Teijin Group Sustainability Website Content 2021

Sustainability

Materiality 5 Further Strengthening of Our Sustainable
Management BaseWe will tackle the strengthening of our management base, which is the foundation stone toward the realization of ourlong-term vision of being a company that supports the society of the future.
In our long-term vision, the Teijin Group advocates being a company
that supports the society of the future. We have designated the three
years from FY2020 to FY2022 as a period for creating growth
platforms toward sustainable growth. We aim to achieve growth bycreating and providing value in three fields of business—environmental value solutions; safety, security, and disastermitigation solutions; and demographic change and increased healthconsciousness solutions.
Such growth cannot be realized without a sustainable managementbase. Therefore, we will endeavor to build an environment in which
diverse human resources, the driving force toward the realization of
our long-term vision, can be active and to train such humanresources; to strengthen corporate governance, which is essential forsound and sustained growth; to promote corporate ethics andcompliance activities as the basis of trust; to respond properly tovarious risks; to ensure information security, which is becoming
increasingly important in the IT society; to engage in responsible
procurement and manufacturing to gain customer trust; and to givedue consideration to the environment, security and disasterprevention, and health.

Diversity and Inclusion

Corporate Governance

Promotion of Diversity & Inclusion
Human Resources System and Global Human Resources Recruitment
Human Resources Development and Global Talent Management
Workstyle Reform and Work-Life Balance

Corporate Ethics and Compliance

Risk Management

Promotion System
Main Activities
Security Export Control

Total Risk Management (TRM)
Risk Recognition
Status of Business Operations Risk Responses and BusinessContinuity Plans

Information Security and Personal
Information Protection

ESH Management Activities

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Security, Disaster Prevention, andOccupational Safety Activities
Security and Disaster Prevention
Occupational Safety
Health and Sanitary Measures

Product Liability and Quality Assurance
Product Liability / Quality Assurance System
Current status of ISO 9001, ISO 13485, IATF 16949, and othercertifications

Supply Chain Sustainability

Social Contributions

CSR Procurement
Green Procurement
Green Purchasing
Questionnaire on CSR

Basic Policies for Social Contribution / Promotion Systems
Expenses of Social Contribution Activities
Supporting the Development of Local Communities
Fostering Volunteer Personnel
Supporting for Areas Affected by Disaster

Related information
Materiality and KPIs

Teijin Group Sustainability Website Content 2021

Sustainability

Diversity and Inclusion
The Teijin Group fosters a corporate environment that makes use of employee diversity and facilitates the continuous
creation of new value required by society, promotes diversity and inclusion, and seeks to carry out various work styles
that will achieve this.

To promote our business activities globally, it is essential to make full use of the abilities of diverse human resources who differ in race, religion,
gender, cultural background, or other attributes. To invigorate the Teijin Group’s organization and accelerate innovation, we will further
promote diverse workstyles, the advancement of women, and diverse human resources. Through these efforts, we aim to be an organizationthat can leverage the capabilities of human resources with various values and experience to the greatest extent possible, and that can spur
diverse collaborations.

Resources System
Promotion of Diversity & Human
andGlobal Human
Inclusion
Resources Recruitment

Promotion of Diversity & Inclusion

Human Resources
Development and Global
Talent Management

Workstyle Reform andWork-Life Balance

The Teijin Group has maintained the belief that making full use of the abilities of diverse human resources helps enhance its creativity andpromote innovation. Since establishing the Diversity Office in 2000, we have been actively engaging in such efforts as recruiting global
personnel and promoting the advancement of women.
Although our initiatives toward diversity and inclusion have thus far focused on Japan, in light of the globalization of our businesses, we are
currently expanding these efforts on a worldwide basis. Under our Medium-Term Management Plan 2020-2022, we have created regional
strategies that address the issues in each region of operation and established group-wide diversity and inclusion KPIs.
Main Actions

KPIs

Diversity of executives*1

Key goals for
women’sadvancements*2

Japan*3

October
2019*6April
2020*6April
2021*6

April
2023*6(Milestone)

April
2031*6

Femaleexecutives

3

4

4

6 or more

10 or more

Non-Japanese
executives

3

5

5

6 or more

12 or moreManagers (orhigher)

117

127

143

174

300 or more

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*1
*2
*3
*4
*5
*6
*7

October
2019*6April
2020*6April
2021*6

April
2023*6(Milestone)

April
2031*6

U.S.

Seniormanagers*4

2

2

2

4

10

EU

Global coretalent*5

0

1

1

3

10

China

Seniormanagers*4

-

4*7

4

9

12

ASEAN

Seniormanagers*4

-

5*7

5

5 or more

8 or more

Board of Directors, statutory auditors, Group executive officers, and Group corporate officers
Key goals are set based on regional situations (Targets in China and ASEAN were set in September 2020)
Major subsidiaries in Japan: Teijin Limited, Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation
President or his/her direct report in a Group company
Human resources of female senior managers selected and certified as executive candidates
As of October 1 and April 1, respectively
As of August 1, 2020, the most recent data at the time when KPIs

Power of culture project
The Teijin Group maintains the belief that corporate culture has a close relationship with innovation. Guided by this belief, we aim to foster a
new corporate culture that is agile, innovative, and inclusive. To that end, we launched an initiative to transform our corporate culture, the"Power of Culture Project," in September 2020. Under this project, we aim to clarify the desired corporate culture for the Group and promotereforms geared toward realizing that culture.
As the first stage of this project, in fiscal 2020 all corporate officers in Japan and overseas gathered together to discuss the kind of new corporate
culture we should foster and what actions need to be reinforced to foster such a culture. As a result of this discussion, the Group's managementagreed to the new Teijin Group Leadership Charter, thereby demonstrating its commitment to reform. The Teijin Group Leadership Charter
forms the basis of our various efforts toward human resources programs and diversity and inclusion, including new leadership development
programs and the Global Engagement Survey, which is slated to be held in fiscal 2021. Going forward, we will promote the Power of Culture
Project over a three-year period, expanding number of people targeted by the project over this period.

Global engagement survey
In fiscal 2020, we proceeded with preparations for the Global Engagement Survey, which we will implement in fiscal 2021. This survey aims tohelp us ascertain the level of employee engagement, clarifying the gaps between our existing corporate culture and our desired one, andengage in actions toward making improvements.
Establishing an inclusive environment in which all employees can demonstrate their skills to the greatest extent possible will enable our
employees to contribute to the success of our business activities and the realization of our long-term vision.

Accelerating female career development
The Teijin Group first created a specialized organization to promote the empowerment of women in 2000. Since then, we have created systems
and conducted training and education to achieve four objectives: Expand the population of female employees, promote a good work-lifebalance, foster a corporate climate of diversity and inclusion, and support the career continuation and enhancement of women.
Since 2002, we have set goals for number of female managers in Japan and the heads of each business and function (officers) have set KPI for
individual businesses and functions and supported the development and careers of female employees. In addition, CHO reports on the status ofdiversity and inclusion to the Board of Directors.

Teijin Group Sustainability Website Content 2021

Further, Empowerment of Women's Advancement training (half-year training that includes group training, action learning, and presentations) is
continuously conducted for selected employees of major Group companies in Japan, who are one step away from a management position. In
FY2020, which is the tenth time this program has been conducted, 20 employees participated, bringing the total number of participants to 198.
Among them, there are who are currently enrolled in a select program for core human resources and those who have been promoted to
management positions where they are exhibiting leadership at their workplaces.
Changes in number and ratio of newly recruited career-oriented female university graduates* Figures are totaled based on number of employees recruited as of April of each fiscal year.
* Four core group companies in Japan: Teijin Limited, Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation

Changes in number of female employees in managerial positions* Data as of March 31 of each fiscal year
* Four core group companies in Japan: Teijin Limited, Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation* Percentage of female employees in managerial positions of the total number of managerial positions in the companies.

Career building support for employees
There are few female role models in positions such as sales, research and development, and engineering compared to other jobs.
The Teijin Group (Japan) has transcended corporate barriers and is promoting the "New-Generation Eijyo College Forum" project in whichfemale employees in sales positions (eijyo) aim to solve problems in their company and the business world through demonstration
experiments. In FY2020, two female sales teams presented initiatives for improving sales capabilities, and relevant results. In addition, roundtable discussions were held with senior employees to develop the career awareness of women in science and technology who are engaged inresearch and development, among other things.
Some employees must unavoidably interrupt their careers when a spouse is transferred overseas. We established a leave program for
employees accompanying a spouse to an overseas assignment that permits leaves of up to three years so that these employees can continue
their careers. While on leave, some employees study a language or engage in other self-development and enhance their work skills and thenreturn to work. To date, 20 employees have made use of this program.

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Re-employment systems
Teijin Limited and Teijin Pharma Limited have established the Hello-Again system for employees who left the companies for reasons including
marriage, pregnancy, child-rearing, nursing care, or work transfer of their spouses. Employees in this situation who wish to return to the TeijinGroup due to the reason for leaving no longer applying will be rehired as full-time employees on the condition that it is not more than 10 years
since they left and if the need exists. Up to the end of FY2020, 14 employees who had left the companies had been rehired through the HelloAgain system.
We have also established a system by which employees at all domestic group companies may continue to work after retirement. In FY2020, a
total of 117 employees continued to work after retirement at 41 group companies.

Employment of people with disabilities
As of April 1, 2021 at 29 group companies (consolidated) subject to a legal requirement to employ people with disabilities in Japan, the total
number of employees with disabilities* was 262.5 , more than the 259 specified by the related laws and regulation.
Due to the large impact of the higher statutory employment rate and the retirement effective from March 2021, etc., 16 individual companies
failed to meet the legal requirement for employment of people with disabilities. In FY2021, we will share successful cases of hiring employeeswith disabilities in each company in an attempt to employ more people than the recruitment number required by laws and regulation.
In February 2019, Teijin Limited established the special subsidiary Teijin Soleil Co., Ltd., with the objective of creating workplaces in whichpeople with disabilities can experience the satisfaction and enjoyment of working. Teijin Soleil offers a diverse range of workplaces and workduties mainly in agricultural work (cultivation and sale of produce and flowers) and office support (administrative assistance), and in April 2021,
we also launched a new office support team in Iwakuni district. In addition, we are moving forward with preparations for starting a cleaning
business in the Hino district in June 2021.
* Number of employees with disabilities does not refer to the headcount, but to number of persons with disabilities calculated taking into consideration the type of
disability and the working hours. These form the basis for calculating the employment rate of persons with disabilities as per the employment quota system for persons
with disabilities.

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Expanding diversity awarenessTo strongly promote our business activities globally, it is essential to make full use of the abilities ofdiverse human resources who di er in nationality, race, gender, sense of values, ideas andexperience. The Teijin Group upholds "Empowering Our People" as part of its corporate philosophy,
and accordingly has put in place a work environment in which every Group member can fully harness
their individuality and attractiveness to make the most of their abilities.
We promote diversity and inclusion as a management strategy, and management uses various
opportunities to disseminate our diversity and inclusion objectives and policies to employees.
In addition, the understanding of management is crucial for promoting diversity and inclusion, andsince FY2018, we have conducted a diversity index survey of all o cers and general managers of thedepartment or higher. The survey objectively measures the awareness and understanding ofmanagement that cannot be expressed numerically in the same manner as the ratio of female
managers and other such measures and use this information when considering future policies.In
order to create an inclusive corporate culture, it is necessary to have a culture in which employees
can express their opinions with peace of mind. Also, the evaluation criteria for psychological safety
have increased for the third consecutive year. On the other hand, as much as 60% of our employees
have cited enforcing reforms in the corporate culture that are not bound by pre-existing concepts as
the top priority. We aim to continue further e orts to reform in this direction.
We have also issued a pamphlet entitled "together" to raise awareness of diversity every year since
2002. Starting with the 2020 version, in addition to the Japanese version, an English version isprepared so that it can be distributed to all group employees. The latest 2021 issue presents CHO's
interviews with directors in the Healthcare Business and Material Business respectively, on thethemes of "Organization Change and D&I" and "Necessary Changes." Further, in addition toinitiatives by overseas group companies, the issue includes a special feature on the project aboutproblem-solving by female employees of sales teams.
We have incorporated LGBT issues in diversity courses conducted as a part of new employee training
and new manager training since FY2015 to raise understanding. In FY2019, training on LGBT issues
was conducted in conjunction with Teijin Group Corporate Ethics Month training.
In addition, we conducted training and e-learning for human resources and general affairs personnel
who serve as contacts for employee consultations using virtual reality.
Since FY2017, interested employees have participated in the Tokyo Rainbow Pride parade, one ofJapan's largest LGBT event.
From July 2020, we have revised the human resources and salary systems at Teijin Limited and Teijin
Pharma Limited, ensuring that same-sex partners of LGBT parties concerned are treated in the same
way as spouses for various allowances and benefits. In recognition of these efforts, we received thegold certification at work with Pride in 2020.
We will continue our efforts to create an environment of acceptance regarding sexual orientation,
sexual identity, sexual expression, and so on in the future.

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Sustainability

Diversity and Inclusion
The Teijin Group fosters a corporate environment that makes use of employee diversity and facilitates the continuous
creation of new value required by society, promotes diversity and inclusion, and seeks to carry out various work styles
that will achieve this.

To promote our business activities globally, it is essential to make full use of the abilities of diverse human resources who differ in race, religion,
gender, cultural background, or other attributes. To invigorate the Teijin Group’s organization and accelerate innovation, we will further
promote diverse workstyles, the advancement of women, and diverse human resources. Through these efforts, we aim to be an organizationthat can leverage the capabilities of human resources with various values and experience to the greatest extent possible, and that can spur
diverse collaborations.

Promotion of Diversity &Inclusion

Human Resources
System and Global
Human Resources
Recruitment

Human Resources
Development and Global
Talent Management

Workstyle Reform andWork-Life Balance

Human Resources System and Global Human Resources Recruitment
One of the key actions in the Medium-Term Management Plan for Diversity & Inclusion is to advocate changes in the human resources system,
and we are restructuring the human resources setup to support global strategy.

Global management of human resources
In April 2020, the Corporate human resources organization was established under the Human Resources Division.
Our aim is to build and operate a globally shared human resources system that can foster and manage human resources at our bases in Japanand overseas. In FY2020, the first year, in addition to launching a human resources management system and mechanism of appointment to aid
Teijin Group employees to be active on a global basis, we have also designated managers to be in charge of human resources in each region(Europe, the United States, and China) and have been implementing our human resources strategy and measures on a global level.
The Overseas Practical Training Program launched in FY2019 as a new initiative, could not be implemented in FY2020 due to the COVID-19
pandemic. This program aims to enable young employees to gain practical experience at overseas group companies, hone their internationalawareness, and build interpersonal networks. We plan to restart the program in FY2021.

Recruitment of global human resources in JapanThe Teijin Group engages in recruitment activities with the motto of accelerating and promoting the globalization of human resources anddiversity.
In FY2020, we proactively pushed forward with initiatives to recruit global human resources, including participation in seminars for foreign
university students on exchange in Japan. As a result, we hired two students of foreign nationality and 19 individuals with extended experienceliving or studying overseas as new career-oriented recruits in FY2020 (started in April 2021).

Teijin Group Sustainability Website Content 2021

Sustainability

Diversity and Inclusion
The Teijin Group fosters a corporate environment that makes use of employee diversity and facilitates the continuous
creation of new value required by society, promotes diversity and inclusion, and seeks to carry out various work styles
that will achieve this.

To promote our business activities globally, it is essential to make full use of the abilities of diverse human resources who differ in race, religion,
gender, cultural background, or other attributes. To invigorate the Teijin Group’s organization and accelerate innovation, we will further
promote diverse workstyles, the advancement of women, and diverse human resources. Through these efforts, we aim to be an organizationthat can leverage the capabilities of human resources with various values and experience to the greatest extent possible, and that can spur
diverse collaborations.

Promotion of Diversity &Inclusion

Human Resources System
Human Resourcesand Global Human
Development and Global
Resources Recruitment
Talent Management

Workstyle Reform andWork-Life Balance

Human Resources Development and Global Talent Management
One of the key actions in the Medium-Term Management Plan for Diversity & Inclusion is to advocate global talent management, and we arestrengthening the nurturing of the next generation of global leaders.

Teijin group basic human resources policy
In 2003, we established the Teijin group basic human resources policy.

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. Strive to maintain good employment relationships with employees
2. In the treatment of employees, emphasize factors relating to the employees' duties, achievements and capabilities while pursuingtransparency, fairness and understanding
3. Endeavor to assign the right persons to the right positions, taking into consideration work requirements and human resource
conditions
4. Actively support the development of employees’ capabilities
5. Respect diversity

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Teijin group medium-to long-term personnel plan
The medium-term management plan from FY2020 to FY2022 positions the promotion of diversity and inclusion as a priority measure for thecreation of innovation. We are promoting the diversification of work styles, the empowerment of women, and the diversification of humanresources more than ever and accelerating the revitalization of organizations and creation of innovation.

