In FY2024, we carried out training for managers (interviewers) on how to conduct effective career interviews. From FY2025, we will launch a career interview system that provides employees and their supervisors with opportunities to discuss career development. We have also established mechanisms and programs that enable employees to take ownership of their own career development, including the introduction of Optional Online Training available on demand, ranging from skills acquisition to leadership development. Going forward, we will continue to provide support for employees' autonomous career development and growth.

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.

People Development Results (FY2024)

• *Teijin Limited and Teijin Pharma Limited
• *Limited to training under the jurisdiction of the Human Resources Development Section

◆DX Talent Development

Because the Teijin Group considers human resource development to be an important strategic issue for driving autonomous DX, it has formulated a DX Talent Development Roadmap and DX Talent Career Path based on its own unique definitions of DX talent, with the aim of cultivating more advanced DX talent.

We have been committed to providing introductory DX education since FY2023, offering a digital literacy course to raise the digital literacy level of our global employees. We also offer a manager course aimed at managers to develop decision-making skills, and an advanced course aimed at top-performing students from the literacy course to develop planning skills for DX projects. In FY2025, we will start a program to train "business architects," which offers intermediate training for employees selected from each business unit, aimed at developing their ability to solve business challenges using digital technology.

◆New Employee Tutor System

After new employees are assigned to their departments, a young senior employee, known as a "tutor," is appointed to each new employee to provide support. In addition to helping them learn their job duties, tutors also provide advice and follow-up through regular meetings to encourage the new employees' autonomous growth.

◆Leadership and Career Training for Female Employees

As part of our leadership and career development initiatives for women, since fiscal 2024, we have been implementing a mentoring program for female employees featuring external mentors. This program is designed to broaden their perspectives and foster greater professional awareness.

◆Overseas Practical Training System

This system is designed to help young employees build their professional networks. It allows them to gain practical experience at overseas Group companies, thereby deepening their awareness and understanding of different cultural backgrounds, customs, and perspectives, and enhancing their sense of mutual respect.

◆Career Change Support System (Union Members Only)

This system aims to support the lifelong career planning of employees who choose to retire before the mandatory age to pursue new employment opportunities. In addition to the standard lump-sum payment and pension for voluntary retirement, employees receive a special additional payment. The system also allows them to designate a "career transition preparatory period" for the purpose of acquiring the knowledge and skills that will be useful in their new career and making other necessary arrangements.

◆Other Programs

We are working to promote the professional networks of employees both inside and outside the company by offering a variety of programs. These include a "Venture Secondment System" to encourage cross-boundary learning and foster a stronger results-oriented mindset; a "Pro Bono Program" that allows employees to leverage their professional knowledge and experience to contribute to society while remaining with the company; and "Internal Impromptu Meetings" aimed at fostering internal networking.

Under our Management by Objectives (MBO) system, supervisors clearly present their organization's goals and policies once every six months. Based on these, employees set their own goals, taking into account the expected role of their job grade and position within the organization. After six months, they are evaluated on their performance based on "how they approached their objectives and what results they achieved." This evaluation is then reflected in their bonuses, salary increases, and promotions. Furthermore, each employee receives feedback on their evaluation from their supervisor during a one-on-one meeting. The company also conducts a multi-faceted observational evaluation (360-Degree Feedback Program) for all managers once every two years. Managers utilize the evaluations and direct feedback from these multiple sources to enhance their own management practices.

In 2000, the Teijin Group established an organization specializing in promoting the advancement of women. Since then, we have rolled out a broad range of initiatives from both a structural perspective, such as enhancing support systems for balancing childcare and work, and a cultural perspective, which includes developing women's awareness toward their careers, promoting training to address unconscious bias, and creating internal and external networking opportunities. Under the new action plan started in FY2024, we are working to build a pipeline for female executives and increase the number of women playing an active role as department or section managers. To that end, we established targets for the ratio of female leaders in each business unit and are working to systematically cultivate and appoint these leaders in our business units.

We are focused on cultivating women leaders and facilitating their appointment to higher roles. In Japan, in addition to strengthening the hiring of women and providing support designed to help them successfully continue their careers through various life stages--such as assistance in balancing work with childcare and seminars to improve health literacy--we are also working to enhance career support through mentoring and other initiatives. Starting in fiscal 2024, we have been implementing various programs tailored to different employee levels to help women exercise their own unique leadership styles. For the senior management level, we have introduced a cross-company mentoring program aimed at building a pipeline of future executives. In this program, executives from participating companies mentor female managers from other firms. Through this, the female managers gain direct insights from the senior management of other companies, allowing them to elevate their perspectives, broaden their horizons, and cultivate their career awareness. For the mentors, it is an opportunity to expand the breadth of their own management skills. The program also creates opportunities for participants to interact, which helps foster professional networks both inside and outside the company. For junior managers and those at the pre-managerial level, we provide opportunities for them to broaden their career perspectives and envision their future selves by offering mentoring programs where they can engage with multiple external mentors and participate in joint female leadership training with other companies.

