Promoting Diversity
Toray Group is committed to promoting employee diversity to help build thriving workplaces where each individual's abilities can flourish.
Initiatives to Promote 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 2025, women held 10.5% of unit manager or higher positions and 6.6% 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 2025.) Furthermore, as of July 2025, two women are serving as outside directors and one as outside corporate auditor. As of May 2025, two presidents of group companies outside Japan are women.
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.
Goals:
- 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%
- 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)
Initiatives:
- 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.
- 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.
- Provide continuous training and other means of raising awareness of career development among women employees.
- Enhance systems to enable diverse work styles and create an even better environment for balancing work and life events.
- Conduct morale survey (measuring effectiveness of initiatives) to ascertain status of above initiatives, analyze results, and identify measures for improvement.
- * 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).
Among regular employees, the gender pay gap exceeds 90% for both managerial and non-managerial positions. However, since the proportion of women in managerial positions remains relatively low compared with men, the overall figure for all employees is 70.7%.
In the case of part-time and fixed-term employees as well, a certain share of male employees are rehired as contract employees after serving as managers, and this higher proportion of men in managerial positions influences the wage gap.
Wage disparities are affected by multiple factors, including job type, employment status, and years of service.
Toray Industries will continue to actively recruit and promote women, while also advancing initiatives that support both men and women in balancing work and family life. At the same time, the Company will analyze and monitor the factors contributing to wage differences and maintain ongoing efforts in this area.
Gender Pay Gap (Female Earnings as a Percentage of Male Earnings)
| Employee Category | Gende pay gap |
|---|---|
| All employee types | 70.7% |
| Regular employees | 83.5% |
| Part-time and fixed-term workers | 54.4% |
Gender Pay Gap by Employee Category
| Employee Category | Gender pay gap |
|---|---|
| Managers | 95.6% |
| Union Members (non-managerial) | 91.8% |
| Contract Employees | 78.3% |
| Part-time Employees | 158.7% |
Note: "Managers" and "Union Members (non-managerial)" are counted as regular employees, while "Contract Employees" and "Part-time Employees" are counted as part-time and fixed-term workers.
Career Development Support and Network Building
To help employees flourish while striking a balance between work and life events, Toray Group holds training sessions and discussion meetings to help employees share their diverse values and career perspectives and address the particular challenges faced by female employees. Through discussions at these training and networking opportunities, the Group gains a broad understanding of workplace realities and employee opinions and resolve their issues steadily, one at a time. Toray Group believes that this will in turn 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 eight times as of fiscal 2024.
Developed and launched by female general managers, these seminars aim to help women learn about diverse career paths, leadership, and the importance, particularly now, of forming personal networks to facilitate learning from one another. Participants in past seminars have been encouraged through interaction with diverse role models. Each of the seminars is attended by the chairman and president of Toray Industries and the senior vice president of the Human Resources Division, who deliver messages and engage in dialogue with the participants.
In fiscal 2024, the eighth Career Advancement Seminar for Women Serving as Managers and Occupational Specialists was held, which was the final of this series of training sessions planned by female general managers. This time, in addition to female employees, male managers and professionals who supervise female employees were also welcomed. Participants learned about Toray Group’s human capital management and its initiatives to date and current status regarding the promotion of greater female participation, and listened to a talk by an external expert on promoting paternity leave. Over four months, they also engaged in voluntary team activities, divided into 24 groups, focusing on themes such as workplace culture reform and enhancing communication, and then presented their findings.