Penetration of diversity and work style reforms
Anticipating an improved QOL for each and every employee, create systems that supports a wide variety of work style choices and life plans

Promoting the success of human resources regardless of gender, nationality
Create human resources systems that enable flexible personnel appointment/relocation across countries, companies and organizations to meet
the wishes of all employees

Promoting the design of systems to support diverse work styles in step with the times
Create a training/education system enabling career development to meet all employees’ needs

Leadership development programs (core human resource cultivation)
Based on the results of the discussions we held as part of the Power of Culture Project, we established new leadership development programsin fiscal 2020. The new programs incorporate strategic assignments, external personnel evaluations, and mentoring as well as KPIs on female
and non-Japanese employee participation. In fiscal 2021, all corporate officers will undertake mentor training with the aim of having them
become mentors to top-class personnel.

Increase number of selected excellent overseas human resources for core humanresources development programs
The following programs are implemented with a view to developing core human resources who will forge the future of the Teijin Group.
In FY2021, we aim to review our core human resources development program, and are committed to adopting measures such as understanding
the how well human resources in Japan and at our bases are demonstrating their abilities.

1）STRETCHⅠ,STRETCHⅡThe Strategic Executive Team Challenge (STRETCH) Ⅰ and STRETCH Ⅱ are Group-wide core human resources development programs used todevelop human resources who can work actively on the global stage. The programs target employees at all group companies including
overseas.
In FY2020, 7 employees participated in selection training for STRETCH Ⅰ, a program for employees in positions close to department manager,and 17 employees participated in selection training for STRETCH Ⅱ, a program for employees in positions close to section manager.

2）JuMP
JuMP stands for Junior Management Program, a three-year program for select trainees aimed at developing core human resources candidates.
In FY2020, everything was conducted online due to the COVID-19 pandemic. There were 36 new persons selected (two of whom participatedfrom overseas) and 32 persons in the second round of selection (five of whom participated from overseas). At the end of the training, they weredivided into groups and they presented proposals for new businesses.
In addition, in FY2021, 16 new persons from each region, including Japan, will be selected for the biennial overseas course, and training will bestarted online.

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Group-wide leadership training program, EaGLES“EaGLES“ is the name of the Teijin Group's shared leadership training program launched in
FY2011.
EaGLES training is as an opportunity for all employees in managerial positions in the TeijinGroup to acquire leadership experience and learn the Teijin Group's values, management
policies and history. As such, all employees in Japan and overseas requiring these skills
and knowledge are sequentially completing this training program every year.
EaGLES consists of three steps: (1) e-learning (available in Japanese, English, Chinese andThai), (2) group training in five world regions (Japan, EU, the United States, China andThailand) and (3) measuring learning outcomes. For group training overseas, we holdinformal gatherings with regional representatives of Teijin Limited which serve as valuable
opportunities to interact.
In FY2020, the training program was held online to prevent the spread of the COVID-19, and68 people took the course in Japan.

EaGLES

Training responding to the globalization of business
The Teijin Group has been dispatching all new recruits of the three core group companies(Teijin Limited, Teijin Frontier Co., Ltd., Infocom Corporation) in Japan to emerging
countries for training in order to respond to business globalization. Beginning withdispatches to China and India in FY2011, we added Indonesia as a new dispatch
destination in FY2013, followed by Vietnam in FY2014 and Thailand in FY2016. The programis enhancing the recruits' awareness of globalization by allowing them to gain firsthandexperience of various cultures through visits to companies and government offices,
discussions and field work with high-achieving local human resources of the samegeneration, and other activities.
This program was suspended in FY2020 and FY2021 to prevent the spread of COVID-19
infections. A determination regarding resumption will be made while monitoring
conditions.

Overseas training for new recruits

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 onthe-job training, a job rotation/appointment system and other training programs as part of a systematic approach to developing Group humanresources.

Basic Approach to Human Resources Development and Training
A fundamental part of human resources development is to promote and encourage self-development based on the independent study ofeach 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 thecourse of daily work. This supports the growth of each employee based on the sense of fulfillment/achievement attained throughhaving 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.
3. Training
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-

Teijin Group Sustainability Website Content 2021

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.
4. Career development and 360-degree evaluation
Company employees and supervisors have self-application system and supervisors conduct career development of employees oncea year. Further, in order to encourage employees' own awareness, a 360-degree evaluation is conducted targeting all management
employees.
The results of the personnel evaluation are conveyed as feedback by supervisors to the concerned personnel, and guidance andadvice that will lead to the growth of employees is provided. If one is not satisfied with the results of the personnel evaluation, one
can use the self-application system by which one can directly report independently to the Human Resources Department.

Job rotation / transfer system
The Teijin Group has set a range of measures to ensure that employees are appointed to positions based on their desires and suitability for
positions with consideration to Group-wide human resources needs.
In relation to personnel transfers, we have established an annual personnel plan at all group companies, aiming to realize objectivity andtransparency in relation to transfers. group companies in Japan also have a self-application system that respects each employee's desire
regarding transfers and new appointments. Additionally, in as early as 1988, we introduced an in-house staff recruitment system (Job Challenge
System) that was pioneering for Japanese companies at the time. In FY2020 11 people were transferred using this system.
Furthermore, from January 2018, we introduced the "FA (Free Agent) System" to release employees to the business unit they wish to betransferred to in order to match their abilities, experience and so on, and made the selection of transfer destination possible. 14 people used
this system in FY2020.
We also implement systematic transfers of core human resources selected for STRETCH from among group companies worldwide, with thetransfers extending beyond business departments and country borders.
At group companies in Japan, we also review the appointment status of contract employees and temporary staff every year. In FY2020, reviews
were conducted at 36 group companies in Japan. We will continue to check the status on a regular basis.

The Teijin Group training and job rotation / transfer system

*1
*2
*3
*4

Succession plan: A plan to foster successors to important posts from the viewpoint of business continuity.
Strategic Executive Team Challenge (STRETCH): A group core human resources development system for leaders.
Junior Management Program (JuMP): A leadership training program for mid-level employees aimed at developing executive talent.
Specialty 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 sta recruitment system. Any employee can le an application for a position without permission from the division manager, andthe manager cannot overrule decisions.

Teijin Group Sustainability Website Content 2021

Sustainability

Diversity and Inclusion
The Teijin Group fosters a corporate environment that makes use of employee diversity and facilitates the continuous
creation of new value required by society, promotes diversity and inclusion, and seeks to carry out various work styles
that will achieve this.

To promote our business activities globally, it is essential to make full use of the abilities of diverse human resources who differ in race, religion,
gender, cultural background, or other attributes. To invigorate the Teijin Group’s organization and accelerate innovation, we will further
promote diverse workstyles, the advancement of women, and diverse human resources. Through these efforts, we aim to be an organizationthat can leverage the capabilities of human resources with various values and experience to the greatest extent possible, and that can spur
diverse collaborations.

Promotion of Diversity &Inclusion

Human Resources System
and Global Human
Resources Recruitment

Human Resources
Development and Global
Talent Management

Workstyle Reform andWork-Life Balance

Workstyle Reform and Work-Life Balance

One of the key actions in the Medium-Term Management Plan for Diversity & Inclusion is to advocate workstyle reform, and we are committed
to promoting appropriate management of working hours and to designing flexible human resources and employee-treatment systems to
support diverse human resources and workstyles.One of the key actions in the Medium-Term Management Plan for Diversity & Inclusion is to
advocate workstyle reform, and we are committed to promoting appropriate management of working hours and to designing flexible humanresources and employee-treatment systems to support diverse human resources and workstyles.

Workstyle ReformIn fiscal 2020, the measures we implemented to address the COVID-19 pandemic gave us an opportunity to expand the utilization of
teleworking, primarily at our head offices in Tokyo and Osaka. Giving consideration to new workstyles that respond to the new normal era inwhich coming to the office is not a prerequisite, we started to undertake efforts to change the mindsets of our employees and reform our work
processes.
Specifically, we held multiple cross-organizational discussions on the five themes of "paperless," "work visualization," "communication," "officespace and physical distancing," and "systems and evaluations." Guided by these themes, we implemented measures to address a large number
of issues. For example, with regard to communication, we are promoting an initiative in which we hold surveys of employees who primarily
work on a remote basis with the aim of visualizing the status of communication within departments. Based on the results of these surveys, wethen create the necessary action plans for each department. Going forward, we will work on a Groupwide basis to establish better, more
efficient workstyles while promoting a shift toward digitalization.

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Status of the work-from-home system
In FY2019, Teijin Limited and Teijin Pharma Limited introduced telework programs that allow employees to work outside the office even in theabsence of a reason such as childcare or family care. In addition to easing constraints of work locations, employees can briefly step out fromwork at their own convenience.
Further, from April 2021, the companies have decided to pay telework duty allowances for months when telework done exceeds 70 hours amonth, and plan to reduce the burden on employees arising from teleworking. This increases the flexibility of workstyles and enables each
employee to demonstrate their full capabilities.
In addition, we are also making full use of the telework program as a means of preventing the spread of COVID-19 infections, and to this end, we
have implemented the following temporary measures: (1) elimination of the limit of 70 hours of telework per month, (2) use of empty rooms incompany housing as satellite offices, and (3) allowing newly-hired recent college graduate employees, part-time employees, and temp workers,
who were previously excluded, to use the telework program. However, in order to reduce the risk of infection, only private rooms and meetingrooms can be used in the case of satellite offices with corporate contracts, and use of open spaces, where one may come into contact with anunspecified number of people, is prohibited.
Going forward, we are committed to adopting measures to build and realize new ways of working post COVID-19 crisis.

Promoting Work-Life Balance
In order to strengthen the promotion of work-life balance, Teijin Limited introduced a system in October 2014 under which the spouses of
employees who are transferred overseas for work may also take leave from work to be with their spouses. They may take leave for three years.
As of the end of March, 2021, 20 employees had used the system and 12 employees had returned to work.
In April 2018, the Childcare Work-Life Balance Handbook for Everyone was created not only forfemale employees with a baby, but also for their supporting partners, superiors at the workplace,team members, and everyone to promote a better understanding of the demands of working whileraising children, so that supportive workplace environments can be created. There is a shortage of
nursery schools mainly in urban areas, and there are cases where employees cannot return to work
as scheduled after childcare leave, as nursery schools have not yet been determined. In order tosupport nursery hunting during childcare leave, we have been providing concierge services fornursery hunting since 2017, leading to a smooth return to work.
According to a survey by the Ministry of Health, Labour and Welfare, one out of every two Japanesepersons will suffer from cancer during their lifetime. In the light of this situation, in October 2020, we
introduced a system of shorter working hours for disease treatment, among other things, to enable abalance between work and disease treatment of disease during the period of adverse effects oftreatment of various diseases, including cancer.
Further, this system also applies to employees receiving fertility treatment.
Childcare Work-Life Balance Handbook
for Everyone

Teijin Group Sustainability Website Content 2021

Reducing actual working hours
For some time now, group companies in Japan have been utilizing a system that requires applying for overtime in advance and actively
promoting no-overtime days.
In FY2020, the four core group companies* in Japan reported an average overtime of 12.0 hours per month (a decrease of 1.0 hours comparedto FY2019). The utilization of annual paid holidays was 75% (a decrease of 8 points compared to FY2019). In FY2021, we will strive to improve
results as compared to the previous fiscal year, with the aim of further reducing actual working hours.
In order to realize appropriate working hours, we are using IT tools and external consultants to conduct survey on work and work visualizationand exerting all efforts to comprehensively revise tasks (IT utilization, standardization of operations, making meetings efficient, etc.). In
addition, as some employees, among those who are mainly teleworking due to the COVID-19 pandemic, are unable to smoothly switch between
work and private life, we are currently following whether employees have secured an interval (break) during working hours in accordance withguidelines, apart from using PC logs to provide reference data for ascertaining working hours.
The Teijin Group in Japan has set the goal of "overall actual working hours of 2000 or less for all employees and 10 days or more of annual paid
leave." At present, this is yet to be achieved, but we are committed to achieving this goal while building a new way of working in anticipation ofa post-corona era.
* Four core group companies in Japan: Teijin Limited, Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation

Promoting childcare leave for employees
In group companies in Japan, besides preparing a support manual to promote supervisors’ understanding and smooth communications withfemale employees during pregnancy or before/after maternity leave, in order to promote childcare leave for male employees, activities thatraise awareness of the importance of promoting childcare leave, among other matters, have been incorporated into action plans based on the
Act on Advancement of Measures to Support Raising Next-Generation Children (Amended Next-Generation Act). For example, we have been
sending individual monthly e-mails to male employees eligible to take childcare leave and their superiors in order to provide information about
how to obtain childcare leave and other related matters. This aims to create an environment in which it is easy for male employees to takechildcare leave.
In FY2020, a total of 234 employees took childcare leave at the four core group companies in Japan. Of these, number of male employees who
took childcare leave was 94, and although there is variation depending on the number of children born, the number of employees taking
childcare leave is on the rise. We will continue to conduct awareness raising activities so that employees can start planning to take childcare
leave before they have children. At the same time, we will work to develop a workplace environment that is conducive for male employees totake long-term childcare leave.
Trends in number of employees taking childcare leave* Four core group companies in Japan: Teijin Limited, Teijin Pharma Limited, Teijin Frontier Co., Ltd., Infocom Corporation

Teijin Group Sustainability Website Content 2021

Balancing work and nursing care
In the future, as the baby boomer generation reaches the late elderly
age, there will be an increase in number of employees who will needto balance work and nursing care. As a countermeasure, in FY2020,
the Teijin Group companies in Japan jointly held three nursing care
web seminars in which employees could participate with their family
members, and held online nursing care workshops in the form of card
games.
In addition, from time to time we post specific information on
preparations for providing nursing care while working, the methodsof use of programs, and other topics on the Teijin Group sharedintranet and established a Nursing Care Consultation Desks thatconnects employees with external specialists.
Nursing care is something that can become necessary suddenly. In
the future, we are committed to supporting the balance between
nursing care and work by developing measures that focus on
preparations for nursing care, and on information provision that
ensures immediate access to necessary information when faced witha need for nursing care, as well as on support for long-distancecaregivers.

Information posted on the intranet

Nursing care leave system
Our nursing care leave system operating at three of the four core group companies in Japan allows each applicant to take up to 730 days ofnursing care leave per reason (also obtainable in portions). This far exceeds the total of 93 days of leave specified under the Child Care andFamily Care Leave Law.
In addition, the systems for nursing care reduced working hours, flexible work start/finish time, etc. can be used for as long as an employee isproviding nursing care.
In FY2020 there were 3 employees taking nursing care leave and 4 employees on shorter working hours for nursing care, for the four coregroup companies combined.
The baby boomers generation will be reaching late elderly age in the future, and an increase among the current generation of workers who areproviding nursing care while working is expected. We will continue to hold seminars to raise awareness and strive to foster a corporate culture
with a good work-life balance.

Volunteer leave system
With a view to encouraging volunteer activities, the Teijin Group has introduced a paid Volunteer Leave System at Teijin Limited and Teijin
Pharma Limited. As of March 31, 2021, there were 13 employees using the Volunteer Leave System.

Determining the Status of Group-Wide Labor Management
The Teijin Group carries out regular surveys on labor management at group companies. We identify management issues in our Group personnel
management system and implement effective measures as required, particularly from the viewpoint of labor CSR. Survey forms are sent to 49
group companies in Japan and 20 overseas, every year. From the survey, we obtain data on basic labor CSR indicators.
After amendments to labor-related laws or if otherwise needed, the Teijin Group reviews the labor management status, employment rules andpersonnel systems of all group companies in Japan.
Since labor laws and regulations differ from country to country, with regard to overseas group companies, we conduct surveys of basic items,
and also implement additional surveys on the human resources system and salary systems, as necessary.

