Our Group Initiatives
for the Fiscal Year Ending March 31, 2024
May 19, 2023
Wacoal Holdings Corp.

1

Wacoal Holdings Mission

MissionFounding
Principles

2*Reiteration from June 3, 2022 Mid-term Management Plan Summary

WACOAL empowers people with the confidence that comesfrom looking and feeling their best.
As a global leader, we welcome everyone into our caring
community built on mutual respect, diversity, and inclusion.

＜Our Culture＞
We, the employees andmanagement of WACOAL, will
maintain a refined corporate
culture based on mutual trust andwill continually strive to make theCompany a global leader in theindustry.

＜Our Promise＞
We will contribute to society byhelping women to express theirbeauty.

＜Our Values＞
Create products loved by customers
Develop new products that meet the needs ofthe times
Conduct business in a fair manner with aforward focus
Build a better Wacoal through better humanresources
Fear not failure and boast not of success*Reiteration from June 3, 2022 Mid-term Management Plan Summary

What We Aim For in VISION 2030

Evolve and grow into the global Wacoal Group by utilizing our elevatedminds and quality through beautifying and enriching each individual's body

Medium- to Long-termManagement Strategy Framework

VISION 2030

CreateExpectations

Management Strategies

×

Materialities (Material Issues)

Respond to
Requests

Behavioral Guidelines for
Executives and Employees×
Commitment

3

3◼ Achieve global growth◼ Provide greater value / Expand our business areas◼ Create a culture where diverse human resources
can play active roles◼ Have an operating margin and ROE around 10%◼ Solve materialities (material issues)(Strengthen responses to environmental andsocial issues)◼ Continuously improve the executive compensation
system◼ Optimize the Board of Directors' member structure◼ Optimize the capital structureVISION 2030 Management Strategies*Reiteration from June 3, 2022 Mid-term Management Plan Summary

Create New Value from an Innovative Perspective and Achieve Sustainable Growth
VISION 2030
Management Strategies

Business areas (Categories to strengthen moving forward)“Beauty”“Comfort”“Health”

We will cultivate and expand the beauty, comfort, and health areas with new

Improve domestic
profitability and expand
our business areas

PromoteSustainability
Management

Expand overseas businesses
and transform them into
high-revenue structures

Strengthen the Group's
management capabilities

Shift to more capitalefficient management

4

products and services backed by our elevated minds and quality

Review of the first year of the medium-term plan (FY2023-FY2025)➢

The strategy's effectiveness has not improved both in Japan and overseas, and our performance is significantly lower
than the initial plan. The gap with the target for the final year of the medium-term management plan is widening
Japan

Overseas

172.1

205.0
vs initial plan
-3.4
（-5％）

66.7

134.9

vs initial plan
-13.0（-10％）

121.9

59.2

205.0

188.6

70.1

220.0

vs FY2023＋6.8（＋10％）

73.5

Overseas Business
+13.3

86.8

vs FY2023
＋9.6
（＋8％）

131.5

Domestic business
+1.7

133.2

Revenue
112.9

FY2022

FY2023 initial plan

FY2023 results

FY2024 plan

FY2025 plan

16.0
6.2

事業
Business利益
profit

7.0
2.4

0.5
1.8
-1.3
FY20225

4.6

vs initial plan
＋0.7（＋28％）
vs initial plan
-3.6（-78％）FY2023 initial plan

4.1
3.1
1.0

6.0
vs FY2023＋0.4（＋13％）vs FY2023＋1.5（＋144％）FY2023 results

3.5
2.5
FY2024 plan

Overseas Business+2.7
Domestic business
+7.3

9.8

FY2025 plan（billions of yen）

Review of the first year of the medium-term plan (FY2023-FY2025)➢ Although the management system was renewed during the fiscal year, many issues have remained interms of strengthening profitability
➢