Additionally, as part of our social contribution activities, we have been participating in the Science and Engineering Challenge since fiscal 2021. This initiative, led by the Cabinet Office, was planned to encourage female students to pursue careers in STEM fields. In August 2025, we held an event titled "A World Connected by Radio Waves" at our Osaka Head Office, where over 20 junior high and high school students learned about radio waves and STEM careers. By entrusting the planning and operation of the event to a group of young STEM employees, it has also helped to form internal networks.

Number of Female Employees, Percentage of Female Employees, Percentage of Female Managers, Percentage of Female Executives

• *Teijin Automotive Technologies NA Holdings Corp. (hereinafter, "TAT-NA"), a consolidated subsidiary in the materials segment that operates the automotive composites business in North America, has been excluded from the scope of aggregation from FY2024 due to it being a discontinued operation. Past figures include TAT-NA, while figures for FY2024 exclude TAT-NA. The figures in parentheses are reference values that include TAT-NA and are not subject to third-party assurance.
• *Figures as of March 31 for each fiscal year (includes employees loaned to companies other than Teijin and its consolidated subsidiaries, excludes employees received from external entities). Figures through FY2022 included number of employees at some equity-method affiliates. From FY2023, figures tabulated only for Teijin and its consolidated subsidiaries. Management positions are at the level of section manager or higher.

Percentage of Male Employees Taking Childcare Leave

The Teijin Group is working to foster a corporate culture in which all employees, regardless of gender, can make use of childcare support systems. In FY2022, Teijin Limited revised its paid leave systems to enable employees to use annual leave they have accumulated during childcare leave, allowing for a maximum of 55 paid leave days for both men and women. We also communicated a message from the CEO encouraging male employees to take childcare leave and made use of our corporate newsletter and intranet to share experiences of men who have taken this leave. The percentage of male employees who took childcare leave in FY2024 was 67.9%.

• *Calculated with Article 71-4(i) Ordinance for Enforcement of the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members.
• *Teijin Limited and Teijin Pharma Limited

Gender wage gap

Although the Teijin Group does not differentiate wages between men and women in the same rank or position, a survey revealed the following results regarding the gender wage gap. Aside from certain instances, the overall wage gap between male and female employees shrunk compared to previous fiscal years.

	2023			2024			Year-over-year change
	All	Full-time	Part-time	All	Full-time	Part-time	All	Full-time	Part-time
Teijin Limited	77.9%	81.2%	58.0%	78.2%	81.2%	59.9%	+0.3%	0	+1.9%
Teijin Pharma Limited	47.5%	70.5%	31.1%	49.8%	71.4%	37.3%	+2.3%	+0.9%	+6.2%

• *The total amount of base salary, bonuses, and various allowances (excluding commuting allowance) including overtime pay, but excluding retirement benefits, is calculated. Overseas assignees are excluded from the calculation as their wages are effectively borne by the host country.

We recognize the following as facts regarding the wage gap:

1. 1.As the job grade increases, the percentage of women within the same grade decreases. This workforce composition leads to a wage gap between men and women.
2. 2.In some cases, there are gender differences in the payment records for various allowances other than the basic salary, and this contributes to the wage gap between men and women.
3. 3.Few male employees utilize the short-time work system for childcare or family care, and this contributes to the wage gap between men and women.

While the wage gap is on a downward trend and has stabilized to a certain extent, we will continue to identify its causes, as discovered through the above findings. We will also continue to proactively work toward narrowing the wage gap by systematically cultivating female managers and facilitating their appointment to higher roles, improving gender awareness, and exploring further potential revisions to our human resources systems.

The social participation and economic independence of persons with disabilities are vital for realizing a diverse and inclusive society. At our special subsidiary, Teijin Soleil Co., Ltd., we primarily employ individuals with intellectual, developmental, and mental disabilities. We operate an office support business (administrative assistance, cleaning) and an agriculture business (production and sale of organic vegetables, edible roses, and Phalaenopsis orchids) that create opportunities for individuals with disabilities to thrive according to their individual characteristics. By enabling them to demonstrate their abilities in agriculture despite their disabilities, we aim to foster a workplace where they not only contribute to the business, but also find a sense of purpose and pride in being active members of society and contributors to the economy. Teijin Soleil Co., Ltd. is also working to expand sales with the aim of increasing revenue and achieving a recurring profit in its agriculture business.