Teijin Group Sustainability Website Content 2021

Survey items (group companies in Japan)
Basic labor CSR indicators - conducted annually(1) Number of employees (by position/gender)(2) Average years at company and average age(3) Number of newly recruited employees (by position/gender/career stage (new versus mid-career)/type of work (administrative
versus technical)(4) Number of retired employees (by position/reason)(5) Data on re-employment after age-limit retirement (by position)(6) Number of executives by gender(7) Number of fixed-term employees(8) Overtime hours (per month)(9) Rate of taking annual paid holidays/Number of annual paid holidays taken(10) Use of childcare leave/childcare short-time work system(11) Use of nursing care leave/nursing care short-time work system
Status of labor management - conducted when required[Legal compliance](1) Employment of the elderly(2) Work hours(3) Temporary/Contract workers(4) Maternity protection and childcare(5) Care and nursing(6) Equal-opportunity employment[Labor affairs measures](1) Work-life balance (e.g. overtime hours/annual paid holidays/flex-time system)(2) Retirement allowance system(3) Progress in promoting diversity(4) Recruitment and education(5) Health and welfare system (dormitories/other issues)(6) Other issues (e.g. existing issues for which demand for support exists)

Survey items (overseas group companies)
Survey of the following basic labor CSR indicators(1) Number of employees(2) Average years at company and average age(3) Number of new recruits(4) Number of employees who retired

Maintaining Sound Industrial Relationships

Teijin Group Sustainability Website Content 2021

The Teijin Group sees the labor union as an important stakeholder, and we are working to maintain and improve our good relationship with theunion. As fundamental concepts in industrial relations, we emphasize “mutual understanding and thorough prior consultation.”
In regards to labor-management meetings, Teijin Limited adheres to a comprehensive collective bargaining agreement by which meetings will
be called upon request from either the company or union side.
At group companies in Japan, all employees except directors and managers belong to the labor union. At the Group Labor-management
Council, which brings management and main union officials together, and also at Labor-management Committee meetings (held as required),members exchange opinions on businesses as a whole and hold discussions with the aim of improving workplace environments.
In initiatives to date, we have held discussions on expanding the system to promote work-life balance. In this regard, both workers andmanagement have worked together to bring about the implementation of an hourly-based annual paid holiday system and a short-time workfor childcare system that can be divided into intervals. Furthermore, to limit long working hours, workplace patrols on no-overtime days arebeing continued through the cooperation of workers and management.
In FY2020, kindergartens and nursery schools were temporarily closed and school classes were cancelled to prevent the spread of the COVID-19
infection. This caused a significant burden on employees raising children. Therefore, we supported employees by relaxing the requirements fortaking backup leave (lapsed paid reserve leave) and family-care leave and covering the cost of using babysitter services.
Labor unions and work councils (joint labor-management councils) have been established in overseas group companies, and consultations areheld between the company and representatives of the employees to achieve a better work environment and working conditions.

Preamble of Labor Agreement between Teijin Limited, Teijin Pharma Limited and Teijin’s Labor Union (largest labor
union of Teijin Group)
Teijin Limited, Teijin Pharma Limited and Teijin’s labor union mutually respect the position of one another, and work together towards
establishing industrial peace through the sound development of business and consideration of union member’s welfare. With this inmind, the Teijin Labor Agreement was concluded, and both sides are committed to observing it in good faith.
* The labor agreement with Teijin's Labor Union is applicable to all full-time and fixed-term employees, except managers.

Teijin Group Sustainability Website Content 2021

Sustainability

Corporate Ethics and Compliance
Compliance is essential for creating a sound corporate culture. With this in mind, we seek to always act responsibly withhigh ethics.

Promotion System

Main Activities

Security Export Control

Compliance and Risk Management (CRM) Promotion System
We hold meetings of the Group CSR Committee, which is chaired by the Chief Social Responsibility Officer and has the general managers of eachbusiness unit as its members, as a forum for deliberation and sharing information on compliance and risk management policies, measures, andactivities within the group.
In addition, the Group Compliance Subcommittee, which is chaired by the general managers of CSR and Compliance Department and has thegeneral manager of departments responsible for compliance in each business group or unit as its members, is established. The Subcommittee
deliberates and shares information on specific measures and activities in accordance with the policies of the Group CSR Committee anddisseminates that information to each business division.
Compliance and Risk Management Promotion Managers (CRM Promotion Managers) are appointed at each worksite and promote theimplementation of activities.
In addition, we hold the global CSR meeting, which has compliance personnel at main overseas group companies as its members. In FY2020, themeeting was postponed due to effects of the COVID-19 pandemic.

Positioning of compliance and risk management

Teijin Group Sustainability Website Content 2021

PDCA cycle of compliance and risk management activities

Teijin Group Sustainability Website Content 2021

Sustainability

Corporate Ethics and Compliance
Compliance is essential for creating a sound corporate culture. With this in mind, we seek to always act responsibly withhigh ethics.

Promotion System

Main Activities

Security Export Control

Corporate Ethics and Compliance Activities
Compliance is essential for creating a sound corporate culture. With this in mind, we carry out educational programs not only on internal rules
and laws relevant to our business but also on various aspects of corporate ethics.
We also operate a counseling and reporting system (hotline) that is designed to facilitate self-resolution of internal legal and ethical problems.

Revision to the code of conduct
The Teijin Group Code of Conduct comprises the five following elements, which are derived from theletters of T/E/I/J/IN.
Respect diversity: Together
Emphasize the environment, safety, and health: ESH
Value good faith: Integrity
Recognize one another and create vitality: Joy at work
Aim for innovation: INnovation
The Code of Conduct was comprehensively revised in June 2018 as the shared values of all employees
in order to contribute to the development of a sustainable society and support the society of the future.
In FY2020, we undertook activities to disseminate the Code of Conduct in Japan and overseas.
In September we created a video in which the CEO discussed the importance of the Code of Conduct.
The video was sent to all group companies with subtitles in local languages of all regions and countries
in which the Teijin Group operates. We also produce videos to raise awareness and understanding of
the Code of Conduct. To make it easy to understand, we use four animated characters from worldfamous paintings, and in FY2020, we created two videos addressing respect for diversity and ensuring
safe work environments and physical and mental health . Similar to the video message featuring theCEO, these videos are distributed with subtitles in local languages to all group companies. We plan torelease a total of 10 videos featuring the 24 key points for putting the Code of Conduct into practice thatare discussed in the Teijin Group Corporate Ethics Handbook by FY2022.

New Code of Conduct.

Tax policy of the Teijin GroupIn order to comply with laws and regulations regarding the tax practices of the countries, regions and multilaterals in which the Teijin Group
operate, we have established a tax policy as a basic standard for taxation in April, 2022. By paying taxes appropriately in accordance with thispolicy, we aim to perform our social responsibilities and become a corporate group that can gain the understanding and sympathy of society atlarge while at the same time striving to increase our corporate value.
Tax policy of the Teijin Group(PDF:155KB)

Teijin Group Sustainability Website Content 2021

Corporate ethics workshop for all employees
Teijin Group holds the Corporate Ethics Workshop every year targeting all executives and employees (including contract/temporary employees).
In FY 2020, the workshop was held online in response to the COVID-19 pandemic. Starting with this workshop, we prepared educational
materials (the Teijin Group Corporate Ethics Handbook) available worldwide in the languages of all regions and countries where we conductbusiness. In the future, we plan to select eight of the 24 key points for putting the Code of Conduct into practice and cover all of them by FY2022.

Check sheets to survey all employees at the corporate ethics workshop
We introduced MS Forms, a new questionnaire system, in FY2020 and administered the same survey worldwide regarding the level ofcomprehension of the Corporate Ethics Workshop and other topics.
In Japan, the survey was administered to 12,242 persons, of which 10,800 responded (an 88% response rate), while overseas, the survey wasadministered to 11,653 persons, of which 4,316 responded (a response rate of 37%). Compared to the previous year, the response rates fell by 10
points in Japan and 24 points overseas, but it is believed that the introduction of the new system was the cause of the declines.
The Corporate Ethics Workshop participation rate in FY2020 was 91% in Japan, two points higher than the previous year. Online training wasintroduced in response to the COVID-19 pandemic, resulting in a higher participation rate. If those who were not able to participate but studied
by themselves are included, the participation rate is nearly 100%. The overseas participation rate was 98.5%. In response to a question about
the content of the workshop, approximately 78% of respondents in Japan and 99% of respondents overseas answered that the workshop deep
into their understanding, indicating that the workshop is training that serves to enhance the understanding of participants.

Group-wide application of corporate ethics and compliance
1. Level-based workshop training
Every year, as part of level-based workshop training for employees at group companies in Japan, the CSR and Compliance Department
conducts training on the reasons why companies undertake corporate ethics and compliance activities and the roles of employees. In FY2020,
the training was conducted by having participants watch a pre-recorded video in response to the COVID-19 pandemic, and 325 employees
participated.
Also, we promoted greater awareness of corporate ethics through e-learning as part of the EaGLES training program for personnel newly
appointed to managerial positions.

2. Rotational training
We have been conducting on-site corporate ethics training whereby members of the CSR and Compliance Department visit sites of eachbusiness and affiliate company since FY 2016. In FY2020, however, effects of the COVID-19 pandemic made group training difficult and thenumber of training opportunities was reduced, and a total of four training sessions with 75 participants were held.
This training uses case studies from both inside and outside of the Teijin Group and aims to create an awareness that corporate ethics andcompliance issues can affect anyone, anytime. Moreover, by creating a curriculum to suit the needs of each business/affiliate company, thistraining is proving to be even more effective.

3. Training for promotion-managers
In the past, this training was held by the CSR and Compliance Department at the Tokyo and Osaka head offices, but in FY2020, group training
was postponed due to effects of the COVID-19 pandemic, so training materials were distributed and the promotion managers conductedindependent study. The training materials covered CSR procurement, prevention of bribery, and spreading the Code of Conduct.

4. Workplace training/education
The Teijin Group always post educational materials and case studies on its intranet so that promotion managers can conduct training on
corporate ethics, compliance, and other topics as needed at each workplace in Japan and overseas and supports environments that facilitate
independent training and study by employees.

Teijin Group Sustainability Website Content 2021

During the 2020 Corporate Ethics Month (October), we displayed posters with the slogan "Be Unique, but Work as One" and encouraged
employees to act in accordance with the Code of Conduct. In addition, we created a video in which the CEO discussed the importance of theCode of Conduct, emphasizing the value of having a common standard, which we refer to as the "Code of Conduct," as the basis for the conductof diverse Teijin people.
With regard to languages, both the video message by the CEO and posters are prepared in 18 languages--Japanese, English, Chinese (simplified
and traditional), Korean, Thai, German, Dutch, Vietnamese, Spanish (European and Latin American), French, Burmese, Portuguese (European
and Latin American), Czech, and Hungarian-- to meet the needs of personnel in all regions and countries where the Teijin Group conductbusiness.

Implementation of employee awareness survey
In November 2018 we conducted the Employee Awareness Survey targeting
all employees worldwide to gauge the state of employees’ awareness andaction in light of our corporate philosophy setup, including the new Code of
Conduct, and to mull dissemination measures. This survey embraced
questions about CSR in general, including our corporate philosophy andbrand statement, awareness of ethics, degree of employees’ satisfaction
and diversity. Scores were given to answers so as to rank degree ofpermeation and awareness in five stages. Survey results are shown in thegraph.
The results revealed that 85% of respondents answered “Yes” or “I supposeso” to the question, “Do you think Teijin Group’s awareness of ethical issues
serves as a model for society?”.
“If you discover or suspect non-compliant conduct in the workplace, would
you promptly report it to and consult with your superior?” 90% of
respondents answered “Yes” or “I suppose so”.
To conduct this survey worldwide, we have been making improvements
and rebuilding the platform since FY2019, and in FY2021, we plan to use a
new global platform to administer the survey.
Our aim is to further improve ethics awareness in the future, and engage ineducational activities to create workplaces where it is easy to consult
others about problems and where problems can be solved internally.

Results of FY2018 Ethics Awareness Survey

Teijin Group Sustainability Website Content 2021

Counseling and reporting center operations
The Teijin Group has created counseling and reporting system as a meansfor officers and employees as well as business partners to report directly
on violations, suspicious conduct, and other issues at Teijin and its
subsidiaries.
The Teijin Group launched a counseling and reporting system in 1999 for allgroup employees. Currently, this service is available to anyone working inJapan for an organization of the Teijin Group. A reporting/consultation
website page for outside suppliers has been available since 2006. In
addition to this, every year since FY2013, during Corporate Ethics Month in
October, we directly distribute to employees envelopes for the “Corporate
Ethics Opinion Box” to all employees at group companies in Japan.
Employees who work for group companies are able to use the Corporate
Ethics Opinion Box, direct reporting, and other means among the group’s
counseling and reporting system. In North America, Teijin Holdings USA,
Inc., and in China, Teijin (China) Investment Co., Ltd. each establishedcounseling and reporting center, and Teijin Frontier Co., Ltd., INFOCOM
Corporation, and Teijin Aramind B.V. established counseling and reporting
center and accept counseling and reports from officers and employees ofthese companies and their affiliated companies.
In March 2019, we also established a new global hotline that enables all
officers and employees of overseas group companies to directly report to
the Teijin Group headquarters hotline in their local languages.
The Rules for the Teijin Group’s Whistle-Blowing were newly established in2019 to set for the operational responsibilities, authority, and procedures
regarding these Teijin Group counseling and reporting systems. In addition,
we have introduced an internal leniency program that allows the Chief
Social Responsibility Officer to issue an opinion on reduction of or
exemption from disciplinary measures imposed on a person who reports
improper conduct according to the circumstances.
Reports and consultations which could possibly become major risk issues
are reported to the Total Risk Management (TRM) Committee, and arehandled by top management. While protecting privacy, the content andresponses to all issues raised by employees via consultations/reports aredisclosed to employees every six months on the intranet for the purposesof raising employees’ awareness and as a preventative measure.

Number of Reports to Hotlines Operated by Corporate in Japanand Overseas in FY2020

Teijin Group Sustainability Website Content 2021

Sustainability

Corporate Ethics and Compliance
Compliance is essential for creating a sound corporate culture. With this in mind, we seek to always act responsibly withhigh ethics.

Promotion System

Main Activities

Security Export Control

Continued Operation and Strengthening of the Security Export Control
SystemFor the Teijin Group, whose business is expanding globally, compliance with laws and a fully functioning security export control system arevitally important. In light of this, we have established the Group Security Export Control Regulations governing the corresponding Security
Export Control Regulations and Detailed Implementation Rules, which apply to each group company that conducts exports. We implement this
via a dual-level control system, placing specialist back-office staff at the head office and business groups to ensure a highly reliable level of
security export control.
The laws that must be complied with in security export control are frequently amended, so an important factor in training activities is to ensurehigh levels of awareness and thoroughness in regard to the latest information. In this regard, we conduct regular training and promote skills
development of employees by encouraging them to sit external practical skills certification exams.
In FY2020, we took measures to enhance the transparency and effectiveness of business including the adoption of IT for security export control
operations, and the Group Security Export Control Conference, which is made up of business group committee members, informed personnel
about the importance of security export controls, which are expanding onto economic security.

Teijin Group Sustainability Website Content 2021

Sustainability

Information Security and Personal Information Protection
We have enacted measures to prevent information leaks from both hard and soft perspectives. At the same time, theGroup is promoting an appropriate response to personal information protection laws, which are diversifying on a global
basis.

Information Security
The Teijin Group clearly understands the kind of important information that needs to be protected within its business operations. Based on that
understanding, the Group has enacted measures to prevent information leaks from both hard and soft perspectives.*1 At the same time, theGroup is promoting an appropriate response to personal information protection laws, which are diversifying on a global basis.*2*1 From a hard perspective, we are promoting physical measures such as establishing security systems to protect against cyberattacks and enhancing our office security.
From a soft perspective, we are establishing rules through guidelines and handbooks and implementing educational activities and other types of training regardingthese rules.
*2 In addition to the General Data Protection Regulation (GDPR) in the EU, similar regulations are becoming widespread in the United States, China, and Southeast Asia.
In light of these developments, the Group is responding to the various regulations in each country using the response to the GDPR in Europe as a guideline on how to
do so.

Privacy Policy

Main Initiatives
The Teijin Group not only has put in place measures to prevent leakage of trade secrets, technological information, personal information, andother information, but also maintains and improves its information security by taking the utmost care in managing its information systems.
In each of the Company’s divisions, we decide upon the person responsible for IT, the person responsible for personal information protection,and the person responsible for the management of trade secrets. Every year, these responsible persons check the management status of
information assets like information systems, networks, facilities, personal information and trade secrets. Moreover, the Corporate Audit
Department conducts yearly audits of information security and personal information protection at all group companies.
In FY2020, the number of work-at-home employees, mainly at the Tokyo and Osaka head office areas, increased due to the spread of COVID-19
infection. Therefore, in addition to improving the remote environment for mobile PC use, we have formulated usage guidelines such as limiting
information sharing tools used in business to those permitted, not using LINE among other things, and encouraged user compliance.
Regarding management of trade secrets, with the aim of establishing management based on the "Trade Secret Protection Handbook," allpersons in charge of business and persons in charge of intellectual property having complete understanding of the technical content andprojects, mutually confirmed the content in the management ledger of each business, and made efforts to prevent the content from becoming amatter of formality.
In terms of our response to the globalization of regulations for the protection of personal information, we have initiated measures in accordancewith the laws and regulations in United States and Thailand where the Teijin Group has many bases.
As for education and training, we have strengthened our efforts to spread awareness of "examples of leakage of technical information in othercompanies" and increased the targeted e-mail training for the entire Group, conducted three times last year, to seven times. In addition, in
December 2020, for the first time we conducted table-top exercises assuming an emergency situation under the European General Data
Protection Regulation (GDPR), for personnel in head offices and European Group companies.
In FY2020, unauthorized external access to the Teijin Group was confirmed several times, but no damage was caused due to substantial
information leakage.

