Toray Industries Inc. Annual Report 2015

Plain-text annual report

Our Time to P J U M Annual Report 2015 April 1, 2014–March 31, 2015 . c n I , s e i r t s u d n I y a r o T 02 5 1 0 2 t r o p e R l a u n n A Profile Toray Group is an integrated chemical industry group aiming to be a global top company in advanced materials based on the firm belief that, “as the foundation of products, materials have the power to bring about fundamental transforma- tions in society.” Based on our core technologies of organic synthetic chemistry, polymer chemistry, biotechnology, and nanotechnol- ogy as the sources of value creation, we develop the Core Growth Driving Businesses of Fibers & Textiles and Plastics & Chemicals, Strategically Expanding Businesses of IT-related Products and Carbon Fiber Composite Materials, and Intensively Developing and Expanding Businesses of Environment & Engineering and Life Science in 26 countries and regions around the world. Toray aims to be a corporate group with high value for all stakeholders and seeks to use the power of chemistry to address social issues worldwide guided by our corporate philosophy of “contributing to society through the creation of new value with innovative ideas, technologies and products.” Corporate Philosophy Contributing to society through the creation of new value with innovative ideas, technologies and products Corporate Missions For our customers To provide new value to our customers through high-quality products and superior services For our employees To provide our employees with opportunities for self development in a challenging environment For our stockholders To provide our stockholders with dependable and trustworthy management For society To establish ties and develop mutual trust as a responsible corporate citizen The Concept of our Corporate Slogan, “Innovation by Chemistry” The Toray Group adopted “Innovation by Chemistry” as its corporate slogan in April 2006 as a dec- laration of our intention to use chemistry as the driving force in our aim “to become a top global corporation in advanced materials.” The word “Chemistry” has two meanings. The obvious one is the science that forms the basis for the ad- vanced materials which we supply. The other is rapport. For us, that means maintaining a good rapport with ev- eryone who is involved with TORAY—customers, employees, stockholders, business partners, consumers, and people in the local community—and maintaining good rapport among the companies in the TORAY group and strong connections among our business offices throughout the world. “Innovation” is how we will realize our corporate philosophy of “Contributing to society through the cre- ation of new value with innovative ideas, technologies and products.” “Innovation” refers not only to technolog- ical innovation but to our intention to pursue innovation in all aspects of our corporate activities. Cautionary statement with respect to forward-looking statements Descriptions of predicted business results, projections and business plans contained in this annual report are based on forecasts and assumptions regarding the future business environment made at the present time. This annual report is not a guarantee of the Company’s future business performance. Established in 1926 as a manufacturer of rayon, Toray has evolved into a wide range of busi- ness areas from basic materials to processed products and a developer of a diverse range of products including the three major synthetic fibers—nylon, polyester, and acrylic—as well as high-performance films, engineering plastic resins, carbon fiber composite materials, electronics and information related products, high-performance membranes, and pharmaceuticals and medical materials. Innovation by Chemistry . c n I , s e i r t s u d n I y a r o T 03 5 1 0 2 t r o p e R l a u n n A Contents 02 InnovatIon by ChemIstry 08 Integrated value CreatIon 08 10 12 22 27 Toray Group’s vision Consolidated Financial & Non-financial Highlights To Our Stockholders and Investors Special Feature: Toray Enables the Future of Automobiles Toray Group Segments 36 Integrated value management 37 43 56 R&D and Intellectual Property Sustainable Management Corporate Information 59 FInanCIal seCtIon 101 Investor Information and Corporate Data Polymer Chemistry The Company has cultivated its core technologies in organic synthetic chemistry, polymer chemistry, and biotechnology since its inception while broadening its scope from fibers to films, chemicals, and resins and developing business in . c n I , s e i r t s u d n I y a r o T 04 5 1 0 2 t r o p e R l a u n n A Advanced Materials Generate Future Industry electronics and information related products, carbon fiber composite materials, medical & health, and water treatment. Toray recently added nanotechnology as a fourth core technology and is developing a diverse array of advanced materials targeted at growth markets. organic synthetic Chemistry biotechnology Advanced Materials Generate Future Industry 05 nanotechnology Toray Industries, Inc.Annual Report 2015History shows that advanced materials created in one period become the core drivers of industry in the next period. This means materials, which are 06 the foundation of all products, have the power to potentially bring about a fundamental transformation in society and people’s lives. Toray Industries, Inc.Annual Report 2015materials can change our lives Fiber that absorbs moisture From the skin and produces heat Toray combined four materials—acrylic with high moisture reten- tion, rayon that generates heat from moisture vapor, polyester that quickly absorbs and dries sweat, and polyurethane that stretch- es for a soft fit to create the functional HEATTECH® innerwear that quickly absorbs sweat and turns it into heat. Created by using the power of chemistry to create the same level of functionality as nat- ural fibers, HEATTECH® consistently provides world-class quality and continues to be advanced to provide even greater comfort to the people who wear it. HEATTECH® is a registered trademark of Fast Retailing Co., Ltd. carbon Fiber that is substantially lighter and stronger than steel and will not rust Carbon fiber is one quarter the weight while providing 10 times the tensile strength of steel, plus it does not rust. Toray has tena- ciously honed its stable production technology for high-quality car- bon fiber over 50 years. Toray’s carbon fiber composite materials are currently used for 50% of the structural weight, including in the wings and fuselage, of Boeing Company’ state-of-the-art 787 Dreamliner enabling a significant reduction in weight and contrib- uting to reducing fuel consumption and CO2 emissions. The next area where Toray’s carbon fiber composite materials are poised to provoke major innovation is in automobiles. reverse osmosis membranes using nano-level Fine pores to turn seawater to Fresh water The conventional approach to desalinating seawater is the energy- intensive evaporation method in which seawater is evaporated for the removal of its salt content and impurities. Toray was one of the first to reverse osmosis membrane using fine pores enabling de- salination without requiring evaporation. The Company is current- ly developing sub-nanometer scale microstructure technology on the one ten-billionth of a meter scale. In addition to seawater de- salination, the technology is also being successfully used in a wide range of areas, such as for reusing wastewater. rustprooF non-metal Film that looks like metal Picasus® is an environmentally-friendly multilayer laminate film made of different polymers with thicknesses of just a few nanome- ters that provides the sheen and texture of metal without requiring coloring or plating. The film’s features include allowing electro- magnetic waves to pass through for wireless communication, the ability of integral molding with resin, the ease of applying print, and resilience to heat and chemicals. Since rust is not a concern, we are expanding the product’s applications from smartphones to automobiles for products that require a metallic-looking finish. Flame-retardant plastic with strong heat and chemical resistance Torelina®, a polyphenylene sulfide (PPS) resin, is super engi- neering plastic* that excels in such areas as heat resistance and chemical resistance, flame retardance, mechanical strength, and dimensional stability—even compared with other thermoplastic resins. With these features, it is used widely as a material in au- tomotive electronic components, electrical and electronic parts, office automation equipment, and home appliances. As a light- weight material, it is expected to find increased applications as a replacement for metals. * An engineering plastic developed by enhancing the properties of resin, which is normally vulner- able to heat. Super engineering plastics can withstand temperatures of 150˚C and higher for long periods of time. Functional material that biosenses body signals Toray took on a new challenge and collaborated with Nippon Telegraph and Telephone Corporation (NTT) to develop and com- mercialize hitoe™, a functional material capable of gathering biological information. Nanofibers measuring just 1/100th the di- ameter of a human hair are coated with special highly conductive polymers and are used for biosensing clothing with the ability to sense a heart rate, cardiographic waveforms, and other bioinfor- mation. Highly durable, formfitting and breathable, the material is attracting attention for use in sports, health, and medical fields and a variety of industries. Green innovation contributing to realizing an environmentally-friendly and sustainable low carbon society. Life innovation in the medical field centered on pharmaceuticals, medical materials and biotools and the healthcare field using ad- vanced materials. Our innovation at the most fundamental lev- el of materials vastly changes the world’s in- dustries, enables richer lifestyles, and one by one helps resolve the issues facing the earth’s environment, people, and society. Akihiro Nikkaku President . c n I , s e i r t s u d n I y a r o T 07 5 1 0 2 t r o p e R l a u n n A and MOre... Medium-term Management Program: Project AP-G 2016: Project AP-G 2016 is a three-year medium-term management program for implementing our growth strategies and fortifying our corporate structure to put us in a position to achieve our long-term corporate vision. Under the previous Project AP-G 2013, which completed in fiscal 2013, we made substantial progress expanding our businesses in growth business fields and growth regions and set the Group on a new path for growth. We are continuing this proactive management stance with Project AP-G 2016 that launched in fiscal 2014 and sets consolidated performance targets for fiscal 2016 of ¥2.3 trillion in net sales and ¥180 billion in operating income. . c n I , s e i r t s u d n I y a r o T 08 5 1 0 2 t r o p e R l a u n n A Integrated value Creation Trends in Operating Income (Billion yen) IT-II IT-2010 NT-II NT-21 AP-G 2016 300.0 AP-G 2013 180.0 150.0 123.5 102.4 103.4 93.0 81.1 107.7 100.1 105.3 83.4 51.2 56.8 33.0 18.8 36.0 40.1 FY 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 (Forecast) 2016 (Target) Around 2020 (image) Long-term Corporate Vision: AP-Growth TORAY 2020: Toray Group’s vision is to be “a corporate group that continually increases revenues and profits,” “a corporate group that proactively contributes to social development and environmental stewardship,” and “a corporate group that provides high value for all stakeholders.” To realize this vision, we are stepping up efforts to expand earnings and broaden our global operations while continuing to develop the green innovation and life innovation businesses. Our performance objective is attaining consolidated net sales of ¥3 trillion and operating income of ¥300 billion around the year 2020. Image of Financial Indicators Around 2020 Net Sales ¥3,000billion Core Growth Driving Businesses ¥1,500billion (50%) Strategically Expanding Businesses and Intensively Developing and Expanding Businesses ¥1,500billion (50%) Green Innovation Businesses ¥1,000billion (33%) Life Innovation Businesses ¥300billion (10%) Asia, Americas, Emerging Countries* ¥1,800billion (60%) 09 ( ) net sales ratio * Under “Project AP-G 2013,” sales forecast to Asia and Emerging countries was 1,500 billion yen. Forecast is revised as above in “Project AP-G 2016.” Operating Income ¥300billion Operating Income to Net Sales ratio 10% ROA 10% ROE 13% Trends in Operating Income (Billion yen) IT-II IT-2010 NT-II NT-21 AP-G 2016 300.0 AP-G 2013 180.0 150.0 123.5 102.4 103.4 93.0 81.1 107.7 100.1 105.3 83.4 51.2 56.8 33.0 18.8 36.0 40.1 FY 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Around (Forecast) (Target) 2020 (image) Toray Industries, Inc.Annual Report 2015Consolidated Financial & Non-financial Highlights Toray Industries, Inc. and Consolidated Subsidiaries Years ended March 31 Financial Highlights For the year: Net sales Operating income Net income Millions of yen Thousands of U.S. dollars*1 2015 2014 2013 2012 2011 2015 ¥2,010,734 ¥1,837,778 ¥1,592,279 ¥1,588,604 ¥1,539,693 $ 16,756,117 123,481 105,253 71,021 59,608 83,436 48,477 107,721 100,087 1,029,008 64,218 57,925 591,842 Cash flows from operating activities 141,282 161,455 100,815 104,410 129,214 1,177,350 Cash flows used in investing activities (140,662) (214,826) (107,525) (104,002) (50,734) (1,172,183) Free cash flows 620 (53,371) (6,710) 408 78,480 5,167 Cash flows from financing activities Capital expenditures Depreciation and amortization R&D expenditure (9,998) 41,475 124,929 118,207 81,480 59,504 78,743 55,500 26,167 99,135 67,588 53,342 (23,645) (33,039) (83,317) 98,384 67,443 51,450 55,942 70,479 46,566 1,041,075 679,000 495,867 At year-end: Total assets Net assets ¥2,357,925 ¥2,119,683 ¥1,731,933 ¥1,581,501 ¥1,567,470 $ 19,649,375 1,080,757 944,625 778,626 674,149 640,970 9,006,308 Per share of common stock (in yen and U.S. dollars): 10 Net income: Basic Diluted Cash dividends Net assets Ratios: Operating income to net sales Equity ratio ROA ROE Debt/equity ratio (times) Non-financial Highlights Number of employees Toray Domestic Overseas Percentage of women in management positions (non-consolidated)*2 Employment rate for the handicapped (non-consolidated)*3 ¥ 44.33 ¥ 36.59 ¥ 29.75 ¥ 39.41 ¥ 36.41 $ 0.37 44.28 11 35.70 10 28.90 10 37.46 10 34.43 7.5 616.70 527.32 444.45 384.90 363.90 0.37 0.09 5.14 6.1% 41.8% 5.5% 7.7% 0.71 5.7% 40.5% 5.5% 7.5% 0.76 5.2% 41.8% 5.0% 7.2% 0.73 6.8% 39.7% 6.8% 10.5% 0.77 6.5% 37.8% 6.4% 10.9% 0.83 7,232 10,299 28,258 7,123 10,247 28,511 7,097 10,177 25,310 6,976 10,303 22,948 6,797 10,261 21,682 8.33% 7.95% 7.49% 7.06% 6.77% 2.12% 2.07% 2.03% 1.96% 1.95% Social contribution activities*4 (billions of yen) 1.2 1.1 1.1 1.2 1.3 *1: U.S. dollar amounts have been converted from yen at the exchange rate of ¥120=US$1, the approximate exchange rate prevailing on March 31, 2015. *2: As of end April each year *3: As of end June each year *4: See page 11 for more details. Toray Industries, Inc.Annual Report 2015Net Sales (Billions of yen) 2,500 2,000 1,500 1,000 500 Operating Income and Operating Income to Net Sales Net Income (Billions of yen) 150 120 90 60 30 (%) 10 (Billions of yen) 100 8 6 4 2 0 80 60 40 20 0 Mar/ 11 12 13 14 15 16 (Forecast) Net Assets and Equity Ratio Cash Dividend Per Share 0 Mar/ 11 12 13 14 15 16 (Forecast) 0 Mar/ 11 12 13 14 15 Operating income (left) 16 (Forecast) Operating income to net sales (right) Cash Flows (Billions of yen) 200 150 100 50 0 -50 -100 -150 -200 -250 Mar/ 11 12 13 14 15 Cash flows from operating activities Cash flows used in investing activities Free cash flows (Billions of yen) 1,000 750 500 250 0 Mar/ 11 12 13 14 15 Net assets (left) Equity ratio (right) (%) 60 45 30 15 0 ROA and ROE Number of Employees (%) 12 9 6 3 0 Mar/ ROA ROE 50,000 40,000 30,000 20,000 10,000 11 12 13 14 15 0 Mar/ Toray 11 12 13 14 15 Domestic Overseas 11 (Yen) 12 10 8 6 4 2 0 Mar/ 11 12 13 14 15 16 (Forecast) Breakdown of Social Contribution Activities Academics, science research, education 51% Disaster