CSR Activity Report (CSR Guideline Activity Reports) - Human Rights Promotion and Human Resources Development

Promoting Diversity

Toray Group is committed to promoting employee diversity to help build thriving workplaces where each individual's abilities can flourish.

Fostering an Organizational Culture Conducive to the Career Advancement of Women

Toray Industries, Inc. has long encouraged women in the workplace and implemented policies to support women to build fulfilling careers. The Company promoted its first female manager in 1958 and introduced employee provisions for taking parenting leave nearly 20 years before parenting leave became mandatory in Japan. In 2003, a woman became president of a Toray Group company. Then, in 2004, the Company launched the Advancement of Women Project. As of April 2023, women held 10.0% of unit manager or higher positions and 6.1% of section manager or higher positions. In June 2015, the Company welcomed its first female director (riji), a position that is equivalent in scope and level of responsibility to senior management. (One female director [riji] as of March 2023.)
In March 2021, Toray Industries formulated and publicly released its five-year action plan (April 2021–March 2026) for increasing the retention rate of women employees and the ratio of women employees in management positions by promoting initiatives for individual skill development and career building.
The action plan sets out the following goals and initiatives.


  1. Increase the percentage of management positions held by women each year, with a specific initial target of raising this percentage from the 5.1% in fiscal 2020 to 6.5%
  2. Achieve a 1:1 ratio of men and women employees continuously employed for each employment management category (among those who have been employed for ten years or less)


(1) Use career path worksheets to enhance opportunities for discussion with supervisors and subordinates regarding careers and other topics and share content with directors in charge of each business and Personnel Department to follow up on status of implementation.

(2) Narrow the gap between the percentage of women selected for company-wide leadership training and the percentage of women in the target group for this training.

(3) Provide continuous training and other means of raising awareness of career development among women employees.

(4) Enhance systems to enable diverse work styles and create an even better environment for balancing work and life events.

(5) Conduct morale survey (measuring effectiveness of initiatives) to ascertain status of above initiatives, analyze results, and identify measures for improvement.

Number of Women in Management Positions and Women as a Percentage of Total Management (Toray Industries, Inc.)
Number of Women in Management Positions and Women as a Percentage of Total Management (Toray Industries, Inc.)

Note: As of April each year

Gender Pay Gap

Toray Industries calculates the difference in earnings between men and women according to the provisions of Japan’s Act on Promotion of Women’s Participation and Advancement in the Workplace (Act No. 64, 2015).
For regular employees, there is not a major gap in the earnings of women compared to men in managerial and non-managerial positions. However, the overall gap between female and male compensation is due to the relatively lower proportion of female employees in managerial positions compared to male employees in these positions.

Gender Pay Gap (Female Earnings as a Percentage of Male Earnings)

All employee types 71.2%
Regular employees 83.1%
Part-time and fixed-term workers 56.7%

Promoting Communication Among Women in the Workplace

Toray Group supports the voluntary initiatives of women in the workplace to create venues for communication about ways to resolve the issues and difficulties that they may face when trying to balance work and family life.
The outcomes of these communication events give the Group a glimpse into the current conditions facing women at work and their own opinions. Toray Group believes that resolving these issues one at a time will foster greater participation by women at work, and will steadily continue its efforts.

Holding Career Advancement Seminars for Women Serving as Managers and Occupational Specialists, and Discussion Meetings

In fiscal 2014, women serving as general managers at Toray Group developed and initiated a career advancement seminar for women serving as managers and occupational specialists, and it has now been held six times as of fiscal 2020.
These seminars were developed and launched with the hope that they would help women learn about diverse career paths and leadership and the importance of forming personal networks and learning from one another, particularly now. Participants in past seminars have been encouraged by this chance to hear about the wide range of conditions in which women in management and occupational specialties work and to interact with diverse role models. Each of the seminars is attended by the president of Toray Industries and the Senior Vice President of the Human Resources Division who engage in dialogue with the participants.
In fiscal 2016, the second seminar was held in January, and subsequently the seminar participants organized discussion meetings for women at all of Toray Industries’ offices and plants in Japan to more broadly ascertain the views of women in non-management positions and younger workers at all plants. (In 2017, an additional discussion meeting was also held at the newly established Nasu Plant.)
The meetings offer an opportunity for women in workplaces of various ages and at various stages of life to talk honestly about balancing work and home life, sharing and educating each other about the challenges and issues they face. Men are also included in the conversations at some of these discussion meetings.
In fiscal 2017, follow-up meetings were held in 16 locations (plants), and women employees held group discussions on several themes chosen in the discussion meetings for women. In session one (information sharing), 1,039 employees participated, including 426 men, and 439 women participated in session two (group discussion). At session two (group discussion), a theme that fit the situation at each plant was chosen for discussion from among the themes compiled at the discussion meetings. Talking about a theme of interest to the participants allowed the discussion to go deeper, and issues that should be addressed at plants were identified. There have been several cases in which, based on the views obtained in the follow-up meetings, these discussions have led to improvements in the workplace environment or to facilities that enhanced working conditions for both men and women. In some cases, the discussions sparked the start of regular lunch meetings. These discussion meetings, led by women, have been held at all Toray offices and plants since fiscal 2019.
In fiscal 2021, an online discussion meeting was held for female G-Course employees in Toray Group. The facilitators were female managers and occupational specialists who are able to serve as role models. It was a valuable opportunity for many G-Course employees to share their work motivations, concerns, and issues, and to hear the opinions and stories of the facilitators and their peers from various generations and workplaces. Through past conferences, participants have identified issues such as the fact that female G-Course employees, who represent the future of the Company, are often burdened with anxiety about future career development.
In fiscal 2022, in order to respond to issues such as these, training was held not only for female managers and occupational specialists, but also for male managers and occupational specialists who have female subordinates. Through this training, male and female managers and specialists shared their viewpoints, deepened their understanding of the current situation, and decided to make their own action declarations aimed at resolving the issues concerned.