Teijin Group Sustainability Website Content 2021

Sustainability

Security, Disaster Prevention, and Occupational Safety
Activities
Following the principle of safety first in everything, the Teijin Group aims to realize zero disasters and zero accidents. We
also promote the mental and physical well-being of employees and the building of employee-friendly workplaces.

Security and Disaster Prevention

Occupational Safety

Health and Sanitary Measures

Security and Disaster Prevention Activities
System to promote disaster prevention management
The Teijin Group is engaged in disaster-prevention management and has established Group-wide Disaster-Prevention Guidelines. For each fiscal
year, we design plans based on these guidelines relating to preventative measures, such as disaster-prevention assessment, fire prevention, andearthquake countermeasures, as well as planning and implementing initiatives including the strengthening of disaster-prevention training anddrills and upgrading of fire-prevention equipment.
Each Business Group / manufacturing site manages the implementation status and achievements of these disaster-prevention activities andgives guidance to improve any areas of noncompliance. The results of this are then audited by the Chief Social Responsibility Officer at the endof each fiscal year.

Implementing disaster prevention assessments
The Teijin Group has been conducting disaster prevention diagnoses since 1980 and minidisaster prevention diagnoses since 2008 in line with our own independent standards.
In disaster-prevention diagnoses, safety is assessed every five years by experts in
manufacturing, facilities, and ESH* at a total of 14 plants globally. These are Teijin Group
plants where large amounts of hazardous substances are handled. Results of theassessments are reported at the following year's disaster-prevention diagnosis meeting. In
FY2020, no plants were assessed for safety, but online disaster-prevention diagnosis
meetings were held for the three plants at which safety assessments were performed in
FY2019.
Mini-disaster-prevention diagnoses mainly examine fire prevention, focusing on smallscale locations with a risk of fires, such as boilers and places where hazardous materials
and combustibles are stored (25 factories). We conduct an examination every 5 years. In
FY2020, we carried out diagnoses at 24 risk areas in 7 factories .

Disaster prevention diagnosis meetingTeijin Group Sustainability Website Content 2021

Trends in the Number of Disaster-Prevention-Assessed Plants

Other activities aimed at realizing zero serious accidents
To achieve our aim of zero “serious accidents,” which we have defined as including explosions, fires, and external leakage/spills of hazardous
substances, we are working to enhance disaster-prevention management at our chemical plants and power plants.
FY2020 was another year with no serious accidents.

Activities of the specialist disaster prevention team
The Teijin Group has established a team comprising current and former employees and external experts with vast knowledge and experience indisaster prevention. This team, known as the Teijin Group Chemical Accident Preventions Specialist Team (TCAP), provides technical support forvoluntary disaster-prevention activities at our chemical plants and in-house power plants.
In FY2020, the TCAP team provided guidance relating to accident case studies in three Japanese plants and one overseas plant.
TCAP completed its mission in the end of March 2021 and has since ceased activities.

Fire prevention activities
Since 2008, November 10 has been the Teijin Group Fire-Prevention Day. On this day, eachgroup company conducts its own fire-prevention activities, as well as common activities
for the whole Teijin Group, such as periodical fire-prevention checks. These activities areshared Group-wide in order to strengthen the fire-prevention system.

Early-stage fire-extinguishing drills at a factory

Teijin Group Sustainability Website Content 2021

Disaster-prevention training (evacuation drills)
Since the Great East Japan Earthquake struck on March 11, 2011, the Teijin Group has
continued to implement evacuation drills assuming the outbreak of a natural disaster. Afterthe drills, we hold review meetings and endeavor to improve our antiearthquake manual.
Training was carried out at plants and facilities in Japan in FY2020 as well, includingtabletop exercises.

Evacuation drill roll call

Trends in the Number of Serious Accidents and DisasterThanks to the implementation of various disaster-prevention strengthening measures, including disaster-prevention diagnoses and training,another year without serious accidents was achieved in FY2020.

* A serious accident refers to explosions or fire accidents, accidents involving leakage or outflow of hazardous materials or hazardous substances, which have caused
human damage (lost-time injury accidents), or have affected the local community, or have involved full-scale company-external support.
* Figures are calculated based on calendar years

Teijin Group Sustainability Website Content 2021

Sustainability

Security, Disaster Prevention, and Occupational Safety
Activities
Following the principle of safety first in everything, the Teijin Group aims to realize zero disasters and zero accidents. We
also promote the mental and physical well-being of employees and the building of employee-friendly workplaces.

Security and Disaster Prevention

Occupational Safety

Health and Sanitary Measures

Occupational Safety Activities
Occupational safety promotion system
Current status of OHSAS management system certification
To reduce risk in the workplace, the Teijin Group encourages its manufacturing and processing sites to obtain the ISO 45001 occupational healthand safety management system certification.
In FY2020, the N.I. Teijin Airbag Fabric (Nantong) Co., Ltd. newly acquired the "Standardization for Safe Production" certification foroccupational safety management systems in China.
As of the end of March 2021, a total of 33 business sites and plants, comprising 73% of the total worksites recommended to acquire certification
have acquired the occupational health and safety management system certification.
Japan(11 companies, 17 factories)

Teijin (Iwakuni,Matsuyama, Mihara, Mishima, Ibigawa)
Teijin Frontier (Matsuyama, Ibigawa)
UniselTeijin Tedy
Hiroshima Plastic
Teijin Eco-Science (Matsuyama)
Teijin Kosan (Ehime)
Teijin Engineering (Matsuyama)
Toho Chemical Engineering & Construction (Mishima , Tokushima*ISO 45001)
Toho Machinery
Infocom West Japan (Matsuyama)

Overseas(13 companies, 16 factories)

Netherlands: Teijin Aramid (Delfzijl, Arnhem, Emmen)
China: Teijin Chemicals Plastic Compounds Shanghai, Teijin
Polycarbonate China (Nantong Teijin Co., Ltd.,*), N.I. TEIJIN AIRBAG FABRIC
Thailand: Teijin Polyester (Thailand) , Teijin (Thailand),Thai Namsiri Intertex (Weaving, Dyeing), Teijin Corporation (Thailand)
Germany: Toho Tenax Europe
Spain: Esteve Teijin Healthcare
Portugal: Inapal PlasticosCzech Republic: Benet* Standardization for Safe Production

Teijin Group Sustainability Website Content 2021

Occupational safety promotion activities
Promoting the three pillars of safety activities
In order to prevent occupational accidents, the Teijin Group has established three pillars of safety activities: the “5S” initiative (referring to thefive Japanese words seiri, seiton, seiso, seiketsu, and shitsuke, which correspond to organization, tidiness, cleaning, hygiene, and discipline);
the “Hiyari” or “Hatto” (meaning close call or near miss) initiative; and safety patrols. These activities from Japan are expanded as activities
common to the Teijin Group including overseas group companies.
Utilizing the information obtained through these activities, we aim to enhance individual awareness of risks and communication in theworkplace in order to eliminate occupational accidents within the Teijin Group.
Teijin works to ensure employees’ safety in the workplace and improve its safety activities. To this end, it holds legally stipulated meetings, suchas convening of the Health and Safety Committee, and shares information and holds discussions through its own original activities, such as
convening of the ESH Promotion Committee.

Initiatives aimed at preventing lost-time injuries
In FY2020 (April 2019 through March 2020), there was one lost-time injury accident related to rotors.
Prevention of entanglement in rotors (rotor-related accidents) is an ongoing issue, and when such an accident occurs, we exert all efforts toinvestigate the root cause at the concerned workplace and establish measures for preventing recurrence, as well as implementing
countermeasures from the perspectives of both education and equipment.
Furthermore, in training seminars on machine safety, we are reinforcing awareness of the safety standards and approaches regarding measures
to prevent accidents caused by rotors and implementing measures in line with these standards. As for equipment-centric countermeasures, weregularly confirm the status of machine safety promotion within our Group, including overseas locations, and aim to have safe equipment sothat disaster can be avoided even in the case of human error.
In FY2021, with the aim of minimizing the occurrence of accidents caused by work or conduct, which account for the majority of lost-time injury
accidents, countermeasures utilizing VR technology will continue to be taken, along with awareness-building efforts to achieve safe behaviors
based on the BBS (behavior based safety) process--with a particular focus on measures targeting inexperienced workers with limited field
experience.
Moreover, the Teijin Group receives and assesses reports on lost-time accidents of subcontracting companies that occur at Group business sites
and supports/promotes initiatives by subcontracting companies to secure safety.

Group-wide sharing of occupational accident information and responses at the time of an accident
Information relating to all occupational accidents resulting in lost time due to injury that occur at Teijin group companies is distributed via an
Intranet to enable these experiences to be used as a reference and to help prevent the recurrence of similar accidents.
In particular, if the circumstances and cause of the accident satisfy the requirements for a special audit as described in the ESH Audit
Regulations, a special audit is performed either by the Head Office or the relevant business group, depending on the details of the accident.
Special audits check the status of onsite investigations to determine the cause of the accidents, the progress of recurrence-prevention
measures, and whether or not there are any points for improvement. In FY2020 (April-March), there was no accident that will be subject to a
special audit.

State of occurrence of occupational accidents
In calendar year 2019 (January-December), there were no occupational accidents resulting in death. (There have been no occupational
accidents resulting in death since 2004.)
The frequency rate for all occupational accidents*1 in 2020 (January-December) was 1.36*2 (1.17 in Japan), meaning that we were not able toachieve our target of 1.0 or less.
*1 Frequency rate for all occupational accidents: Indicates the total number of accident victims (lost worktime and no lost worktime) per one million working hours.
*2 (The description was corrected on July 25, 2022)

Teijin Group Sustainability Website Content 2021

Lost-Time Injury Frequency Rate and All Occupational Accident Frequency Rate

* The frequency rate for lost-time injury frequency rate* and all occupational accidents are calculated for the January-December period* Lost-time injury frequency rate: Indicates the number of lost-time injured persons per one million working hours* Starting in FY2020, J.H. Ziegler GmbH will be included

Teijin Group Sustainability Website Content 2021

Sustainability

Security, Disaster Prevention, and Occupational Safety
Activities
Following the principle of safety first in everything, the Teijin Group aims to realize zero disasters and zero accidents. We
also promote the mental and physical well-being of employees and the building of employee-friendly workplaces.

Security and Disaster Prevention

Occupational Safety

Health and Sanitary Measures

Health and Sanitary Activities
Health management
The Teijin Group has for many years proclaimed through its corporate philosophy both internally and externally to be a company that values
employee health, and in FY2016 we declared this basic value in the form of the Teijin Group Health Management Declaration. As part of thishealth management initiative, we compiled and distributed the Health Management Handbook as an opportunity for each of our employees tocontemplate their own health as an important issue. Strongly believing that employees are a company’s ultimate management resource, eachindividual company of the Teijin Group will continue to work in close collaboration to promote the creation of positive, meaningful working
environments with employees who enjoy both physical and mental health.
The Teijin Group was recognized as a Certified Health and Productivity Management Organization by the Ministry of Economy, Trade andIndustry for our excellent health management. We have received this recognition five years running.

The Teijin group health management declaration
The Teijin Group believes that employees are the ultimate management resource.
We are committed to promoting the development of employees who are full of vigor and to the creation of vibrant workplaces for thesustainable growth of the company, and will continue to actively promote the mental and physical health of our employees.
At the same time, the Teijin Group strives to contribute to the health of people around the world and improve quality of life through its
business activities.
(Established on June 16, 2017)

Health management policy
The Teijin Group is strategically involved in the health management of its employees based on its corporate philosophy.

Teijin Group Sustainability Website Content 2021

Health Management Policy

Promoting health management
The Health Care Administration Office is positioned as a promotion department, and health management is promoted in cooperation with the
Teijin Group Health Insurance Association, industrial physicians, and occupational health staff under the direction of top management.
The following four priority issues are listed.
1. Improvement of lifestyle-related diseases
2. Reducing the risk of onset of disease
3. Promoting workstyle reform
Improve work engagement
Build highly engaged organizations
4. Reducing stress
Promotion System

Teijin Group Sustainability Website Content 2021

Mental health care measures through close cooperation
In regards to mental health, Teijin has established consultation services for employees both internal and external to the company and the
Health Care Administration Office provides tailored mental support under the guidance of medical specialists.
In 2020, staff of the Health Care Administration Office (clinical psychologists, health nurses, nurses ) and the external EAP (Employee Assistance
Program) received a total of 2,782 consultations including online and telephone consultations. Preventive education for mental health is also
carried out periodically. In FY2020, an online system was used for staff at the Health Care Administration Office to conduct various training
sessions such as new employee self-care seminars and line-care seminars . In all, 43 online sessions were held, attended by approximately 1,000
individuals.

Implementation of a diagnosis to measure the "Iki-Iki" level of individuals and workplaces
The Teijin Group has been diagnosing stress levels in all workplaces in Japan every year since 2003. Furthermore, in line with stress checklegislation, in July 2016 it implemented the annual initiative of a diagnosis to measure the iki-iki (cheerfulness) level of individuals andworkplaces. This diagnosis combines the workplace stress diagnosis with a stress diagnosis for individuals.
Those workplaces which were diagnosed as exceeding a certain level were the focus of workplace improvement activities to achieve bottom-up
improvement through discussions with employees in the field. The results of the June 2020 diagnosis (an effectiveness measurement) showedthat these activities had led to improvements in around 70% of the workplaces concerned.
Furthermore, from FY2019, we have been conducting briefings on how to view the results of diagnosis to measure the iki-iki (cheerfulness) levelof workplaces" targeting managers and encourage each department to improve the understanding of the results of group analysis and themethods of utilizing it, and are working on promoting activities to improve the workplace environment.
Teijin will continue aiming to create cheerful and comfortable workplaces through these diagnosis and improvement activities.

Prevention and health promotion measures for health in collaboration with health insurance providers
The Teijin Group is collaborating with health insurance providers to implement a data health plan (Colla-Health) based on analysis of healthdata. This involves utilizing the data of individual employees held by our company and health insurance providers to roll out health insurance
business narrowing down the target by risk type and deploying various health insurance businesses ranging from popular approach(approaching a particular group overall) to severe illness prevention.

Teijin Group Sustainability Website Content 2021

Sustainability

Supply Chain Sustainability
To ensure that CSR initiatives within the supply chain are reinforced on a global basis, the Teijin Group is promoting CSR
activities in each business group based on the CSR Procurement Guidelines.

CSR Procurement

Green Procurement

Green Purchasing

Questionnaire on CSR

Basic Policy for Purchasing and Procurement
The Teijin Group aims to engage in sustainable business activities and enhance its corporate value by exercising its social responsibilities andobtaining the confidence and trust of society (stakeholders). It is an important social responsibility to provide superior products in a sustainable
and stable manner to satisfy customers. We believe that to fulfill this responsibility, it is vital to improve the quality of our purchasing andprocurement of raw materials, components, and services, and we have therefore established this Basic Policy for Purchasing/Procurement withthe aim of forging sound relationships with suppliers. We have also determined Basic Stance of Persons in Charge of Purchasing / Procurementthat describes in specific terms how purchasing / procurement personnel should behave to ensure that they do not establish inappropriate
relationships with suppliers, and to promote initiatives based on cooperation with the aim of sustainable purchasing and procurement.