relief and other activities 12% Environmental preservation 4% Community social welfare, international exchange 19% Art, culture, sports 14% Year ended March 2015 Toray Industries, Inc.Annual Report 2015To Our Stockholders and Investors Toray Group is advancinG GrowTh sTraTeGies and iTs compeTiTiveness in all aspecTs in iTs aim To be a corporaTe Group wiTh hiGh value for all sTakeholders. Fiscal 2014 Performance Review 12 Record levels of sales and profits I would like to begin this report by expressing our pro- found gratitude to our stockholders and investors for their continuing support. The global economy generally continued expand- ing at a stable pace in fiscal 2014. Business conditions steadily recovered in the United States and improved overall in Europe while China’s rate of economic expan- sion slowed and ASEAN region business conditions were flat. The Japanese economy stalled during the year as private demand and production activity suffered from a demand fallback following the demand rush before the increase in the consumption tax. Nevertheless, the moderate recovery trend continued, supported by the effects of government policies and other factors. In these conditions, the Group continued steadily advancing its growth strategies and further strength- ened its total cost competitiveness in accordance with the medium-term management program Project AP-G 2016, which was launched in April 2014 and will con- tinue through fiscal 2016. The result of these efforts were record levels of sales and profit in all categories in fiscal 2014 with year-on-year rises in consolidated net sales of 9.4% to ¥2,010.7 billion, operating income 17.3% to ¥123.5 billion, and net income 19.1% to ¥71.0 billion. The Company also improved its profitability and capital efficiency, raising the ratio of oper- ating income to net sales by 0.4 percentage points to 6.1% and ROE by 0.2 points to 7.7%. The Carbon Fiber Composite Materials segment led the Company’s profit growth on brisk demand and a widening range of product applications. The Plastics & Chemicals segment’s results were boosted by higher shipments of products for automotive and back sheets for solar cells applications. The Fibers & Textiles seg- ment overcame the impact of the consumption tax hike on domestic sales of materials for apparel applications to post sales and profit growth on brisk business in other sectors led by automotive applications. Based on the earnings performance for the period under review and taking into account the need to main- tain retained earnings necessary for future growth, Toray raised the per-share dividend payment by ¥1 yen year on year for an aggregate annual dividend of ¥11 per share in fiscal 2014. Toray Industries, Inc.Annual Report 2015 . c n I , s e i r t s u d n I y a r o T 13 5 1 0 2 t r o p e R l a u n n A Akihiro Nikkaku President To Our Stockholders and Investors Innovation and proactive management to make each business the global leader The Toray Group is actively implementing the medium- term management program Project AP-G 2016, covering the three fiscal years from 2014 to 2016. The project is the current stage toward fulfilling its AP-Growth TORAY 2020 long-term corporate vision for its business struc- ture and achieving the performance targets for consol- idated net sales of ¥3 trillion and operating income of ¥300 billion around the year 2020. Project AP-G 2016 is designed to continue advanc- ing and building on our accomplishments expanding businesses in growth fields and regions and to further advance the cost reductions and other measures to rein- force the business foundation while adding the third com- ponent of innovation and proactive management. The project sets fiscal 2016 consolidated targets of ¥2,300 billion in net sales and ¥180 billion in operating income. To achieve these targets, we are accelerating our busi- ness expansion into domains where we can fully lever- age Toray Group’s strengths and tackling our tasks with designing strategies to become the global leader in each of our business segments. At the same time, we will step up growth investment while maintaining financial soundness using a D/E ratio of 1 or below with the aim of steadily raising the divi- dend payment in line with our earnings performance. 14 Project ap-G 2016 Basic Strategies Eyeglass frames made of Torayca®, Toray’s lightweight high tensile strength carbon fiber Toray Industries, Inc.Annual Report 2015Pressing forward with the Group-wide projects In the eight basic strategies established in Project AP-G 2016, the priority measures identified are to expand business in growth fields, expand business in growth countries and regions, and bolster our competitiveness, and these are being strongly promoted in our Group- wide projects. As a way to achieve business expansion in growth fields, we are harnessing two key strengths, our tech- nological capabilities and global business foundation, to focus on developing advanced materials and new busi- nesses in two thematic domains: the Green Innovation Business Expansion (GR) Project, which contributes to solutions for environmental, resource, and energy issues, and the Life Innovation Business Expansion (LI) Project, which centers on contributing to pharmaceuti- cal, healthcare, and related fields. Business expansion in growth countries and regions is moving forward under the Asia, Americas and Emerging Country Business Expansion (AE-II) Project aimed at fully capturing the growing demand in coun- tries and regions like emerging countries. Total Cost Reduction (TC-III) Project continues the advances in reducing variable and fixed costs while also promoting production process innovation and total oper- ational cost reduction in sales and marketing. We have made significant progress with the Project AP-G 2016 Group-wide projects, and I would like to report the current status of each project. 15 Toray Industries, Inc.Annual Report 2015To Our Stockholders and Investors Increasing use of carbon fiber composite materials in aircraft plus automobiles The Green Innovation Business Expansion (GR) Project aims to expand business in fields that contribute to resolving environmental, resource, and energy issues, including energy conservation, new energy, biomass derivatives, water treatment, air purification, low envi- ronmental burden, recycling, and process innovation. The GR Project generated net sales of ¥565.5 billion in fiscal 2014, marking substantial progress toward the ¥700 billion target in fiscal 2016. Particular advances 16 Projec t AP-G 2016 Green Innovation Business Expansion (Gr) project Green Innovation Business Expansion Plan (Billion yen) 1,000 ( ) net sales ratio 700.0 (approx. 30%) 565.5 (approx. 28%) 463.1 (approx. 25%) 800 600 400 200 0 FY 2013 Actual 2014 Actual 2016 Target 2020 Image were made in new applications in the aircraft and auto- motive fields for carbon fiber composite materials, which promise to be a significant contributor as a next- generation lightweight material for saving energy. Agreement with Boeing to supply materials for the 777X model aircraft Toray entered into a basic agreement with Boeing, of the United States, to supply TORAYCA® prepreg carbon fiber materials for the aircraft maker’s 777X model aircraft planned to begin delivery in 2020 as the successor to the 777 model. We are cur- rently in talks with Boeing to extend the comprehen- sive agreement begun in November 2005 under which Toray is supplying TORAYCA® prepreg for use in the wings, fuselage, and other sections of the 787 model for another 10 years or more with the inclusion of the 777X model. The total value of the materials supplied for the 787 and 777X model aircrafts is expected to exceed ¥1 trillion. ©Boeing ©Toyota Motor Corporation Carbon fiber materials used in the Toyota Mirai fuel cell vehicle Toray’s carbon fiber mate- rials are used in the Mirai fuel cell vehicle, launched in December 2014 by Toyota Motor Corporation. Toray and Toyota teamed up to produce a carbon fiber rein- forced thermoplastic (CFRTP) material for use in the fuel cell “stack frame,” which protects the batteries and acts as all equivalent of a floor section for the automobile. This is the world’s first* use of CFRTP in the structural part of a (mass) production vehicle. Carbon paper Toray has developed for over 30 years was used for the electrode substrate of fuel cell stack—the heart of a fuel cell vehicle—and contributes to saving space while improving fuel cell stack performance. The Mirai also uses Toray’s high strength carbon fiber, which was specifically developed for strength, weight, and safety, as material for its high pressure hydrogen tank. The Toray Group is accelerating the technological development of carbon fiber composite materials for a variety of automotive applications. *Based on Toray research as of November 2014 Life Innovation Business Expansion Plan (Billion yen) ( ) net sales ratio approx. 140.0 (approx. 7%) 170.0 (approx. 7%) approx. 120.0 (approx. 6%) 300 250 200 150 100 50 0 FY 2013 2014 Actual Actual 2016 2020 Target Image Advanced Materials in LI Business Pharmaceuticals & Medical Toray Industries, Inc.Annual Report 2015Developing new businesses while expanding the pharmaceuticals and medical businesses The Life Innovation Business Expansion (LI) Project aims to expand business in our present pharmaceuti- cal and medical businesses and apply the Toray Group’s advanced materials, core and fundamental technolo- gies, and business foundation to improve the quality of healthcare, ease the burden at medical institutions, and contribute to health and longevity. In the pharmaceutical and medical businesses, we will achieve this by creat- ing new products and cultivating new business fields as well as strengthening development of our competitive advanced materials for medical equipment and health- care products. We will also collaborate with strategic partners, participate in medical clusters, and take other steps to expand business, accelerate development, and explore new business avenues. The LI Project produced net sales of ¥140.0 billion in fiscal 2014 as it steadily progressed toward the ¥170.0 billion target for fiscal 2016. The project is focused on expanding the pharmaceuticals and medical businesses while accelerating the development of new businesses. in Toray establishes its life innovation business brand Toray made a key strate- gic advancement the Innovation Business Life Expansion (LI) Project with the establishment of a new integrated brand logo for the Group’s life innovation prod- ucts, services, and related activities. The Toray Group is aiming to strengthen and expand the Life Innovation Business driven by a strong desire to apply its advanced materials and technologies to address social issues in the medical, health, longevity, and other fields and realize life innovation from a comprehensive perspective around the world. The brand logo for the Life Innovation Business links the first letters of life and innovation creating an image connecting the “i” representing human innovation and the surprise and smiles evoked by an exclamation point “!”. Toray participates in a development project for the next-generation cancer diagnostic system Toray is participating in an industry-academia-government collaboration project to develop the Company’s high sensitivity DNA chip 3D-Gene® for use in the world’s first biotool for early detection of biomarkers for dementia and 13 types of cancer, including breast and colon cancer. Proj ect A P- G 2016 Life Innovation Business Expansion (li) project 17 Life Innovation Business Expansion Plan (Billion yen) 300 ( ) net sales ratio approx. 140.0 (approx. 7%) 170.0 (approx. 7%) approx. 120.0 (approx. 6%) 250 200 150 100 50 0 FY 2013 Actual 2014 Actual 2016 Target 2020 Image Advanced Materials in LI Business Pharmaceuticals & Medical Green Innovation Business Expansion Plan (Billion yen) 1,000 ( ) net sales ratio 700.0 (approx. 30%) 565.5 (approx. 28%) 463.1 (approx. 25%) 800 600 400 200 0 FY 2013 2014 Actual Actual 2016 2020 Target Image Toray Industries, Inc.Annual Report 2015To Our Stockholders and Investors Further strengthening organic integration of overseas bases, developing new markets, and expanding business The Asia, Americas and Emerging Country Business Expansion (AE-II) Project encompasses numerous ini- tiatives, including developing products and strengthen- ing marketing and sales capabilities to meet the specific needs of each country, strengthening existing produc- tion infrastructure and establishing facilities in markets where we are not yet active, accelerating business expansion through alliances with leading local compa- nies, and expanding the advanced materials business to meet demand growth from expanding middle- and upper-income demographics. AE-II Project net sales continued steadily rising in fis- cal 2014 to reach ¥944.0 billion and represents 47% of 18 Projec t AP-G 2016 Asia, Americas and Emerging Country Business Expansion (ae-ii) project the Company’s total sales. The Toray Group is continu- ing to strengthen the organic integration of its overseas bases and establish new business bases as it seeks to attain ¥1,150.0 billion in net sales representing approxi- mately 50% of total sales in fiscal 2016. Key AE-II Project topics in fiscal 2014 are as stated below. Initiatives in Asia and emerging countries china: New R&D system established in Shanghai A new research facility was completed at Toray Advanced Materials Research Laboratories (China) Co., Ltd. (TARC) and a new R&D system was established for the Shanghai, China base. The new research facility has fully equipped testing, analysis, and assessment facilities, including molding and printing equipment, and provides complete product development and technical service functions for the Film, Carbon Fiber Composite Materials, Electronic & Information Materials, and other operations in China. indonesia: Expanded production facilities for high-performance polypropylene spunbond nonwoven fabric The Company committed to expanding the production facility for high-performance polypropylene (PP) spun- bond at P.T. Toray Polytech Jakarta (TPJ), in Indonesia. Demand for disposable diapers, which is the primary application for PP spunbond, is expected to grow rap- idly in ASEAN countries as income levels rise, and the Company is preparing to meet strong demand by bol- stering its supply structure from its bases in South Korea, China, and Indonesia. Asia, Americas and Emerging Country Business Expansion Plan (Billion yen) 1,800 ( ) net sales ratio 1,150.0 (approx. 