Diversity and Inclusion

The Teijin Group fosters a corporate environment that makes use of employee diversity and facilitates the continuous creation of new value required by society, promotes diversity and inclusion, and seeks to carry out various work styles that will achieve this.

To promote our business activities globally, it is essential to make full use of the abilities of diverse human resources who differ in race, religion, gender, cultural background, or other attributes. To invigorate the Teijin Group’s organization and accelerate innovation, we will further promote diverse workstyles, the advancement of women, and diverse human resources. Through these efforts, we aim to be an organization that can leverage the capabilities of human resources with various values and experience, to the greatest extent possible, and that can spur diverse collaborations.

Initiatives toward Diversity and Inclusion

The Teijin Group has maintained the belief that making full use of the abilities of diverse human resources helps enhance our creativity and promote innovation. Since establishing the Diversity Office in 2001, we have been actively engaging in such efforts as recruiting global personnel and promoting the advancement of women. To foster female leaders, we have been implementing Groupwide training for selected female employees on an ongoing basis since fiscal 2012. Additionally, we have been dispatching female employees to external training sessions with the aim of promoting their development through interaction with women working in other industries.

Although our initiatives toward diversity and inclusion have thus far focused on Japan, in light of the globalization of our businesses, we will expand these efforts on a worldwide basis. The main actions and KPI of the Group as a whole are as follows.

Main Actions for Diversity and Inclusion

Main Actions for Diversity and Inclusion


FY2019 FY2022 Milestone FY2030
Diversity of executives*1 Female executives 3 6 or more 10 or more
Non-Japanese executives 3 6 or more

12 or more

Key goals for women’s advancements*2 Japan Managers (or higher) 116 174 300 or more
U.S. Senior managers*3 2 4 10
EU Global core talent*4 0 3 10
China Senior managers*3 9 12
ASEAN Senior managers*3 5 or more 8 or more
  1. *1Board of Directors, statutory auditors, Group executive officers, and Group corporate officers
  2. *2Key goals are set based on regional situations (Targets in China and ASEAN to be set in September 2020)
  3. *3President or his/her direct report in a group company
  4. *4Human resources of female senior managers selected and certified as executive candidates

Accelerating female career development

The Teijin Group first created a specialized organization to promote the empowerment of women in 2000. Since then, we have created systems and conducted training and education to achieve four objectives: Expand the population of female employees, promote a good work-life balance, foster a corporate climate of diversity and inclusion, and support the career continuation and enhancement of women.

To achieve these KPI, the heads of each business and function (officers) have set KPI for individual businesses and functions and supported the development and careers of female employees. In addition, CHO reports on the status of diversity and inclusion to the Board of Directors.

With regard to overall initiatives, Empowerment of Women’s Advancement training (half-year training that includes group training, action learning, and presentations) is continuously conducted for selected employees who are one step away from a management position in different groups. In FY2019, which is the ninth time this program has been conducted, 20 employees participated, bringing the total number of participants to 177. Of these, 11 are currently enrolled in a select program for core human resources and 14 have been promoted to management positions where they are exhibiting leadership at their workplaces.

Changes in the number and ratio of newly recruited career-oriented female university graduates

Changes in the number and ratio of newly recruited career-oriented female university graduates
  • *Four core group companies in Japan: Teijin Limited, Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation

Changes in the number of female employees in managerial positions

Changes in the number of female employees in managerial positions
  • *Four core group companies in Japan: Teijin Limited, Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation
  • *Percentage of female employees in managerial positions of the total number of managerial positions in the companies.

Career building support for employees

There are few female role models in positions such as sales and engineering compared to other jobs. In light of these conditions, we participate in the New-Generation Eijyo College Forum, joint initiative by different industries, so that female employees can gain a first-hand sense of working styles and career development in sales positions and we implement sales training for female employees so that women in sales positions can enhance their skills and develop their mindsets. With regard to female engineers in particular, the numbers throughout the entire Teijin Group are low, so we have established meetings to facilitate interaction by employees in different organizations and taken other measures.


Some employees must unavoidably interrupt their careers when a spouse is transferred overseas. We established a leave program for employees accompanying a spouse to an overseas assignment that permits leaves of up to three years so that these employees can continue their careers. While on leave, some employees study a language or engage in other self-development and enhance their work skills and then return to work. To date, 20 employees have made use of this program.

