Start Date	Initiative Details
Jun 2010	Revamped child care support systems in an effort to encourage male employees to make use of them
Apr 2011	Launched the Toray Smile Support Program, a point-based system that lets employees choose from various programs that provide financial assistance mainly for childcare and purchasing homes
Apr 2012	Initiated a telecommuting program aimed at making it easier for employees to work while raising children or caring for family members
Oct 2012	Expanded the scope of the commuting allowance for taking the bullet train
Apr 2013	Improved support systems once again, offering special leave for parents to prepare children for nursery school, and extending eligibility for leave to care for sick children or family members
Jul 2013	Revised lower-hour work schedule systems for those raising children or caring for family members
Jul 2016	Expanded leave provisions for employees requiring special consideration as caregivers
Jan 2017	Eliminated restrictions on the number of times that employees can use long-term family care leave and lower-hour work schedule systems for caregivers
Jul 2017	Started a flextime system without core-hour requirements for employees at the Tokyo and Osaka head offices
Oct 2019	Expanded the scope of the telecommuting program to those raising children or caring for family members
Apr 2020	Began allowing the use of paid annual leave on an hourly basis Introduced a working-hour interval system
Jul 2020	Eliminated the requirement of raising children or caring for family members in order to utilize the telecommuting program
Jan 2021	Introduced hourly leave systems for caring for sick children or other family members
Jul 2021	Expanded family-care programs
Jul 2023	Introduced leave to accompany spouse transferred overseas
Oct 2024	Extended the tanshin funin benefits system (for married employees who are temporarily transferred away from their spouses) to those in marriages where the spouses are already living apart
Apr 2025	Expanded the eligible child age range regarding the lower-hour work schedules for childcare

Major Support Systems for Employee Work and Family Life Balance

Toray Group employees working near Nihonbashi in Tokyo can use a local consortium-based child care center (Kids Square Nihonbashi Muromachi).

Examples of Workplace Initiatives in fiscal 2024

Discussion Meeting Held Concerning Support for Those Raising Children or Caring for Family Members (Toray Industries, Inc. Seta Plant)

As part of its initiatives to promote advancement for female employees and to support employee work–life balance, Toray Industries held a discussion meeting on childcare challenges as well as one on family care.
Fifteen participants attended the childcare discussion meeting, including employees from group companies. The session brought together a diverse range of participants: employees currently raising children, employees with no childcare experience who feel uncertain about becoming parents, employees temporarily transferred away from their families with limited time to participate in childcare, and senior employees who had already raised their children and could offer their perspectives. The discussion was lively, with participants exchanging opinions from their various perspectives.
Ten participants, including those from group companies, attended the discussion on caregiving. Comments from participants included: “It is important to make good use of the family care leave system and not face caregiving challenges alone,” and “I felt anxious about the future of my parents who live far away, but learning about the various support programs helped ease my concerns.”

• Discussion meeting on childcare support
• Discussion meeting on family care support

Toray Group Employees Speak at a Seminar Hosted by Tokai City and Delivered by NPO SmileyDream: “Preparing to Return to Work After Childcare Leave” (Toray Industries, Inc. Tokai Plant)

Utilization of Childcare and Family Care Leave Systems (Toray Industries, Inc.)

• * Figures show the number of employees taking leave in each year.

Number of Employees Who Returned to Work after Childcare Leave and Family Care Leave (Toray Industries, Inc.)

• * Number/percentage of employees returning to work per fiscal year

Reference: Fiscal 2023 retention rates for employees 12 months after returning to work following their childcare leave
Women: 97.2%
Men: 92.6%

Male employees taking childcare leave or other leave for the same reason (%) (Toray Industries, Inc.)

	FY2022	FY2023	FY2024
Male employees taking childcare leave (%)	81.6%	86.8%	91.6%

Employees taking leave for spouse’s childbirth (Toray Industries, Inc.)

Notes: Childcare leave includes postnatal paternity leave.
Childcare leave includes spouse’s childbirth leave.

Initiatives to Promote Childcare Leave Among Male Employees (Toray International, Inc.)

Initiatives to Reduce Overtime and Encourage Use of Annual Paid Leave (Toray Industries, Inc.)