P/L

➢
➢

B/S

➢

➢

Governance

Human capital

➢

➢
➢

➢
Corporate culture ➢6

A delay in response to changing consumer needs (decreased product appeal, sluggish sales
due to delayed local marketing strategies)
Delays in cost reductions, inventory adjustments, and other actions due to overoptimistic
estimates of the profit and loss plan
A decline in inventory control functionality due to sudden fluctuations in sales and production
delays in recent years
Necessity to improve the management indicators of each business division (effective use oflimited management resources)
Where the responsibility for the management strategy lied was unclear, and the strategy's
effectiveness did not improve
Holdings' supervisory performance for company operations is also inadequate and needs
improvement
Poor business productivity per capita (issues remain in terms of optimizing staff organization)
Secure and develop staff capable of maximizing value to offer to our customers andimproving profitability

Employee motivation decreased due to prolonged stagnation
Lack of communication between management and site staff, between divisions, and within
the workplace

Management issues to address*Reiteration from May 12, 2023 FY2023 Financial Results Presentation➢ Improve profitability and capital efficiency, and quickly restore stagnant PBR to
more than double the current level➢ Establish an appropriate management system that can enhance corporate value
B/S

Focusing on capitalefficiency,change management
further➢➢ We recognize that it is important toimprove profitability and capital efficiency,
and to quickly restore stagnant PBR to
more than double the current level➢ By shifting to a management style that➢
focuses on profitability and capitalefficiency more than ever before and byimproving our execution of strategies,
each operating company and businessdivision will increase corporate value
7

Governance

Enhance supervisory
functions

It is necessary to further strengthen the ➢supervisory function of the Board of
Directors over business execution and toenhance the effectiveness ofmanagement➢
In order to steadily improve profitability
and capital efficiency, we will appoint anadditional outside director withexperience and knowledge in investment
and financial/capital markets, verifying
the skill set of the Board of Directors

P/L

Improve businessprofitability

Due to the inadequate response tochanging consumer needs and consumer
behavior following the COVID-19 pandemic,
the recovery of revenue was delayed
It is necessary to regenerate growth byproviding new customer experience value
and creating new businesses, while
continuing to reform the cost structure andimprove business efficiency

Summary for FY2024 Initiatives
Led by the Board of Directors, we will promote the transformation of management to focus on capital efficiency
By revising the medium-term management plan, we will improve the certainty of achieving the plan set forth in“VISION2030”➢➢

1

Growth strategies and structural reforms based on a highly
effective medium-term management plan

Revision of the medium-term
management plan

➢ We will review the business strategy of the current medium-term management
plan announced in the March FY2023 term and also consider and announcemeasures to strengthen our management foundation in order to improve
profitability and capital efficiency

Significant failure toachieve the targets ofthe first year of themedium-term
management plan
(Struggles in Japan, theUnited States, and China)

FY2024
turning point

2

Thorough business portfolio management

Management focused on capital efficiency➢ Holdings and each operating company and businessdivision will shift to management that focuses on
profitability and capital efficiency more than ever, andimprove the effectiveness of management

Increase strategy effectiveness(Strengthening of human capital)

3

Improve thecertainty ofachieving the planfor "VISION2030"

Replenish our skill set for investment andfinancial/capital markets

Strengthening of management
supervisory functions➢ In order to transform management with a better awarenessof capital costs, we will examine the skill sets of directors andappoint additional outside directors with knowledge of theinvestment and financial/capital markets

8

1

Growth strategies and structural reforms based on a highly effective medium-term management plan

Revision of the medium-term management plan
（Disclosed mid-November 2023）➢ In addition to reviewing the business strategy of the medium-term management plan, we will consider measures to strengthen
our management foundation to improve profitability and capital efficiency➢ The new management team is also taking the lead in analyzing and evaluating the company's capital profitability and market
evaluation, as well as its policies, targets, management indicators, specific initiatives, and timelines for implementing PBR
improvements. We are planning to disclose the medium-term management plan at the same time as the revision➢ Swiftly recover the Wacoal Group's performance➢ Increase strategy effectiveness, improve profitability and capitalefficiency, and achieve a PBR of 1x

Aim of therevision

Reform items
KPIs to be disclosed in
NovemberCost structurereform➢Measures9➢

Business
structure reform(Closing of
unprofitable
stores, etc.)