Re-employment systems

Teijin Limited and Teijin Pharma Limited have established the Hello-Again system for employees who left the companies for reasons including marriage, pregnancy, child-rearing, nursing care, or work transfer of their spouses. Employees in this situation who wish to return to the Teijin Group due to the reason for leaving no longer applying will be rehired as full-time employees on the condition that it is not more than 10 years since they left and if the need exists. Up to the end of FY2018, 14 employees who had left the companies had been rehired through the Hello-Again system. We have also established a system by which employees at all domestic group companies may continue to work after retirement. In FY2019, a total of 114 employees continued to work after retirement at 51 group companies.

Status of the work-from-home system

In FY2019, Teijin Limited and Teijin Pharma Limited introduced telework programs that allow employees to work outside the office even in the absence of a reason such as childcare or family care. Previously, such programs were premised on employees working from home, but they can now work from satellite offices that have entered into corporate agreements, and employees can briefly step out from work at their own convenience. This increases the flexibility of workstyles and enables each employee to demonstrate their full capabilities.

In addition, we are also making full use of the telework program as a means of preventing the spread of COVID-19 infections, and to this end, we have implemented the following temporary measures: (1) elimination of the limit of 70 hours of telework per month, (2) use of empty rooms in company housing as satellite offices, and (3) allowing newly-hired recent college graduate employees, part-time employees, and temp workers, who were previously excluded, to use the telework program.

Going forward, we will create new workstyles for the post-COVID era and take measures to implement them.

Recruitment of global human resources

The Teijin Group engages in recruitment activities with the motto of accelerating and promoting the globalization of human resources and diversity.

In FY2019, we proactively pushed forward with various initiatives, including recruiting activities targeting local university students in the U.S. and Japanese university students on exchange programs, as well as holding seminars for foreign university students on exchange in Japan. As a result, we hired three students of foreign nationality and 26 individuals with extended experience living or studying overseas as new career-oriented recruits in FY2019 (started in April 2020).

Expanding diversity awareness

To strongly promote our business activities globally, it is essential to make full use of the abilities of diverse human resources who differ in nationality, race, gender, sense of values, ideas and experience. The Teijin Group upholds “Empowering Our People” as part of its corporate philosophy, and accordingly has put in place a work environment in which every Group member can fully harness their individuality and attractiveness to make the most of their abilities.

We promote diversity and inclusion as a management strategy, and management uses various opportunities to disseminate our diversity and inclusion objectives and policies to employees.

In addition, the understanding of management is crucial for promoting diversity and inclusion, and since FY2018, we have conducted a diversity index survey of all officers and general managers of the department or higher. The survey objectively measures the awareness and understanding of management that cannot be expressed numerically in the same manner as the ratio of female managers and other such measures and use this information when considering future policies.

We have also issued a pamphlet entitled “together” to raise awareness of diversity every year since 2002. Starting with the 2020 version, in addition to the Japanese version, an English version is prepared so that it can be distributed to all group employees. The 2020 version includes a discussion with the CEO and CHO on their image of a future when diversity and inclusion have been achieved as well as special features on initiatives by group companies in Japan and overseas.

Tokyo Rainbow Pride

We have incorporated LGBT issues in diversity courses conducted as a part of new employee training and new manager training since FY2015 to raise understanding. In FY2019, training on LGBT issues was conducted for all employees in conjunction with Teijin Group Corporate Ethics Month training.

In addition, we conducted training for human resources and general affairs personnel who serve as contacts for employee consultations using virtual reality so that these personnel can respond with a deeper understanding of the feelings of employees.

Since FY2017, interested employees have participated in the Tokyo Rainbow Pride parade, one of Japan’s largest LGBT event.
We will continue our efforts to create an environment of acceptance regarding sexual orientation, sexual identity, sexual expression, and so on in the future.

Employment of people with disabilities

As of April 1, 2020 at 28 group companies (consolidated) subject to a legal requirement to employ people with disabilities in Japan, the total number of employees with disabilities was 249, less than the 251 specified by the related laws and regulation. Due to the large impact of the higher statutory employment rate and the retirement effective from April 2018, etc., eight individual companies failed to meet the legal requirement for employment of people with disabilities.

In FY2020, we will share successful cases of hiring employees with disabilities in each company in an attempt to employ more people than the recruitment number required by laws and regulation.