50%) 944.0 (47%) 809.3 (44%) 1,500 1,200 900 600 300 0 FY 2013 Actual 2014 Actual 2016 Target 2020 Image Major Capital Expenditure Projects FY March 2015 ▶ Toray ▶ CFA (Toray Carbon Fibers America, Inc.) ▶ CFE (Toray Carbon Fibers Europe S.A.) ▶ TAK (Toray Advanced Materials Korea Inc.) FY March 2016 ▶ TAK (Toray Advanced Materials Korea Inc.) ▶ TPJ (P.T. Toray Polytech Jakarta) ▶ TCK （Toray Chemical Korea Inc.) ▶ TCA (Toray Composites (America), Inc.) Carbon fiber production facilities 128.5 120 113.9 77.1 77.5 62.5 59.5 55.5 Capital Expenditures Consolidated subsidiaries Depreciation Consolidated subsidiaries R&D Expenses (Billion yen) 150 Toray 142.0 (Billion yen) 100 Toray 92.0 (Billion yen) Consolidated subsidiaries Toray PPS (polyphenylene sulfide) resin production facilities High-performance polypropylene spunbond production facilities Polyester staple fiber production facilities Carbon fiber TORAYCA® prepreg production facilities 90 60 30 0 80 60 40 20 0 70 60 50 40 30 20 10 0 FY 2013 2014 2015 FY 2013 2014 2015 FY 2013 2014 2015 Forecast Forecast Forecast Toray Industries, Inc.Annual Report 2015Thailand: Preparing for growing CFRP parts demand in Japan and Thailand Toray committed to increasing the production capacity of carbon fiber reinforced plastic (CFRP) parts at Toray Carbon Magic Co., Ltd. (TCM) and its mass production plant in Thailand. Toray plans to introduce production and after processing facilities, such as autoclave mold- ing, machining, and painting, which will become opera- tional from the second half of 2014 through 2016. TCM is serving as the core of the Company’s CFRP composites business and is collaborating with the overseas bases in Germany and the United States to develop markets and broaden applications for CFRP. The Group is enhancing all stages of its supply chain from upstream carbon fibers to midstream intermediate materials and downstream CFRP composites to support strong business growth for the carbon fiber composite material business. india: Automotive airbag base fabric business established Toray and Kusumgar Corporates Private Limited to established Toray Kusumgar Advanced Textile Private Limited (TKAT) to manufacture and distribute airbag base fabric in India with operations planned to start in October 2016. The Toray Group has been boosting the quality competitiveness of its airbag business by inte- grating production of all materials from yarns to airbag textiles while strengthening its global production sys- tems and enhancing the R&D and marketing functions. Initiatives in the Americas mexico: Construction of a resin compounding base Toray and its U.S. subsidiary Toray Resin Co. (TREC) established Toray Resin Mexico S.A. de C.V. (TRMX) in Mexico, making Toray the first Japanese engineer- ing plastic manufacturer to establish its own resin com- pounding production base in the country. Constructed inside the Mexico plant of Zoltek Companies, Inc. which became a wholly owned Toray subsidiary in February 2014, the plant began operations in February 2015 with production capacity of 10,000 tons of nylon and poly- butylene terephthalate (PBT) resin compound annually. The TREC Indiana plant and New Mexico facility com- bine to give Toray an annual resin compound production capacity of 34,000 tons in the Americas. The Toray Group is seeking to grow its resin business by establishing a global network of resin compound- ing production bases with the aim of strengthening its supply structure and capturing the new demand aris- ing from the rapidly developing automobile industry in Mexico where automakers are setting up manufactur- ing bases to produce vehicles for export to the U.S. and other countries. Actively investing in global growth Project AP-G 2016 calls for aggressive investment in R&D and facilities aimed at realizing sustaining global growth. For the three years beginning in fiscal 2014, the program projects spending ¥400.0 billion for capi- tal investment and ¥180.0 billion for investment in R&D in such areas as strengthening core products and tech- nologies, advancing in new fields, and technologies, and production process innovation. In fiscal 2015, the Company plans to increase its investment in corporate growth from the previous fiscal year. 19 Capital Expenditures Consolidated subsidiaries Depreciation Consolidated subsidiaries R&D Expenses Asia, Americas and Emerging Country Major Capital Expenditure Projects Business Expansion Plan (Billion yen) 1,800 ( ) net sales ratio FY March 2015 ▶ Toray 1,150.0 (approx. 50%) 944.0 (47%) 809.3 (44%) 1,500 1,200 900 600 300 0 ▶ CFA (Toray Carbon Fibers America, Inc.) S.A.) ▶ CFE (Toray Carbon Fibers Europe ▶ TAK (Toray Advanced Materials Korea Inc.) FY March 2016 ▶ TAK (Toray Advanced Materials Korea Inc.) ▶ TPJ (P.T. Toray Polytech Jakarta) ▶ TCK （Toray Chemical Korea Inc.) ▶ TCA (Toray Composites (America), PPS (polyphenylene sulfide) resin production facilities High-performance polypropylene spunbond production facilities Polyester staple fiber production facilities Carbon fiber TORAYCA® prepreg production facilities (Billion yen) 150 Toray 142.0 (Billion yen) 100 Toray 92.0 (Billion yen) 70 Carbon fiber production facilities 128.5 120 113.9 90 60 30 0 77.1 77.5 80 60 40 20 0 60 50 40 30 20 10 0 FY 2013 2014 Actual Actual 2016 2020 Target Image Inc.) FY 2013 2014 2015 Forecast FY 2013 2014 2015 Forecast FY 2013 2014 2015 Forecast 62.5 59.5 55.5 Consolidated subsidiaries Toray Toray Industries, Inc.Annual Report 2015To Our Stockholders and Investors Creating a resilient business structure Target to reduce costs by ¥200 billion from 2014 to 2016 The Total Cost Reduction (TC-III) Project seeks to con- stantly strengthen our corporate structure and create a resilient business structure with the aim of reducing costs by ¥200 billion from 2014 to 2016 and thereby achieve a world-leading level of cost competitiveness. The primary objective of TC-III will be to extend and deepen the TC-II Project’s AP-G 2013 initiatives to cut variable costs and control fixed costs while also focusing on production process innovation and total operational cost reduction in sales and marketing. In fiscal 2014, the Company reduced variable costs by ¥30.1 billion and fixed costs by ¥19.9 billion. The Company has introduced a Performance Ratio (P-ratio) to monitor the ratio of growth rates for fixed costs and marginal profit with the aim of maintaining a rise in fixed costs in line with growth in profit during the business expansion. Management is seeking to hold the P-ratio at 1.0 or lower or otherwise maintain fixed costs within the divisional budgets. Production process innovation and total operational cost reductions saved another ¥14.6 billion in fiscal 2014, bringing the total reductions achieved under TC-III Project to ¥64.6 billion. While implementing the growth strategies described earlier, the Toray Group is also implementing compre- hensive measures to enhance its competitiveness. Projec t AP-G 2016 Total Cost Reduction (Tc-iii) project 20 Continuation of TC-II Innovation of Production Process • Continuing activities to reduce variable costs (over 3% each year and over 10% in three years) • Controlling fixed costs through P-ratio* accounting method (P-ratio = under 0.96 each fiscal year) • Activities involve participation of em- ployees group-wide • Set up innovative production process- es to achieve drastic cost reductions based on new perspectives and ap- proaches • Collaborate across organizations, be- tween research, technical, production and engineering departments Total Operational Cost Reduction in Sales and Marketing • Establish a highly competitive supply chain, by analyzing and understand- ing the operational costs and logistics systems Results of FY2014 Variable costs: Reduced 30.1 billion yen (Reduction ratio 3.6%) Fixed costs: Reduced 19.9 billion yen (P-ratio=0.98) Effects from innovation of production processes and total operational cost reduction in sales and marketing Total: 14.6 billion yen (Billion yen) 200 150 100 50 Reduce costs 200 billion yen in three years Reduced 64.6 billion yen 0 FY Target 2014 Actual *P(Performance)-ratio= fixed cost growth rate/marginal profit growth rate. Keep P-ratio below 1.0, or manage fixed costs for each division versus budget Toray Industries, Inc.Annual Report 2015 Rising sales and profits supported by ongoing economic recovery The Company got off to a solid start for the Project AP-G 2016 in fiscal 2014, the first year of the project, supported by ongoing general moderate economic recovery. The global economy is expected to continue steadily expanding overall driven by the U.S. and developed country economies. However, risk factors will need to be monitored, including slowing economic growth in China and some emerging countries and the poten- tial impacts from instability in the foreign exchange and international commodities markets. Moderate recovery is also expected for the Japanese economy supported by improving employment and income environments, recovery in exports, declining oil prices, and a boost from economic policies. The primary risk factor to mon- itor would be a downturn in overseas economic condi- tions, which could put downward pressure on Japanese business conditions. In these conditions, the Toray Group’s consolidated forecasts for fiscal 2016 are for net sales of ¥2,250.0 bil- lion, operating income of ¥150.0 billion, and net income attributable to equity holders of the parent of ¥87.0 bil- lion. Based on this outlook, we aim to increase our div- idend for a second consecutive year to an annual cash dividend of ¥12 per share. fiscal 2015 Perf orm anc e Forecast 21 The Toray Group will continue constantly seeking to be a global pioneer of technological advances and to develop and commercialize leading-edge technologies and new materials under the firm belief that, as the foundation of products, materials have the power to bring about fun- damental transformations in society. The Toray Group continues to strive to be “a corporate group that con- tinually increases revenues and profits,” “a corporate group that proactively contributes to social develop- ment and environmental stewardship,” and “a corpo- rate group that provides high value for all stakeholders.” Toray Industries, Inc.Annual Report 2015Consolidated Performance Results Forecast for Fiscal 2015(Billions of yen)(Billions of yen)FY2015 (Forecast)ChangesNet Sales2,250.0+11.9%Operating Income150.0+21.5%Net Income Attributable to Equity Holders of the Parent87.0+22.5%Our forecasts are predicated on an assumed foreign currency exchange rate of ¥115/US$1. Special Feature . c n I , s e i r t s u d n I y a r o T 22 5 1 0 2 t r o p e R l a u n n A TOrA y en Ables The FUTUre OF AUTOMObIles Toray’s fibers, resins, films, and carbon fibers are used in automobiles around the world. Toray’s advanced materials capabilities are creating new possibilities for the automobiles of the future. It all started from rAyOn Toray’s presence in the automobile industry dates back to 1941 when it began providing reinforced rayon fiber for tire cords to Tier 1 and Tier 2 suppliers of automobile manufacturers. The products we supply expanded from fibers to resin (plastics) and films and on to carbon fiber com- posite materials, and today our products are used in a virtually endless list of automotive parts and compo- nents from tire cords to airbags, seatbelts, switches, connectors, LCD color films, cabin filters, propel- ler shafts, spoilers, and hoods. Automotive materi- als currently account for approximately 10% of Toray Group’s sales with plastics resins comprising about 50% of these sales. List of Applications for Toray Materials Interior • Instrument panel • Seat • Door • Carpet • Ceiling FCV (Fuel Cell Vehicle) • PCU (Power Control Unit) • Battery module • LiB (Lithium-ion Battery) • Motor • Fuel cell (stack) • CHG tank HEV (Hybrid Electric Vehicle) • Engine • Propeller shaft • PCU (Power Control Unit) • Battery module • Motor • Battery charger Exterior • Side glass • Rear glass • Front bumper • Rear bumper • Mirror • Indicator • Back door • Roof • Grill • Lamp • Door • Tire Electrical • Wire harness • Optical fiber harness • Meter • Car navigation • Millimeter-wave radar • A/C • Onboard camera • Solar cell EV (Electric Vehicle) 23 • PCU (Power Control Unit) • Battery module • Motor • Battery charger Power train • ECU (Engine Control Unit) • Front end module • Power steering • Suspension • Wire harness • Propeller shaft • Engine the key word is lIGhTer In this way, the use of Toray’s diverse variety of mate- rials in automotive parts and materials has played a role in the history of making automobiles lighter. Even today, automobiles continue to use more and more electronics, and automakers are seeking components made from lighter materials because each new elec- tronic control device also adds to vehicle weight. Steelmakers are also working with automakers to make vehicles lighter through the development of more advanced, thin, and easy-to-process high-tensile- strength steel plates for use as structural materials such as car bodies. In the same way, automakers are looking to lighten vehicle weight by using plas- tic or aluminum rather than ferrous metal for com- ponents that are not part of the vehicle structure. Leveraging its strengths from many years of sup- plying resin materials to auto parts makers, Toray is increasing its market share in materials for automo- tive applications. Toray Industries, Inc.Annual Report 2015 Fuel-cell battery Stack frame . c n I , s e i r t s u d n I y a r o T 24 5 1 0 2 t r o p e R l a u n n A the One-MInUTe takt-time barrier In addition, carbon fiber is now in the spotlight for offer- ing 10 times the tensile strength at one-fourth of the weight of steel. This is a huge business opportunity for Toray, the world’s largest maker of carbon fiber. Toray’s top priority for the carbon fiber reinforced plas- tic (CFRP) business is developing products for the auto- mobile market, following up on its product development for the aircraft market. In 2011, the Company created the ultra lightweight TEEWAVE® electric vehicle concept car to show the potential of vehicle bodies made of carbon fiber. At present, however, carbon fiber is used for spoil- ers, propeller shafts, radiator supports, and similar parts while its use in the core body structure (monocoque) is still limited to race cars and some luxury vehicles. The reasons carbon fiber are not being used are mold- ing time (takt time) and cost. Specifically, the molding technology does not meet the “one minute” takt time required by Japanese automaker production lines and automation technology has not been developed. For Toray, the first barrier to overcome will be developing technology to enable shorter CFRP molding time. High tension steel has short takt times because of various welding methods, such as spot welding. Unlike cases where Toray is the sole supplier of car- bon fiber materials such as for tens of aircraft a month, one-of-a-kind race cars, or hand-built supercars, in the case of economy models produced at a 30,000-car-per- month level at a factory using the kanban system, a long takt time would substantially increase production costs because adapting around this would require add- ing assembly lines and holding more in-progress stock as inventories. World’s first* Use OF CFr TP in automobile structural parts The arrival of electric vehicles and fuel-cell vehicles in recent years as a way to address global environment, natural resource, and energy issues has spurred the use of carbon fiber in automobile body structures for their need to be lighter. This led to the carbon fiber reinforced thermoplastic (CFRTP) developed by Toray in collabora- tion with automakers becoming the world’s first CFRTP to be used in the structural section of mass production vehicles. The CFRTP fuel cell stack frames are harder than steel and lighter than aluminum and protect the fuel cells that are the very heart of the vehicles. Whereas thermoset CFRP becomes harder when heated, CFRTP melts as it is heated and hardens as it cools. As these characteristics enable an easy mold- ing process, CFRTP can be applied to high tensile steel frames in the press molding stage. *Based on Toray research as of November 2014 The TEEWAVE® AR1 electric vehicle concept car Toray made with a carbon fiber body in 2011 COMPleMenTAry relATIOnshIP with other materials It will be several more years before CFRTP can be com- bined with other materials as part of an automated assembly process resembling the often-seen image of an automobile assembly line with sparks flying as indus- trial robots spot weld high tensile joints. Neither do we think an era when the structural materials of automobiles will be made entirely of carbon fiber is close at hand. It is clear use of carbon fiber as a replacement material will grow sharply in the future, and Toray is actively work- ing to increase carbon fiber applications in the automo- bile market. That said, our aim is not to completely replace steel, aluminum, and other materials with carbon fiber, as we believe it can be used in a complementary relationship with them. Since most automobile parts and materials are composites of various materials, we are focusing on developing technologies to combine CFRTP with other materials to provide advanced materials that are opti- mized to automaker specifications. . c n I , s e i r t s u d n I y a r o T 25 5 1 0 2 t r o p e R l a u n n A CrOss-dIvIsIOn Al materials development t eams Yukio Ishino Director, Automotive Material Strategic Planning Dept. The Automotive Material Strategic Planning Dept. acts