| Dates | Seminar / Discussion Meeting | Overview |
|---|---|---|
| February 13 – 14, 2015 | First career advancement seminar for women serving as managers and occupational specialists | Provided support for networking and career development among diverse participants. Former Yokohama Mayor Fumiko Hayashi (who has also worked for the Company) gave a talk. |
| January 29 – 30, 2016 | Second career advancement seminar for women serving as managers and occupational specialists | Career plans were developed using role model examples and the means to achieve them were clarified through individual statements of intent. A talk was given by a speaker specializing in human resource development. |
| From August through December 2016 | Discussion meetings for women | The meetings were held at all Toray Industries’ offices and plants to understand the opinions of female employees in non-managerial and non-specialist positions and to facilitate a frank exchange of opinions regarding careers and work-life balance. Opportunities were created for sharing issues and mutual enlightenment. |
| February 28 and March 1, 2017 | Third career advancement seminar for women serving as managers and occupational specialists | Problems faced at work were analyzed and recommended solutions provided, based on opinions from the discussion meetings for women and questionnaire results. Reinforced the problem-solving skills required for managers and occupational specialists. Participants followed up on the progress on the statements of intent they each made previously. |
| From December through March 2018 | Follow-up discussion meetings | Held as a follow-up to the discussion meetings for women. Group discussions were carried out on the themes identified at these meetings. Measures to improve these issues were considered in line with conditions at each plant. |
| July 13– 14, 2018 | Fourth career advancement seminar for women serving as managers and occupational specialists | Interviews with male managers and results analysis were conducted to identify issues and strengthen their ability to take action in promoting diversity. Using assessment tools, employees learned about themselves and became more aware of their leadership styles. |
| October 18– 19, 2019 | Fifth career advancement seminar for women serving as managers and occupational specialists | Female general managers identified issues and developed action plans. Recommendations were made to facilitate promotions, retain young employees, and develop careers. |
| September 3– 4, 2020 | Sixth career advancement seminar for women serving as managers and occupational specialists | Female managers and occupational specialists reported on the results and recommendations of their efforts to address the three issues defined in the fifth seminar. |
| November and December 2021 | Online Discussion Meeting for Female G-Course1 Employees | Female section managers facilitated an exchange of opinions and an understanding of career challenges. Female G-Course employees shared their concerns and sources of motivation. Networking was used to alleviate information gaps and anxieties, support career continuation, and help improve the workplace environment. |
| July and August 2022 | Online Training for Female Section Managers and Male Section Managers with G-Course Female Subordinates | In response to career concerns voiced by female G-Course employees, male and female managers exchanged opinions and discussed positive behavioral changes. |
| August and September 2023 | Discussion Meetings for G-Course Female Employees | To help ease concerns about balancing work and personal lives and foster career awareness, female managers shared their real-life experiences. |
| August to October 2023 | Content Portal for G-Course Female Employees | Through messages from executive management and e-learning materials, the Company’s policy to promote women's full participation in the workplace was shared, while providing opportunities to access career planning support. |
- 1 G-Course: A career path for Toray Group executive or upper-level professional candidates
The Company set up a babysitting space in the training center during the in-person career advancement seminars for women serving as managers and occupational specialists so that women who are raising children could participate with peace of mind.
Comments by Harumi Horinouchi, Director (riji) (Fifth career advancement seminar for women serving as managers and occupational specialists / fiscal 2019)
Seminar participants (Fifth career advancement seminar for women serving as managers and occupational specialists / fiscal 2019)
Launch of HCM2 Promotion Activities
HCM Working Team kick-off meeting (November 2024)
The Group’s activities to promote women’s participation, led mainly by female general managers and carried out with an emphasis on workplace perspectives, have now achieved the initial goal of building an internal network of female managers and occupational specialists that goes beyond organizational boundaries.
However, going forward, the challenge is not only to promote women’s advancement, but also to broaden the scope to include a wider range of employees. The aim is to foster initiatives that enable diverse talent to bring out their individual strengths, maximize their capabilities within Toray Group, and enhance overall well-being.
In light of this, the Group established a dedicated organization and, in August 2024, launched HCM Promotion Activities as Toray’s version of DE&I3 initiatives.
HCM Promotion Activities focus on themes such as expanding women’s participation, developing young talent, and facilitating diverse and flexible work styles. The HCM Promotion Group, recently established within the Human Resources Division’s Human Resources Strategy Department, serves as the secretariat.
To better gather opinions from employees, a working team of 11 members was created using volunteers from across Toray Group, representing diverse attributes that transcend gender, job type, and organizational level.
This working team, while also taking into account input from each business site, is addressing issues such as 1) enhancing understanding of and fostering a culture that embraces DE&I, 2) promoting the active participation of women in production and technical divisions, 3) enhancing career consultation, and 4) supporting increased utilization of childcare leave.
In addition, the team makes proposals on workplace culture reform to foster an environment where employees can freely share opinions and ideas and take on new challenges. Through these activities, the working team conveys the candid awareness of issues held by younger and mid-level employees, along with their proposals for improving the Group, directly to executive management.
- 2 HCM: Human-Centric Management
- 3 DE&I: Diversity, Equity, and Inclusion
Sharing Stories via the Company Intranet: Vibrant Employees Achieving Work-Life Balance
Intranet site: Vibrant Employees Achieving Work-Life Balance
Toray Group gives specific examples on its corporate intranet of how employees—both men and women—balance work with major life events such as childcare and caregiving, as well as cases of self-directed career development and learning. Since 2016, a total of 43 stories have been shared, including four new examples in fiscal 2024, such as a man taking childcare leave and an employee returning to work under the Group’s rehiring program.