Planet's Hug (PLAHUG) Orchid

Teijin Soleil and Phalaenopsis Orchids

Our Phalaenopsis orchid business ships large-flowered orchids. Thanks to the meticulous cultivation and care that leverages the strengths of our employees with disabilities, these orchids are traded at prices that are about 20% higher than the market average. Major corporations have become repeat customers, using our orchids for celebratory gifts for newly appointed company presidents and other occasions. The flower language of the phalaenopsis orchid is "happiness flies to you," and it is often chosen as a gift to express one's feelings toward someone on important occasions in life. A young man in his twenties with developmental disabilities joined our company after graduating from a special-needs high school. When he presented a three-stem phalaenopsis orchid, which he had carefully nurtured, to his grandmother, she was so moved with joy that she burst into tears. Every person has something they excel at. Among people with disabilities, some have rich sensitivity or exceptional concentration. At our company, we embrace the conviction of "providing high quality precisely because of disabilities," making the most of such strengths. We believe that drawing out the potential of people with disabilities and offering them opportunities to build a positive future is a truly meaningful endeavor.

As of March 2025, the employment rate for persons with disabilities at Teijin Limited, Teijin Pharma Limited, Teijin Healthcare Limited, and Teijin Soleil Co., Ltd. was a combined 2.86%, exceeding the legal requirement of 2.5% (as of March 2025). In FY2021, the company received the Challenge Award at the Noufuku Award, a first for a special subsidiary, and in FY2023, it obtained the Monisu certification.

To support the success of our LGBTQ+ employees, since 2017, we have implemented four key initiatives: (1) clearly stating the company's policy, (2) raising employee awareness, (3) revising HR and payroll systems to accommodate LGBTQ+ individuals, and (4) providing support for LGBTQ+ individuals. We place a particular emphasis on raising awareness and providing individual support. We have conducted events to foster an understanding of the experiences and thoughts of LGBTQ+ individuals, as well as training sessions by employee level to deepen the understanding of LGBTQ+ topics. We also respond individually to consultations from our LGBTQ+ employees.

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 "Fostering growth through diversity and expertise" as one of its three Values, 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. Since 2002, we have issued a pamphlet entitled "together" to raise awareness of DE&I every year. Starting with the 2020 version, we have prepared English and Chinese versions, in addition to the Japanese version, so that it can be distributed to all Group employees. In FY2023, we included a discussion between the CEO and female outside directors titled "Why Does Teijin Need to Foster D&I? Reaffirming the importance of leveraging diverse human resources." In addition, the message from the CEO reiterates the necessity of promoting DE&I in building a resilient organization and realizing our long-term vision. In the latest fiscal 2024 issue, our CHRO and employees held a dialogue on the theme of "Toward an Era of Career Autonomy: Our Choices for Surviving a Period of Transformation." In the message from leadership, we took the opportunity to clearly reiterate our philosophy on diverse career choices, the need to increase talent mobility, and the importance of building one's career autonomously.

• Why Does Teijin Need to Foster D&I? Reaffirming the importance of leveraging diverse human resources

Since establishing the Office to Promote Women's Advancement in 2000, we have continued to promote efforts to help our employees balance their work with childcare. Specifically, we have been working to design flexible and diverse systems that make it easier for employees, regardless of gender, to work while raising children, including by enabling the reduced hours work system to be used until the end of the fiscal year in which an employee's child reaches third grade in elementary school, offering wage compensation during childcare leave by allowing the utilization of accumulated paid leave, and providing allowances for babysitter expenses. We have also created manuals for the management of such systems and have worked to promote understanding in the workplace, including among supervisors, and ensure smooth communication. In our action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children, which was updated in FY2024, we lay out the following targets as we align our focus on creating environments where each employee can work with greater enthusiasm while balancing their work with childcare. Furthermore, in preparation for instances where a parent, primarily in urban areas, cannot find a daycare center due to lack of availability and therefore unable to return to work when planned, we provide support for employees on childcare leave so they can find alternative daycare facilities. By providing a special assistant to such employees, we ensure that they can return to work more smoothly.

Cases of employees providing nursing care for their parents are expected to increase in the future, as Japan's declining birthrate and aging population progress. Ensuring that these employees can balance work with providing nursing care for their family members has become an important issue. To that end, we have established systems that give consideration to the unpredictable nature of nursing care in terms of the necessary time and duration. For example, employees can make use of the reduced working hours system as many times as they need as long as they are providing nursing care. In this way, we have set up an environment where employees can continue to work with peace of mind while providing nursing care. We also provide support from a cultural perspective, including holding seminars to promote knowledge of nursing care and understanding of our nursing care systems, setting up a consultation desk that employees can seek consultation on issues they face in providing nursing care, and launching Wakaru Kaigo Biz, a service that provides information on nursing care that can be viewed at any time.

We have introduced a reduced working hours system for employees dealing with a personal illness. Through this system and other efforts, we support employees in balancing work and medical treatment, including employees diagnosed with cancer and those undergoing fertility treatments. Furthermore, although separate from personal illnesses, we held a seminar on women's health in FY2023, as we did in FY2022, with the aim of having male employees better understand women's health issues, such as the physical and emotional uneasiness that occurs during menstruation. We also are working to enhance literacy of women's health within our training for newly appointed managers.