as a coordinator across the various materials development teams with the aim of connecting the Toray Group’s potential, including rediscovering and applying buried technology, to customer needs in the automobile industry. In the past, the materials teams have each focused directly on specific cus- tomer needs and based their development activities solely on the specifica- tions provided by individual customers. As part of its external marketing activities, the Automotive Material Strategic Planning Department acts as the contact point for customers and materials teams, thereby facilitating Toray’s ability to apply its comprehensive strengths. Global Automobile Production Forecasts and a Map of Toray Automotive Material Supply Hubs Source: IHS Automotive Europe (Thousands) Greater China (Thousands) Japan/Korea (Thousands) North America (Thousands) 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 10 11 12 13 14 15 16 17 18 19 20 21 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 10 11 12 13 14 15 16 17 18 19 20 21 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 10 11 12 13 14 15 16 17 18 19 20 21 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 10 11 12 13 14 15 16 17 18 19 20 21 . c n I , s e i r t s u d n I y a r o T 26 5 1 0 2 t r o p e R l a u n n A Toray automotive material global hubs Middle East/Africa (Thousands) South Asia (Thousands) South America (Thousands) 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 10 11 12 13 14 15 16 17 18 19 20 21 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 10 11 12 13 14 15 16 17 18 19 20 21 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 10 11 12 13 14 15 16 17 18 19 20 21 the IMPOrTAnCe of being an approved supplier in europe Worldwide automobile production is expected to continue increasing as populations grow and income levels rise in developing countries. Toray is responding to these trends by expanding globally in ways that account for the regional characteristics of Japan, the United States, Europe, China, South Korea, Asia, and developing countries. We believe it will be particularly important to be an approved supplier in Europe in the future. Automakers in Europe are actively introducing technologies to reduce vehicle weight not only to comply with strict environmental regulations but also to enhance fundamental vehicle perfor- mance features such as speed, turning, and braking. These European-developed technologies to lighten vehicles are gaining traction for uses in China, Brazil, and other emerg- ing countries. While market growth in Asia, especially China, and other emerging countries will certainly drive unit production growth, we believe as a materials maker it is very important for our strategic global expansion to ele- vate our reputation in Europe. Toray is accordingly focusing its efforts on strengthening its unified supply chain for its globally competitive CFRP materials from carbon fiber to intermediate materials and molded products using its sub- sidiaries in France, Germany, and Italy as bases. TOrA y will change automobiles around the world We believe there is unlimited potential for materials that are friendly to people and the environment and for technologies that contribute to a more affluent society through materials. Toray will broaden the scope of what is possible in developing innovative automobiles around the world by leveraging its strengths in materials to enable automakers to address many challenges such as environmental and energy issues, demand for improved vehicle safety, com- fort, and impact resistance, and needs arising from grow- ing use of information and electronics technologies. G r o w t h D r i v i n g Businesses e r o C F I B E R S & T E X T I L E S P L A S T I C S & C H E M I C A L S I n t e n s i v e l y D e v e l o p i n g a n d L I F E S C I E N C E I T - R E L A T E D P R O D U C T S E N V I R O N M E N T & C A R B O N F I B E R E N G I N E E R I N G C O M P O S I T E M A T E R I A L S E x p a n d i n g B u sin esses s e s s e n i s u B g n i d n a p x g ic ally E t r a t e S Toray Group Segments G r o w t h D r i v i n g Businesses e r o C F I B E R S & T E X T I L E S P L A S T I C S & C H E M I C A L S L I F E S C I E N C E I T - R E L A T E D P R O D U C T S I n t e n s i v e l y D e v e l o p i n g a n d E x p E N V I R O N M E N T & E N G I N E E R I N G C A R B O N F I B E R C O M P O S I T E M A T E R I A L S a n d i n g B u sin esses s e s s e n i s u B g n i d n a p x g ic ally E t r a t e S The Toray Group is able to secure stable expansion and profit growth from the Core Growth Driving Businesses of Fibers & Textiles and Plastics & Chemicals, while it actively works to expand earnings through the Strategically Expanding Businesses of IT-related Products and Carbon Fiber Composite Materials that it views as the drivers of its earnings growth over the medium- and long-term. Moreover, the Toray Group is nurturing the Intensively Developing and Expanding Businesses of Environment & Engineering and Life Science as core earnings sources for future businesses to seek sustainable growth. . c n I , s e i r t s u d n I y a r o T 27 5 1 0 2 t r o p e R l a u n n A Toray Group Segments Business Categories Segments Core Growth Driving Businesses Net Sales Ratio 67.3% Operating Income Ratio 55.2% 28 Strategically Expanding Businesses Intensively Developing and Expanding Businesses Net Sales Ratio 20.2% Operating Income Ratio 35.2% Net Sales Ratio 11.8% Operating Income Ratio 8.4% FI B E R S & TE X T I L E S PL A S T I C S & CH E M I C A L S I T -R E L A T E D PR O D U C T S CA R B O N FI B E R CO M P O S I T E MA T E R I A L S EN V I R O N M E N T & EN G I N E E R I N G LI F E SC I E N C E Notes: 1 Each percentage shows the share of net sales/operating income in the consolidated net sales/consolidated operating income respectively in the segment. 2 Excludes other businesses, equivalent to ¥14.3 billion (0.7%) in net sales and ¥1.9 billion (1.2%) in operating income, and adjustment of operating income of -¥20.7 billion. Toray Industries, Inc.Annual Report 2015 Main Products Application Examples Filament yarns, staple fibers, and woven and knitted fabrics of nylon, polyester and acrylic fibers, etc.; non-woven fabrics, ultra-microfi- ber non-woven fabric with suede texture and apparel products Nylon, ABS, PBT, PPS and other resins and molded products, polyolefin foam; polyester, polypropylene, PPS and other films and pro- cessed film products; raw materials for synthetic fibers and other plastics; zeolite catalysts; fine chemicals for pharmaceuticals and agrochemi- cals; veterinary medicine (excludes film and resin covered in IT-related Products segment) Films and plastic products for information and telecommunications related products; materi- als for electronic circuits and semiconductors; color filters for LCDs and related materials; magnetic recording materials; graphic materi- als and IT equipment Carbon fibers, carbon fiber composite materi- als and their molded products • Women’s and men’s clothes (stockings: nylon fiber, dress shirts: polyester- cotton blended fabric, apparel products, coats: ultra-microfiber non-woven fabric with suede texture) • Automobiles (airbags: nylon fiber, car seats, seatbelts: polyester fiber) • Furniture & interior (sofas: ultra-microfiber non-woven fabric with suede texture, carpets: BCF nylon, curtains: halogen-free, flame retardant materials) • Disposable diapers: polypropylene filament yarn non-woven fabric • Tents: polyester fiber • Automobile components (radiator tanks, intake manifold: nylon resin, con- nectors: PBT resin, capacitor for hybrid cars: polypropylene film) • Home appliances (housing for washing machines, vacuum cleaners, air conditioners: ABS resin) • Power tools (circular tools housing: nylon resin) • Backsheet of solar panels: PET film • Packs for snack: polypropylene film, PET film • Veterinary medicine (for dogs and cats) • Flat panel display televisions: PET film and LCD color filter manufacturing equipment • PCs: PET film, circuit materials, polyimide coatings • Cellular phones: color filters, LCP resin, circuit materials, PET film • Printing: waterless printing plates, relief printing on resins, printing equipment • Backup tapes for server: PET film • In-vehicle multimedia LANs: optical fiber • Semiconductors: semiconductor coating materials • Aircraft structure: carbon fiber composite materials • Sports gear and goods (golf shafts, tennis rackets: carbon fiber composite materials) • Bike frames: carbon fiber composite materials • PC chassis: carbon fiber molded products • Wind-power generator blades: carbon fibers • Marine vessels: carbon fibers • Industrial equipment materials: carbon fiber, carbon fiber composite materials • Bridge pier reinforcement: carbon fiber woven fabrics Comprehensive engineering; condominiums; industrial equipment and machinery; environ- ment-related equipment; water treatment mem- branes and related equipment; materials for housing, building and civil engineering • Seawater desalination facilities: water treatment membranes and equipment • Sewage and waste-water treatment facilities: water treatment membranes and equipment • Condominiums • Housing: wall siding for houses, interior materials for buildings • Plants and manufacturing facilities: comprehensive engineering services Pharmaceuticals and medical products; analy- sis, physical evaluation and research services • Pharmaceuticals (natural interferon-beta preparation, oral prostacyclin- derivative, oral anti-pruritus drugs) • Medical treatment devices (hemodialyzers, blood purifiers for severe sepsis, dialysis equipment) 29 Toray Industries, Inc.Annual Report 2015Toray Group Segments Core Growth Driving Businesses Fibers & Textiles Fiscal Net sales Operating income Assets 2013 755.5 52.9 618.5 2014 856.7 55.6 705.5 Fiscal 2015 forecasts announced on May 8, 2015. Changes 13.4% 5.1% (Billions of yen) 2015 Forecast 920.0 63.0 Net Sales Operating Income 856.7 755.5 (Billions of yen) 52.9 55.6 Net Sales ROA (Operating income/Assets) 496.4 470.5 Operating income to net sales 18.0 (Billions of yen) Operating Income 23.9 8.4% 6.5% ¥36.1 billion 2014 2013 (FY) 2013 2014 2013 2014 (FY) Capital expenditures 2013 2014 topics Decision to establish the airbag base fabric business in India Toray joined with India functional textile man- ufacturing and sales company Kusumgar Corporates to establish Toray Kusumgar Advanced Textile Private Limited with the plan to start mass production and distribu- tion of airbag base fabric in October 2016. Toray is raising its quality competitiveness to a higher level through integrated produc- tion from yarn to fabric while also augment- ing its global production system, research and development functions, and marketing capabilities. The creation of the airbag base fabric manufacturing and sales company in India is a key step in this direction. We are organically integrating the functions for our airbag business bases to create fully local- ized operations from product development to production and supply to meet the needs of automobile makers and airbag module makers worldwide. 30 Summary of Consolidated Financial Results for the Year Ended March 31, 2015 (Fiscal 2014) Fibers & Textiles segment net sales increased 13.4% year on year to ¥856.7 billion. Operating income rose 5.1% to ¥55.6 billion. (Billions of yen) Net Sales Net Sales Operating Income Operating Income 26.2 16.9 24.5 24.6 2013 2014 2013 2014 158.4 248.0 245.7 113.3 (Billions of yen) In Japan, demand for apparel applications remained weak in gen- eral due to the prolonged impact of the consumption tax rate increase. Against this backdrop, Toray Group worked to expand sales and sophisticate the business through promotion of a business that inte- grated fibers, textiles, to final products, businesses. In industrial appli- cations, sales were robust led by those to automotive applications. Overseas, while being affected by a slowdown in demand in Europe and sluggish domestic demand in China, textile subsidiaries in Southeast Asia and China pursued sales expansion and a shift towards high value added products. Also shipment for automotive applications, and hygiene products in emerging countries remained strong. Toray Chemical Korea Inc., which became a consolidated sub- Operating Income sidiary at the end of the previous fiscal year, contributed to sales increase of the segment, but amortization of goodwill affected profit. Operating Income Net Sales Net Sales (Billions of yen) 180.2 180.0 2013 2014 2013 2014 58.2 57.0 (FY) (Billions of yen) (FY) 8.0 5.6 6.4 4.1 2013 2014 2013 2014 Outlook for the Year Ending March 2016 (Fiscal 2015) We anticipate a gradual economic recovery in Japan even as the sluggish demand caused by the consumption tax hike and con- ditions that do not yet allow an optimistic outlook. Overseas, we expect demand to remain sluggish in Europe and underlying weak- ness in domestic demand in China. At the same time, solid eco- nomic conditions are anticipated in the United States. 2013 2014 2013 2014 (FY) (FY) In this business environment, the segment will continue strength- ening and expanding the integrated fibers, textiles, to final products, businesses, which is a core strength of the Toray Fibers & Textiles seg- ment, while seeking to grow sales of applications for automotive air- bags and disposable diapers, the environmental field, and other growth fields, and in China, emerging countries, the United States, and other growth regions. The segment will also strengthen its business struc- ture through cost cuts and other measures and aim to fulfill the earn- ing potential of its core business and expand its global business. Toray Industries, Inc.Annual Report 2015 Core Growth Driving Businesses Plastics & Chemicals Fiscal Net sales Operating income Assets 2013 470.5 18.0 507.1 2014 Changes (Billions of yen) 2015 Forecast 496.4 5.5% 570.0 23.9 32.6% 30.0 562.1 Fiscal 2015 forecasts announced on May 8, 2015. Net Sales Operating Income Net Sales Operating Income 856.7 755.5 52.9 55.6 (Billions of yen) 470.5 496.4 (Billions of yen) 23.9 18.0 ROA (Operating income/Assets) Operating income to net sales 2013 2014 2013 2014 (FY) 2013 2014 2013 2014 (FY) Capital expenditures 4.5% 4.8% ¥21.3 billion Net Sales Operating Income 245.7 248.0 (Billions of yen) 24.6 24.5 2013 2014 2013 2014 (FY) Net Sales Operating Income 180.2 180.0 (Billions of yen) 8.0 6.4 2013 2014 2013 2014 (FY) Net Sales Summary of Consolidated Financial Results for the Year Ended March 31, 2015 (Fiscal 2014) Plastics & Chemicals segment net sales increased 5.5% year on year to ¥496.4 billion. Operating income rose 32.6% to ¥23.9 billion. In the resin business, overall domestic shipment remained strong despite sluggish shipment due to the impact of the consumption tax rate increase in some applications including automobiles. Overseas, shipment at the subsidiaries in the U.S. and China expanded for automotive applications. Operating Income (Billions of yen) 113.3 158.4 16.9 26.2 (FY) 2013 2014 2014 In the film business, shipment expanded led by increased 2013 demand in China for films for solar cell back sheets and Toray Group pursued a shift towards high value added products for food pack- aging applications. The business, although partly affected by price competition, remained strong on the whole. 5.6 58.2 57.0 (Billions of yen) Net Sales Operating Income Outlook for the Year Ending March 2016 (Fiscal 2015) The business outlook for Japan includes various unstable factors, such as the potential for sharp fluctuations in raw material and fuel prices, along with ongoing concerns in other areas including a slow recovery in automobile production and sluggish demand for home appliances and general industrial applications. We expect overseas demand to continue strong centered on North America and emerg- ing countries. 