to fiscal 2013. The winning slogan was created by Jun Kosaka from the Research and Development Division of AJINOMOTO PHARMACEUTICALS CO., LTD.

Third Disaster Prevention Lecture held

Ajinomoto Co., Inc. has adopted a flexible approach to the disaster training it conductsevery year, and has held an accident prevention lecture annually since fiscal 2008 toraise disaster prevention awareness among employees before training sessionscommence.

Divided into two parts, the event opened with a talk on the probability of a majorearthquake by a manager from the Environment & Safety Department. It was followedwith a guest lecture by Masao Tokura, a manager from Asahi Breweries, Ltd., who wasin charge of reconstruction and business resumption of the company's NishinomiyaFactory following the Great Hanshin Earthquake in 1995. He discussed the damagestatus and reconstruction projects at the time, as well as effective measures for continuing business operations.

A questionnaire was distributed after the lecture. Eighty-four attendees responded; many expressed their desire forthe event to be held every year and to hear personal stories from victims of disasters. The company plans tocontinue holding the lecture event from fiscal 2011 onward.

Severity rate of accidents resulting in time off

work in Japan

Severity rate of accidents resulting in time off

work outside Japan

The information meeting withlocal community associationleaders

A tour of the plant was givenduring the information meeting

Employees practice using a fire hose outsidethe building

Follow-up information reporting after administrative penalty at the Tokai Plant

As previously announced by the company, the Tokai Plant of Ajinomoto Co., Inc.breached reporting and notification duties to local authorities in 2010. Since then,the plant has been receiving instructions from authorities, including the YokkaichiCity Fire Department, while steadily implementing corrective measures aimed atpreventing similar cases from occurring.

In relation to these activities, the Tokai Plant held an information meeting forcommunity leaders to present an overview of the administrative penalty it hasreceived, along with explanations of the incident's causes and the company'scountermeasures. Representatives from the plant openly disclosed facts of theincident and made an apology. In an effort to reassure the community, the plantprovided information on initiatives related to safety and environmentalpreservation, which it is carrying out in earnest.

In the future, the Tokai Plant intends to manage the plant in a manner thatenables it to develop together with the local community. It will work towardregaining the trust of local residents and society by opening the plant to the publicevery year and continuing to pursue opportunities to interact directly with localresidents.

Safety Training

Safety confirmation drills

In the past, Ajinomoto Co., Inc. practiced safety drills that involved sending e-mails to confirm employee safety. Atthe time of the Great East Japan Earthquake that occurred on March 11, 2011, however, e-mail messages from thecompany to employees were not delivered quickly due to a temporary disruption in telecommunication services. As aresult, considerable time was required to confirm the safety of employees.

In response, the company introduced the Safety Confirmation System1 in April to provide an improved method forcontacting employees during times of emergency. Through the new system, safety confirmation e-mail messages aresent to all employees at the same time an earthquake occurs to speed up the verification process. With the aim toensure reliable safety confirmation of employees, Ajinomoto Co., Inc. plans to conduct drills for managers designedto verify the status of personnel. Meticulous checks will also be conducted to ensure that all of the company's workersare properly registered in the system.

1. The Safety Confirmation System contacts registered employees at the time of an emergency via e-mail received by cellular phones andhome computers. Employees can then select responses to the messages to verify their safety with the company and whether they are able orunable to arrive at their worksites.

Evacuation drills

On September 2, 2010, Ajinomoto Co., Inc. carried out an evacuation drill at its Head Office in Tokyo's Kyobashi district. Based on the scenario of a major earthquake followed by the breakout of fires, the drills comprised procedures for escaping from company buildings and verifying the number of personnel outside. Employees were able to leave the buildings without any problems under the guidance of designated safety leaders on each floor.

Employees also practiced using outdoor fire hydrants and hoses during the drill, having previously mastered the use of fire extinguishers in several evacuation drills. This was a new experience for most of the participants, and some were surprised at the force of the water pressure. Since this training had not been conducted in previous evacuation drills, the companyintends to provide opportunities for more employees to gain the experience of operating hydrants and hoses in the

evacuation drill.

future. Furthermore, the company plans to place more emphasis on confirming the safety of employees in the next

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Employee Data

Employee Data (As of March 31, 2011)

Number of employees

Full-time employeesTemporary staff

Male Female Total

Ajinomoto Co., Inc. 2,379 931 3,310 295

Group companies in Japan 6,593 1,621 8,214 5,366

Group companies outside Japan 11,882 4,678 16,560 8,509

Total 20,854 7,230 28,084 14,170

Number of managers1

Male Female Total

JapanAjinomoto Co., Inc. 853 52 905

Group companies 1,664 58 1,722

Asia 892 395 1,287

Europe and Africa 204 71 275

The Americas 348 80 428

Total 3,961 656 4,617

1. Managers: Employees in the position of manager, a position equivalent to manager, or a position higher than manager (excludingexecutives)

Full-time employees

Averageage

Averagework years

Average annualworking hours

Paid leaveutilization rate1

Employmentturnover rate

AjinomotoCo., Inc.

40.2 16.9 2,003.4 72.2% 1.1%

1. Including managers' utilization rates.

Number of personnel with disabilities

Total Workforce rate

Ajinomoto Co., Inc. 83 1.85%

Group companies in Japan 246 1.7%

Number of new hires (school graduates and employees hired during the fiscal year)

Total

Ajinomoto Co., Inc. 92

Group companies in Japan 256

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Number of retirees and re-employed personnel in fiscal 2010

Number of retirees Re-employed after retirement2

RetiredResigned for personal

reasons1After

retirementAfter resigning forpersonal reasons

Ajinomoto Co., Inc. 226452 １

Group companies inJapan

-3782199

1. Contract staff are not included in this category.2. Re-employed from retirees and personnel resigned for personal reasons such as job transfer of spouse

Group employees by region

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