Portfolio reform(Selection andconcentration ofbrands andbusinesses)

Validation offinancialstrategy

Governancereform(Corporate
culture reform)

Consider incorporating ROIC as a management indicator that can be handled at the department level rather than as a
KPI for management only (the details of specific initiatives, timelines for achievement and KPIs will be disclosed in midNovember)
In order to transform management in order to focus on profitability and capital efficiency, and strengthen managementmonitoring from the same perspective, additional outside directors with knowledge of investment and financial/capital
markets will be appointed (two persons will be appointed at the General Meeting in June FY2023)

2

Thorough business portfolio management

Management focused on capital efficiency（ROIC management）➢We will achieve sustainable growth and increase corporate value over the medium to long term bymaking Holdings and each operating company and business division shift to a management style that ismore conscious of profitability and capital efficiency than ever before, and enhancing management
effectiveness

P/L-oriented business operations

Business
operations
focusing on
capitalefficiency
andprofitability

Promotion of
disciplined
business portfolio
management withROIC used as anindicator

Lack of understanding of management
resources(Deterioration of inventory control functions)present

Unclear criteria for withdrawal(Preservation of unprofitable businesses)

An investment strategy based on sales
expansion(M&A failures, impairment losses recorded)

10

Resource
allocation
towards a
growingbusiness

Review ofassets heldbyunprofitablebusinesses

Disciplined
M&AReplenish our skill set for investment and financial/capital markets

3

Strengthening of management supervisory functions➢ Replenish our skill set for the investment and financial/capital markets in order to transform management with anawareness of capital costs➢ Strengthen supervisory functions by increasing the number of outside directors (Clarification of the roles of supervisionand execution)

Officer structuring and skill matrix exercises will be held after theOrdinary General Meeting of Shareholders scheduled for June 2023
Name

Independence(for outside
officer only)

Company
Management(Experienceand Insight)

MasaakiYajima●Akira
Miyagi●

Shigeru
Saito

●

●

Tsunehiko
Iwai

●

●

Chizuru
Yamauchi●●

Additional
Appointment

Hisae
Sato

●

Additional
Appointment

Koji
Nitto

●

11

●

Legal/
Compliance

Investment/
Financial/Capital Market

Finance/
Accounting

Sustainability
Diversity &Inclusion

Human
Resource/
Organizational
Development

GlobalAwareness

DigitalTransformation

●
●

●

●

●
●

●

●

●

●

●

●

●

●

●

●
●

MarketingTechnology/
Production
Quality
Control●●

Note: Mr. Yasuhiro Shimizu, a new director candidate, has requested to withdraw his candidacy for personal reasons, and the Boardof Directors agreed to accept his request at the meeting held on May 12, 2023●

3

Replenish our skill set for investment and financial/capital markets

Strengthening of management supervisory functions➢Achieve an increase in corporate value over the medium to long term by enhancing management
effectiveness and improving profitability and capital efficiency
Additional
External
Director

External
Director

External
Director

External
Director

Shigeru
Saito

Tsunehiko
Iwai

Chizuru
Yamauchi

Hisae
Sato

Koji
Nitto

Date of
Birth

January 26, 1957

November
1979

Joined TOSE CO., LTD
General Manager of Development
Department

October1985

Director of TOSE CO., LTD.

February
1987

Representative Director and Presidentof TOSE CO., LTD.

September
2004

Representative Director and President,
and CEO of TOSE CO., LTD.

December
2015

Representative Director and Chairman,
and CEO of TOSE CO., LTD. (current
position)

12

Additional
Appointment

External
Director

He is currently the Representative Director andChairman of a software development firm which
operates globally and Outside Director of anothercompany. His extensive knowledge and insight asa company manager enable him to contribute to
the management of the Company. Ms. Saito also
has expertise in the IT area and gives valuable
opinions and advice regarding the digitaltransformation strategies of the Company. We
expect that he will provide advice that willcontribute to enhance our corporate value andstrengthen oversight over the Company.