In February 2019, Teijin Limited established the special subsidiary Teijin Soleil Co., Ltd., with the objective of creating workplaces in which people with disabilities can experience the satisfaction and enjoyment of working. Teijin Soleil offers a diverse range of workplaces and work duties including office support (administrative assistant) and agricultural work (cultivation and sale of produce and flowers).

Teijin Group Basic Human Resources Policy

In 2003, we established the Teijin Group Basic Human Resources Policy.

Teijin Group Basic Human Resources Policy

Goals of human resources management

  • Fulfill the corporate philosophy of “Empowering Our People”
  • Realize continuous improvements in employees' productivity and enhance their quality of life

Basic Policies

  1. 1.Strive to maintain good employment relationships with employees
  2. 2.In the treatment of employees, emphasize factors relating to the employees' duties, achievements and capabilities while pursuing transparency, fairness and understanding
  3. 3.Endeavor to assign the right persons to the right positions, taking into consideration work requirements and human resource conditions
  4. 4.Actively support the development of employees’ capabilities
  5. 5.Respect diversity

Teijin Group Medium-to Long-Term Personnel Plan

The medium-term management plan from FY2020 to FY2022 positions the promotion of diversity and inclusion as a priority measure for the creation of innovation. We are promoting the diversification of work styles, the empowerment of women, and the diversification of human resources more than ever and accelerating the revitalization of organizations and creation of innovation.

Penetration of diversity and work style reforms

Anticipating an improved QOL for each and every employee, create systems that supports a wide variety of work style choices and life plans

Promoting the success of human resources regardless of gender, nationality

Create HR systems that enable flexible personnel appointment/relocation across countries, companies and organizations to meet the wishes of all employees

Promoting the design of systems to support diverse work styles in step with the times

Create a training/education system enabling career development to meet all employees’ needs

Human Resources Development and Training

The Teijin Group promotes and encourages self-development based on the independent study of each and every employee and coordinates on-the-job training, a job rotation/appointment system and other training programs as part of a systematic approach to developing Group human resources.

Basic Approach to Human Resources Development and Training

A fundamental part of human resources development is to promote and encourage self-development based on the independent study of each and every employee.

  1. 1.On-the-job training

    A means for leaders to promote the self-development/study of each team member through individual training and guidance in the course of daily work. This supports the growth of each employee based on the sense of fulfillment/achievement attained through having a sense of urgency in relation to work and through the process of completing work.

  2. 2.Job rotation/appointment

    An opportunity for each individual to develop/extend capabilities and a means to encourage further self-development/study. Leaders should have a good understanding of the strengths and personalities of team members and work to implement appropriate job rotation/appointments based on self-applications and other information.

  3. 3.Training

    This refers to off-the-job training, which is a means to provide employees with content based on requirements for present and future execution of duties and management needs, and an opportunity to provide each individual with an opportunity for self-development/study. Leaders should proactively send team members to training in order to encourage wider outlooks and mutual development with other employees inside and outside the group.

Increase the number of selected excellent overseas human resources for core human resources development programs

The following programs are implemented with a view to developing core human resources who will forge the future of the Teijin Group. In FY2015, the Teijin Group further enhanced the framework by fundamentally reforming the selection requirements and content of the training programs and introducing short-term attendance at overseas business schools as well as liberal arts training.


The Strategic Executive Team Challenge (STRETCH) I and STRETCH II are Group-wide core human resources development programs used to develop human resources who can work actively on the global stage. The programs target employees at all group companies including overseas.
In FY2019, 7 employees participated in selection training for STRETCH I, a program for employees in positions close to department manager, and 18 employees participated in selection training for STRETCH II, a program for employees in positions close to section manager.


JuMP stands for Junior Management Program, a three-year program for select trainees aimed at developing core human resources candidates. Until FY2017, only Japanese individuals working at Teijin Limited or group companies in Japan were eligible for this program. But starting in FY2018, eligibility was extended to personnel whose nationality belongs to any of the countries in which a Teijin group company operates.
In FY2019, 34 employees including three employees from overseas group companies were selected to participate in the program. Also, 49 employees in the second year of selection gave presentations on proposal regarding issues at the conclusion of the joint training including Japanese and overseas courses.