Basic Policy for Purchasing and Procurement
1. Compliance with laws and regulations
The Teijin Group observes laws and regulations of respective countries and endeavors to understand and respect international
norms and guidelines in conducting its procurement activities.
2. Fair trade
The Teijin Group endeavors to engage in highly transparent transactions that are just and fair, and does not participate in cartels or
bid-rigging.
3. Basis of product and supplier assessment
The Teijin Group, in addition to quality, prices, delivery dates, and procurement periods, properly assesses the financial situation,technological capabilities, social responsibility initiatives, etc. of suppliers, and engages in transactions that are based on rational
decision-making.
4. Human rights/Labor
The Teijin Group promotes purchasing and procurement from suppliers that respect human rights and do not commit human rights
infringements such as unjust discrimination, slave labor, forced labor, child labor, human trafficking, etc.
5. Safety and Health
The Teijin Group promotes purchasing and procurement from suppliers that properly manage health and safety risks and takeaction to improve occupational health and safety on an ongoing basis.
6. Environment
The Teijin Group promotes purchasing and procurement from suppliers that practice environmental management by, for example
working to conserve the environment and protect natural resources.
7. Blocking of relationship with antisocial forces
The Teijin Group blocks relationships with antisocial forces such as crime organizations, refuses inappropriate requests, and does
not provide them with money.
8. Relationship with stakeholders
The Teijin Group proactively communicates with stakeholders and promotes sustainable purchasing and procurement based oncooperation grounded in trust relationships. Furthermore, the Teijin Group collaborates with suppliers to promote initiatives basedon the CSR Procurement Guidelines.
(Established September 1, 2006; Revised November 1, 2017)

Teijin Group Sustainability Website Content 2021

Basic Stance of Persons in Charge of Purchasing and Procurement
1. Compliance with laws and regulations
Purchasing/procurement personnel observe relevant country laws and regulations. In addition, they will constantly monitor
international norms and guidelines, industry standards and their trends and strive to respect them in engaging in transactions.
2. Fair trade(1) Purchasing/procurement personnel do not participate in cartels or bid-rigging, and endeavor to maintain sound relationships
with suppliers. They also do not abuse their status to demand inappropriate discounts, services, contributions, etc.
(2) Purchasing/procurement personnel do not have personal interests with any supplier, and do not accept personal benefits
such as rewards or gifts.
3. Information security
Purchasing/procurement personnel carefully manage confidential information relating to transactions and safeguard intellectual
property rights.
4. Basis of product and supplier assessment
Purchasing/procurement personnel rigorously assess goods and services, and engage in transactions where consideration is given
to quality, prices, delivery dates, and procurement periods, as well as the financial situation, technological capabilities, corporate
approach, and social responsibility initiatives of the suppliers.
5. Human rights/Labor
Purchasing/procurement personnel do not force inappropriate transaction terms on suppliers nor force them to accept
unreasonably low prices, etc. and promote purchasing and procurement from suppliers that respect human rights and do notsupport forced labor or long working hours.
6. Safety and HealthPurchasing/procurement personnel promote purchasing and procurement from suppliers that ensure occupational health andsafety and take action to maintain and improve the health of their workers.
7. Environment
Purchasing/procurement personnel promote green purchasing and procurement and purchasing/procurement of environmentallyfriendly products and services.
8. Blocking of relationship with antisocial forces
Purchasing/procurement personnel adopt a firm attitude toward criminal organizational and other antisocial forces, not allowing
their involvement, and blocking any and all relationships with them.
9. Relationship with stakeholders
Purchasing/procurement personnel collaborate with suppliers to promote initiatives based on the CSR Procurement Guidelines.
Furthermore, they endeavor to ensure suppliers' understanding of the Guidelines and collaborate with suppliers with regard to
initiatives for improvement.
(Established September 1, 2006; Revised November 1, 2017)

Overall Consideration of Supply Chains Based on CSR Procurement
Guidelines
To manufacture and distribute its products, the Teijin Group procures a large amount and wide variety of raw materials, equipment,
components and services from many companies around the world. When selecting suppliers, we adhere to our purchasing guidelines based onfair and rational judgments.
Furthermore, to implement CSR throughout the supply chain, we established the CSR Procurement Guidelines (see below) and we require our
suppliers to conduct activities in compliance with our guidelines.
The Teijin Group’s CSR procurement activities are being promoted centering on CSR and Compliance Department of Teijin Limited, and the
Basic Purchasing and Procurement Policy and CSR Procurement Guidelines, which are published on the Teijin Group website in Japanese,Teijin Group Sustainability Website Content 2021

English and Chinese.
CSR Procurement Guidelines(PDF:148KB)CSR Procurement Guidelines
With regards to the Teijin Group’s purchasing and procurement activities, we request that suppliers take the following action. In
addition, we will promote to purchase and procure from suppliers that have been taking these actions.
1. Quality and safety
Products must meet safety and quality standards prescribed under laws and regulations in individual countries as well as
industry standards.
Chemical additives must be properly managed, and by, for example, obtaining external certification such as ISO 9001.
Furthermore, a quality management system must be deployed and continuously maintained and improved to promote quality
assurance.
2. Human rights and labor(a) Forced labor
Slave labor, human trafficking, debt bondage, labor based on violence, threats, or political oppression, or any other formof forced labor is prohibited.
(b) Child labor and young workers
Children under the age of 15 years must not be hired in any country in which you have activities. Furthermore, you must
not allow young workers between the ages of 15 and 17 to work at night, work overtime, or perform work that puts theirhealth or safety at risk. You must also pay young workers appropriate remuneration and respect their right to learn.
(c) Foreign workers
Foreign workers must be provided with an employment contract and rules of employment in languages which employees
can understand. Employers and temporary staffing agencies (including business cooperatives and nonprofit
organizations) must not confiscate and prevent the use by workers of government-issued identity cards, passports, andwork permits (unless holding work permits is required by law) as well as migrant applications. Furthermore, employers
and temporary staffing agencies must not charge fees to workers.
(d) Working hours and holidays
Working outside regular hours (overtime, working on holidays, etc.) is only permitted if the worker agrees to it. Except
under special circumstances, workers cannot be required to work more than the maximum weekly working hours
prescribed under local laws and workers must be given at least one contiguous 24-hour period off per week.
Furthermore, paid holidays and statutory holidays must be provided in accordance with local laws.
(e) Wages and welfare benefits
After explaining the components of wages and the method used for calculating them, you must pay workers at least
minimum wage. You must also provide statutory welfare benefits. Wages for work performed outside regular hours must
be calculated in accordance with applicable laws and must be higher by a reasonable percentage than wages for regularwork.
(f) Discrimination
Recruitment, remuneration, welfare benefits, training opportunities, work duties, promotions/wage increases, anddiscipline/dismissal must not be influenced by race, nationality, gender, religion, age, disability, marital status, family
background, organizations joined, gender identity, sexual orientation, or political ideology. You must implement measurefor preventing discrimination such as providing training to all workers.
(g) Harassment
Workers must be treated with respect and dignity, and must not be exposed to any sort of harassment or pestering. You
must implement measure for preventing harassment such as providing training to all workers.
(h) Freedom of association
The right of workers to freely exercise the right to organize and the right to collective bargaining must be recognized. You
must also make efforts to resolve labor disputes and engage in effective and periodic communication with workers andtheir representatives.
3. Safety and Health(a) Permits relating to labor safety and health
You must apply for permits relating to labor safety and health for facilities and operations that require them and assign
licensed personnel in accordance with laws, regulations, etc. in order to properly manage them.
(b) Sanitary facilities
You must endeavor to maintain the health of employees in order to prevent diseases and occupational accidents.

Teijin Group Sustainability Website Content 2021

Workers must be provided with a safe and hygienic working environment, and access to sanitary facilities such as toilets
and dining rooms must not be unjustly restricted. Furthermore, dormitories for workers must be equipped with proper
sanitary facilities and kept clean.
(c) Preparedness for emergencies
To prepare for emergencies, workers must be provided with training concerning notifications and evacuation procedures,and proper equipment such as fire extinguishers and fire alarms must be installed and maintained. In other words, efforts
must be made to minimize damage in the event of an emergency.
(d) Safety training
Proper training concerning workplace health and safety must be provided on an ongoing basis in languages which
employees can understand. Furthermore, information relating to health and safety must be clearly displayed in theworkplace.
(e) Measures to ensure the safety of machinery
Machinery needs to be assessed for safety risks. If there is a risk of workers suffering injury due to machinery, physicalprotection measures must be implemented such as guard rails, interlocks, protective walls, etc. as required and themachinery concerned must be properly maintained and managed.
(f) Occupational health
The risk which chemical, biological, and physical substances will influence workers must be identified, assessed, andmanaged. We also recommend that all workers receive a medical examination by the frequency pursuant to laws or atleast once a year, whichever is more.
(g) Occupational accidents
Classification and records of injuries resulting from occupational accidents and illnesses must be kept, the necessary
treatment must be provided, the causes of occupational accidents must be investigated, corrective action must be taken
to eliminate the causes of them, and a process must be followed for enabling workers to return to the workplace.
(h) Occupational health and safety management system
A management system for occupational health and safety, such as one based on ISO 45001, must be deployed andinternal audits must be performed in order to facilitate ongoing improvements in occupational health and safety. We also
recommend the management of health and safety risks.
4. Formulation of business continuity plan
We recommend that a business continuity plan be formulated and strategically administered to allow business operations tocontinue or be promptly restarted in the event of a disaster or accident.
5. Fair trade and ethics(a) Prohibition of bribery
The exchange or provision of entertainment, gifts, or money for the purpose of illicit gain in the course of engaging intransactions is prohibited. You must also formulate and implement a policy and measure for preventing corruption,bribery, and extortion.
(b) Fair business
You must not engage in private monopoly, inappropriately restrict trading (through cartels, bid-rigging, etc.), employ
unfair business methods, or abuse your status, and you must comply with competition laws in individual countries andterritories. You must also confirm legal or regulatory developments that apply to your company and inform workers
about them. We also recommend that you provide all workers with training on fair trading and ethics.
(c) Intellectual property
You must endeavor to safeguard and utilize your company’s intellectual property rights. Furthermore, you must notunjustly infringe the intellectual property rights of other companies.
(d) Information disclosure and presentation You must properly disclose or display information concerning labor,
health/safety, and environmental initiatives, business activities, financial condition, products, and corporate structure
and performance in accordance with applicable regulations, etc.
(e) Information security
You must only obtain personal information and confidential information using appropriate methods. You must also
strictly manage and protect it, and only use it within a reasonable scope.
(f) Conflict minerals
You must take care that minerals that you procure or that are used in your products do not provide any sourcing offinance for armed groups or organizations involved in human rights violations, environmental disruption, corruption, etc.
in conflict regions and high-risk areas. In particular, “conflict minerals” must not be used in principle.
* Conflict minerals: Designated metal ore (gold, tin, tantalum, and tungsten) mined in conflict regions and high-risk areas with the concern toprovide sourcing of finance for armed groups or organizations involved in human rights violations, environmental disruption, corruption, etc.

(g) Blocking of relationships with antisocial forces
You must adopt a firm attitude toward criminal organizations and other antisocial forces, not allowing their involvement,Teijin Group Sustainability Website Content 2021

and blocking any and all relationships with them.
6. Export control ComplianceWith regard to products or technologies subject to your national export control laws and/or regulations and other applicable
export control-related laws and regulations of other countries, you must implement thorough measures to ensure that youcomply with them and are not involved in illegal exports.
7. Environmental conservation(a) Action on climate change
You must endeavor to devise methods for improving energy efficiency and minimizing the consumption of resources. You
must also identify current emissions of greenhouse gases by each of your facilities and by your company as a whole andtake action to reduce them.
(b) Permits relating to environmental conservation (air, wastewater, noise, vibration, etc.) You must apply for environmentalconservation-related permits for facilities and operations that require them and assign licensed personnel in accordancewith laws, regulations, etc. in order to properly manage them.
(c) Minimizing environmental impact (air, water, soil)
To prevent air, water, and soil pollution, you must manage and treat discharged substances.
(d) Management of chemical substances Chemical substances that could cause environmental pollution must be managed
safely. Chemical substances that are prohibited under the laws and regulations of individual regions and territories mustnot be used. Furthermore, regarding the substances whose use has been limited by laws and regulations you must notify
customers of whether those substances are contained in products. In addition, SDS must be issued and updated.
(e) Waste reduction (3Rs)
You must pursue the 3Rs(reduce, reuse, and recycle) in order to reduce waste and byproducts.
(f) Water usage control
You must manage water intake and water discharge and you must strive to optimize water usage.
(g) Environmental management system
You must formulate an environmental policy, take action and develop products, raw materials, and technology forpreventing pollution, and make efforts to conserve the environment. We also recommend that you conduct internal
audits, obtain certification, such as ISO 14001, for your environmental management system, and perform environmental
impact assessments.
(h) Promotion of green purchasing and procurement
When purchasing or procuring products or services, you must give consideration to the environment, and promote topurchase and procure from suppliers that are endeavoring to reduce environmental impact such as by selecting products
and services with the minimum environmental impact.
8. Consideration for local communities
When conducting business in local communities, we recommend that you engage in dialog with local residents (including
indigenous peoples) in advance and adapt your business activities to suit the community.
9. Contact point for consultations and internal reporting
You must deploy and operate a system for seeking advice and internal reporting that ensures that its users need not fear
retribution, such as by being forced into a disadvantageous position. We recommend that you install a neutral advice andinternal reporting point operated by the third party to protect internal reporters and prevent retribution.
10. Responsible supply chain promotion
You must inform your suppliers about the contents of these guidelines and you must endeavor to ensure compliance. We also
recommend that you monitor compliance and work together with suppliers to address inadequacies.
(Established May 7, 2007; Revised April 1, 2021)

Supplier Surveys

Teijin Group Sustainability Website Content 2021

Implementation of supplier surveys*
Teijin Limited and the group companies in Japan have been conducting questionnaire-type surveys targeting its major domestic suppliers since
FY2007 and some suppliers in Europe, the United States, and China too since FY2012 to verify whether or not these suppliers operate incompliance with the CSR Procurement Guidelines. The content of the questionnaire was changed following a revision of the CSR Procurement
Guidelines in FY2017 and the scope of the surveys was widened in FY2018 to include suppliers in each business. Questions were addedconcerning “human rights and labor” and “safety and health,” plus other items including consultation and internal reporting and the promotionof responsible supply chains, improving compatibility with the CSR Procurement Guidelines in general.
A similar questionnaire-type survey was carried out in FY2020, and the CSR Procurement Guidelines were sent out to 192 suppliers who weredeemed to be low-risk, based on past questionnaires, with the receipt of the guidelines acknowledged in each case.
Also, starting in FY2020 a questionnaire-type survey has been conducted for new suppliers as an inquiry into the status of their initiatives inregard to CSR.
At overseas Group companies, three companies in China and Thailand have taken the same supplier survey given in Japan. To date, twocompanies in Europe--in Holland and Germany--have conducted independent supplier surveys, but starting in FY2020 questionnaire-type
supplier surveys are being conducted at 13 more companies. Of these, questionnaires have been prepared for Group companies in China that
focus on risks particular to China.

Results of*survey of suppliers and guidance and support for improvement ininitiatives
The Teijin Group ranks suppliers in five levels from A to E depending on theirquestionnaire scores. Ranks A, B, and C are defined as “no problems as asupplier.”
The number of companies replying to the questionnaire in FY2020 was 514,
and the procurement value ratio was 69%. Of the 514 companies that
responded, the ratio of companies ranked A, B, or C was 95%.

Distribution of Supplier Rankings

Companies whose replies to questions concerning important topics, such as human rights, were considered insufficient, were given guidance
for making improvements regardless of their ranking. The content of their replies is confirmed and they were asked to compile improvement
plans in accordance with the status of the initiatives.
In addition, regarding suppliers in ranks D and E that were judged to be a risk in light of their questionnaire replies, we labeled such suppliers as“in need of priority guidance for making improvements,” requesting them to compile improvement plans during FY2019, checking the state of
implementation. We have asked that they each compile an improvement plan, whose implementation we will monitor and provide guidanceon, as necessary.
In FY2021 we will check on implementation results for companies from whom we received improvement plans in FY2020.
For items related to the environment, we checked on whether external certifications were obtained or not, and in the FY2020 survey confirmedthat 28% of suppliers had received an environmental certification.

Care for contractors and work contracts
The Teijin Group is focusing on maintaining proper work contracts based on mutual trust and cooperation with contractors. In FY2007 in Japan,
in response to the social issue of regulation of temporary/contract work management, the procurement department and manufacturing
department cooperated to implement a series of independent inspections of work contracts. By FY2008, we completed actions to voluntarily
improve contracts which are legally correct but require revisions to more closely reflect the demands of society (applying to 32% of all work).
This particularly applied to contracts for nonregular work*. Following this, in order to maintain this status, we have been conducting regularawareness-raising activities at various worksites.
* Nonregular work: Maintenance, repair, or other work that are not part of regular duties. The number of occupational accidents that occur during this kind of work is
relatively high.

Supply Chain Seminar

Teijin Group Sustainability Website Content 2021

CSR supply chain seminar held to strengthen CSR procurement initiatives
Since 2012, Teijin Frontier Co., Ltd. has been globally expanding an integrated value chain from the development and procurement of materials
to product realization on an ongoing basis. The company has been promoting a companywide “CSR Procurement Project.” Teijin Frontier has
established a particularly large number of apparel production bases across Asia, and believes that it is important to raise awareness of CSR
procurement locally on an ongoing basis. As one element of this, the company conducts CSR supply chain seminars every year at overseas
production bases for local sewing and embroidery factories, material manufacturers, etc. with the aim of enforcing legal compliance and theprotection of human rights.