June 2017

Appointment

Outside Director of the Company(current position)

He has expertise in research, production, andtechnology, in addition to the knowledge andinsight he has gained as a corporate executive,
including serving as the representative directorof a global cosmetics manufacturing and sales
company. In addition, he is the chairman of our
executive nomination and compensation
advisory committee. We expect that he will
provide advice that will contribute to theenhancement of our corporate value in the
future.
Date ofBirth

May 28, 1953

April 1979

Joined Shiseido Co., Ltd.

April 2002

General Manager of Product Commercialization,
Planning Department, Shiseido Co., Ltd.

In addition to her extensive knowledge andexperience as a manager, she has expertise indiversity and inclusion. We expect that she will
provide advice on human resource strategies
such as women's activities and human resource
development, as well as advice that contributes
to the enhancement of corporate value, andsupervise the management of the Company.

She has experience as an asset management
consultant at a foreign organization and humanresources asset management consulting firm
and as the chief investment officer of an
automobile manufacturing and sales company,
where he oversaw pension assets on a global
level. We expect that he will utilize theseexperiences to enhance the corporate value of
our company.

Date of
Birth

February 25, 1957

Date of
Birth

October 16, 1961

April 1975

Joined Nippon Life Insurance Company

March
2009

Head of Kagayaki Promotion Office, Nippon Life
Insurance Company

April
1985

Joined the Hokkaido Takushoku Bank,
Limited

March
2014

General Manager, Service Planning Dept., Nippon Life
Insurance Company

September 1997

Joined Watson Wyatt K.K. (current Towers
Watson Investment Services K.K.)

March
2015

Executive Officer, General Manager, CSR Promotion
Dept., Nippon Life Insurance Company

February
2004

Joined AIG Global Investment Corp., Japan(current PineBridge Investments Japan Co.,
Ltd.) as Deputy General Manager ofInstitutional Business Development
Division

Septemb
er 2005

Joined Nissan Motor Co., Ltd. as Shukan,
Chief Investment Officer, Treasury
Department

April
2008

Member of the Investment Committee, theGovernment Pension Investment Fund ofJapan

April 2008

Corporate Officer, General Manager of Technical
Department, Shiseido Co., Ltd.

March
2019

Managing Executive Officer, General manager of Health& Productivity Management Promotion Division, Nippon
Life Insurance Company

June 2014

Director, Corporate Executive Officer in charge of
Research & Development, Production andTechnical Affairs, Shiseido Co., Ltd.

July 2019

Director and Managing Executive Officer, Generalmanager of Health & Productivity Management
Promotion Division, Olympic & Paralympic Games
Promotion Dept., Public Affairs Dept., CSR Promotion
Dept., Health Management Dept., Nippon Life Insurance
Company

January
2016

Representative Director, Executive Vice President
Chief Technology & Innovation Officer, ShiseidoCo., Ltd.

March
2018

Senior Advisor, Shiseido Co., Ltd.

June 2018

Outside Director of the Company (current
position)

April 2022

Outside Director, Cross Plus Inc. (current position)

May 2021

Chair, Diversity and Inclusion Sub Committee, Labor
Policy Committee, Kansai Economic Federation

March
2022

Director, Nippon Life Insurance Company

June
2016

Councilor, International Christian
University (current position)

July 2022

Advisor, Nippon Life Insurance Company (current
position)

June
2017

Trustee, International Christian University(current position)

He has extensive experience as CFO andGeneral Manager of the Global Strategy Divisionof an electronics manufacturing and sales
company that operates a global control
equipment business. In particular, we believethat his knowledge and insight based on his
experience leading "ROIC management" at acompany with multiple business portfolios willcontribute to improving our profitability andcapital efficiency.
Date of
Birth

February 1, 1961

April
1983

Joined OMRON Corporation

June
2011

Executive Officer, Senior General Manager,
Global Resource Management HQ, OMRONCorporation

April
2013

Managing Executive Officer, Senior General
Manager, Global SCM and IT Innovation HQ,OMRON Corporation

