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 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.

Corporate Code of Conduct

1.Respect human life and give due consideration to safety and health concerns

The Teijin Group has respect for human life and strives to maintain people's safety and health at all stages of its business activities.

5.Respect stakeholders

In conducting its operations, the Teijin Group respects the interests of its stakeholders, including shareholders, employees, customers, suppliers, local community residents and others, and strives to engage in dialogue with them. In addition, with the exception of trade secrets and other confidential information, the Teijin Group is committed to disclosing publicly, in an appropriate manner, any information that is both related to its operations and important to society.

6.Protect human rights

The Teijin Group respects the human rights of its employees and all other people involved in its business activities and does not allow child or forced labor. With respect to these policies, the Teijin Group strives to obtain the positive understanding and cooperation of concerned parties in the value chain in which it is involved.

7.Respect the personality and individuality of employees

The Teijin Group respects the personality and individuality of its employees and accepts their diversity including nationality, gender, religion and attributes. The Teijin Group also secures safe and comfortable working environments, while encouraging its employees to realize an affordable and fulfilling lifestyle.

Teijin Group basic human resources policy and Medium-to Long-term Personnel Plan

In 2003, we have established the Teijin Group Basic Human Resources Policy aiming to improve employees' quality of life under our corporate philosophy of "empowering our people."

We have formulated the Medium- to Long-term Management Vision with 2016 as its final year. Part of this is a reform of the human resources portfolio. Specifically, we are aiming to "secure, discover and develop outstanding human resources and assign them to suitable positions regardless of nationality, age or gender in an open manner." In other words, as basic policies of our human resources strategy, our goals are to accelerate progress towards diversity and assign human resources to suitable positions on a global basis.

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
    Take all possible measures to secure employment based on company-wide efforts to improve corporate performance and employees' efforts to increase productivity
  • 2
    In the treatment of employees, emphasize factors relating to the employees' duties, achievements and capabilities while pursuing transparency, fairness and understanding
  • 3
    Treat employees in an appropriate manner according to the characteristics of each business and structure of the labor force
  • 4
    Actively support the development of employees' capabilities
  • 5
    Respect for diversity

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, the 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/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.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. 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.


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.

Promoting Fundamental Reforms of Core Human Resources Development Programs and the Discovery of Excellent Human Resources

The following programs are designed to develop core human resources who will forge the future of the Teijin Group. With a certain number of years having passed since the inception of the programs, the Teijin Group has identified several issues and points of improvement with the training framework. Accordingly, in FY2014, the Teijin Group further enhanced the framework by fundamentally reforming the selection requirements and content of the training programs. In FY2015, the Teijin Group will steadily implement the revised program details as it promotes the early discovery and development of core human resources.


The Strategic Executive Team Challenge (STRETCH) Ⅰ and 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 FY2014, 15 employees were chosen for STRETCH I, a program for department manager-level employees, and 23 employees were selected for STRETCH II, a program for the section manager-level employees.


The Strategic Leader Development Program (SLP), aimed at employees in mid-level positions, seeks to develop candidates for core human resources. In FY2014, we continued to send program participants on training assignments to interact with human resources from outside the company and other industries. In FY2015, we will expand opportunities for program participants to engage in healthy competition with human resources from other industries, as well as dispatch personnel to overseas business schools.

Global Management of Human Resources

In 2009, we 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 assistant general manager of the Human Resources Division and Corporate Officer of the Teijin Group.

As a part of this initiative, in addition to expanding the Group's shared leadership training program, EaGLES, to five regions worldwide, we have been dispatching all new recruits of the three core group companies in Japan to emerging countries for training in order to respond to business globalization. Besides China and India, we added Indonesia as a new dispatch destination in 2013, followed by Vietnam in FY2014. The program is enhancing the recruits' awareness of globalization by allowing them to gain firsthand experience of various cultures through discussions with high-achieving local human resources of the same generation, visits to companies, participation in NGO activities and so on.

Overseas training for new recruits

Group-wide Leadership Training Program, EaGLES

To develop leaders capable of responding to the globalization of human resources and our business, the Teijin Group runs EaGLES, a group-wide training program positioned 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. All employees in Japan and overseas requiring these skills and knowledge are successively taking this training program every year.

The training program is implemented in four languages (Japanese, English, Chinese and Thai) and consists of three steps: (1) e-learning, (2) group training in five regions (Japan, EU, U.S.A., China and Thailand) and (3) measuring learning outcomes. For group training overseas, we hold informal gatherings for regional representatives of Teijin Limited. In FY2014, the program was conducted in two regions, China and Japan, and was attended by 66 participants (China 11, and Japan 55). In FY2015, the program is scheduled to be held in four regions (Japan, EU, U.S.A., and China).

Training in Japan Training in China

The Teijin Group Training and Job Rotation/Transfer System

  • *1
    Succession plan: A plan to foster successors to important posts from the viewpoint of business continuity.
  • *2
    Strategic Executive Team Challenge (STRETCH): A group core human resources development system for leaders.
  • *3
    Strategic 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
    Speciality Development Program (SDP): An educational program designed to enable career-oriented employees to gain specialized knowledge relating to marketing, engineering or clerical work.
  • *5
    Job 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.