Lecture in China
An online seminar was held on October 16, 2020 for Chinese suppliers, attended by 28 individuals from 17 companies. For lectures, we received
the cooperation of the Shandong Qingtai Law Firm , a former State Environmental Protection Administration (SEPA) official , and EG*. Specificthemes were as follows:
1. CSR procurement under COVID-19 restrictions
2. CSR procurement initiatives of Teijin Frontier Co., Ltd.
3. Recent trends in labor rights, human rights , and health and safety
4. Recent environmental trends

Lecture in Vietnam
An online seminar was held on December 11, 2020 for Vietnamese suppliers, attended by 27 individuals from 15 companies. For lectures, we
received the cooperation of the ILO, GAIA Nature Conservation, and EG*. Specific themes were as follows:
1. CSR procurement under COVID-19 restrictions
2. Labor issues in Vietnam
3. Environmental issues in Vietnam and how to resolve them

Lecture in Indonesia
An online seminar was held on March 12, 2021 for Indonesian suppliers, attended by 23 individuals from 9 companies. For lectures, we received
the cooperation of Better Work Indonesia, the Ministry of Environment and Forestry (Indonesia), and EG*. Specific themes were as follows:
1. CSR procurement under COVID-19 restrictions
2. Labor issues in Indonesia
3. The management of hazardous and toxic B3 waste from Indonesia's textile industry

Lecture in JapanIn FY2020, online seminars and a virtual exhibition were held in Japan. Specific themes were as follows:
Online seminars
1. CSR procurement under COVID-19 restrictions
2. CSR procurement initiatives of Teijin Frontier Co., Ltd.
3. Environmental measures at Teijin Frontier
Virtual exhibition
1. Studying international trends in CSR and sustainable procurement and considering how to contribute to society
2. CSR procurement initiatives of Teijin Frontier Co., Ltd*EG : Energetic GreenTeijin Group Sustainability Website Content 2021

Sustainability

Supply Chain Sustainability
To ensure that CSR initiatives within the supply chain are reinforced on a global basis, the Teijin Group is promoting CSR
activities in each business group based on the CSR Procurement Guidelines.

CSR Procurement

Green Procurement

Green Purchasing

Questionnaire on CSRGreen Procurement
Since establishing the Green Procurement Guidelines in FY2003, the Teijin Group has continued to confirm whether suppliers who provide
specified substances are operating an environmental management system, and, if not, to request that those suppliers put such a system inplace.
Furthermore, the Teijin Group Chemical Substance Self-Imposed Control Guideline was established in FY2004 aiming for not only recognizing
the status of environmental management in suppliers, but also controlling chemicals and minimizing risk in the Teijin Group´s businessactivities. We conduct the management of chemicals based on the degree of risk.
We are also focusing on the management of hazardous substances found in raw materials that may have become included in our products, andstrengthening our controls on chemical substance purchasing, such as those relating to substances specified in the RoHS regulations and the
Law Concerning the Examination and Regulation of Manufacture, etc., of Chemical Substances. We have listed prohibited substances including
those prohibited in principle on our website in Japanese and English to ensure that suppliers are fully aware of these substances.

Teijin Group Chemical Substance Self-Imposed Control Guideline
Substances Prohibited to be Procured
These refer to a group of substances that are prohibited to be used under any international treaty or domestic law. Needless to say, theTeijin Group will not procure such chemicals, nor will the Group procure items containing any of such chemicals in order to support its
business activities, including unintentional procurement of such items.
Furthermore, we request suppliers to verify that no prohibited substances are contained in the materials they supply. In addition,
substances prohibited by the domestic laws of the countries where Teijin group companies are located are subject to the same laws.
This category contains substances designated in the POPs Treaty, Class 1 specified chemicals under the Law Concerning the Examination andRegulation of Manufacture, etc., of Chemical Substances, substances prohibited to be manufactured under the Industrial Safety and Health Act, Japan,
etc.

Substances Principally Prohibited to be Procured
A group of substances subject to control or similar regulation under international treaty or law.
We require examination of such substances by expert staff of the Teijin Group and approval of the head of the business group.

This category contains Class 2 specified chemicals under the Law Concerning the Examination and Regulation of Manufacture, etc., of Chemical
Substances, EU/RoHS Directive substances, high-risk endocrine disrupting chemicals, etc.

Teijin Group Sustainability Website Content 2021

Substances Prohibited to be Procured
No

CAS NoSubstance

1

Polychlorobiphenyl (mixture)2

Polychloronaphthalene (Cl>=2)(including isomers)

3

118-74-1

Hexachlorobenzene

4309-00-2

1,2,3,4,10,10-hexachloro-1,4,4 a,5,8,8a-hexahydro-exo 1,4-endo 5,8-dimethanonaphthalene

560-57-1

1,2,3,4,10,10-hexachloro-6,7 - Epoxy-1,4,4 a,5,6,7,8,8a-octahydro-exo 1,4-endo 5,8-dimethanonaphthalene

672-20-8

1,2,3,4,10,10-hexachloro-6,7 - Epoxy-1,4,4 a,5,6,7,8,8a-octahydro-endo 1,4-endo 5,8-dimethanonaphthalene

750-29-3

1,1,1-trichloro-2,2-bis(4-chlorophenyl) ethane

812789-03-6

1,2,4,5,6,7,8,8 - Octachloro-2,3,3 a,4,7,7a-hexahydro-4,7-methano-1H-indene, 1,4,5,6,7,8,8 - Heptachloro-3a,4,7,7atetrahydro-4,7-methano-1H-indene and mixtures of these analogous compounds

3734-48-3
5103-71-9
5103-74-2
5566-34-7
57-74-9
76-44-8bis(tributyltin) oxide

956-35-91015017-02-4

N,N'-ditolyl-p-phenylenediamine, N-tolyl-N'-xylyl-p-phenylenediamine or N,N'-dixylyl-p-phenylenediamine

11732-26-3

2,4,6-Tri-tert-butylphenol

128001-35-2

Polychloro-2,2-dimethyl- 3-methylidenebicyclo[2.2.1] heptane

132385-85-5

Dodecachloropentacyclo[5.3.0.0 (2, 6).0 (3, 9).0 (4, 8)] decane

14115-32-2

2,2,2-trichloro-1,1-bis(4-chlorophenyl)ethanol

1587-68-3

Hexachlorobuta-1,3-diene

163846-71-7

2-(2H-1, 2, 3-benzotriazol 2-yl)-4, 6-di-tert-butyl phenol

17

Polychlorinated dibenzo-p-dioxins

18

Polychlorinated dibenzofurans

Teijin Group Sustainability Website Content 2021

No

CAS NoSubstance
Yellow phosphorus matches

1920

531-85-1

Benzidine and its salts

21531-86-2

22

92-87-5

23

92-67-1

24

12172-73-5

Amosite25

12001-28-4

Crocidolite

26

92-93-3

4-nitrodiphenyl and its salts

27542-88-1

Bis(chloromethyl) ether

28

91-59-8β4-aminodiphenyl and its salts-naphthylamine and its salts

29

Asbestos and materials containing asbestos in excess of 0.1% of the weight of the relevant product30

Rubber cements containing benzene whose capacity exceeds 5% of the solvents (including diluents) of the relevantrubber cement

31

1763-23-1

Perfluoro(octane-1-sulfonic acid)307-35-7

For example:

2795-39-3

potassium(CAS no. 2795-39-3);29457-72-5

lithium perfluorooctane sulfonate (CAS no. 29457-72-5);

29081-56-9

ammonium perfluorosulfonate (CAS no. 29081-56-9);70225-14-8

diethanolammonium perfluorooctane sulfonate(CAS no. 70225-14-8);56773-42-3

tetraethylammonium perfluorooctane sulfonate(CAS no. 56773-42-3);251099-16-8

didecyldimethylammonium perfluorooctane sulfonate (CAS no.251099-16-8)

32

307-35-7

Perfluoro(octane-1-sulfonyl)= fluoride

33

608-93-5

Pentachlorobenzene

34319-84-6

r-1,c-2,t-3,c-4,t-5,t-6-Hexachlorocyclohexane35319-85-7

r-1,t-2,c-3,t-4,c-5,t-6-Hexachlorocyclohexane

36

58-89-9r-1,c-2,t-3,c-4,c-5,t-6-Hexachlorocyclohexane

Teijin Group Sustainability Website Content 2021

No

CAS NoSubstance

37

143-50-0

Perchloropentacyclo[5.3.0.0(2,6).0(3,9).0(4,8)]decan-5-one

3836355-01-8

Hexabromobiphenyl

39

40088-47-9

Tetrabromodiphenyl ether

4032534-81-9

Pentabromodiphenyl ether

4168631-49-2
207122-15-4

Hexabromodiphenyl ether

42446255-22-7
207122-16-5

Heptabromodiphenyl ether

43

6,7,8,9,10,10-Hexachloro-1,5,5a,6,9,9a-hexahydro-6,9-methano-2,4,3-benzodioxathiepine 3-oxide

44

Hexabromocyclododecane
Pentachlorophenol, its salts or esters

45

87-86-5

46

18993-26-5

Polychlorinated normal paraffin (It is limited that the number of carbon is 10 to 13 and the content of chlorine is morethan 48% of the total weight.)

47

1163-19-5

1,1'-Oxybis(2,3,4,5,6-pentabromobenzene)

Substances Principally Prohibited to be Procured (The following
substances are procured with permission.)No

CAS No1

79-01-6

Substance
TRICHLOROETHYLENE
Tetrachloroethylen

2356-23-5

CARBON TETRACHLORIDE

4

1803-12-9

Triphenyltin N,N-dimethyldithiocarbamate

5379-52-2

Triphenyltin fluoride

6

900-95-8

Triphenyltin acetate

7639-58-7

Triphenyltin chloride

8

76-87-9Triphenyltin hydroxide

9Triphenyl tin fatty acid salts (Carbon number of fatty acid 9-11)

Teijin Group Sustainability Website Content 2021

No

CAS NoSubstance

107094-94-2

Triphenyl tin chloroacetate

112155-70-6

Tributyl tin methacrylate12

Bis (tributyltin) fumarate

13

Tributyl tin fluoride

14

Bis (tributyl tin) 2,3-dibromosuccinate

1556-36-0

Tributyltin acetate

163090-36-6

Tributyltin laurate

174782-29-0

Bis (Tributyltin) phthalate

1867772-01-4

Alkyl acrylate methyl methacrylate Tributyltin methacrylate copolymer (Carbon number of Alkyl acrylate = 8)196517-25-5

Tributyltin sulfamate

2021

Bis (tributyltin) maleate
1461-22-9

Tributyltin chloride

7342-38-3
2285409-17-2

Tributyltin cyclopentanecarboxylate and mixtures of these analogous compounds

2326239-64-5

Tributyltin 1,2,3,4,4 a,4 b,5,6,10,10a-decahydro-7-isopropyl-1,4a-dimethyl- 1-phenanthrenecarboxylate and mixtures ofthese analogous compounds

24

Lead (Pb)25

Mercury (Hg)26

Cadmium (Cd) (100 ppm or more)

27

6 value chromium (Cr6+)

28

Polybrominated biphenyl (PBB)

29

Poly diphenyl ether bromide (PBDE)

30

Di(2-ethylhexyl) phthalate

31

85-68-7

Benzyl butyl phthalate

32

84-74-2Di-n-butyl phthalate

33

84-69-5

Diisobutyl phthalateTeijin Group Sustainability Website Content 2021

No

CAS NoSubstance
Nonyl phenol (including ethoxylated nonylphenols) (100 ppm or more)

3435

140-66-94-t-octyl phenol (including ethoxylate)36335-67-1

Perfluorooctanoic acid (PFOA)In the case of a mixture, the content shall be 1000 ppm or more, except as otherwise specified

Teijin Group Sustainability Website Content 2021

Sustainability

Supply Chain Sustainability
To ensure that CSR initiatives within the supply chain are reinforced on a global basis, the Teijin Group is promoting CSR
activities in each business group based on the CSR Procurement Guidelines.

CSR Procurement

Green Procurement

Green Purchasing

Questionnaire on CSRGreen Purchasing
The Teijin Group established the Green Purchasing Policies and Green Purchasing Guidelines in March 2001 to promote green purchasing(preferential purchasing) of environmentally friendly products and services. For office supplies, we have promoted the preferential purchasingof products meeting the requirements of the Green Purchasing Standards for Office Supplies, also established by the Teijin Group.
In FY2019, the ratio of green purchases dropped from the previous
fiscal year, so cost reductions and an expansion of green purchasing
products was broadly implemented across Group companies in
FY2020.

Initiatives for environment-friendly products foroffice supplies

Green Purchasing Policies
1. Fully consider the necessity of purchasing before buying a product or service. Curtail the quantity as much as possible whenpurchasing.
2. Purchase environmentally friendly products and services based on an assessment of their entire lifecycle, including collection of
resources, manufacture, distribution, use, disposal, and recycling.
3. Give preference to suppliers that are active in environmental conservation.
4. Pursue environmental information necessary for making decisions on green purchasing from a broad range of sources, and requestthat manufacturers and distributors provide such information.

Teijin Group Sustainability Website Content 2021

Green Purchasing Guidelines
1. Reducing environmental pollutants
2. Saving resources
3. Saving energy
4. Long durability
5. Recyclability
6. Regenerated materials, etc.
7. Ease of treatment and disposalTeijin Group Sustainability Website Content 2021

Sustainability

Supply Chain Sustainability
To ensure that CSR initiatives within the supply chain are reinforced on a global basis, the Teijin Group is promoting CSR
activities in each business group based on the CSR Procurement Guidelines.

CSR Procurement

Green Procurement

Green Purchasing

Questionnaire on CSRQuestionnaire on CSR
Request for participation in questionnaire on the status of CSR promotion in yourcompany
In order to fulfill its social responsibilities in procurement activities in Japan and overseas, the Teijin Group has established CSR Procurement
Guidelines and promotes procurement activities that emphasize the protection of human rights, consideration for occupational safety andhealth, and preservation of the environment among others.
In order to promote CSR procurement, it is essential to obtain the cooperation of suppliers involved in procurement activities of the TeijinGroup. The Group aims to develop transactions with suppliers who can promote CSR procurement activities together, and we request
companies engaged in purchasing and procurement to extend their understanding and cooperation for CSR activities.
Therefore, as part of the CSR activities, we ask suppliers to participate in CSR questionnaires. These questionnaires are implemented via
internet questionnaire sites. The content of the responses is managed by The Global Alliance for Sustainable Supply Chain (ASSC) and is usedsolely for the intended purpose without disclosure to any third party other than the Teijin Group.
The results of the responses are compiled and a feedback report is sent at a later date, so it can be used as reference for future CSR activities.
About the Teijin Group CSR Procurement Guidelines

Teijin Group Sustainability Website Content 2021

Sustainability

Risk Management Activities
The Teijin Group has in place a Total Risk Management (TRM) systems targeting both strategic and operational risks tocomprehensively manage risks, and the TRM Committee has been conducting total risk management.

Total Risk Management (TRM)
The Teijin Group has in place a Total Risk Management (TRM) system targeting both strategic and operational risks, as a preventative measureagainst the uncertainty that the Company may face, and the TRM Committee has been conducting total risk management. Established in fiscal
2003, the TRM Committee, chaired by the CEO, serves under the Board of Directors. The Board of Directors deliberates and decides the basic
policy and annual plan related to TRM proposed by the TRM Committee. At the same time, the Board formulates our stance on managing
important risks and ensuring business continuity. Also, the statutory auditors conduct audits to check whether the Board of Directors isappropriately conducting policy decisions, supervising, and monitoring regarding TRM.
The CEO is in charge of assessing strategic risk and provides this assessment as materials valuable to the decision-making process to the Boardof Directors and other bodies. The Chief Social Responsibility Officer (CSRO) is in charge of establishing a cross-sectional risk management
system regarding operational risk, and shall identify and deal with problems and respond to crises when they occur.