April
2014

Senior Managing Executive Officer, Global
Strategy HQ, OMRON Corporation

June
2014

Director, Senior Managing Executive Officer,
Global Strategy HQ, OMRON Corporation

April
2017

Director, Senior Managing Executive Officer,
Chief Financial Officer (CFO), Global
Strategy HQ, OMRON Corporation

April
2023

Director, OMRON Corporation (current
position)

Holding
Company

Initiatives to improve the effectiveness of the Wacoal Group's strategy

Initiatives to strengthen progress management and monitoring

A Holdings-led Group Strategy Committee (tentative name) will be established to monitor the revision of the mediumterm management plan and its effectiveness✓ Some projects have already started, and we have decided to revise the medium-term management plan
✓ It is assumed that monitoring will also be conducted using ROIC as an indicator described above✓ Outside directors will also participate in the Committee and each project as necessary✓ To enhance the accuracy and effectiveness of structural reforms, we will consider the use of external
consulting services■Promotion system

Board of Directors(Some projects have already started)

Group Strategy Committee(tentative name)13(As required)
Use of external consulting services

Management Bases

Overseas Group

Domestic Group

Wacoal Business Structural
Reform Project (tentative name)➢ Effective use of assets➢ Improve capital efficiency➢ Build a management system using
ROIC as an indicator➢ Review the compensation structure➢ Reexamine medium to longterm strategies, mainly for theUnited States and China➢ Plan to cope with issues basedon the forecast for the first halfof the year

➢ Enhance growth strategy andrevenue(Described on pages 14 and 15)

JapanWacoal corp.

Policy bringing back Wacoal's growth and improvement of profitability

Re-structuring of branding and customer strategies

Wacoal defines marketing as "all activities that create value for customers" to reconstructa marketing system that integrates numerical values and sensibilities (from 24SS)➢ About Marketing Advisor

We appointed Mr. Sugiyama of SEN Marketing as a marketing advisor

1

We will articulate the customer image of our brand, the brand story, the growth path, and the necessity of being
selected by customers, and build a "brand strategy" that takes into account overall optimization. We will promote acompany culture that facilitates the creation of a brand that will be deeply cherished by customers well into the future.

2

We will restructure our customer strategy based on what kind of value we provide and to whom we provide it. Basedon customer data and insight surveys, we will raise our standards of customer understanding, review management
indicators to achieve "maximization of LTV," and take other highly pinpointed measures.

We will newly establish a meeting structure under the directcontrol of the president in order to cooperate with eachdivision and speed up the resolution of business issues. We
will hold weekly, monthly, and seasonal meetings todetermine solutions to critical issues, track progress, andimplement verifications, etc.

Representative Director, President and CEO

Keisuke KawanishiMarketing Meeting and the IT Department will also participate

If necessary, the Engineering/Production Headquarters

Product Development andMerchandising Div.
Director, Corporate Officer

Marketing Div.
Director, Corporate Officer

Atsuko Shinoduka

Mitsuru Sekiguchi◆◆

14

Sales Div.
Corporate Officer

Innovation Strategy Dept.
Human Science Research &Development Center◆◆

CX Designing Dept.
Marketing Strategy Dept.

Hirofumi Inoue◆◆

Advertising Dept.
Customer Support Center

Maximizing our value proposition and establishing a competitive advantage by strengthening marketing,developing brands, acquiring new customers through the use of 3D technology, and strengthening
collaboration with the Human Sciences Research and Development Center, etc.

marketingCorporate Value Creator

Shigekazu
Sugiyama

1987
Prior to joining Shiseido Company, Limited in 2009 as the head of theMarket Information Office of Corporate Planning Department, he worked
in the Market Information Department and Marketing Division of Lion
Corporation, and worked for Coca-Cola(Japan)Company, Limited as the
Executive Manager of the Management Information Department.
2012
Became an executive officer in charge of corporate culture andadvertising production.
2014
In charge of the marketing space for the domestic cosmetics business.
2015
Director of Cosmetics Brand Business Division, Japan Business
Headquarters.
2017
Became the CEO of Shiseido Japan.
2020
Retired from Shiseido. Established SEN Marketing Office.