Global management of human resources

From 2009, we have established the Corporate HR organization in the Human Resources Division to create a human resources management system and mechanism of appointment to aid Teijin Group employees to be active on a global basis. We have also designated managers to be in charge of human resources in each region (Europe, the United States and China) and have been implementing our HR strategy and measures on a global level. In FY2019, we launched the overseas practical training program as a new initiative to enable young employees to gain practical experience at overseas group companies, hone their international awareness, and build interpersonal networks.

Group-wide leadership training program, EaGLES


“EaGLES” is the name of the Teijin Group’s shared leadership training program launched in FY2011.
EaGLES training is as an opportunity for all employees in managerial positions in the Teijin Group to acquire leadership experience and learn the Teijin Group’s values, management policies and history. As such, all employees in Japan and overseas requiring these skills and knowledge are sequentially completing this training program every year.
EaGLES consists of three steps: (1) e-learning (available in Japanese, English, Chinese and Thai), (2) group training in five world regions (Japan, EU, U.S.A., China and Thailand) and (3) measuring learning outcomes. For group training overseas, we hold informal gatherings with regional representatives of Teijin Limited which serve as valuable opportunities to interact.
In FY2019, the program was conducted in Japan and in Europe, and was attended by 42 participants and 14 participants respectively. There are plans to continue the program in FY2020 as well.

Training responding to the globalization of business

Overseas training for new recruits

The Teijin Group has been dispatching all new recruits of the three core group companies (Teijin Limited, Teijin Frontier Co., Ltd., Infocom Corporation) in Japan to emerging countries for training in order to respond to business globalization. Beginning with dispatches to China and India in FY2011, we added Indonesia as a new dispatch destination in FY2013, followed by Vietnam in FY2014 and Thailand in FY2016. The program is enhancing the recruits’ awareness of globalization by allowing them to gain firsthand experience of various cultures through visits to companies and government offices, discussions and field work with high-achieving local human resources of the same generation, and other activities.
This program was suspended in 2020 to prevent the spread of COVID-19 infections. A determination regarding resumption will be made while monitoring conditions.

The Teijin Group training and job rotation / transfer system

The Teijin Group training and job rotation / transfer system
  1. *1Succession plan: A plan to foster successors to important posts from the viewpoint of business continuity.
  2. *2Strategic Executive Team Challenge (STRETCH): A group core human resources development system for leaders.
  3. *3Junior Management Program (JuMP): A leadership training program for mid-level employees aimed at developing executive talent.
  4. *4Specialty Development Program (SDP): An educational program designed to enable career-oriented employees to gain specialized knowledge relating to marketing, engineering or clerical work.
  5. *5Job Challenge System: An in-house staff recruitment system. Any employee can file an application for a position without permission from the division manager, and the manager cannot overrule decisions.

Measures to Promote Work-Life Balance

Review of work-life balance systems

In order to strengthen the promotion of work-life balance, Teijin Limited introduced a system in October 2014 under which the spouses of employees who are transferred overseas for work may also take leave from work to be with their spouses. They may take leave for three years. As of the end of June, 2020, 20 employees had used the system and 10 employees had returned to work.

Childcare Work-Life Balance Handbook for Everyone

In April 2018, the Childcare Work-Life Balance Handbook for Everyone was created not only for female employees with a baby, but also for their supporting partners, superiors at the workplace, team members, and everyone to promote a better understanding of the demands of working while raising children, so that supportive workplace environments can be created.

According to a survey by the Ministry of Health, Labour and Welfare, one out of every two Japanese persons will suffer from cancer during their lifetime. In the future, we will consider introducing measures to balance work and treatment when employees become ill.

Reducing actual working hours

For some time now, group companies in Japan have been utilizing a system that requires applying for overtime in advance and actively promoting no-overtime days.

In FY2019, the four core group companies in Japan* reported an average overtime of 13.0 hours per month (a decrease of 0.3 hours compared to FY2018). The utilization of annual paid holidays was 83% (a 6 point increase compared to FY2018). In FY2020, we will strive to improve results as compared to the previous fiscal year, with the aim of further reducing actual working hours.

In order to realize appropriate working hours, we are using IT tools and external consultants to conduct survey on work and work visualization and exerting all efforts to comprehensively revise tasks (IT utilization, making meetings efficient, etc.) and realize appropriate working hours with good balance (correct long working hours).

As part of this effort, we are currently using PC logs to provide reference data for ascertaining working hours, and introducing robotic process automation (RPA) to business tasks, along with chatbots. This utilization of IT both reduces the amount of work and makes processes more efficient.