Not only is Toray Industries taking steps to prevent overwork, it is also positioning employee work-life balance as a workplace innovation. The aim is to enhance labor productivity and competitiveness by changing employee mindsets, while also creating more supportive workplace environments. As part of its specific initiatives regular workplace discussions are held in each workplace to raise awareness of different working styles, and working late at night or on holidays is prohibited, in principle. All lights in the workplace are turned off at a certain time at night, and company-wide "no overtime days" take place one day each month. The Company has been working on ongoing initiatives to reduce overtime hours and encourage employees to take annual paid leave. (Union-member employees used 93.7% of available annual paid leave in fiscal 2024).
In addition, Toray Industries has maintained a labor-management committee for many years to hold discussions focused on promoting work-life balance, which focuses on further improving and operating the systems. The committee follows up on work-life balance initiatives, including support for balancing work and family life, reducing excessive working hours, enhancing mental healthcare, and support for healthy work lives. In addition to reviewing further possible measures, the committee also analyzes current conditions regarding ideal work styles (required work styles, working conditions, and labor-management rules), identifies the issues involved, and reviews and proposes steps to be taken.

Employee Health

Toray Industries sees employee health as a management priority. It is strategically working to create workplaces that prioritize employee health, while fostering an organizational culture of pride and job satisfaction.

1. Initiatives to Promote Health and Productivity Management
   Toray Industries works to prevent excessive working hours and improve workplace environments and culture through collaborative efforts between labor and management at each office and plant. In particular, health promotion measures are implemented under a company-wide occupational safety and health framework, with action plans formulated, executed, and regularly reviewed.
   These initiatives are advanced based on a frontline-oriented approach, with HR departments and health management staff at each site working together to address on-site challenges. In addition, through company-wide health management staff meetings, the Company shares information with these staff from each site, labor unions, and the employee health insurance association, thereby maintaining a system of collaboration across the Company.
   Reports on effective initiatives are also submitted to company-wide health and safety meetings as well as the Executive Committee, ensuring that such activities can be adopted across the entire organization.
2. Key Health Promotion Measures
   • Disseminating health-related information through internal communication tools
   • Promoting specific health checkups and specific health guidance programs
   • Hosting seminars aimed at the early detection and prevention of mental health issues
   • Encouraging participation in cancer screenings and comprehensive medical checkups (in collaboration with the health insurance association)
3. Mental Health Initiatives
   Since fiscal 2011 Toray Industries has been implementing employee stress check-ups through an external provider. This helps employees recognize their own stress levels and learn how to manage stress, which also leads to an improved workplace environment. The stress check-ups are also carried out at group companies in Japan.

In recognition of these efforts, in March 2025, Toray Industries was again listed as a White 500 Company in the Certified Health and Productivity Management Organization Recognition Program.

Examples of Workplace Initiatives in fiscal 2024

Health Promotion Event (Toray Industries Inc. Okazaki Plant)

Lectures by an Occupational Physician (Toray Industries Inc. Gifu Plant)

Radio Exercise Week (Toray Industries Inc. Tokyo Head Office)

Employee Stock Ownership Plan as a Long-Term Incentive

Since 1968, Toray Group has operated an employee stock ownership plan as a long-term incentive. The aims are to encourage employees to take an active interest in the Group’s management as shareholders, promote the long-term improvement of corporate performance and value, and support employees in building personal wealth. The plan has been enhanced over time through measures such as setting monetary incentive rates based on the number of shares held and providing special incentives for new participants, with the goal of further enhancing participation.

Dialogue with Labor Unions

Toray Industries holds meetings of the Central Labor and Management Council twice a year with the attendance of directors at the senior vice president level and higher and labor representatives at the union head level and higher. In addition to briefing the union on management information about Toray Group, the meetings facilitate ongoing dialogue with the union.
In order to resolve issues between labor and management, in addition to the Labor-Management Committee, there are specialized committees for individual topics such as wages and employee benefits, and they are continuously discussing necessary measures.
Based on the union shop system, all regular employees, excluding those at the management level or accepted as exempted from labor-management consultations, are members of the Toray Workers' Union. As of March 2025, Toray Workers' Union membership stood at 7,762 workers.