Corporate Social Responsibility

Human Resources Management and Labor CSR

Allowing employees to grow and achieve work-life balance

Basic Stance

As a basic human resources policy, the Teijin Group aims to improve employees' quality of life (QOL) while practicing our corporate philosophy of "Empowering Our People." As part of this management, which is being carried out from group-wide and global perspectives, we are pushing ahead with measures to secure employment, promote diversity and realize work-life balance, along with exploring values to be shared by all Group employees and transferring technologies and skills to younger employees.

Code of Conduct


We are united in building shared, sustainable value through mutual respect for our unique differences.

Environment, Safety & Health

We put the global environment, human safety and health as our top priorities when conducting business.


We act with integrity in compliance with laws and regulations, and show respect for human rights and local communities in which we operate.

Teijin Group Basic Human Resources Policy

In 2003, we established the Teijin Group Basic Human Resources Policy. Amidst this, we clarify our human resources-related aims of implementing our corporate philosophy of "Empowering our People." and improving our employees' quality of life (QOL).

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.Take all possible measures to secure employment based on company-wide efforts to improve corporate performance and employees' efforts to increase productivity
  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.Treat employees in an appropriate manner according to the characteristics of each business and structure of the labor force
  4. 4.Actively support the development of employees' capabilities
  5. 5.Respect for diversity

Teijin Group Medium-to Long-Term Personnel Plan

In our three-year Medium-Term Management Plan beginning in fiscal 2017, the Teijin Group has established a direction of “Penetration of diversity and work style reforms” and is implementing the initiatives of “Promoting the success of human resources regardless of gender, nationality, experience and sense of values” and “Promoting the design of systems to support diverse work styles in step with the times”.

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 FY2017, 6 employees participated in selection training for STRETCH I, a program for employees in positions close to department manager, and 19 employees participated in selection training for STRETCH II, a program for employees in positions close to section manager.


The Strategic Leader Development Program (SLP), aimed at employees in mid-level positions, seeks to develop candidates for core human resources.

In FY2017, in order to expand opportunities to engage in healthy competition with human resources from outside the company, we launched a new cross-industry interactive training course. The first round of this training was carried out in July. Outstanding proposals made for new business in this program where granted additional budget for ongoing study by the authority of the evaluator in their capacity as an officer.

Global management of human resources

From 2009, we have established the Global Human Resources Office 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. Since April 2014, the general manager of the Human Resources Department of a Group company in Europe has been serving as the deputy general manager of the Human Resources Division and Corporate Officer of the Teijin Group. The aim of this personnel arrangement is to roll out our HR strategy on a global level. In fact, the implementation of various measures is being accelerated.

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 FY2017, the program was conducted in Japan and was attended by 59 participants. There are plans to continue the program in FY2018 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.

In FY2017, the program had 131 participants. In FY2018, 112 people plan to participate.

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. *3Strategic Leader Development Program (SLP): Leadership skills development program for employees in mid-level positions with a desire to become key staff in the future.
  4. *4Speciality 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.

Promoting Diversity Among Employees

Expanding diversity awareness

Internal-use diversity handbook "together"

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.

Since 2002, we have been publishing a diversity handbook, "together," every year to promote employee awareness of diversity. It is distributed to all Group employees (incl. contract employees and temporary staff) in Japan and the managers of Group companies overseas. In FY2017, the 15th issue of “together” was released. Each issue sets themes in response to growing employee awareness and changes in the external environmental. Under the theme “A Work Style that Makes Both the Company and I Happy,” the FY2017 issue featured interviews with researchers, sales representatives and employees working at our plants covering various styles of working.
As well as distributing “together,” we introduce diversity-related topics regularly via a Group internal newsletter.

Tokyo Rainbow Pride

In addition, from FY2015 we have incorporated a seminar on LGBT as training for new employees and newly appointed managers. From FY2017, we are conducting training for hiring managers to promote an environment accepting of various sexual orientations, self-acknowledgement, sexual expression, etc.
In May 2018, Tokyo Rainbow Pride, Japan’s biggest LGBT festival ever to be held, took place, with many interested employees participating in the parade.

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 FY2017, we proactively pushed forward with various initiatives, including recruiting activities targeting local university students overseas (U.S., Taiwan) and Japanese university students on exchange programs, as well as holding seminars for foreign university students on exchange in Japan. As a result, the percentage of new recruits with experience living or studying overseas rose to 26% of all new recruits. We are currently proceeding with FY2018 hiring and the employment of two foreign national students has already been confirmed.

