Human Resource Management

Management approach

Policy and approach

Toyobo Group aims to realize its corporate philosophy framework, "TOYOBO PVVs," and to become an organization that continues to transform itself to create new value.

We put into operation a new human resources system in July 2022 and implemented specific policies such as promoting and supporting capacity building, treating and evaluating in accordance with job responsibilities, enhancing management skills, and encouraging the active participation of diverse professional human resources, so that each of our employees can feel growth, pride, and satisfaction.

Structure

The Managing Executive Officer in charge of the HR Division is responsible for the Group's human resources management. Our operating departments responsible for human resources and labor affairs create regular opportunities for discussion and information sharing with the departments responsible for human resources at each business site and affiliated company, which leads to the formulation and execution of human resources management plans. Regarding key issues in the annual management plan, reports are made to the relevant executive officer each quarter and the issues are also deliberated on by the Sustainability Committee. Important measures are also submitted to the Board of Management and the Board of Directors for deliberation.

Targets and indicators

< Targets >

Toyobo Group will build an organizational structure for the entire group that enables employees to work easily and feel satisfaction with their work, that ensures fairness and integrity, and that is considerate of diversity and human rights.

< Indicators and results >

• From FY2025 onward, the focus will shift to preventing health issues caused by long working hours, and the indicator will be changed from “Reduction of annual statutory overtime hours” to “Ratio of overworked employees”.

Initiatives

Human resources development

Systems, education, and training for human resources development

Toyobo Group considers human resources to be our most important asset. We support the growth of each and every one of our employees, while respecting their diversity. We believe that the continuation and development of the Group as a whole can be achieved by building an environment in which our employees can flourish both inside and outside the company and realize their own potential.

Toyobo carries out human resource development based on a training program categorized by job level, type and objective, from the newly employed to top management. Over our long history, we have fostered an approach of valuing “people”—our most important asset—and this is shared throughout the Group.

Based on this idea, under the Managing Executive Officer in charge of the HR Division and is responsible for the execution of human resources management we have established a Group specializing in human resource development and actively support employee skill development through training.

Education & training system

• Toyobo Education and Training System for FY2027 (2.7MB)

Education & training-related results

Training in FY2026

Main personnel systems

Nurturing the next generation of management

As part of initiatives to develop the next generation of management, the Group provides selected employees with internal and external training programs designed to develop future executive management personnel. In addition, by assigning them responsibilities in business operations and corporate management staff functions to broaden their experience, we foster a management perspective and link these efforts to succession planning.

The Group operates a Human Resources Conference to discuss measures for developing the next generation of management. These consist of the Company-Wide Human Resource Conference, which primarily discusses successors for company-wide management positions, and the Department Human Resource Conference, which primarily discusses successors for departmental management positions and highly specialized positions. Through these conferences, we implement talent selection and rotation and support development measures for successor candidates. By linking these two conferences, we uncover and develop human resources and increase their effectiveness.

At the same time, we are promoting diversity and inclusion in order to increase our medium to long term capabilities. Besides promoting the participation and advancement of women, we are actively taking on mid-career hires and staff from overseas so that we can bring in more knowledge and experience.

Under our TOYOBO PVVs corporate philosophy framework, we conduct company-wide training for all management positions to ensure awareness of security and disaster preparedness, occupational safety, quality, and compliance, and to advance organizational initiatives.

Developing global human resources

Toyobo has been conducting a short-term overseas assignment training program since 2011 for domestic employees at overseas Group companies, aiming to secure and systematically develop personnel capable of expanding overseas markets. The program has reached a total of 100 participants and has served as a strong motivator for young and mid-level employees to engage in global business, while also providing valuable career development opportunities. On the other hand, as opportunities for overseas assignments as part of regular business operations have become more common, starting in FY2026, such training will be integrated into business-specific overseas assignments.

In addition, Toyobo conducts a training program annually for local management candidates from our overseas Group companies. More than 140 staff members have participated in the program in Japan to date. The program aims to deepen their understanding of Toyobo’s initiatives and products, while also encouraging interaction with employees working in Japan. In FY2026, 17 participants from nine countries joined the program. For Japanese employees, the program also provides a valuable opportunity to gain a better understanding of different cultures and values.

Initiatives for preventing harassment

Toyobo Group strives to maintain harassment-free workplace environments and we are focusing on anti-bullying and anti-harassment measures based on an approach that providing work incentives and raising job satisfaction leads to the securement and cultivation of excellent human resources. As a preventative measure, we are implementing management training to deepen understanding within the organization, and as a response measure, we carry out thorough internal reporting through the compliance consultation centers and the Complaint Handling Committee, which includes labor union representatives, so that we can detect and solve issues at an early stage.

• Efforts for establishment of complaint handling and internal reporting systems
• Compliance consultation desks

Employee engagement

Under a relationship of equality between the company and individual employees, it is necessary that we align the vectors of organizational goal achievement and personal growth. Toward this end, in 2021 we launched an engagement survey, targeting all officers and employees.

These surveys will keep us periodically appraised of employee engagement, and create an environment in which they can proactively work with a sense of pride and fulfillment.

Engagement survey results

We conducted the third Engagement Survey in July 2025. In addition to communicating an overview of the survey results to employees, we offer feedback on the survey results at the workplace level and are advancing dialogue and action plans within workplaces. Since FY2025, the survey has been conducted annually.

Work-life balance

Measures for the reform of working style

Toyobo Group is engaged in work style reform so that our employees can work with renewed efficiency and achieve a good balance between work and personal life. We also provide support such as the Childcare Shortened Work Hour Program, nursing care and flextime system, and telecommuting. Building an environment that enables more flexible work styles tailored to each employee's life stage provides an opportunity to enhance creativity. Letting each individual do their best with confidence, pride, peace of mind, and a forward-looking mindset helps to build a stronger foundation for the company.

The TOYOBO Group Charter of Corporate Behavior declares, “We will respect employee diversity and support work practices that allow employees to demonstrate their individual skills. Moreover, we will provide workplaces that are conducive to productive work while taking health and safety into consideration.”

Development of systems

Toyobo has introduced schemes that go above and beyond the legal requirements, including the childcare shortened work hour program and nursing care leave, and we also provide a flextime system. Since FY2020, five days of paid leave has been offered as childcare leave. In conjunction with this change in the system, we are encouraging men to take childcare leave. Male employees who have a child are notified of the system individually and are recommended to take this leave by their immediate supervisor. We will continue these promotion efforts until it becomes normal for male employees to take childcare leave.

Since FY2018, we have reduced working hours at each site, and in FY2025 increased the number of annual holidays at plants, thereby standardizing annual holidays and prescribed working hours across all domestic sites, including the head office and branch offices.

We are also creating opportunities for employees to spend quality personal time together with family and friends, such as holding a No Overtime Day at least once a month. In FY2020, we introduced a Teleworking scheme at head and branch offices, and have expanded to also include other offices in FY2021.

Scheme usage

Childcare leave utilization

Main support systems