Moreover, as the target for appropriate working hours to be achieved by the group companies in Japan by the end of FY2020, we have set “overall actual working hours of 2000 or less for all employees and 10 days or more of annual paid leave.” The Revised Labor Standards Act that went into effect in April 2019 now legally require employees to take five days of paid leave annually, and we are taking measures that should allow this goal to be met.

  • *Four core group companies in Japan: Teijin Limited, Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation

Balancing work and nursing care

Website relating to the nursing care leave system

As the baby boomer generation reaches late elderly age, it is expected that employees who are balancing work with nursing care for a family member will increase.
In FY2019, we conducted a survey of all Teijin Limited and Teijin Pharma Limited employees to determine employee conditions, their level of understanding of nursing care programs, whether employees are preparing for the possibility of providing nursing care, and other matters and we held nursing care web seminars in which employees could participate with their family members and workshops in the form of card games.

In addition, from time to time we post specific information on preparations for providing nursing care while working, the methods of use of programs, and other topics on the Teijin Group shared intranet and established a Nursing Care Consultation Desks that connects employees with external specialists.

Nursing care is something that can become necessary suddenly. Going forward, we will emphasize preparations for nursing care and hold seminars and other programs to support employees who are providing nursing care while working.

Promoting childcare leave for employees

In group companies in Japan, besides preparing a support manual to promote supervisors’ understanding and smooth communications with female employees during pregnancy or before/after maternity leave, in order to promote childcare leave for male employees, activities that raise awareness of the importance of promoting childcare leave, among other matters, have been incorporated into action plans based on the Act on Advancement of Measures to Support Raising Next-Generation Children (Amended Next-Generation Act). For example, we have been sending individual monthly e-mails to male employees eligible to take childcare leave and their superiors in order to provide information about how to obtain childcare leave and other related matters. This aims to create an environment in which it is easy for male employees to take childcare leave.

In FY2019, a total of 196 employees took childcare leave at the four core group companies in Japan. Of these, the number of male employees who took childcare leave was 64, three times higher than when the initiative began. We will continue to conduct awareness raising activities so that employees can start planning to take childcare leave before they have children. At the same time, we will work to develop a workplace environment that is conducive for male employees to take long-term childcare leave.

Trends in the number of employees taking childcare leave

Trends in the number of employees taking childcare leave
  • * Four core group companies in Japan: Teijin Limited, Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation

Nursing care leave system

Our nursing care leave system operating at three of the four core group companies in Japan allows each applicant to take up to 730 days of nursing care leave per reason (also obtainable in portions). This far exceeds the total of 93 days of leave specified under the Child Care and Family Care Leave Law.

In addition, the systems for nursing care reduced working hours, flexible work start/finish time, etc. can be used for as long as an employee is providing nursing care.

In FY2019 there were 3 employees taking nursing care leave and 4 employees on shorter working hours for nursing care, for the four core group companies combined. This shows that more people are using the systems.

The baby boomers generation will be reaching late elderly age in the future, and an increase among the current generation of workers who are providing nursing care while working is expected. We will continue to hold seminars to raise awareness and strive to foster a corporate culture with a good work-life balance.

Volunteer leave system

With a view to encouraging volunteer activities, the Teijin Group has introduced a paid Volunteer Leave System at Teijin Limited and Teijin Pharma Limited. As of March 31, 2020, there were 11 employees using the Volunteer Leave System.

Determining the Status of Group-Wide Labor Management

The Teijin Group carries out regular surveys on labor management at group companies. We identify management issues in our Group personnel management system and implement effective measures as required, particularly from the viewpoint of labor CSR. Survey forms are sent to 51 group companies in Japan and 19 overseas, every year. From the survey, we obtain data on basic labor CSR indicators.

After amendments to labor-related laws or if otherwise needed, the Teijin Group reviews the labor management status, employment rules and personnel systems of all group companies in Japan.