JapanWacoal corp.

Policy bringing back Wacoal's growth and improvement of profitability

Speeding up of cost structure reform➢

The biggest issue with the Group management is to improve the profitability of
Wacoal Corp. At the current stage, we will undertake further structural reform

1

The SG&A ratio is assumed to be 53.8% for the March FY2024 term. In response to variable cost increases, we proceeded by
reducing personnel costs through the continuation of personnel planning management and by reducing advertising expenses, the
SG&A ratio was expected to decline by 3.1 pts from the previous fiscal year, but the ratio remained high2

Currently, the new management team is taking the lead in considering additional improvement measures, the implementation
schedule, profit/loss impact, and a promotion system.
(In order to enhance the accuracy and effectiveness of structural reforms, we are also considering the use of external consulting
services.)

The amount of sales, as well as general andadministrative expenses related to sales of Wacoal Corp.
Although cost reduction and personnel planning
management were promoted,
the SG&A ratio remained high due to the delay insales recovery（billions of yen）
FY2020

FY2024 plan

Cost reductions

Personnel costs

24.7

19.4

-5.3

General expenses

29.3

28.5*

-0.8*

*excluding the impact of revenue recognition (approximately 5.7)
Personnel costs

revenue

Cost of sales

Wacoal Cost Structure(FY2023)

1. Improvement in revenue(1) Selection of and focusing onbrands(2) Lowering of manufacturing costs(3) Reduction of production capacityand material costs
Advertising
costs

Packing/shipping Personnel
costs Salesperson
personnel
cost

51.0％

31.2％

2. Improved expenses(4) Improvement of store profit/loss /closing of unprofitable stores(5) Promotion of personnel planning
management(6) Reduction of other general
expenses

53.5％

59.0％ 57.4％

28.4％

29.1％

22.6％

24.4％

FY2019FY202032.0％

General expenses

56.9％

53.8％

35.0％
34.3％

27.8％

25.4％

21.9％

19.5％

Asset rentals
Depredation cost
goodwill cost

販売費及び一般管理費

15

Others

FY2021

FY2022

FY2023 FY2024 plam

Created on the basis of data before consolidation adjustment.
Operatingloss

Overseas

Improvement of profitability in the U.S. and China businesses

Europe, U.S.,
ChinaStrengthening of e-commerce business and improvement of business efficiency

In addition to strengthening the e-commerce business, which is our core strategy, we will
strengthen our product appeal according to the characteristics of each market.
On the other hand, bearing in mind the downside risk of the sales plan due to the deteriorationof consumer sentiment, we will aim to secure the target profit by implementing appropriate
cost control according to the sales situation. At the same time, each company will focus on
decreasing inventory levels➢ About the new designer at Wacoal China
Sachiyo Wakashiro
Wacoal China Co., Ltd. Wacoal Brand
Design Director
After joining Wacoal Corp. in 1990, she worked
as a pattern maker, and in 2005 became thechief designer of the "Salute" brand. After
arriving at her new post with Wacoal China towork as a designer for Wacoal brands in China in
2011, she worked as a lingerie director for
Wacoal Europe from November 2016, and won
the "Designer of the Year 2018" award. She has
been in her current position since April 2022

Wacoal America：Revenue plan YoY+3%、Business Profit plan ＄11 million（YoY+5％）

U.S.
All figures are in
local currency.

- Increase our e-commerce (+10%) by promoting measures to increase average order value(AOV) and conversions- Raise prices by about 4% for products from both Wacoal and b.tempt‘d
IO Inc.：Revenue plan +30% 、Business Profit plan -＄5 million （loss）Improved by $7.7
million from the previous year
- Continue to improve the efficiency of sales promotion that we see currently. Implement appropriate cost
controls according to sales- Review and revise the pricing strategy across the board to change prices to those that match the
product value from April 2023

China
All figures are in
local currency.