Accelerating female career development

Since December 1999, the Teijin Group has been engaged in efforts to promote and support female employees to work to the best of their abilities. In accordance with the "Act on Promotion of Women's Participation and Advancement in the Workplace ("Women's Participation and Advancement Promotion Act") enacted in August 2015, actions plans are drawn up for Group companies with 301 employees or more, and the status of women's participation and advancement in the workplace is announced. Moreover, we have also set Group-wide targets for the ratio of newly recruited career-oriented female university graduates and the number of females in managerial positions. Each Group company has set targets according to actual conditions and has formulated their own action plans.

Amongst these, the four* core Group companies in Japan have set the goal of maintaining the ratio of newly recruited career-oriented female university graduates at 30% or more. In FY2018, the ratio was 29% with the recruitment of 33 people.

In FY2017, there were 98 females in managerial positions at the four* core Group companies in Japan. Half of these had children. We set a target of raising this number to 180 by late FY2020.

On the training front, we continue to hold Female Leadership Training (consisting of three-day group training and a presentation session attended by a supervisor) for selected female members who will soon be appointed as managers. A total of 17 employees attended the training in FY2017, which was the seventh year, with a cumulative 138 employees attending the training to date. Among the participants in FY2017, 11 employees took part in the program as core human resources, and 13 employees were promoted to managerial positions. Following the training, these employees are demonstrating leadership in their respective workplaces.

  • *At the four core Group companies in Japan: Teijin Limited (including the former Toho Tenax Co., Ltd.), Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation (Employees of these four companies accounted for 70% of the total number of Group employees in Japan.)

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

Changes in the number and ratio of newly recruited career-oriented female university graduates
  • At the four core Group companies in Japan: Teijin Limited (including the former Toho Tenax Co., Ltd.), Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation (Employees of these four companies accounted for 70% of the total number of Group employees in Japan.)

Changes in the number of female employees in managerial positionsa red star

Changes in the Number of Female Employees in Managerial Positions
  • At the four core Group companies in Japan: Teijin Limited (including the former Toho Tenax Co., Ltd.), Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation (Employees of these four companies accounted for 70% of the total number of Group employees in Japan.)
  • *Percentage of female employees in managerial positions of the total number of managerial positions in the companies.

Career building support for female employees in sales positions

Generally speaking, the rate of female employees who remain in sales positions is low, and it is said that 90% will leave sales roles within a ten-year timeframe. From 2016, the Teijin Group has been participating in “New-Generation Eijyo College”, a cross-industry joint project involving twenty companies and 200 participants. This project is a valuable opportunity to learn about the working styles of employees in sales roles, which is perceived as requiring long working hours and not able to produce results. In FY2017, Teijin employees challenged themselves in accordance with the theme “Creating a next-generation sales model” and ultimately obtained first prize in the “Cross Industry Interaction Proposal Program Category.”

Moreover, the Healthcare Business Group has a relatively high ratio of female career-oriented sales staff and there is an increasing number of female employees who continue to work after giving birth. Having employees with time constraint issues such as childcare engaged in MR duty with unfixed working hours is a big challenge for both employees themselves and the workplace. However, a smooth return to the workplace and support after returning are ensured through interviews with human resource managers, superiors, and the Diversity Development Section.

Status of the work-from-home system

Since 2007, Teijin Limited and Teijin Pharma have adopted the work-from-home system. The eligibility conditions for this system are 1) employees with children up to sixth-grade elementary school, 2) employees with family members requiring nursing care, 3) employees who are pregnant or have given birth within one year, 4) or employees with a disability.
With the aim of realizing various working styles, in order to have 50% or more employees utilize the work-from-home system by the end of FY2027, we are examining removing these four restrictions to make a system which enables each and every employee to work in a way they are comfortable with.

Formation of personnel diversity

In our Medium-Term Management Plan for 2017-2019, we have established the KPI of “12 or more foreign-national executives” as one example of “Personnel Diversity”.

As of April 1 2018, the Teijin Group had three foreign-national executivesa red star, which is one-quarter of the target, however as part of the core personnel development framework, we are advancing with the development of outstanding employees regardless of nationality as well as the appraisal of candidates for future executives.

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 FY2017, 14 employeesa red star 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 FY2017, a total of 90 employeesa red star continued to work after retirement at 23 Group companies.

Employment of people with disabilities

As of April 1, 2018 at 28 Group companies subject to a legal requirement to employ people with disabilities in Japan, the total number of employees with disabilities was 225a red star, significantly less than the 252 specified by the related laws and regulation.

Due to the large impact of the higher statutory employment rate effective from April 2018 and the compulsory retirement of employees, 13 individual companiesa red star failed to meet the legal requirement for employment of people with disabilities. In FY2018, we will share successful cases of hiring employees with disabilities in each company and consider measures to increase employment across the Group on the whole in an attempt to employ more people than the recruitment number required by laws and regulation.