Responding to risks related to the COVID-19 pandemic
The Teijin Group is monitoring the impact of the COVID-19 pandemic on its businesses and preparing response measures on an ongoing basis in
anticipation of a deteriorating business environment. In fiscal 2020, there was a significant slowdown in the global economy due to the COVID19 pandemic, and this had a major impact on our performance in the Materials Business Field, for which automotive and aircraft applications
serve as the main market. In particular, demand for carbon fibers for aircraft continues to be sluggish, and this trend could potentially lead to along-term decline in profitability. As a measure to address this issue, we are working to increase profitability by enhancing production andoperational efficiency and improving our sales mix. We are also promoting development geared toward the acquisition of large-scale programsfor carbon fiber intermediate materials for aircraft, with a focus on a recovery in demand over the medium to long term. At the same time, weare rigorously monitoring profitability.
To respond to operational risks caused by the pandemic, we established the Emergency Task Force, led by the CSRO, in January 2020. From
April to June 2020, when the virus began to spread across the globe, we adopted a structure under which the CEO served as the chief of this task
force. Since April 2021, the Teijin Group Novel Coronavirus Response Headquarters has been establishing policies and promoting initiatives
from a global perspective to ensure the safety of our employees and their families and secure business continuity. In addition, our offices
around the world have established operational guidelines in accordance with the laws and regulations in each country and region regarding theitems stipulated in the Teijin Group Global Guidelines, which include infection prevention and health assurance measures; commuting andworkstyle guidelines; procedures for business travel, meetings, and events; and consideration of human rights. Amid the challenging
circumstances caused by the pandemic during fiscal 2020, we were able to ensure the ongoing operation of our Healthcare Business and otheressential businesses.
Additionally, we carried out efforts that leveraged our products, services, know-how, and global network to the greatest extent possible,
including the prompt delivery of a large volume of medical gowns to medical institutions in response to the growing demand for medical
supplies.
COVID-19 Related Initiatives and Announcements

Teijin Group Sustainability Website Content 2021

Risk Recognition

The details on the recognition of strategic risk and operational risk that the Group manages under the TRM Committee are as follows.
Strategic risk

Main impacts if risk occurs

Response measures

Macroenvironment risk

Fluctuations in sales due to the economic trends andconditions in each country and region of operation as
well as the trends in the automotive and aircraft
markets, which are major markets where the Groupsupplies products and services
Fluctuations in costs due to changes in raw material andfuel prices
Fluctuations in the exchange rates needed to reflecttransactions in foreign currencies in the financial
statements and convert the foreign currencies in thefinancial statements of overseas consolidated
subsidiaries into yen (e.g., if the yen appreciates by ¥1against the US$, over the year it will push down
operating income by approximately ¥0.3 billion)
Fluctuations in interest expenses due to changing
interest rates

We are taking steps to identify and assess primarily trends
that could have a substantial impact on our performanceand financial position, such as the impact of the COVID-19
pandemic on the automotive and aircraft markets.
We are also working to reduce risks through a broad rangeof measures. For example, we are stabilizing raw material
and fuel prices by securing appropriate inventory levels
and concluding long-term contracts. For exchange rates,
we are also utilizing foreign exchange forward contracts
and procuring funds for overseas investment in local
currencies. In terms of interest rates, we are pursuing longterm debt with fixed interest rates.

Policy change risk

Tightening of GHG emissions regulations, plastic productregulations, and other regulations to a greater extent
than expected between the U.S. and China as well as
rising economic security risks
Emergence of global protectionism including therecurrence of trade conflicts
Acceleration of domestic drug price revisions and othergovernment policies to curtail medical costs

Market and competitiveenvironment uctuation
risk

Fluctuations in supply-demand structure due to changes
in the competitive environment
Inventory adjustments that exceed the real economy ineach stage of the supply chain caused by changes in enduser demand within the materials, intermedi-ate
materials, and components supply businesses

To respond to policy change risk such as tightening
environmental regulations and the emergence ofprotectionism around the globe, as well as market andcompetitive environment fluctuation risk, we are creating
contingency plans in advance for individual businesses
affected by such risks. At the same time, we are promoting
ongoing monitoring activities, including detecting signs ofrisk occurrences, and ensuring we are prepared to swiftly
respond to risk by revising our strategies and othermeasures. In addition, we are working to collect relevant
information on economic security to promptly ascertain apotential crisis.

Resource investment risk

Cancellation of or delay in the execution of capital
expenditures or M&As due to the inability to find projects
compatible with strategies
Major divergence of R&D results from targets against the
R&D expenses invested

For large-scale investment projects to create and expand
businesses, we are taking steps to ascertain the businessenvironment and prioritizing follow-up measures toward
action plans for individual issues.

Financial soundness risk

Occurrence of an impairment loss on non-current assets
owned by the Group, owing to such factors as a decline
in profitability from an extreme worsening of theeconomic environment, among other factors
Occurrence of loss on deferred tax assets in the event
some or all deferred tax assets are deemed
unrecoverable due to changes in estimated futuretaxable income

In addition to regular monitoring of the ratio of net
interest-bearing debt to EBITDA, the shareholders' equity
ratio, and the debt-to-equity ratio, we are assessing thescale for risk of loss on shareholders' equity through thecontinuous monitoring of assets with impairment concernsand deferred tax assets. When procuring funds, we
examine optimal procurement methods in consideration offinancial soundness and based on demand for large-scalefunding over the near to medium term as well as the risk ofloss on shareholders' equity. Furthermore, we are making
thorough efforts to streamline assets through working
capital management and the reduction of crossshareholdings.

Teijin Group Sustainability Website Content 2021

Operational risk

Main impacts if risk occurs

Response measures

Natural disaster risk

Natural disasters stemming from climate change
Response to Climate Change (Disclosure based on TCFD
recommendations)Occurrence of large-scale earthquakes, tsunamis, etc.
Rapid spread of infectious diseases

In addition to our response to the COVID-19 pandemic, we
aim to minimize damages and promptly recover when adisaster occurs through revisions of BCPs as needed andthe implementation of various disaster training programs.

Manufacturing risk

Burden on the global environment from theinappropriate handling of hazard-ous chemical
substances, industrial waste, etc.
Occurrence of major accidents at chemical plants

We have set KPIs and are working to manage and reduce
hazardous chemical substances and landfill waste. Also, weare carrying out various measures such as disasterprevention examinations and educational activities andtraining based on disaster-prevention guidelines.

Product and quality risk

Occurrence of major quality issues such as product andservice defects
Quality issues for which we are liable

We have established independent divisions dedicated tosecure quality and reliability at Teijin Limited and major
subsidiaries such as Teijin Pharma Limited, thereby setting
up a system to ensure quality assurance across all businessactivities based on strict quality management standards.

Legal and ethical risk

Administrative sanctions by regulatory authorities,
litigation, suspension of business activities, damage tocorporate brand value, and loss of social trust resulting
from violations of laws and regulations related tocommerce, competition, anti-bribery, personal
information protection, intellectual property, productliability, the environment, labor, taxation, security, andapplicable business laws and regulations in the countries
and regions in which we operate
Increased cost of adhering to laws and regulations
Impediment of business operations and loss of social
trust due to human rights infringements in the supply
chain and in-house

Amid increasing diversity of employees through M&As andother business activities, we are promoting activities toinstill the corporate philosophy and the Code of Conduct
on a global scale. In addition, we require not only relevant
in-house personnel but also our suppliers to adhere toboth laws and regulations and social norms. We are also
strengthening efforts such as human rights due diligence
and CSR procurement to respond to potential humanrights infringement risks in the supply chain and in-house.

Information security risk

External leakage of information due to disasters,
cyberattacks, unauthorized access, etc., as well as
unauthorized use of information by third parties

We are implementing information security measures fromboth hard and soft perspectives in the handling ofimportant information related to R&D, manufacturing, andsales as well as personal information in the Healthcare
Business.

Groupwide system for operational risk management
We conduct Groupwide operational risk management including overseas subsidiaries based on the system below. The CSRO and the Corporate
CSR and Compliance Department strengthens the risk management system for the entire Group by grasping and confirming the individual risk
management conducted by each business group (unit) and Group company across the entire Group, and by establishing unified risk response
guidelines.

Teijin Group Sustainability Website Content 2021

Operational risk management activities
In FY2020, we focused on strengthening our risk management process and began enhancing the effectiveness of the "Chief Social Responsibility
Officer Review" with operational policies revised in FY2019, as well as trial operations of risk management tools.
By reporting to, and deliberations by, the TRM Committee about matters indicated in the Chief Social Responsibility Officer Review, which areimportant checking functions even in the risk management process, as well as by incorporating the necessary responses in the subsequentfiscal year plan, more effective measures can now be taken against risk.
In addition, the introduction of new risk management tools has improved convenience when business units, among others, implement risk
assessment, which is the first line of defense. This has enabled efficient reporting from the TRM Committee to the Board of Directors.

Status of Business Operations Risk Responses and Business Continuity
Plans
Response to natural disasters
From late June to early July 2020, some operations in some factories in Japan had to be temporarily suspended due to the impact of frequent,
heavy rains and Typhoon No. 10, among other things, but there was no human damage to employees and their families. In the healthcare
business that sustains home healthcare, we confirmed the safety of patients using therapeutic oxygen concentrators in areas that were severely
affected and delivered spare cylinders.

Implementation of business continuity drills
As a part of our Business Continuity Management (BCM) efforts, disaster prevention drills and earthquake evacuation drills are conductedannually at Teijin’s business locations and research facilities in Japan.
In FY2020 as well, we conducted comprehensive anti-disaster drills at each factory. Further, we have started to develop information
infrastructure that aggregates the disaster information of various sites and supports the Emergency Response Headquarters and the Local
Countermeasures Headquarters in decision-making.

Safety verification drills
Safety verification drills for a time of emergency utilizing a system (“Emergency Call”) provided by Infocom Corporation of the Teijin Group are
conducted annually. In FY2016, we introduced a process to trace and re-confirm the safety of employees whose safety cannot be confirmed
within 24 hours of reporting.
In FY2020, we provided emergency information dissemination on the COVID-19 infection twice to the head office district. There were about 150
emergency co-operation drills throughout the fiscal year for each factory and department using the safety confirmation system.

Teijin Group Sustainability Website Content 2021

Sustainability

ESH Management Activities
The Teijin Group positions Environment, Safety and disaster prevention, and Health (ESH) as a key issue relating to allbusiness operations and is engaged in activities to reduce environmental impact affecting both the global environment
and the local society, as well as to ensure the safety and health of residents and employees. We also quantitatively
measure the investment and expenses relating to ESH, leading to efficient promotion and improvement of ESH activities.
Teijin Group ESH Basic Policies
1. We make safety our highest priority, following our philosophy of protecting human life.
2. ESH is the responsibility of every production line manager.
3. ESH efforts are integral to every stage of business activities.

The Teijin Group Global Environmental Activity Goals
Promotion of environmental preservation activities
1. Throughout our business operations, we will make efforts to reduce our environmental impact, including the reduction of CO2
emissions, conserve energy and resources, and make effective use of waste.
2. We will appropriately manage biological and chemical substances in compliance with the related laws and regulations to ensurethat our use of these substances will not cause damage to the environment or to the safety and health of people.
3. We will provide as many people as possible with appropriate information and support so that our products will be transported,
used, and disposed of in a safe and environmentally friendly manner.
Promotion of design for environment and environmental business4. We will design products in an environmentally friendly manner in cooperation with our customers and suppliers, while promoting
green purchasing and procurement as well as green transportation. In addition, we will conduct necessary assessment at theplanning stage of business projects, thereby reducing potential risks to human health and the environment.
5. We will further develop technologies for environmental preservation and environmental improvement, including technologies that
contribute to energy conservation and 3R activities (activities to promote the reduction, reuse, and recycling of materials) and will
expand our environmental business taking advantage of our Group’s proprietary technologies and strong market presence.
Expansion of environmental communication and social contribution activities
6. We will clearly show our commitment to making contributions to society by such measures as setting and announcing
environmental impact reduction targets and will engage in communication with a range of our stakeholders, including local
communities in which we conduct business.
7. We will raise the awareness of all Group employees and provide them with education on environmental preservation as well as
support them in conducting environmental preservation activities, such as energy conservation activities at their households and intheir local communities.
(Established in December 1992; revised in July 2007)

Teijin Group Sustainability Website Content 2021

Group ESH Management System

The Teijin Group established the Group ESH Subcommittee under the Group CSR Committee to practice integrated ESH (environment, safety,
health) management. The Group ESH Subcommittee holds regular meetings twice a year to deliberate on policy, measures and activities
regarding ESH management, which are then expanded within the group.
The ESH Committee members appointed for each business group (Unit) serve as Chairpersons of the ESH Committee and promote ESH
management for each business.
In addition, the Chairperson of the ESH Committee of each business group and the Chief Social Responsibility Officer conduct ESH audits once a
year respectively. In the ESH audits, the ESH management status, any accidents occurrence and the status of countermeasures thereof arechecked, and then confirmation and guidance are provided in relation to future issues and actions required before the next audit.

ESH education
A "Group ESH Educational Workshop" designed to enhance the level of ESH management is held once per annum. The workshop targets the
ESH staff of business groups (Unit) and group companies as well as production line managers, group company presidents and factory
managers. In FY2020, we postponed implementation due to the impact of COVID-19, among other things.

ESH asssessment
Through the ESH assessment system, Teijin reviews and verifies the related laws and regulations together with the ESH risk related to project
implementation and day-to-day matters, and endeavors to implement appropriate measures in line with compliance and risk.

ESH auditing
We conduct ESH Audits A and B in accordance with our ESH Audit Regulations, forming a double audit system. Audit A is conducted by the
Chairperson of the ESH Committee for each business group (Unit) and Audit B is conducted by the Chief Social Responsibility Officer or a person
nominated by the Chief Social Responsibility Officer.
As part of the audit process, each business group reports on ESH management status, any accidents, the status of countermeasures, and thestatus of ESH activities. This content is then audited, and confirmation and guidance is provided in relation to future issues and actions required
before the next audit.
Outline of the ESH Audits
Outline of the audits

Auditors

FY2020 audit results

ESH Audit A

ESH audits at production sites

Chairperson of Business Group (Unit)
ESH Committee

27 bases(19 within Japan, 8 overseas)

ESH Audit B

Audits of the results of each businessgroup and unit's ESH Audits

General Manager of the CSR andCompliance Department

18 cases (2 composites factories, 11business units/business groups, 5
directly managed companies)

Training for internal auditors of ESH complianceTo enhance compliance with laws and regulations related to ESH, every year we hold a course to train group employees as internal auditors for
ESH compliance. In FY2020, 67 employees were newly certified as Grade 1 internal auditors for ESH compliance and 30 employees were certified
as Grade 2 internal auditors for ESH compliance.

Teijin Group Sustainability Website Content 2021

Group ESH results report
Every year, the Teijin Group holds the Group CSR Committee, where Group-wide EHS results and activities status are reported. The 2020 GroupCSR Committee meeting was held at the Tokyo head office in April 2021 (including online participation). In addition to results and status ofactivities, future issues and plans were also presented and there was active exchange of opinions.

Responding to an ESH accident
In preparation for the occurrence of an ESH-related accident, the Teijin Group defines and enforces rules about swiftly reporting any incidents
to the responsible persons within the Group.

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Sustainability

Product Liability and Quality Assurance
The Teijin Group rigorously complies with laws and regulations and customer contract stipulations pertaining to quality,
while taking steps to establish a quality assurance structure that responds to its global development.

Product Liability / Quality Assurance System

Current status of ISO 9001, ISO 13485, IATF 16949, andother certifications

Product Liability / Quality Assurance Management System

The Teijin Group Product Liability / Quality Assurance Regulations apply to all Teijin Group products and services and are the basis for our
product liability / quality assurance activities. Based on these regulations, the Group CSR Committee and the Group Product Liability / Quality
Assurance Subcommittee decide the basic policies and associated targets for all product liability / quality assurance issues of the Teijin Group,and reflect them in product liability / quality assurance activities conducted by business groups (Unit).
We have also created an original unit-based management system for product liability / quality assurance that is applied to the products of eachbusiness group. This management system aims to enhance customer satisfaction, prevent product defects, and ensure appropriate responses
in the event that defects occur. The system not only covers the scope of the ISO 9001 standards for quality management systems but also
incorporates perspectives of product liability / quality assurance, such as response to customers and product safety.

Group-wide product liability / quality assurance system
As of April 1, 2021

Implementation of Product Liability / Quality Assurance Audits
Product liability / quality assurance activities are conducted as the responsibility of each product liability / quality assurance unit. The CSR andCompliance Department, which is in charge of supervising Group-wide quality, audits these activities and checks that product liability / quality
assurance mechanisms are operating appropriately.
In FY2020, we conducted regular audits of 11 business units and 6 directly managed companies with the objective of verifying operational
status. Based on feedback from the audit results, we are continually enhancing the product liability / quality assurance system and process.

Teijin Group Sustainability Website Content 2021

Sustainability

Product Liability and Quality Assurance
The Teijin Group rigorously complies with laws and regulations and customer contract stipulations pertaining to quality,
while taking steps to establish a quality assurance structure that responds to its global development.