Wacoal China Co., Ltd. ：Revenue plan +54% 、Business Profit plan 22 million yuan
Improvement of 57 million yuan from the previous period- Aim to recover sales by +7% from the March FY2020 term in terms of figures excluding the impact ofsettlement adjustments- Hire a designer and a director of the e-commerce business to strengthen product appeal and the e-commercebusiness- Optimize personnel organization and costs according to the sales situation after the restart

Downside risk regarding revenue planning- Slow sales and lower profits due to a deterioration in consumer sentiment caused by rising interest rates meant to curb inflation- Increased manufacturing costs due to continually soaring transportation expenses as well as raw material prices and rising personnel expenses- Various country risks including political changes and conflicts- Recording risk of impairment losses on intangible assets (residual remaining book value of the business: 16.2 billion JPY Wacoal International: 6billion JPY, Wacoal Europe: 10.2 billion JPY)

16➢

First 3D smart & try store to be opened in the U.K.
We will aim to expand sales by linking our own e-commerce and3D smart & try stores
The first 3D smart & try store will open in Bath during the MarchFY2024 term

ESG
Sustainability

Climate Change/Human Rights/Resource Circulation/promotion of responsible procurement activities

Promoting responses to environmental and social issues in the supply chain

In April 2022, we established the Sustainability Committee and four Promotion
Subcommittees to strengthen our response to important sustainability issues

1➢ New NBF hanger* commenced use

The Sustainability Committee meets regularly on the same day as the Board of Directors
Meeting to formulate specific measures to address sustainability issues, monitor progressstatus, and evaluate the status of goal achievement
In the March FY2023 term, seven meetings were held to discuss the "reduction ofgas emissions in the supply chain," "promotion of the adoption of
2 greenhouseenvironmentally friendly materials," "promotion of responsible procurement activities," and"promotion of respect for human rights in the supply chain"promotion system

Subcommittee for
Carbon Neutral

Subcommittee for
Resource Circulation

objective

Subcommittee for
Human Rights, D&I

17

In order to recycle plastic
resources and reduce CO2
emissions, we havedeveloped a recyclable
hanger that can be recycledfrom other hangers together
with another group in theindustry. To be launched in
the mass merchandiser
channel in July 2023
Initiatives for FY 2024

- Selected partner companies for formulating scenarios(transition plans) for reducing greenhouse gas emissions atdomestic business sites- Acquired energy data from all overseas business sites(offices, warehouses, factories)- Formulate investment plans such as reduction programs andenergy-saving equipment for domestic business sites- Calculate greenhouse gas emissions at overseas business sites
and consider reduction programs at major factories- Start collaborating with suppliers to reduce Scope 3 emissions- Defined environmentally friendly materials (Interim standards
for environmental materials, material mixture ratios)- Established three-year targets for the usage rate ofenvironmentally friendly materials- Established three-year targets to reduce the disposal of
products and residual materials- Consider disclosing information on standards and amount usedof environmentally friendly materials- Promote the development of environmentally friendly
materials- Promoting individual measures to reduce the disposal of
products and residual materials

Promotion of CSR
procurement activities(Responsible procurement
activities)- Started CSR procurement activities at outsourced factories ofoverseas subsidiaries- Revised standards for on-site audits and supporting audits- Promoted corrective and improvement activities for issues
that arose at outsourced factories- Expand the scope of CSR procurement activities(Start activities for monitoring raw materials and dye houses)- Strengthen monitoring to improve the effectiveness of CSR
procurement activities

Promotion of D&I andrespect for human rights- Conducted a simple assessment of human rights issues in the
supply chain- Conducted interviews with experts in preparation for thelaunch of Human Rights DD- Conducted interviews with experts to promote D&I- Implement human rights risk assessment (identify humanrights risks and select important themes)- Strengthen measures to comply with the revised Act for
Eliminating Discrimination against Persons with Disabilities- Implement human rights education

Achievement of adecarbonized society(Business activities withlow environmental impact)
Achievement of a resource
recycling society andpromotion of waste
reduction

Sustainability
Committee
Subcommittee for
CSR Procurement

Initiatives for FY 2023

※NBF: Nihon Body Fashion Association

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