Measures to Promote Work-Life Balance

Review of work-life balance systems

In order to strengthen the promotion of work-life balance, we 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 April, 2018, fourteen employees had used the system and five employees had returned to work. They may take leave for three years. As of the end of April, 2018, fourteen employees had used the system and five employees had returned to work.

Work-Life Balance Handbook

In May 2017, the Work-Life Balance Handbook was revised and distributed to all employees of Teijin Limited and Teijin Pharma Limited in order to encourage understanding of the system.

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 FY2017, the four core Group companies in Japan reported an average overtime of 12.9 hours per montha red star (an increase of 0.4 hours compared to FY2016). The utilization of annual paid holidays was 73%a red star (a 3 point decrease compared to FY2016). In FY2018, 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, the Teijin Group has formed a Labor-Management Study Committee primarily run by Teijin Limited and Teijin Pharma. This committee is exerting all efforts to comprehensively revise tasks (IT utilization, make meetings efficient, etc.) and realize appropriate working hours with good balance (correct long working hours).
As part of this, since July 2017, PC log has been incorporated as reference information in the work management system as data to assess working hours.

Moreover, as our target for appropriate working hours to be achieved by late FY2020, we have set “overall actual working hours of 2000 or less for all employees and 10 days or more of annual paid leave” and are strengthening initiatives to achieve this.

Balancing work and nursing care

From April 2017, the website relating to the nursing care leave system offered by the Diversity Promotion Office has been providing concrete information on how to balance work and nursing care such as preparation, how to utilize the available system, etc.

Website relating to the nursing care leave system

For example, content of the Balancing Work and Nursing Care Handbook were emailed to employees who had turned 40 and make nursing care insurance payments to encourage preparation for nursing care. The content of the Life Plan Seminar targeting employees in their fifties was incorporated in the Seminar for Balancing Work and Nursing Care and the number of opportunities for attending such courses was increased. Moreover, in October 2017, we opened a “Nursing Care Consultation Desk” that connects employees with external specialists.

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 FY2017, a total of 129 employees took childcare leave at the four core Group companies in Japan. Of these, the number of male employees who took childcare leave was 71, 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 leavea red star

Trends in the Number of Employees Taking Childcare Leave
  • At the four core Group companies in Japan: Teijin Limited (including the former Toho Tenax Co., Ltd.), Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation (Employees of these four companies accounted for 70% of the total number of Group employees in Japan.)

Nursing care leave system

Our nursing care leave system operating at two 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 accordance with the amendment to the Child Care and Family Care Leave Law effective as of January 2017, the two companies has revised its systems for nursing care short working hours, flexible work start/finish time, etc. to be available during the period an employee is providing nursing care.

In FY2017 there were 4 employeesa red star taking nursing care leave and 2 employeesa red star on shorter working hours for nursing care, for the two core Group companies combined. This shows that more people are using the systems.

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, 2018, there were 10 employeesa red star 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 46 Group companies in Japan and 13 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
  5. (5)Number of fixed-term employees

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 FY2017, 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.

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 FY2017, reviews were conducted at 34 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.

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 FY2017, a Labor-Management Study Committee was formed with Teijin Limited and Teijin Pharma playing leading roles. In order to realize appropriate working hours, the Committee pushed ahead with deliberation to comprehensively revise tasks (IT utilization, streamlining of meetings, etc.) and realize appropriate working hours with good balance (correct long working hours).

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.

Human Rights

The Teijin Group Human Rights Policy

In Corporate Philosophy, the Teijin Group declares to enhance the quality of life through a deep insight into human nature and needs, together with the application of our creative abilities. As our basic stance to respect every human's dignity and rights, which is crucial for realizing the Philosophy, we *1 stipulate the following in this Teijin Group Human Rights Policy.

  1. 1.Commitment

    Acknowledging that it is our important corporate social responsibility to value human rights, we do our best to avoid direct involvement, as well as indirectly influence through our relevant external parties *2, any abuse of human rights *3.

  2. 2.Foundational principles

    We follow the fundamental principles described in the United Nation (UN) International Bill of Human Rights (the Universal Declaration of Human Rights, the International Covenant on Civil and Political Rights, and the International Covenant on Economic, Social and Cultural Rights), and the International Labor Organization (ILO) Declaration on Fundamental Principles and Rights at Work.
    We respect the UN Guiding Principles on Businesses and Human Rights and the 10 principles of the UN Global Compact.

  3. 3.Responsibility

    The Chief Executive Officer of the Teijin Group takes responsibility for implementing this Policy.