2014 2013 2014 2013 4.1 (FY) In this business environment, in the resins business, we plan to maximize sales of strong-selling products and expand sales in the United States, China, ASEAN, and emerging countries through local technology centers while quickly incorporating material and fuel costs rises into our product prices to maintain and expand the spread between these costs and sales prices. In the films busi- ness, although we expect strong pressure from customers to lower prices, we will continue expanding sales of high value-added prod- ucts for packaging and industrial applications. 31 topics New resin compounding base in Mexico starts operations Toray and subsidiary Toray Resin Co. (TREC), of the United States, jointly estab- lished a new company, Toray Resin Mexico S.A. de C.V. (TRMX) in Mexico. Automotive industry manufacturers are actively setting up operations in Mexico, which offers a fully developed infrastructure and is becom- ing an export production base for the United States and other countries. TRMX is the first Japanese engineering plastic manufacturer to establish its own resin compound pro- duction base in Mexico. Constructed inside the Mexico plant of large tow carbon fiber manufacturer Zoltek Companies, Inc. which became a wholly owned Toray subsidiary in February 2014, TRMX began operations in February 2015 with annual production capacity of 10,000 tons of nylon and poly- butylene terephthalate (PBT) resin com- pound. The TREC Indiana plant and new Mexico facility combine to give Toray an annual resin compound production capacity of 34,000 tons in the Americas. The addition of TRMX gives the Toray Group 11 resin compound bases in eight countries— Japan, China (Shenzhen, Suzhou, Tianjin, Chengdu), Thailand, Malaysia, Indonesia, South Korea (scheduled to start operations in fiscal 2015), the United States, and Mexico. The local production capabilities enable us to supply products in a timely manner and ser- vices specifically catered to customer needs. Toray Industries, Inc.Annual Report 2015 Toray Group Segments 755.5 Operating Income Net Sales Strategically Expanding Businesses 470.5 (Billions of yen) 856.7 Net Sales 496.4 55.6 52.9 IT-related Products Operating Income (Billions of yen) 23.9 18.0 2014 2013 2014 (FY) 2013 2013 Fiscal Net sales Operating income Assets 2013 245.7 24.6 361.1 2014 248.0 24.5 360.4 Fiscal 2015 forecasts announced on May 8, 2015. 2014 Changes 2013 (Billions of yen) 2014 2015 Forecast (FY) 0.9% -0.4% 280.0 29.0 Net Sales Operating Income 245.7 248.0 (Billions of yen) 24.6 24.5 Net Sales ROA (Operating income/Assets) 158.4 Operating income to 113.3 net sales (Billions of yen) Operating Income 26.2 6.8% 9.9% ¥17.9 billion 2014 16.9 2013 (FY) 2013 2014 2013 2014 (FY) Capital expenditures 2013 2014 32 Summary of Consolidated Financial Results for the Year Ended March 31, 2015 (Fiscal 2014) IT-related Products segment net sales increased 0.9% year on year to ¥248.0 billion. Operating income declined 0.4% to ¥24.5 billion. 8.0 6.4 57.0 58.2 180.0 180.2 (Billions of yen) Net Sales Net Sales Operating Income Operating Income In the IT-related Products segment, shipment of large LCD panel-related materials such as films and processed film products increased, reflecting the recovery in production by panel manufac- turers and the shift to larger displays. Shipment of smartphone- and tablet terminal-related materials was strong in general, although the business was affected by some production adjustments by end customers. On the other hand, shipment of PDP-related materials declined, as a major customer withdrew from the PDP business. Also, all materials continued to be affected by price competition. 2014 2013 2014 2013 2013 2014 2013 2014 5.6 4.1 (FY) (Billions of yen) (FY) Sub-segments Fiscal Display materials Electronic components, semiconductors, electric circuit materials Data storage materials Equipment, others 2013 85.5 2014 83.8 106.6 109.7 30.9 22.7 33.7 20.7 (Billions of yen) Changes -2% 3% 9% -9% Outlook for the Year Ending March 2016 (Fiscal 2015) We expect demand to grow for 4K-TV and other products but anticipate an overall adjustment phase materializing for large LCD panel demand. We expect demand for materials used in smartphones and tablet devices to continue at last year’s levels. We also expect the downward pressure on prices to continue growing more intense. In this business environment, we will seek to expand sales and market share for our high value-added films and processed film prod- ucts for display and electronic component applications by focusing on application segments where demand is strongest. We will also focus on raising sales of other products including organic EL materials, semi- conductor materials, printing materials, and battery separator films. topics Battery separator film supply structure fortified in Malaysia Toray installed new slitting lines at wholly- owned subsidiary Penfibre Sdn. Berhad, a maker of polyester (PET) film in Penang, Malaysia, and in January 2015 commenced commercial production of SETELA™ battery separator film. SETELA™ provides a high level of safety while effectively responding to demand for higher capacity and higher output bat- tery performance and is gaining widespread usage as a separator for lithium-ion second- ary batteries used in computers, portable devices, and electric vehicles. Applications are expected to expand in line with the stricter environmental regulations in all coun- tries and in the energy efficiency vehicle (EEV) market, which includes hybrid, plug- in, and electric vehicles, in ASEAN countries with rapid economic growth. Malaysia is advancing a national initiative to be a hub of EEV production for Southeast Asia, and adding Malaysia to its SETELA™ production and sales bases in Japan, the United States, France, South Korea, and China enables Toray to also capture the strong demand in the ASEAN region. Toray Industries, Inc.Annual Report 2015 Net Sales Operating Income 856.7 755.5 (Billions of yen) 52.9 55.6 Operating Income Net Sales Strategically Expanding Businesses 470.5 (Billions of yen) 496.4 23.9 Carbon Fiber Composite Materials 18.0 2013 2014 2013 2014 (FY) 2013 Fiscal 2014 2013 2014 (FY) Net sales Operating income Assets 2013 113.3 16.9 341.8 2014 158.4 26.2 436.8 Changes (Billions of yen) 2015 Forecast 39.7% 190.0 54.9% 32.0 Fiscal 2015 forecasts announced on May 8, 2015. Net Sales Operating Income Net Sales Operating Income 245.7 248.0 (Billions of yen) 158.4 24.6 24.5 113.3 (Billions of yen) 26.2 16.9 ROA (Operating income/Assets) Operating income to net sales 2013 2014 2013 2014 (FY) 2013 2014 2013 2014 (FY) Capital expenditures 6.7% 16.6% ¥45.2 billion Net Sales Operating Income 180.2 180.0 (Billions of yen) 8.0 6.4 2013 2014 2013 2014 (FY) Summary of Consolidated Financial Results for the Year Ended March 31, 2015 (Fiscal 2014) Carbon Fiber Composite Materials segment net sales increased 39.7% year on year to ¥158.4 billion. Operating income increased 54.9% to ¥26.2 billion. Operating Income Net Sales (Billions of yen) 5.6 4.1 57.0 2014 2013 In the Carbon Fiber Composite Materials segment, demand 58.2 for aircrafts as well as that in the environment and energy fields including compressed natural gas tank applications expanded and automotive-related demand was also strong such as in Europe, while shipment of carbon fibers and intermediate products (pre- preg) increased for aerospace applications and general industrial applications. Toray Group also worked on restoration of prices of general products used in sports and industrial applications. Zoltek Companies, Inc., which became a consolidated subsidiary at the end of the previous fiscal year, contributed to sales increase of the segment, but amortization of goodwill affected profit. 2014 2013 (FY) Sub-segments Fiscal Aircraft Sporting goods Industrial 2013 57.2 14.2 41.9 (Billions of yen) Changes 36% 13% 54% 2014 78.0 16.0 64.4 Outlook for the Year Ending March 2016 (Fiscal 2015) We anticipate strong growth in worldwide demand for carbon fiber in 2015 supported driven by continuing demand for aircraft and energy- related applications. In the Asian market, we expect ongoing pricing competition for general-purpose industrial and sports applications while the recovery pace for prices slows due to the weak value of the yen. In this business environment, we plan to maintain steady shipments of carbon fiber for aircraft applications centered on our Boeing 787 account and to expand general industrial application sales in line with the grow- ing demand for environment and energy-related product applications. In carbon fiber products for sports applications, we will shift to high value- added products and revise prices on general-purpose products. 33 topics Agreement to supply TORAYCA® Prepreg for the Boeing 777X Toray and Boeing Company, of the United States, entered into a fundament agreement for Toray to supply carbon fiber TORAYCA® prepreg for the new Boeing 777X aircraft. The companies are accordingly negotiat- ing the existing comprehensive agreement signed in November 2005 to supply prepreg for the 787 Dreamliner with aim to include 777X and extend its contract period for more than ten years. Boeing is developing the 777X aircraft as a large-sized twin-engine passenger air- craft as the successor to the existing 777 with a plan to deliver the first plane in 2020. The Company will use TORAYCA® prepreg as the material for the aircraft’s main wings. TORAYCA® prepreg is currently used in the main wings and fuselage of the Boeing 787. Boeing is planning to increase monthly pro- duction of the 787 from the current 10 air- craft to 12 in 2016 and 14 by the end of 2019. The total value of materials the Toray Group will supply for the 787 and 777X pro- grams is expected to surpass ¥1 trillion. Toray Composites (America), Inc. is cur- rently expanding its TORAYCA® prepreg production lines with the aim of starting production with the new facilities in January 2016, and plans will soon be finalized for production at the South Carolina business site acquired in February 2014. Toray Industries, Inc.Annual Report 2015 Net Sales Operating Income Net Sales Operating Income 856.7 755.5 52.9 55.6 (Billions of yen) 470.5 496.4 (Billions of yen) 23.9 18.0 2013 2014 2013 2014 (FY) 2013 2014 2013 2014 (FY) Toray Group Segments Net Sales Intensively Developing and Expanding Businesses 245.7 Operating Income Net Sales 248.0 158.4 (Billions of yen) Operating Income (Billions of yen) 24.5 24.6 environment & engineering 113.3 26.2 16.9 2013 Fiscal 2014 2013 2014 (FY) 2013 2013 2014 2014 Changes 2013 (Billions of yen) 2014 2015 Forecast (FY) Net sales 180.2 180.0 -0.1% 215.0 Operating income 6.4 8.0 25.4% 10.0 Assets 202.1 204.2 Fiscal 2015 forecasts announced on May 8, 2015. Net Sales Operating Income 180.2 180.0 (Billions of yen) 8.0 6.4 Net Sales ROA (Operating income/Assets) 58.2 57.0 5.6 Operating income to net sales 2013 2014 2013 2014 (FY) Capital expenditures 2013 2014 Operating Income (Billions of yen) 3.9% 4.5% ¥3.3 billion 2014 4.1 2013 (FY) 34 Summary of Consolidated Financial Results for the Year Ended March 31, 2015 (Fiscal 2014) Environment & Engineering segment net sales declined 0.1% year on year to ¥180.0 billion. Operating income increased 25.4% to ¥8.0 billion. In the water treatment business, amid weakness of demand in the global market, the shipment of reverse osmosis membranes, etc. for seawater desalination projects increased and Toray Chemical Korea Inc., which became a consolidated subsidiary at the end of the previous fiscal year, contributed to the business performance. Among domestic subsidiaries in the segment, an engineering subsid- iary performed strongly on the back of progress in plant construction. Outlook for the Year Ending March 2016 (Fiscal 2015) The outlook for water treatment business conditions includes an ongoing strong market in North America but uncertain conditions elsewhere around the world due to factors including the low oil prices and political instability in the Middle East and the financial issues in Europe. In this business environment, the Company will focus on expanding sales while implementing widespread cost reductions. In the engineering business, we will aim to increase plant con- struction projects and raise orders for industrial equipment and equipment related to lithium-ion batteries and semiconductors. topics Contributing to realizing the Kitakyushu Zero-Emission Transportation System Kitakyushu TEK & FP LLC and HKK & TEK LLC, which are Group companies affiliated with Toray Engineering Co., Ltd., in April 2015 began full operation of the zero-emission transportation system in Wakamatsu Ward, Kitakyushu. The city of Kitakyushu is col- laborating with the Toray Group and other private enterprises to realize a completely carbon dioxide and other emission-free transportation system as part of its goal to be “the world’s environmental city.” The system uses large rechargeable batteries to store electricity produced by solar power and provide power for electric buses used on city bus routes. The electric buses started running in March 2014 and the system became a pri- marily solar-powered and completely zero- emission transportation system in October with the installation of the solar power gen- eration system and large storage batteries to provide a stable power source. The Toray Group was involved in every step of the operation from providing the raw materials and solar panels to designing, constructing, operating, and maintaining the facility. Toray Industries, Inc.Annual Report 2015 Net Sales Operating Income Net Sales Operating Income 856.7 755.5 52.9 55.6 (Billions of yen) 470.5 496.4 (Billions of yen) 23.9 18.0 2013 2014 2013 2014 (FY) 2013 2014 2013 2014 (FY) Net Sales Operating Income 245.7 248.0 (Billions of yen) 24.6 24.5 2013 2014 2013 2014 (FY) Net Sales Intensively Developing and Expanding Businesses Operating Income 158.4 (Billions of yen) 26.2 life science 16.9 2014 2013 2014 (FY) 113.3 2013 Fiscal Net sales Operating income Assets 2013 58.2 5.6 76.4 2014 Changes (Billions of yen) 2015 Forecast -2.0% -27.4% 60.0 5.0 57.0 4.1 82.9 Fiscal 2015 forecasts announced on May 8, 2015. Net Sales Operating Income Net Sales Operating Income 180.2 180.0 (Billions of yen) 58.2 57.0 (Billions of yen) 8.0 6.4 5.6 4.1 ROA (Operating income/Assets) Operating income to net sales 2013 2014 2013 2014 (FY) 2013 2014 2013 2014 (FY) Capital expenditures 5.1% 7.1% ¥2.6 billion Summary of Consolidated Financial Results for the Year Ended March 31, 2015 (Fiscal 2014) Life Science segment net sales declined 2.0% year on year to ¥57.0 billion. Operating income decreased 27.4% to ¥4.1 billion. In the pharmaceutical business, while shipment of REMITCH®*, an oral anti-pruritus drug for hemodialysis patients, expanded robustly, that of natural-type interferon beta preparation FERON® was weak due to the impact of intensified competition, and orally active prosta- cyclin derivative DORNER® was affected by the NHI drug price revi- sion and the increasing sales of its generic versions. License revenue also decreased compared with the previous fiscal year. In the medical devices business, shipment of dialyzers grew strongly. *REMITCH® is a registered trademark of Torii Pharmaceutical Co., Ltd. Outlook for the Year Ending March 2016 (Fiscal 2015) The pharmaceutical and medical device markets are expected to grow steadily overall even as competition continues intensifying from the growing number of generic drugs. In these conditions, we will seek to continue expanding sales of the REMITCH® and NOPICOR® oral anti-pruritus drugs for hemodi- alysis and chronic liver disease patients in the pharmaceuticals busi- ness and dialyzers, dialysis equipment, and other equipment in the medical devices business. *REMITCH® is a registered trademark of Torii Pharmaceutical Co., Ltd. topics Distribution agreement for acute blood purification devices in eight European countries Toray signed an exclusive distribution in agreement covering eight countries Europe with Fresenius Medical Care AG & Co. KGaA, of Germany, for Toray’s TORAYMYXIN®, a blood purification device for removing endotoxin, and a polymethyl- methacrylate (PMMA) hemofilter for contin- uous hemofiltration. Since its introduction in 1994, TORAYMYXIN® has often been used in clinical practice in Japan to treat severe sepsis and septic shock mainly as a blood purification device with an absorption col- umn for removing endotoxin, a cause of sepsis. A continuous blood filtration device with a PMMA hemofilter, TORAYMYXIN® obtained approval for manufacture in 1991 and is often used in the emergency and intensive care fields to treat acute kidney failure and to support organ dysfunction. 