Product Liability / Quality Assurance System

Current status of ISO 9001, ISO 13485, IATF 16949, andother certi cations

Current status of ISO 9001, ISO 13485, IATF 16949, and othercertifications

As of January 1, 2021

Japan
(25 companies, 52
factories)

Teijin (Matsuyama Polymer Factory 1, Conex Factory, Technora Factory, Resin [Matsuyama Production Division, Mihara
Production Division], Mishima Business Site, Ibigawa Business Site, Composites Development and Production Center[Matsuyama], Medical Device Business Development Project [Hino])
Teijin Frontier (functional fibers , cords)
Teijin Tedy
UniselTeijin Cordley (Mihara, Shimane)
Teijin Modern Yarn (Komatsu, Kaga)
Frontier Tex
Shinwa Limited (Modern Yarn Business Division [Komatsu], Knit Business Division [Shibayama])
Kansai Shizai
GH Craft (Funakubo, Itazuma)
Hiroshima Plastic
Teiyo
Kinkai Chemicals
Teijin Pharma (Iwakuni Medical Plant, Home Medical Care Technical Service Center, Medical Quality Assurance
Department)
Infocom
Infocom East Japan
Infocom West Japan
GranditTeijin Nakashima Medical
Teijin Medical Technologies
Teijin Engineering (Osaka, Iwakuni, Matsuyama, Tokyo)
Teijin Eco-Science (Ibaragi Technical Center, Hamura Technical Center, Matsuyama Technical Center, Matsuyama
Factory)
Teijin Logistics (Osaka, Ehime, Tokuyama, Tokyo, Hokuriku, Tokai)
Toho Chemical Engineering & Construction
Toho Machinery

Overseas
23 companies, 46
factories)

China: Nantong Teijin, N.I. Teijin Airbag Fabric (Nantong), Nantong Teijin Automotive Fabrics Finishing (Nantong),
Chemicals
Plastic Compounds (Shanghai), Teijin Polycarbonate China, CSP Victall Structural Composites, Teijin Medical Device(Shanghai)
Korea: Teijin Lielsort Korea
Thailand: Teijin Polyester (Thailand), Teijin (Thailand), Teijin Cord (Thailand), Thai Namsiri Intertex (twofactories,)Teijin FRA Tire Cord (Thailand)(two factories)
USA: Teijin Carbon America, Renegade Materials Corporation, Continental Structural Plastics Holdings (head office, 11
factories)
Germany: Teijin Carbon Europe (two factories), J. H. Ziegler (four factories)
Netherlands: Teijin Aramid (three factories)
Spain: Esteve Teijin Healthcare
Portugal: Inapal Plasticos (two factories)
Czech Republic: Benet Automotive (four factories)

Certi cation rate for the Teijin Group's major operation bases and factories*: 88%* With 50 or more employees

Teijin Group Sustainability Website Content 2021

Sustainability

Social Contributions
In addition to developing social contribution activities common to the Teijin Group, we also engage in social contribution
activities that take advantage of the individuality of each business unit and business site.
System to PromoteSocial Contribution
Activities

Expenses of Social
Contribution
Activities

Supporting theDevelopment ofLocal Communities

Fostering Volunteer
Personnel

Support for Areas
Affected by Disaster

Stakeholders' recognition, expectations, and requirements of the company change together with the social environment. In view of theachievements of current activities and the SDGs Approach Policy indicated in the Medium-Term Management Plan for 2020-22, the Teijin Groupon January 27, 2021, revised its Basic Policies for Social Contributions.

Teijin Group System to Promote Social Contribution Activities
Based on the Code of Conduct, the Teijin Group promotes social contribution activities in each business group and business site from thestandpoints of science and education, culture, sports activities, environmental preservation activities and disaster prevention activities.
In addition, the CSR Planning and Promotion Department plays a central role in supporting volunteer activities and proposing Group-widesocial contribution programs in which employees can easily engage. Through these programs, we are fostering human resources who canparticipate independently in and promote social contribution activities.

Expenses of Social Contribution Activities in FY2020
Since joining the Keidanren (Japan Business Federation) 1% Club in FY2003, the Teijin Group has been aiming to set aside at least 1% of
ordinary income for social contribution costs. Expenses of social contribution activities in FY2020 were approximately 480 million yen, 0.9% of
ordinary income.

Teijin Group Sustainability Website Content 2021

Expenses of social contribution activities in FY2020

Breakdown of expenses of social contribution activities in FY2020
Item

Description

Amount(millions of yen)

Monetary

Monetary donations and other expenses for social contribution activities

386

Donations of goods

Donations of our products and other goods to social welfare organizations

7

Free renting ofcompany facilities

Expenses for free renting of company facilities such as gyms and playgrounds

30

Participation/Dispatchof employees

Personnel expenses for employees who participated in philanthropic activities during their work
hours, such as joining local events as part of their work, and employees who gave lectures at meetings

57

Total

480

* Data for all group companies, based on the Keidanren "Procedures for Implementing FY2018 Survey on Results of Corporate Philanthropic Activities".

Supporting the Development of Local Communities
Science and education
Scholarship system in Japan and China
Since 1953, the Teijin Group has offered the Teijin Kumura Scholarship named after Seita Kumura, a pioneer in the Japanese chemical fiberindustry, with the aim of passing on and developing an original R&D spirit and fostering young scientists who will contribute to social
development and the creation of new culture (reorganized to the Teijin Scholarship Foundation in 2011). One of the oldest scholarships inJapan established and operated by a private company, it was awarded to 47 people in 2020 and has benefited more than 1,600 technicalstudents so far.
Additionally, in June 2010, we established a scholarship system in China offering annual scholarships of 8,000 yuan per student with norepayment obligation. Recipients are technical master’s degree students of Peking University, Tsinghua University, Fudan University, andShanghai Jiao Tong University. Continuing from FY2017, scholarships were granted to 36 students in FY2020.

Teijin Group Sustainability Website Content 2021

Establishment of the Nantong Teijin Charitable Scholarship FundIn April 2014, Nantong Teijin Co., Ltd. established the Nantong Teijin Charitable Scholarship
Fund for students enrolled in junior and senior high school and university in Nantong,
Jiangsu Province, China. Nantong Teijin Co., Ltd. is the Teijin Group’s manufacturing andsales base for textiles in China. This fund was established with the aim of contributing to
the community of Nantong by providing economic assistance to local students; it was thefirst charitable fund associated with a company name in the Nantong Economic andTechnological Development Zone. In FY2020 too, we extended support of about the sameamount of 18,000 yuan to the Nantong Teijin Charitable Scholarship Fund.

Co-sponsor of the "All Japan Science Koshien"
Aiming to foster human resources for science and technology by integrating industry-government-academia research groups, the Japan Scienceand Technology Agency established the Science Koshien in FY2011.
The Teijin Group has co-sponsored the Science Koshien for senior high school students
since FY2011, and also began sponsoring the newly established "Science Koshien Junior"for junior high school students from FY2013. As a company focusing on diversity
development, the Teijin Award is presented to the team with the most outstanding results
among teams with a high ratio of female students.
The All Japan Science Koshien for senior high school students was held in March 2021. To
prevent the spread of COVID-19 infections, the tournament was held without spectatorsand streamed live online. The Teijin Award went to the team representing Toyama
Prefecture. The All Japan Science Koshien Junior for junior high school students, which had
been scheduled to take place in December 2020, was cancelled due to the COVID-19
pandemic.

Sports activities
Co-sponsor of the All Japan High School Soccer Tournament
On the basis of our corporate philosophy of "enhancing the quality of life" and growing "inharmony with society," the Teijin Group has co-sponsored the All Japan High School Soccer
Tournament since 1991 in line with our goal of contributing to society by supporting
amateur and youth sports. Every year we donate soccer balls using CORDLEY artificial
leather to the participating schools representing each prefecture in Japan. In 2020, whichmarked the 30th anniversary of our cosponsorship, as a contribution toward the holding of
the tournament amid the COVID-19 pandemic, we provided the participating players, teamstaff, and tournament officials with high-function masks made by Teijin Frontier.

The presentation of the Teijin Award at the 10th
All Japan Science Koshien (Awarded to the teamrepresenting Toyama Prefecture) *Streamed
online.

Teijin Group Sustainability Website Content 2021

Supporting youth football in Southeast Asia
Teijin Polyester (Thailand) Limited (TPL) has been an official sponsor of the Japan Dream
Football Association (JDFA) since 2012. The JDFA is an organization set up in 2011 by Masao Kiba,
the former captain of Gamba Osaka professional soccer team. By conducting football workshops
and other activities in Southeast Asian countries, the JDFA aims to inspire children to pursue
their dreams for the future, along with spurring the development of soccer in Japan and Asia.

Environment
Cosponsor of the Green Lane environmental diary project
The Teijin Group cosponsors the Green Lane environmental diary project, an environmental
education initiative organized by Green Cross Japan for elementary school children in Japan.
This project involves children keeping an environment-related diary for 12 weeks, thereby raising
their awareness of the importance of the environment. In FY2020 about 100,000 diaries were
distributed to elementary schools and other facilities nationwide. The Teijin Group's PET bottle
recycling initiative was introduced in these diaries. The environmental diary contest was held in
December 2020, with 3,290 entries received from 100 organizations. Although the award
ceremony was cancelled due to the COVID-19 pandemic, award certificates were sent to therecipients.

Exhibit at EcoPro Online 2020: Toward the realization of a sustainable society
In FY2020 the EcoPro exhibition was held online to prevent the spread of COVID-19 infections.
The Teijin Group exhibited in a special site and highlighted our products committed to using
environment-friendly materials , our products protecting the beautiful environment, and our
products supporting an energy-saving lifestyle.

Fostering Volunteer Personnel

Teijin Group Sustainability Website Content 2021

Group-wide activities
Promotion of Volunteer Support Program
In June 2011, we established the Volunteer Support Program. Under this program, the administration committee decides which volunteer
activities are to be supported from volunteer activities that group employees in Japan are engaged in, and partial financial support for theactivities is provided via the Teijin Group Social Contribution Fund made up of donations from volunteer employees and directors as well asfrom companies.
The fund donated operating money to the following 12 nonprofit organizations (NPOs) in
FY2020:Group to Enliven Kushiro with Marimo (50,000 yen)(NPO) NORDIC Asaka (100,000 yen)(NPO) NGO Quatro (100,000 yen)(NPO) Work Life Collabo (100,000 yen)(NPO) Kodomo e no Manazashi (100,000 yen)
(General Incorporated Association) Nippon Suibokuga Art Association (100,000 yen)(NPO) Matsuyama Suicide Prevention Center (100,000 yen)
Protecting the Nature of Hino Organization (100,000 yen)
Nature Conservation Educators Tokyo Liaison Office, Nature Conservation Society of Japan (50,000yen)(NPO) Japan Association for Galapagos (100,000 yen)
Teijin Soccer School (100,000 yen)(Public Interest Incorporated Association) Natural Environment Conservation Society of Osaka(100,000 yen)Group to Enliven Kushiro with Marimo(NPO) NORDIC Asaka

Picture book donating activities-Book Dream Project
The Book Dream Project, which started in FY2008, uses money received in exchange forused items provided by Group employees in Japan to buy Japanese picture books anddonate them to libraries overseas. Before donations are delivered, volunteer employees
affix translated seals to the books so that they can be read in the local language. In FY2020,
we donated 57 picture books to a library, special-needs school, elementary school, andkindergarten in Indonesia. We also donated 64,337 yen of the money received from theexchange of books to a mobile library activity operated by Sikkha Asia Foundation in
Thailand.
In February 2021 a certificate of gratitude commending our activities so far was received
from the Tokyo Voluntary Action Center of the Tokyo Council of Social Welfare.
Picture books with seals in the Indonesianlanguage

Environmental photo contest held
As a way of encouraging employees to think about the environment, the Teijin Group runs a photo contest in which participants take photos of
the natural environment. In FY2020, in view of the huge changes that had occurred due to the COVID-19 pandemic, the theme of "The Power ofTeijin Group Sustainability Website Content 2021

Life" was chosen in the hope that society might get even a little better. From among the entries, the following works were selected for awards bymeans of online voting by Teijin Group employees:

Gold Award: "Morning Comes"

Bronze Award: "Flowering After Decades"

Silver Award: "Ice Age"

Bronze Award: "Come Here"

Chief Social Responsibility Officer Special Award: "Tree Frog Waiting for
Spring"Support for Areas Affected by Disaster
Support for areas affected by the Great East Japan Earthquake
To support the areas affected by the Great East Japan Earthquake, the Teijin Group has extended support of over 500 million yen in total,
including monetary donations; blankets, masks and other relief goods; and free provision of home healthcare equipment such as oxygen
cylinders and oxygen concentrators.

Teijin Group Sustainability Website Content 2021

In addition, we are also engaged in ongoing reconstruction support through our businessactivities. In 2013, the IT Business Group’s Infocom Corporation opened a multipurpose facility"Minna no Ie" (Home-for-All) in Iwanuma City, Miyagi Prefecture. From this facility, Infocom isproviding reconstruction support for agriculture utilizing IT and creating businesses to support
ongoing reconstruction. In April 2015, Teijin Frontier Co., Ltd. and Otsuma Women’s University
donated 700 high-performance T-shirts to children affected by the Great East Japan
Earthquake. These T-shirts are made of the high-performance polyester fabric, which remains
comfortable even when the wearer is sweating. Since FY2015, Teijin Frontier Co., Ltd. has been
supporting the Oxfam Trailwalker event, a global walking event held at Mount Adatara in
Fukushima Prefecture every year since FY2015 as part of reconstruction efforts after the Great
East Japan Earthquake.

"Minna no Ie" (Home-for-All) in Iwanuma City

Support for areas affected by the Kumamoto Earthquake
The Teijin Group has been providing support to areas affected by the Kumamoto Earthquake that struck in April 2016, in the form of donationsof both money and Teijin products for use as relief supplies.

<Relief supplies>
Warm beddings: 600
Lightweight, warm blankets: 600
Water-absorbing pads: 20,000
Nonwoven medical masks: 52,250
Blankets (TEIJINCONEX® used): 100
Fabric for partitions in evacuation shelters: Approx. 1,000 meters

Additionally, in December 2016 the IT Business Group's Infocom
Corporation established a multipurpose facility "Minna no Ie" (Homefor-All) at the temporary housing complex in Mashiki Town,
Kumamoto Prefecture. At the completion ceremony, 700 bags offreshly harvested rice (Hitomebore brand; approximately 700 kg)
were distributed for free to residents of the temporary housing
complex.
"Minna no Ie" (Home-for-All) at Techno Temporary Housing Complex in
Mashiki Town

Examples of support for areas affected by Natural Disasters
The Teijin Group makes donations and provides products free of charge with the aim of helping people and communities recover from natural
disasters.
<Main support in Japan>
On July 20, 2020, Teijin Limited donated a total of 3 million yen as
assistance for the region affected by torrential rainfall in that month.
On the occasion of the torrential rainfall in July 2020, Teijin
Healthcare Limited, a member of the Teijin Group, giving top priority
to ensuring the safety of patients, confirmed safety, sent oxygen
cylinders, and installed oxygen concentrators and other equipment.
In addition, on the occasion of a magnitude 7.1 offshore earthquakethat hit Fukushima Prefecture on February 13, 2021, amid concern
about the spread of COVID-19, Teijin Healthcare again placed toppriority on the safety of patients and, after completing the

Evacuation shelter in Kurashiki City, Okayama Prefecture (elementary
school)Teijin Group Sustainability Website Content 2021

confirmation of safety as quickly as possible, implemented
emergency response support.
<Main support overseas>
Teijin Limited donated 500 kg of OLSORB, a high-performance oil-absorbent sheet, to assist the cleanup of fuel oil spilled when the freighter
Wakashio ran aground off the island of Mauritius in the Indian Ocean. (This amount would allow the absorption of about 10 tons of oil.) Teijin
made the donation to the government of Mauritius through Mitsui O.S.K. Lines, Ltd., which was tackling environmental recovery in the area.

Support for the prevention of COVID-19 infection
The Teijin Group as a whole (domestic and overseas) made donations of approximately 109,000 masks, 300 protective clothing wear, and 3,200
nitrile rubber gloves to facilities, including medical institutions, welfare nursing homes, and airline companies (return charter flights) where
essential workers were engaged in work.
Furthermore, in Japan, we provided polycarbonate resin sheets for use in face shields (equivalent to 700,000 yen) and non-woven fabric formasks (equivalent to 1,500,000 yen ) free of charge to manufacturing companies and others.
Overseas, Esteve Teijin Healthcare (Spain) donated about 700,000 yen to hospitals, Continental Structural Plastics Holdings Corporation (UnitedStates) donated about 100,000 yen to food banks, Teijin Chemicals Plastic Compounds (Shanghai) donated about 50,000 yen to charities, andInapal (Portugal) guaranteed salaries for employees who worked as volunteer firefighters. This aid is equivalent to 18 million yen (fromFebruary 2020 to end of March 2021).
In addition, the Group has declared support for the prevention of COVID-19 infections and stated that it will not seek any consideration orcompensation for acts aimed at the diagnosis, prevention, containment, and termination of the spread of COVID-19 infections and will not
exercise patent rights, utility model rights, design rights, and copyright rights held by the company for a certain period of time.
For details, see COVID-19 Related Initiatives and Announcement