Survey items (group companies in Japan)

Basic labor CSR indicators - conducted annually

  1. (1) Number of employees (by position/gender)
  2. (2) Average years at company and average age
  3. (3) Number of newly recruited employees (by position/gender/career stage (new versus mid-career)/type of work (administrative versus technical)
  4. (4) Number of retired employees (by position/reason)
  5. (5) Data on re-employment after age-limit retirement (by position)
  6. (6) Number of executives by gender
  7. (7) Number of fixed-term employees
  8. (8) Overtime hours (per month)
  9. (9) Rate of taking annual paid holidays/Number of annual paid holidays taken
  10. (10) Use of childcare leave/childcare short-time work system
  11. (11) Use of nursing care leave/nursing care short-time work system

Status of labor management - conducted when required
[Legal compliance]

  1. (1) Employment of the elderly
  2. (2) Work hours
  3. (3) Temporary/Contract workers
  4. (4) Maternity protection and childcare
  5. (5) Care and nursing
  6. (6) Equal-opportunity employment

[Labor affairs measures]

  1. (1) Work-life balance (e.g. overtime hours/annual paid holidays/flex-time system)
  2. (2) Retirement allowance system
  3. (3) Progress in promoting diversity
  4. (4) Recruitment and education
  5. (5) Health and welfare system (dormitories/other issues)
  6. (6) Other issues (e.g. existing issues for which demand for support exists)
Survey items (overseas group companies)

Survey of the following basic labor CSR indicators

  1. (1) Number of employees
  2. (2) Average years at company and average age
  3. (3) Number of new recruits
  4. (4) Number of employees who retired

Job rotation / transfer system

The Teijin Group has set a range of measures to ensure that employees are appointed to positions based on their desires and suitability for positions with consideration to Group-wide human resources needs.

In relation to personnel transfers, we have established an annual personnel plan at all group companies, aiming to realize objectivity and transparency in relation to transfers. group companies in Japan also have a self-application system that respects each employee’s desire regarding transfers and new appointments. Additionally, in as early as 1988, we introduced an in-house staff recruitment system (Job Challenge System) that was pioneering for Japanese companies at the time. In FY2019 13 people were transferred using this system. Currently, these systems are in operation at major group companies in Japan such as Teijin Limited, but we are working to gradually introduce similar systems for overseas group companies in a form most suitable for the laws and employment practices of each country.

Furthermore, from January 2018, we introduced the “FA (Free Agent) System” to release employees to the business unit they wish to be transferred to in order to match their abilities, experience and so on, and made the selection of transfer destination possible. 11 people used this system in FY2019.

We also implement systematic transfers of core human resources selected for STRETCH from among group companies worldwide, with the transfers extending beyond business departments and country borders.

At group companies in Japan we also review the appointment status of contract employees and temporary staff every year. In FY2019, reviews were conducted at 31 group companies in Japan. We will continue to check the status on a regular basis.

Maintaining Sound Industrial Relationships

The Teijin Group sees the labor union as an important stakeholder, and we are working to maintain and improve our good relationship with the union. As fundamental concepts in industrial relations, we emphasize “mutual understanding and thorough prior consultation.”

In regards to labor-management meetings, Teijin Limited adheres to a comprehensive collective bargaining agreement by which meetings will be called upon request from either the company or union side.

At group companies in Japan, all employees except directors and managers belong to the labor union. At the Group Labor-management Council, which brings management and main union officials together, and also at Labor-management Committee meetings (held as required), members exchange opinions on businesses as a whole and hold discussions with the aim of improving workplace environments.

Preamble of Labor Agreement between Teijin Limited, Teijin Pharma Limited and Teijin’s Labor Union (largest labor union of Teijin Group)

Teijin Limited, Teijin Pharma Limited and Teijin’s labor union mutually respect the position of one another, and work together towards establishing industrial peace through the sound development of business and consideration of union member’s welfare. With this in mind, the Teijin Labor Agreement was concluded, and both sides are committed to observing it in good faith.

In initiatives to date, we have held discussions on expanding the system to promote work-life balance. In this regard, both workers and management have worked together to bring about the implementation of an hourly-based annual paid holiday system and a short-time work for childcare system that can be divided into intervals. Furthermore, to limit long working hours, workplace patrols on no-overtime days are being continued through the cooperation of workers and management.

In FY2019, we introduced guidelines on intervals between work periods in order to achieve appropriate working hours and introduced a telework program that can be used regardless of the reason in order to increase the flexibility of workstyles. The introduction of this telework program has also been extremely effective in the transition to working from home as a means of preventing the spread of COVID-19.

At overseas group companies, Teijin Aramid B.V. in the Netherlands and Toho Tenax Europe GmbH in Germany have established work councils (labor-management councils) where management and employee representatives discuss ways to realize good workplace environments.