35 Toray Industries, Inc.Annual Report 2015 Toray Group aims to be a corporate group that delivers exceptional value to each and every one of its stake- holders. Based on its corporate philosophy, “contributing to society through the creation of new value with innova- tive ideas, technologies and products by creating new value,” the Group advances its global operations through the strategy trinity of Business, R&D, and Intellectual Property. At the same time, the Group promotes bolstered safety, accident prevention, and environmental preservation, corporate ethics, and legal compliance to fulfill its corporate social responsibility (CSR) as its top priority management theme to achieve sustainable growth. . c n I , s e i r t s u d n I y a r o T 36 5 1 0 2 t r o p e R l a u n n A Integrated value Management R&D and Intellectual Property Since its founding, Toray has carried out R&D on advanced materials based on the firm conviction that “research and technical development provide the key to building the Toray of tomorrow.” . c n I , s e i r t s u d n I y a r o T 37 5 1 0 2 t r o p e R l a u n n A r&d basic Policy, Features, and strengths . c n I , s e i r t s u d n I y a r o T 38 5 1 0 2 t r o p e R l a u n n A Toray R&D Features 1 Culture of Commitment to basic research Our culture prioritizes basic research that takes in the larger picture, rec- ognizes the value of material and is not swayed by popular trends and so provides a fertile foundation for continuing to create innovative advanced materials like our carbon fibers and reverse osmosis membranes. 2 long-term and Persistent efforts to Pursue Advanced Materials and Technology to the limit Our commitment to unceasing pursuit in R&D—exemplified in our strong preference for advanced materials and belief that delving deeper into a single theme yields new inventions and discoveries—has taken root in the form of persistent efforts over the long term. We believe this “super-continuity” approach spurs innovation. 3 specialist Teams in Many Fields Toray’s teams of specialists have abundant knowledge and experience in a wide variety of fields including polymer design, function enhance- ment technology, and drug discovery, formulation, and pharmacology, which are applications of our core technologies. 4 Undivided r&d Organization The Technology Center serves as the nexus for all R&D functions enabling advanced materials created in one field to be rapidly applied to other fields. 5 leader in Industry-government-academia Collaborative research Toray actively engages in technology fusion through external collabora- tion and open innovation activities with industries, governments, and aca- demic institutions in Japan and overseas with the aim of continuing to create innovative advanced materials. 6 strategic Partnerships with Industry leaders Toray produces first-to-market advanced materials in growth markets through collaborations with leading companies and venture companies in Japan and overseas. 7 Advanced Analytical Capabilities Toray works closely with Toray Research Center Inc., which has exten- sive achievements in commissioned analysis and research studies, to enhance the Company’s analysis capabilities for its R&D and produc- tion technology. Aiming to be the Global Leader in Advanced Materials Toray Group aims to be the global leader in advanced materials. Following our motto that “innovative products only come with innovative materials,” we are deepening and integrating our four core technologies of organic synthetic chemistry, polymer chemistry, biotechnology, and nanotechnology to pursue innovation and play an active role developing society as well as con- serving and existing in harmony with the environment. Material Design Textile Technology TORAY’s Core Technologies Fiber Technology Fine Technology Synthetic Fibers Textiles, Apparels Industrial Materials, Amenity Materials Man-made Suede Polymer Chemistry Organic Synthetic Chemistry Carbonization Technology Carbon Fibers Molding Technology Advanced Composite Materials Engineering Plastics 39 Film Technology Film Processing Technology Dispersion Control Technique Coating Technology Fine Patterning Biotechnology Microstructure Technology Surface Control Technology Gene Utilization Technology Nanotechnology Medicinal Technology Fermentation Technology High-performance Films Electronic Materials Printing Materials High-performance Membranes, Water Treatment Systems Artificial Organs, Medical Devices Biotools Pharmaceuticals Veterinary Medicines, Fine Chemicals Synthetic, Plastic Raw Materials Toray Industries, Inc.Annual Report 2015Toray Group’s R&D facilitates fortifying the stable revenue bases and enhanc- ing the earnings of the two Core Growth Driving Businesses of Fibers & Textiles and Plastics & Chemicals. R&D also supplies a steady stream of advanced materials in the Group’s four priority growth fields of environment, water-related and energy; information, telecommunications and electronics; automobiles and aircraft; and life science. Percentage Breakdown of Total R&D Expenses in Fiscal 2014 FIBERS & TEXTILES PLASTICS & CHEMICALS IT-RELATED PRODUCTS CARBON FIBER COMPOSITE MATERIALS ENVIRONMENT & ENGINEERING LIFE SCIENCE HEAD OFFICE R&D 10% 13% 19% 9% 5% 10% 34% Core Growth Driving Businesses Strategically Expanding Businesses r&d r&d expenditure and achievements . c n I , s e i r t s u d n I y a r o T 40 5 1 0 2 t r o p e R l a u n n A Intensively Developing and Expanding Businesses 59.5 billion yen R&D Expenses (Billions of yen) 60 50 40 30 20 10 0 Fiscal/ 10 11 12 13 14 Toray Consolidated subsidiaries Percentage Breakdown of Total R&D Expenses in Fiscal 2014 Fiscal 2014 R&D Achievements R&D Topics Core Growth Driving Businesses FIBERS & TEXTILES PLASTICS & CHEMICALS IT-RELATED PRODUCTS Strategically Expanding Businesses CARBON FIBER COMPOSITE MATERIALS ENVIRONMENT & ENGINEERING LIFE SCIENCE Intensively Developing and Expanding Businesses HEAD OFFICE R&D 10% 13% 19% 9% 5% 10% 34% R&D Expenses (Billions of yen) 59.5 billion yen 60 50 40 30 20 10 0 Fiscal/ 10 11 12 13 14 Toray Consolidated subsidiaries Newly developed products include the Salacona® nylon filament yarn textile with a high-quality texture and soft, fresh feel, Technoclean® soil-resistant textile made with nanoscale processing technology, and Pentas® Alpha polyester-raw cotton created to provide a soft feel and high moisture absorption and wicking properties. Toray developed a self-repairing coating film with high elasticity—up to 300%—and superior scratch resistance that maintains its luster even with long-term use. The segment also developed a high-performance polyphenyl- ene sulfide (PPS) film that enables strong thermal adhe- sion of different materials, such as metal and fiber sheet. Toray developed a heat-resistant photosensitive resist that vastly simplifies the ion injection processes for sili- con carbide transistors that will be used in next-generation power electronics. The segment also developed a white LED phosphor sheet that can improve the brightness of a white LED device by 10% or more without increasing input power. Toray developed new prepreg sheet using unidirection- ally arrayed chopped strands (UACS) that provides supe- rior moldability for even complex shapes and the same mechanical properties as existing unidirectional (UD) prepreg using single-direction continuous fiber. In the water treatment field, The Chemical Society of Japan awarded Toray the 63rd Chemical Technology Award in recognition of its development of an innovative high performance (high water quality, energy efficient) and contamination resistant reverse osmosis mem- brane. The segment also developed a new water purifier cartridge for pitchers with high particle removal perfor- mance and a faster filtering rate of one liter of water in about three minutes compared to the Company’s exist- ing cartridges that require about five minutes. In the pharmaceuticals field, the Company filed for an additional indication of improvement of pruritus in chronic liver disease patients in Japan for REMITCH® CAPSULES 2.5 µg. Also in the medical field, Toray launched sales of the RAY-FAST® high-sensitivity pro- tein detection system (for research use) and applied for approval to manufacture and market a catheter ablation system for patients with paroxysmal atrial fibrillation. *REMITCH® is a registered trademark of Torii Pharmaceutical Co., Ltd. In electrolytic membranes for fuel cells, the segment col- lected data showing that using Toray’s hydrocarbon films can vastly reduce the amount of platinum use in the bat- teries. Toray also joined an industry-academic-government collaboration project led by the New Energy and Industrial Technology Development Organization (NEDO) to develop a next-generation cancer diagnosis system. TO P I C S 1 Development begun of a next-generation cancer diagnosis system capable of detecting several types of cancer from a single blood sample Toray joined in an industry-academic-government col- laboration project with National Cancer Center (NCC) and other institutions and began developing the world’s most advanced diagnosis system for simple detection of cancer and dementia at standard health exams. The project is applying Toray’s 3D-Gene® highly sensitive DNA microarray technology and the innovative micro- RNA (micro-ribonucleic acids found in blood and urine) biomarker identification method Toray jointly developed with NCC to the massive amount of samples in the NCC biobank with the aim of develop- ing the world’s first practical-use biotool for early detection of biomarkers for 13 types of cancers, including breast and bowel can- cers, and dementia. 41 TO P I C S 2 Development of a white LED phosphor sheet with improved brightness Toray developed a phosphor sheet that can improve the brightness of a white LED device by 10% or more without increasing input power. White LEDs have a wide range of uses from backlight for liquid-crystal dis- plays and smartphone camera flashes to lighting for homes and stores. White LED light is challenging, how- ever, because of the difficulty achieving high bright- ness and because the white light becomes uneven from phosphors settling or flocculating. Toray success- fully developed a unique method to increase bright- ness and minimize color variation by evenly distributing phosphor particles on a sheet made using silicon resin. The material can also contributes to a vast reduction in processing costs by enabling a phosphor layer to be formed efficiently only on the light-emitting face of the LED chip. In addition, the decreased amount of phos- phors used allows us to reduce rare earth usage. Toray Industries, Inc.Annual Report 2015Toray Patents Filed in Year Ended March 31, 2015 Overseas Domestic 1,552 3,096 . c n I , s e i r t s u d n I y a r o T 42 5 1 0 2 t r o p e R l a u n n A Intellectual Property basic Policy and Priority strategies Total Patents Held to Date Overseas Domestic 614 1,198 Intellectual property strategies must be organically linked to business strategies and R&D strategies. Toray pursues an intellectual property strategy with coordination of these three areas in line with management policies. While continuing to create innovative new materials and technologies, Toray seeks to firmly maintain its tech- nical advantages by pursuing an intellectual property strat- egy comprising the following four points, the realization of which would be entry barriers for competitors. 1. Further enhance the quality of patents 2. Construct a globally competitive network of patents 3. Protect the Company’s technical advantages with effec- tive measures including strategic patent applications 4. Cultivate personnel with deep knowledge of overseas intellectual property The Company is currently stepping up patent applications and rights acquisitions and constructing a strong patent portfolio globally with a priority in the growth areas of the Project AP-G 2016 medium-term management program’s Green Innovation Business Expansion (GR) Project and Life Innovation Business Expansion (LI) Project. Under the Asia, America and Emerging Country Business Expansion (AE-II) Project, the Company is formu- lating and advancing intellectual property strategies cor- related with the business strategies and R&D strategies that Toray Group is implementing globally with a focus on growth countries and regions showing promise for future business expansion. While fortifying Toray’s patent applica- tions and rights acquisitions overseas, Toray Group compa- nies overseas are also stepping up patent application and rights acquisition activities to properly protect inventions created at Group R&D bases worldwide. In fiscal 2014, Toray Group filed 1,552 patent applica- tions in Japan and 3,096 overseas, and 614 patents in Japan and 1,198 overseas were registered. Toray publishes an annual Intellectual Property Report describing the intellectual property initiatives by the Toray Group. The report is available for download at: http://www.toray.com/ir/library/lib_005.html Sustainable Management The Fifth CSR Road Map Creation of New Value Governance • Contributing solutions to social issues through business activities • Corporate governance and management transparency • Corporate ethics and legal compliance • Risk management CSR Guidelines • Train personnel and promote human rights • Product safety and quality • Facilitate CSR initiatives throughout the supply chain • Communication • Social contribution activities • Emphasize safety, accident prevention, and environmen- tal preservation Society Environment . c n I , s e i r t s u d n I y a r o T 43 5 1 0 2 t r o p e R l a u n n A We regard advancing CSR, especially safety, accident prevention and environmental preserva- tion as well as corporate ethics and legal compliance, as one of the most important manage- ment priorities for Toray Group. Our goal is to earn respect and support in the international community and become a corporate group that contributes social value for all our stakehold- ers through our core business activities. Sustainable Management CSR Initiatives Toray Group’s Corporate Philosophy and Csr Activities Toray’s Management Philosophy and Code of Conduct Management Philosophy Corporate Philosophy Declaration outlining the obligations of Toray Group as a good corporate citizen Corporate Missions Basic objectives are based on a breakdown of the Corporate Philosophy as related to each type of stakeholder Corporate Guiding Principles Putting the Corporate Philosophy and the Corporate Mission into practice together with the aims and goals of each and every employee Corporate Ethics and Legal Compliance Code of Conduct Concrete standards relating to ethics and compliance with laws and regulations 44 Toray Group views the objective of CSR to be to realize Our Management Philosophy is also supported by our sustainable social and corporate development by applying Corporate Ethics and Legal Compliance Code of Conduct, “Response + Ability” to social issues and changes. which provide a reference for specific standards of conduct Throughout our history, our mission has been to contrib- for all employees. ute to society through our core business activities following Toray Group’s CSR activities are conducted in an orga- our Corporate Philosophy of “contributing to society through nized and systematic manner following the three-year CSR the creation of new value with innovative ideas, technolo- Roadmap. Toray Group is strategically practicing social gies and products,” and our Management Philosophy is to responsibility under its Fifth CSR Road Map for fiscal years realize this mission by fulfilling our CSR. 2014 to 2016, which consists of carefully defined CSR strate- gies, medium- and long-term