Career Advancement Seminars for Women Serving as Managers and Occupational Specialists, and Discussion Meetings

Fiscal 2015

First career advancement seminar for women serving as managers and occupational specialists

February 13 – 14, 2015

Build networks among participants, and share their diverse situations. Help participants to recognize what they need to do in order to further advance their careers, and foster a perspective that develops leaders who will manage organizations. In addition, discuss the direction of future seminars.

Second career advancement seminar for women serving as managers and occupational specialists

January 29 – 30, 2016

Enable participants to examine their career plans integrating career and personal life, by studying the experiences of accessible role models. Encourage each participant to draft a statement of intent about what she needs to do now and in the future to realize her career plan and help her organization achieve its medium-term goals.

Discussion meetings for women

From August through December 20161

The meetings were held at plants; women shared their opinions on work situations and the issues they face, and these were summarized.
1 With the Nasu Plant’s incorporation, a discussion meeting was also held there in September 2017.

Fiscal 2016

Third career advancement seminar for women serving as managers and occupational specialists

February 28 and March 1, 2017

Problems faced at work were analyzed and recommended solutions provided, based on opinions from the discussion meetings for women and the results of a questionnaire given to all women in the workforce at Toray Industries before the meetings. This series of initiatives is intended to reinforce the problem-solving skills required for managers and occupational specialists. Participants followed up on the progress on the statements of intent they each made at the second seminar.

Fiscal 2017

Follow-up discussion meetings

From December through March 2017 (22 meetings at 16 sites)

Held as a follow-up to the discussion meetings for women. Of the themes discussed at these meetings, group discussions were held on: (1) the need for female advisors in balance work and personal life; (2) the need for seminars on systems for childrearing and caregiving; (3) the ease of use of the telecommuting program; and (4) the need for women’s training for employees on the S-Course2 track and for raising interest in participating. Measures to improve these issues were considered and proposed in line with conditions at each plant.
2 An abbreviation for Specified Assignment Course, the S-Course is the career path for employees who wish to pursue a career as a manager, supervisor or expert in a specified occupation.

  • Group discussionGroup discussion

Fiscal 2018

Fourth career advancement seminar for women serving as managers and occupational specialists

July 13– 14, 2018

Before the meeting, men in management positions and male occupational specialists were interviewed about their thoughts on the issue of promoting career advancement for employees regardless of gender. Using results of the analysis, major issues facing the career advancement of diverse employees were identified, in order to enhance their ability to arrive at and implement solutions. Using assessment tools, employees learned about their own strengths and weaknesses and become more aware of their leadership styles.
(This seminar was held for women who had been promoted to managerial and occupational specialist positions after the third seminar, as well as women who were not able to participate in the past three seminars.)

  • Analysis and discussion of questionnaire resultsAnalysis and discussion of questionnaire results
  • Comments by the Senior Vice President of the Human Resources DivisionComments by the Senior Vice President of the Human Resources Division
  • Comments by Harumi Horinouchi, director (riji)Comments by Harumi Horinouchi, director (riji)

Fiscal 2019

Fifth career advancement seminar for women serving as managers and occupational specialists

October 18– 19, 2019

Based on an analysis of the current situation given by organizers of the seminar, the participants were divided into groups to discuss three challenges for achieving the empowerment of women in Toray Group workplaces and to come up with action plans. The challenges to be tackled are: the promotion of women to managerial and specialist positions, the retention of young female employees, and the realization of long-term career development. Since the seminar, the participants continue to engage in group work. The aim is to further ascertain the current situation and dig deeper into the root causes, and to make recommendations for overcoming the challenges.

  • Seminar participantsSeminar participants
  • Welcome from the Senior Vice President of the Human Resources DivisionWelcome from the Senior Vice President of the Human Resources Division
  • Comments by Harumi Horinouchi, director (riji)Comments by Harumi Horinouchi, director (riji)

The Company set up a babysitting space in the training center during the career advancement seminars for women serving as managers and occupational specialists so that women who are also raising children could participate with peace of mind.

Fiscal 2020

Sixth career advancement seminar for women serving as managers and occupational specialists

September 3– 4, 2020 (held online)

With regard to the three issues defined in the fifth seminar (the promotion to managerial/specialist positions, retention of young employees, and the realization of long-term career development), the participants divided into 11 groups to report and discuss the activities undertaken, the results achieved, and recommendations for future action.