  4. 4.Education and Training

    We educate and train both our corporate officers and employees to make sure that this Policy is fully embedded in our business and carried out effectively.

  5. 5.Due Diligence

    We develop the human rights due diligence process to identify actual or potential negative impacts on human rights and seek to prevent or mitigate the negative impacts.

  6. 6.Remedy

    When we recognize that we directly cause or indirectly influence adverse impacts on human rights, we conduct dialogue with relevant parties and address such impacts through appropriate procedures.

  7. 7.Disclosure and Dialogue

    In our corporate website, we disclose progress and outcome of our efforts to respect human rights. We also conduct dialogue with our stakeholders about our efforts.

  1. *1"We" means the Teijin Group and its corporate officers and employees.
  2. *2"Our relevant external parties" are all external organizations and people, including suppliers and partners, with whom we relate in our business.
  3. *3"The abuse of human rights" incorporates any discrimination on the basis of race, religion, gender identity (SOGIESC, Sexual Orientation, Gender Identity, Gender Expression, and Sex Characteristics), etc.

(Established on March 1, 2019)

Educating Employees on Human Rights

To raise awareness of human rights, the Teijin Group holds training sessions targeting all employees (including contract-based and temporary employees) at each workplace during Corporate Ethics Month every October.

Overseas, in the sewing industry, one of the major problems is a poor working environment. As a company deeply involved in the industry, Teijin Frontier Co., Ltd. takes exhaustive measures in employee training both within Japan and abroad for its company employees to ensure it does not contribute to human rights problems.

Initiatives for Suppliers

In order to ensure respect for human rights, the Teijin Group incorporates a human rights item in our CSR Procurement Guidelines and expects our suppliers to engage in initiatives to ensure human rights. In fiscal 2016, we began revising the human rights item of the Guidelines in order to deploy it globally.

Supply Chain CSR seminar in Ho Chi Mihn City

In FY2017, we clarified more detailed initiatives regarding human rights and labor conditions in the supply chain with reference to ISO20400, the international standard relating to sustainable procurement, as well as other international standards. In concrete terms, we established initiatives relating to forced labor, child and youth labor, foreign workers, work times and holidays, wages and welfare, discrimination, harassment and freedom of association.

Moreover, aiming for thorough compliance and human rights protection by its local suppliers, Teijin Frontier engages in ongoing management and awareness-raising activities tailored to suppliers in the ASEAN region through seminars and on-site audits.

Employee Satisfaction Survey

From FY2016, the Teijin Group has been conducting a CSR Awareness Survey which assesses employee satisfaction. In FY2017, the questionnaire was completed by all employees within our domestic Group companies and we received responses from 9,894 (79.7%).

Do you think that the Teijin Group respects your individuality and character?
Do you think that the Teijin Group has realized a comfortable environment for employees?

Data on Human Resourcesa red star

Data on Teijin and the 46 group companies in Japan that hire employees directly (as of March 31, 2018)*1

  (1) Number of
regular employees
Employees in managerial
positions out of (1)
(2) Number of temporary
(3) Number of recruits New graduate recruits
out of (3)
Male 8,083 2,603 931 249 122
Female 2,320 111 1,029 102 54
Total 10,403 2,714 1,960 351 176
  (4) Number of employees
who retired
Employees who retired at
fixed retirement age out of (4)
Employees who retired for
company reasons out of (4)*2
Employees who retired for
their own reasons out of (4)
Employees in managerial
110 57 3 28
Employees in non-managerial
391 53 38 206
Total 501 110 41 234
  Number of employees who
took childcare leave
Number of employees who
took nursing care leave
Average age Average years at company
Male 73 1 42.9 16.8
Female 176 8 40.4 14.1
Total 249 9 42.4 16.2

Data on 13 large group companies overseas*3

  (1) Number of employees Number of employees in managerial positions out of (1) (2) Number of temporary employees
Male 6,247 568 446
Female 2,820 143 113
Total 9,067 711 559
  (3) Number of recruits (4) Number of employees
who retired*4
Average age Average years at company
Employees in managerial
36 36 47.5 14.2
Employees in non-managerial
3,806 3,610 40.8 9.4
Total 3,842 3,646 41.3 9.8
  1. *1Group companies in Japan include companies other than consolidated companies. In addition, employees seconded to companies other than their own are included.
  2. *2Employees of group companies in Japan who retired for company reasons includes those re-employed at contractors and other companies outside the group by arrangement of the company. Retirements due to neither company reasons nor own reasons are mainly accounted for by transfer within the group or death.
  3. *3The human resources data for Continental Structural Plastics Holdings Corporation(CSP) are also included in calculations.
  4. *4The number of employees who retired at overseas group companies includes those that were laid off.