tasks, and a detailed action plan. Toray Industries, Inc.Annual Report 2015environmental Management Initiatives Promotion of LCM-based Environmental Management Toray Group implements environmentally responsible man- agement considering the entire produce life cycle. The Group considers the entire life cycle of products and services in all business activities with the aim of reducing its environ- mental impact while raising its corporate and social value. It is the foundation of Toray’s Green Innovation Businesses. To implement Lifecycle Management, Toray Group has adopted LCA*1 methods and the Toray Eco-Efficiency Analysis (T-E2A)*2 tool, and is working to entrench and pro- mote them throughout its business activities. *1 Lifecycle Assessment (LCA) is a method for quantitatively assessing the resources that have gone into a product and the impact the product. *2 Toray Eco-Efficiency Analysis (T-E2A) is an environmental analysis tool developed by Toray. It produces a map of multiple products plotted along the axes of environmental impact and economic performance, enabling users to select the most environmentally friendly and economical products. Initiatives to Fight Global Warming Toray Group was an early adopter of greenhouse gas (GHG) reduction initiatives aimed at realizing a sustainable low-car- bon society. Under the Fourth Medium-Term Environmental Plan launched in fiscal 2011, the Group has systematically implemented measures to reduce GHG emissions, includ- ing improving its processes to conserve energy and install- ing gas cogeneration systems. Voluntary Reduction in Atmospheric Emission of Chemical Substances Toray Group regards the reduction of environmental loads, including releases of chemical substances into the atmo- sphere, as one of its most important priorities. We are work- ing to achieve this goal through group level initiatives. Under the Fourth Medium-Term Environmental Plan, launched in April 2011, we are systematically implementing voluntary initiatives to resolutely achieve the targets of fiscal 2015 for reducing emissions of substances covered by the PRTR law and volatile organic substances (VOCs). Initiatives to Prevent Air and Water Pollution Toray Group’s environmental preservation activities include permanent measures to prevent air and water pollution at its production facilities. Efforts in Japan and overseas in recent years include installing desulfurization systems, converting to alternative fuels to reduce sulfur oxide (SOx) emissions, and expanding our wastewater treatment facilities and other measures to lower chemical oxygen demand (COD) levels. Water Resource Management Initiatives Toray Group, through its water treatment business, is addressing water resource issues around the world based on the following principles. The Group also takes steps to ensure the proper management of water resources used in its business activities, including using recycled water to enhance water usage efficiency. 1. Toray Group recognizes that water is one of the most important resources for humanity, and that people are confronting problems related to water resources in many areas of the world. 2. Toray Group is committed to helping to solve global water resources problems through its products, technologies and services. 3. Toray Group continuously monitors the state of regional water resources, and conducts appropriate management of water resources according to the basic principle of sharing precious water resources with the local commu- nities where the Group operates. Initiatives to Reduce Waste Toray Group is seeking to achieve zero waste emissions to help create a sustainable, recycling-oriented society. The Group is implementing measures to achieve the Fourth Medium-Term Environmental Plan’s fiscal 2015 numeri- cal targets for simply disposed waste, landfill, and recy- cling ratios set as indicators for measuring progress toward attaining zero emissions. Biodiversity Conservation Initiatives Toray Group recognizes the protection of biodiversity as an important theme in its initiatives for reducing greenhouse gases and confronting global environmental problems. Toray Group formulated the Biodiversity Initiatives in fis- cal 2010 to position the protection of biodiversity. Since classifying Toray Group’s activities under the Biodiversity Initiatives, Toray Group has been formulating three-year road maps for fiscal 2013 to fiscal 2015 and implementing measures in order of priority. Fiscal 2014 was the second fiscal year for the activities in the second roadmap, and the Group also launched initiatives to address new challenges. In 2012, Toray Group revised its policies on greenery adopted in 1973 to formulate Toray Group’s Basic Policy for Increasing Green Areas. This responded to recent pub- lic expectations for companies to give consideration to bio- diversity as well as protect green areas made up of natural forests*3 at plants that have been protected since opera- tions began. Under the policy, in 2013, each Toray plant for- mulated a policy and plan with a view to 2020 and initiated efforts aimed at sustainable preservation activities. *3 Natural forests: Natural groves or forestation by species based on potential native vegetation 45 Toray Industries, Inc.Annual Report 2015 Sustainable Management CSR Initiatives Csr Procurement and Purchasing Training and human rights CSR Procurement and Purchasing Activities Toray Group works with suppliers and distribution partners to ensure that its supply chain meets social expectations. The Group has created CSR Procurement Guidelines to ensure that it is providing customers with environmentally friendly and socially responsible materials and products. While providing materials and products as a manufac- turer of advanced materials, Toray Group emphasizes the needs of its product users as the starting point for its man- agement of production facilities and procured raw materi- als and resources. Accordingly, the Group has established its Basic Purchasing Policies to realize this approach and ensure that the transactions it conducts are fair. Toray has established contact points for CSR procure- ment, through which we manage and internally share cus- tomer and supplier information. Environmentally Conscious Distribution Policies Toray’s Basic Distribution Policies emphasize environmental preservation, together with fair and equitable transactions. While continuing to work to improve quality and reduce environmental impact, Toray also promotes understand- ing of its distribution policies. This is done through Basic Distribution Policy Briefings, held annually for distribution- partner companies. 46 Promoting Human Rights Toray Group believes that respect for human rights is a man- datory principle for corporate management. The Group works to promote and raise awareness of human rights, and in its Corporate Ethics and Legal Compliance Code of Conduct out- lines the importance of respecting human rights. Discrimination of any kind based on race, creed, skin color, gender, religion, nationality, language, physical characteristics, possessions, place of birth, or any other personal characteristic is strictly for- bidden in every process—from recruiting and hiring to work placement, compensation, training, and retirement. In fiscal 2014, the Group launched new initiatives to eliminate discrimination based on gender identification and sexual preference. Toray Group takes stringent measures to comply with the related laws and regulations of each country in which it oper- ates. Furthermore, the Group respects international stan- dards including the United Nations Universal Declaration of Human Rights and the International Labour Organization’s standards prohibiting all forced labor and child labor. Retaining and Nurturing Employees who Generate New Value The success or failure of a company is decided by its peo- ple—employees shape its destiny. Guided by this concept, Toray Group considers securing and developing outstanding human resources as one of its most important tasks and a fundamental management priority. As part of future global business development, Toray Group will continue to secure and develop human resources that operate on a global level with a strong sense of commitment. To develop human resources in the following three objectives, Toray Group conducts various kinds of training programs tailored to each of the three goals. These pro- grams are systematic and logically organized, and they are offered to employees of all levels working in every field in the Group. With a view to strengthening international oper- ations, Toray Group has designed the training to improve management capabilities, sales performance, production technical skills, and specialized skills. • Development of fair-minded individuals who act with high ethical standards and a sense of responsibility • Training of professionals with advanced expertise, technical skills and originality in problem solving • Development of leaders who act with foresight and a sense of balance Toray Industries, Inc.Annual Report 2015 Promoting Diversity Toray Group promotes diversity to help create thriving workplaces where people from diverse backgrounds can perform to their full potential. Toray has long supported career advancement for women and seeks to provide a work environment that meets their needs. The Company appointed its first female manager in 1958 and introduced a childcare leave program in 1974, almost 20 years before the related law was passed; in 2003 a Toray Group company appointed a woman as president. The Company has continued to improve its sys- tems and programs in this area, most recently initiating the Advancement of Women Project in 2004. As a result of the ongoing implementation of such initia- tives, the number and percentage of women holding man- agement positions at Toray continues to rise each year. As of end April 2015, 8.33% of unit manager or higher positions and 4.42% of section manager or higher positions were held by women. Communication Activities Toray Group has established Basic Policies to Promote Dialogue with Stakeholders, designed to ensure that its management gives serious consideration to each type of stakeholder when deciding on basic management objec- tives. These policies guide Toray Group’s efforts to commu- nicate with stakeholders across the spectrum of its business activities. A management-led Corporate Communications Committee meets twice a year to regularly report on and discuss communication activities. Strengthening Communication via Our Global Website In fiscal 2014, the first year of the Project AP-G 2016 medium-term management program, we enhanced information reporting through our internal systems, the Company website, and other media to promote and deepen the understanding of our stakeholders both inside and out- side the Company. Under the Asia, America, and Emerging Country Business Expansion (AE-II) Project, the Toray Group global website has been expanded and country-specific sites have been enhanced or added for the United States, China, Indonesia, Thailand, Malaysia, India, and Taiwan. Preparations are also under way to create websites for Europe, Brazil, and South Korea. The Group’s websites are configured using responsive web design to make them easy to use and enable optimal viewing on smartphones, tablets, and other devices with any screen size. Stakeholder Communication The Group actively communicates with institutional inves- tors and securities company analysts by providing infor- mation materials when requested and holding same-day results briefings when quarterly earnings are announced. The Group also provides a wide variety of information about management policy and strategy as well as financial and earnings information through its annual report and informa- tion pages on the website for shareholders and investors. The Group endeavors to provide full and fair information dis- closure by making materials used in meetings with insti- tutional investors and English-language versions of all materials promptly available on its website. In fiscal 2014, Toray held four results briefings and held 773 meetings with investors and analysts. Toray believes that customers come first, and as part of this commitment conducts regular customer satisfac- tion surveys. Toray Group holds policy briefings and carries out CSR procurement surveys for business partners to foster mutual understanding and closer collaboration. The Group communicates with employees through in- house newsletters, intranet, company-wide bulletin boards and other media. To share information and deepen under- standing of management and business topics, messages from the Company president, Japanese, English, and Chinese versions of in-house newsletters, and explanations of management and business topics and projects are made available via all types of media. Toray recognizes that public relations and corporate communication activities have a role in fulfilling responsi- bilities for information disclosure as well as influencing pub- lic opinion. Accordingly, Toray’s Corporate Communications Department reports directly to the president, and actively engages with a wide range of media organizations, linking the Company with the public. Based on Toray’s Information Disclosure Principles, the department provides fair and impartial information, even if it may cast the Company in a bad light, in a timely and appropriate manner. In fiscal 2014, the Company issued 184 press releases and responded to 336 requests for information. Toray Group strives to engage in active dialogue with nearby residents in a variety of settings, including participat- ing in events sponsored by local governments and inviting local residents onto the factory grounds for summer festivals. Principal SRI indexes in which Toray is included • FTSE KLD Global Climate 100 Index • Morningstar Socially Responsible Investment Index (as of March 31, 2015) 47 Toray Industries, Inc.Annual Report 2015 Sustainable Management CSR Initiatives social Contribution Activities Our Social Contribution Policy Toray Group established the Toray Group Social Initiative Contributing to Future Generations For many years, as part of its efforts to promote science Policies in 2005 to articulate its approach to voluntary, ongo- and technology, Toray Group has been carrying out vari- ing efforts to contribute to society as a responsible corpo- ous educational programs for people pursuing science and rate citizen. These policies were formulated based on the engineering. The Group has broadened these activities to Group’s corporate philosophy of “contributing to society include elementary and junior high school students in recent through the creation of new value with innovative ideas, years. Incorporating information on its products into teach- technologies and products.” ing materials, the Group is implementing educational pro- In fiscal 2014, Toray invested some ¥1.2 billion on a con- grams and other initiatives as it works to actively support solidated basis (0.9% of consolidated ordinary income) education around the world. 