Due to the COVID-19 pandemic, the seminar was held as a virtual meeting in fiscal 2020, rather than in-person as it has been in the past.

Fiscal 2021

Online Discussion Meeting for Female G-Course Employees

November and December 2021 (participants divided into groups for a total of 62 sessions)

The discussion meeting was divided into two parts. Part one consisted of the viewing of three videos: the president's message, an explanation of the purpose of the discussion meeting, and a lecture by an outside speaker. Part two provided the opportunity for participants to share their opinions with each other online. In this second part, female managers and occupational specialists (section managers) served as facilitators to create an atmosphere where participants could speak candidly without concern. The facilitators prompted discussion of and carefully listened to individual cases of female G-Course employees, their actual situations, and thoughts on work-life balance and sources of motivation. By helping to create networks among participants, including their role-model female managers and occupational specialists, workplace environments can be developed that enable female employees to pursue careers over longer terms. This includes being able to increase their motivation, access more information and reduce their anxiety about future career development, as well as finding appropriate support for career continuation while balancing childcare or family care responsibilities.

Fiscal 2022

Online Training for Male and Female Section Managers with G-Course Female Subordinates

July and August 2022 (participants divided into 39 groups for discussion)

Based on a prior questionnaire survey of G-Course female employees, participants engaged in discussions and shared opinions on the topic of “workplaces where diverse human resources can thrive.” The aim was to foster workplaces and a corporate culture in which staff can play a more active role by helping managers gain insight in their day-to-day management activities, and at the same time, identify the direction for appropriate measures, including support for balancing family and work responsibilities.

Sharing Stories via the Women's Empowerment Intranet

Toray web page featuring cases of women employees' empowerment and working while raising young childrenToray web page featuring cases of women employees' empowerment and working while raising young children

The Company gives specific examples on its corporate intranet of how employees who have given birth to and raised children, or provided caregiving for other family members, did so while still working. This intranet site was set up in January 2016, and since March 2019 it has been accessible via smartphone or tablet.
In order to provide helpful advice to young employees for enriching both their professional and personal lives, experienced employees have been posting on this website under the title of “Does This Help? My Story.” As of the end of fiscal 2022, 36 employees have shared their work-life balance experiences in this way.
By publishing not only examples of work-life balance achievement amid major life events, but also personal experiences relating to overseas posting and other career stages, the intranet site is helping employees of every age and gender to make their professional and personal lives more fulfilling.

Examples of Workplace Initiatives in fiscal 2022

Course for S-Course Female Employees and Their Superiors to Promote Greater Workplace Empowerment for Women at the Ehime Plant (Toray Industries, Inc.)

Interaction during pair workInteraction during pair work

In February 2023, the Ehime Plant of Toray Industries held a training session for female S-Course employees and their section manager superiors (55 participants).
Under the slogan of “Mindset Enhancement: Stepping Up to the Next Level,” the participants reviewed relevant issues to help both superiors and subordinates to work more successfully, and learned how to better communicate with people that have different standpoints using the group work approach.

Women's Networking at the Tokai Plant (Toray Industries, Inc.)

Participant interactionParticipant interaction

The Tokai Plant of Toray Industries held a networking event for female employees in December 2022. Because the factory has few female employees and they are scattered among different workplaces, the women have not had sufficient opportunities for open interaction with each other. The event was planned by the Women's Empowerment Promotion Team in response to requests for more opportunities for female employees to network.
With total of 22 women in attendance, they shared examples of initiatives to promote women's empowerment and also spent time networking.

Employment of Persons with Disabilities

Group companies that have achieved legally mandated employment rate of persons with disabilities (%)

■Reporting scope
Toray Group (Japan)
■Target in fiscal 2022

Result in fiscal 2022


Toray Group hires and employs persons with disabilities, from those with physical challenges to persons with intellectual and mental challenges. The Group is making workplace improvements to remove physical barriers for persons with handicaps as well as instituting safety measures. Additionally, the Group provides comprehensive training upon work placement and gathers feedback from persons with disabilities to make workplace improvements.
Further, in fiscal 2022, Toray Industries met Japan’s legally mandated employment rate of persons with disabilities, as did 53.1% of Toray Group companies in Japan. Group companies actively seek to hire persons with disabilities through public organizations and job placement agencies. However, some individual group companies do not meet the mandated legal requirement. Toray Industries and group companies will continue to work together to actively focus on this issue moving forward.

Employment Rate of Persons with Disabilities (Toray Industries, Inc.)
Employment Rate of Persons with Disabilities (Toray Industries, Inc.)

Note: As of June 1 each year

Re-employment System

As part of Toray Industries’ initiatives to encourage full utilization of skilled individuals over 60 years of age, in fiscal 2001 the Company introduced a re-employment system open to all of its unionized employees who wish to continue working. In fiscal 2005, the scope of the re-employment system was expanded to include managers and occupational specialists who wish to continue working.

Click here for the main initiatives for CSR Guideline 8, “Human Rights Promotion and Human Resources Development” in CSR Roadmap 2022.