By highlighting how employees with diverse values make use of group programs while leveraging their own strengths, 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 2024
Nagoya 3C Activities (Toray Industries, Inc. Nagoya Plant)
Participants in a Nagoya Plant event to promote DE&I and paternity leave, held to mark International Women’s DayAt the Nagoya Plant, efforts are underway to create a workplace environment where all employees, regardless of gender, can work dynamically. These efforts focus on: 1) revitalizing communication, 2) supporting women’s full participation, and 3) supporting the balance between work and family life. Named the “3C Activities” based on the keywords “Cheerful, Connection, and Challenge,” the program is led by a team of ten men and women from various departments. The team plans and implements a variety of initiatives, such as DE&I seminars featuring outside speakers and discussion meetings for female employees.
Career Development Discussion Meeting (Toray Industries, Inc. Seta Plant)
Career discussion meetingA discussion meeting was held with the participation of 16 male and female Toray Group employees, including those with experience changing careers. The session allowed younger employees, who may be uncertain about their career paths, to learn about diverse approaches to career development. It also helped foster a workplace culture in which co-workers at the plant can openly discuss career-related topics.
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 2024
- 100%
Result in fiscal 2024
52.9%
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 disabilities 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.
In fiscal 2024, Toray Industries met Japan’s legally mandated employment rate for persons with disabilities, despite it being raised in that year. However, among Toray Group companies in Japan, only 52.9% met the legal standard. While group companies actively sought to hire persons with disabilities through public organizations and job placement agencies, some individual companies did not meet the mandated legal requirement due to hiring difficulties.
Toray Industries and group companies will continue to work together to actively focus on this issue moving forward.
- * 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 principle, the Company re-employs all employees who reach 60 and would like to continue working to 65. In fiscal 2005, the scope of the re-employment system was expanded to include managers and occupational specialists. In addition to full-time work, employees can also request shortened work schedules such as working three days a week.
In light of recent legal reforms and societal trends regarding the employment of seniors, in April 2024, the Company raised wage levels for its re-employed union members.
Webinar on Post-Retirement Work Opportunities
Webinar guest speakerToray Group held a webinar for employees on the theme of work opportunities after retirement.
Following an introduction by the General Manager of the DE&I Co-Creation Department at Toray Corporate Business Research, Inc., the webinar featured Yoshifumi Noge, Representative of Monozukuri Design Lab, as a guest speaker. Drawing on his own personal experiences, Mr. Noge spoke about working after retirement and his entrepreneurship experiences.
Afterwards, participants shared many positive comments, such as: “This was very informative as I approach the retirement age of 60” and “It was a great opportunity to learn that there are exciting work opportunities even after retirement.”
Career Advancement for Non-Japanese Employees
Toray Group respects differences in nationality and culture and is committed to creating workplaces that embrace diverse values. To help employees of all nationalities maximize their potential, the Group is implementing the following initiatives:
- Enhanced Recruitment and Advancement
The Group actively hires graduates of non-Japanese universities and highly skilled global professionals, expanding opportunities to contribute across research, development, production, sales, and other fields. - Cross-Cultural Training
Training on cross-cultural communication and developing a global mindset fosters greater mutual understanding. - Language and Daily Life Support
Japanese language education and daily life support programs are provided to ensure non-Japanese employees can work in Japan with confidence. - Career Development Support
Employees of all nationalities are offered fair opportunities for evaluation and promotion.
Toray Japan OJT Program
Since fiscal 2014, Toray Group has provided the Overseas Young Employee Training Program for staff hired locally at group companies outside Japan. During one to one-and-a-half years of practical training at Toray Group’s head office or a group company in Japan, participants learn the Toray work approach. In fiscal 2024, 11 new participants from Germany, China, and Vietnam came to Japan as part of the program.
Related Information
LGBTQ Issue Awareness
Toray Group is committed to creating workplaces where all employees are respected and can work with confidence, regardless of sexual orientation or gender identity. The Group is continuously advancing initiatives to support the inclusion of LGBTQ individuals.
The Group is working to enhance employee awareness and workplace environment with regard to both system and education. These efforts include the following initiatives:
- Enhancing Internal Regulations
The Group’s work rules and Guidelines for the Prevention of Workplace Harassment explicitly prohibit discrimination based on sexual orientation or gender identity. - Establishing Consultation Systems
In 2017, the Group established a dedicated employee hotline to provide confidential support specifically for LGBTQ issues, ensuring privacy and sensitivity in all responses. - Awareness-Raising Activities
Through distribution of awareness materials during human rights campaigns, e-learning, and internal seminars, the Group promotes deeper understanding among all employees.
Click here for the main initiatives for CSR Guideline 8, "Human Rights Promotion and Human Resources Development" in CSR Roadmap 2025.