48 and some ¥800 million on a non-consolidated basis (1.7% In July 2014, all four student representatives from Japan of non-consolidated ordinary income). The main beneficia- that won events at the Japan Biology Olympiad, which ries were the Toray Science Foundation in Japan and three Toray has hosted since 2007, also earned medals—one gold ASEAN countries (Malaysia, Thailand, and Indonesia). medal and three silver medals—at the 25th International Biology Olympiad in Malaysia. This was an outstanding accomplishment among the 239 participants from 61 coun- tries and regions. Toray Industries, Inc.Annual Report 2015 Topic Promoting vegetation growth and boosting agricultural productivity in desert and degraded areas of South Africa using ROLL PLANTER® made of eco-friendly Ecodear® polylactic acid fiber Emerging countries often lack the technical resources to respond to drought conditions that can cause desertifica- tion and soil degradation that ultimately exacerbate a food crisis. Dust pollution from mining activities is also becoming a major health issue in many countries. The Toray Group is applying its leading technologies to address these environmental issues through a consortium In agricultural applications, water and fertilizer is added to the soil in the ROLL PLANTER® to promote plant growth. At mine tailing sites, meteoric water is collected and used to grow vegetation in the planters, which helps reduce the amount of dust blown into the air. The ROLL PLANTER® is completely environmentally friendly and made of Toray’s Ecodear® poly- lactic acid fiber, which is composed of plant-based materials launched in 2012 with Japanese knit fabric maker Mitsukawa and biodegraded into water and carbon dioxide by microor- Co., Ltd. and Netafim Japan Co., Ltd., a developer of drip irri- gation systems in Israel. Using the ROLL PLANTER®, the con- sortium is developing an easy installation and handling system ganisms after five to ten years. In addition to UV resistance, the planter’s excellent ventilation and water retention prop- erties maintain optimal root temperatures and enable maxi- to promote vegetation growth and boost agricultural produc- tivity in desert and degraded regions. The feasibility study and the demonstration experiments in South Africa were con- mum crop growth with minimal use of water and fertilizer. The ROLL PLANTER® is also being developed for use in rooftop gardens and school playgrounds in Japan and ducted with the support of the Japanese Ministry of Economy, have potential to be effective for controlling wind-blown Trade and Industry and the United Nations Development Programme. The tests successfully demonstrated the sys- tem’s ability to grow cash crops for harvest in desert and sand in China. The ROLL PLANTER® system, in recognition of its poten- tial as unparalleled problem-solving technology that can be degraded soil conditions, promote vegetation growth in mine readily introduced into emerging countries as a system to tailing sites, and contribute to local job creation. The tube-shaped ROLL PLANTER® is filled with sand and soil and embedded into the ground surface to serve promote the planting of vegetation and crops on desert and degraded lands, received the METI* Minister award in the 24th annual convocation of the Fuji Sankei Group’s “The as a foundation for vegetation. Crop seeds are then sown and root growth is promoted inside the ROLL PLANTER®. Grand Prize for the Global Environment Award” program. *METI refers to the Ministry of Economy, Trade, and Industry. 1 3 49 4 2 Crop Cultivation 1 Local manufacturing of ROLL PLANTER® 2 ROLL PLANTER® placement and seeding at degraded soil sites 3 Bell peppers growing in ROLL PLANTER® Vegetation at former mining sites 4 ROLL PLANTER® placement at mine tailing sites 5 Vegetation growth at mine tailing sites *ROLL PLANTER® is a registered trademark of Mitsukawa Co., Ltd. For more information on CSR, please see: http://www.toray.com/csr/ 5 Toray Industries, Inc.Annual Report 2015Sustainable Management Corporate Governance Toray Group’s basic Policy on Corporate Governance of the Board and the exchange of opinions. There are rules on the resolution of important matters based on the level of importance that deter- mine whether a matter is resolved by the Board of Directors, by the President, or by divisional General Managers. In the case of capital investment, for example, such matters are resolved depending on the amount of investment involved (the degree of importance). The Executive Committee and Board of Senior Vice Presidents each play a deliberative role in facilitat- ing resolutions by the Board of Directors and approv- als by the President. The Executive Committee is Toray Group’s basic policy on corporate governance is con- responsible for policy deliberations, while the Board tained in our Corporate Missions, which requires us to of Senior Vice Presidents addresses issues related to provide stockholders with dependable and trustworthy planning and implementation. management. Our Corporate Guiding Principles require us Additionally, for every key management issue, to obtain the trust of society and meet their expectations by company-wide committees are established in order to acting fairly while maintaining high ethical standards and a play a supplementary role in management execution. strong sense of responsibility and maintaining transparency (2) There are four corporate auditors, including two out- in management. We regard these as our most important side corporate auditors. The outside corporate audi- management policies. 50 Outline of Corporate Governance Structure Our Board of Directors has 25 members. tors have no business dealings whatsoever with Toray. Under Toray’s system for monitoring execution of oper- ations by members of the Board, corporate auditors attend Board of Directors meetings, and meet with the President, all members of the Board, and divisional (1) As a manufacturer that supplies a wide range of indus- General Managers. They also perform regular audits of tries with basic materials, Toray must base manage- all Toray offices, plants, and Japanese and overseas sub- ment judgments and decision-making on a specialized sidiaries and affiliates in accordance with plans for each knowledge of each business. Also in light of the man- fiscal year adopted by Board of Corporate Auditors meet- agements’ accountability to stockholders, we believe ings, which are held at least once every three months. that decision-making and execution of duties, under Auditing Department performs planned internal the supervision of diverse perspectives by members audits not only that of the Company but also audits of of the Board well-versed in Toray’s businesses who are Japanese and overseas subsidiaries and affiliates. elected at general stockholders meetings ensure fulfill- ment of management responsibility and transparency. Toray’s new outside director was elected at the Ordinary For this reason, we have not introduced an operating General Meeting of Stockholders held in June 2015. This officer system. move is intended to bring a broader perspective to the Rather, in the matter of decision-making we adhere supervisory duties of the board and to further increase trans- strictly to the authority of top management. Toray’s busi- parency and objectivity in management. This addition raises ness execution has the following three characteristics. the number of outside directors to two. a. Strict adherence to the authority reserved to the Toray operates under a corporate auditor system. Two Board of Directors, President, and General Managers. members of the four-member Board of Corporate Auditors b. Strict adherence to roles and functions expected of are outside corporate auditors. each executive meeting. To ensure management transparency and objec- c. The Board of Directors does not only function as a tive and impartial management oversight, the Board of decision-making body concerning important matters, Corporate Auditors is completely independent from the including those as stipulated by the Corporation Law, Board of Directors. but also serves as a mechanism for the mutual moni- Outside directors are appointed in consideration of the toring of respective duties of members of the Board Tokyo Stock Exchange criteria for establishing the indepen- through the presentation of reports by each member dence of “independence directors,” and Toray has notified Toray Industries, Inc.Annual Report 2015 the Tokyo Stock Exchange that its two outside directors of business operations. The purpose of these systems is and its two outside corporate auditors (all four independent to ensure that all Toray Group executives and employees directors) meet the its criteria for independence. are able to realize the Corporate Philosophy, Corporate Basic Policy on Internal Control Systems and Their Development We develop and maintain internal control systems as a Missions and Corporate Guiding Principles of the Toray Group, as expressed in the words “contributing to society through the creation of new value with innovative ideas, technologies and products.” We review and improve these framework for the development of appropriate organi- systems as required to ensure that our business operations zational structures, the formulation of rules and regula- are conducted efficiently and in compliance with the law. tions, the dissemination of information and the monitoring The following systems and items have been established. • System to ensure that the execution of duties by members of the Board and employees comply with laws and regulations and the Company’s Articles of Incorporation • System to ensure the efficient execution of duties by members of the Board • System for preserving and managing information pertaining to the execution of duties by the members of the Board • Rules and other systems pertaining to controls over risks of loss • System for ensuring the appropriateness of subsidiary operations • System for reporting to the corporate auditors and system for confirming that the Toray Group directors, employees, or others that reported information do not use the system for unacceptable purposes • Items concerning the accounting policy for expenses and debts incurred by corporate auditors in the execu- tion of their duties 51 • Items concerning employees assisting auditors with their duties, items concerning employee independence from directors, and items concerning confirmation of the effectiveness of instructions by corporate auditors to employees Governance Structure Toray Group is determined to justify the trust placed in it by society by working in good faith to maintain highly transparent governance systems. General Stockholders Meeting Election Election Election Audit Board of Corporate Auditors Audit Board of Directors Resolution Auditing Department President Approval Deliberations Council Executive Committee and Board of Senior Vice Presidents Accounting Auditor Internal audit Audit Management execution Company-wide Committees CSR Committee Toray’s Divisions and plants Japanese subsidiaries and affiliates Overseas subsidiaries and affiliates Departmental Committees Toray Industries, Inc.Annual Report 2015 Sustainable Management Corporate Governance Auditing by Corporate Auditors, Internal Auditors meeting with all members of the Board, divisional and departmental general managers and conducted periodic audits of Toray offices and plants worldwide, including sub- sidiaries and affiliated companies. The corporate auditors also work closely with internal control organizations. For example, they attend as observ- ers at meetings of the Corporate Ethics Committee, which was established to promote corporate ethics and regulatory compliance as key elements of corporate social responsibil- ity, and the Company-Wide Legal Compliance Committee. The Audit Department, which reports directly to the President, was established as part of our internal control The corporate auditors, including the outside corporate structure. Its task is to conduct internal audits of Toray and auditors, possess considerable expertise concerning finan- its subsidiaries and affiliated companies. Information is con- cial and accounting affairs. In fiscal 2014, too, they attended tinually exchanged. For example, all audit reports submitted meetings of the Board of Directors and other important to the President by the Audit Department are also submit- meetings earlier in the deliberation process, and they held ted to the corporate auditors. 52 Remuneration (I) Details of Remuneration in Fiscal 2014 Position Total remuneration (millions of yen) Total remuneration by type (millions of yen) Basic Bonuses Provision for the allowance for retirement benefits Stock options as remuneration Recipients Members of the Board (excluding outside directors) 1,539 1,098 157 Corporate auditors (excluding outside corporate auditors) Outside director Outside corporate auditors 86 9 21 79 9 19 7 — 2 22 — — — 261 — — — 29 2 1 2 Notes: 1. Recipients included four members of the Board who retired during fiscal 2014. 2. Total amounts of remuneration do not include ¥75 million paid in salaries to nine employee-directors. (II) Total Remuneration Received by Members of the Board and Corporate Auditors Name Total consolidated remuneration (millions of yen) Position Status of company Basic Bonuses Total consolidated remuneration by type (millions of yen) Sadayuki Sakakibara Akihiro Nikkaku 146 142 Member of the Board Filing company Member of the Board Filing company 107 103 17 17 Note: Information about consolidated remuneration is shown only for persons receiving more than ¥100 million. Provision for the allowance for retirement benefits — Stock options as remuneration 22 — 22 (III) Policy on Remuneration for Members of the Board and Corporate Auditors Remuneration for members of the Board consists of The maximum total amount of monthly remuneration is monthly remuneration, a bonus and stock acquisition rights determined by resolution at the Ordinary General Meeting in the form of stock options; meanwhile remuneration for of Stockholders. Resolutions are passed as required to corporate auditors consists of monthly remuneration. The determine whether or not bonuses should be paid and the purpose of this structure is to ensure management trans- amount of such bonuses. parency and fairness, and to provide enhanced incentives Ordinary General Meetings of Stockholders set upper for the improvement of financial performance and corporate limits for the number of stock options granted to members value from short-, medium- and long-term perspectives. of the Board as remuneration, and for the total amount of Furthermore, the amount of remuneration to directors remuneration provided. The Board of Directors determines and auditors is determined while taking into account the the number of stock options granted to members of the results of research conducted by a third-party organization Board within those limits according to internal regulations to ensure an objective perspective. established by the Company. Toray Industries, Inc.Annual Report 2015 Corporate ethics and legal Compliance at its group companies in Japan, and appointed execu- tives and section managers in charge of legal compliance. Furthermore, relevant departments at Toray’s headquarters collaborate to hold a group-wide corporate ethics and legal compliance meeting annually to improve understanding of revised laws and particular issues. CSR/legal compliance committees have also been estab- lished at Toray’s group companies around the world. With support from Toray’s International Division, CSR Operations Department, and other relevant sections, the committees independently promote initiatives related to legal compli- ance and corporate ethics. All of us at Toray Group are working as one to uphold corpo- The Corporate Ethics and Legal Compliance Code of rate ethics and ensure legal compliance in accordance with Conduct is a strict set of standards that every Toray Group clear guidelines established by and under the leadership of executive and employee closely follows when performing the top management. Framework for Promoting Corporate Ethics and Legal Compliance Toray has established a Corporate Ethics Committee and a corporate activities both in Japan and abroad. In the event that a violation is discovered, strict discipline is carried out in consultation with the Company’s Rewards and Sanctions Committee, and exhaustive steps are taken to publicly dis- close relevant information, investigate the causes, and Company-Wide Legal Compliance Committee. Chaired by implement measures to prevent a recurrence. the company president, the Corporate Ethics Committee dis- All Toray executives and employees, including con- cusses comprehensive policies on corporate ethics with labor- tracted, part-time and temporary personnel, receive a copy management cooperation. Operating under this committee, of the Corporate Ethics and Legal Compliance Handbook, the Company-Wide Legal Compliance Committee is primarily which explains expectations for proper conduct in detail. comprised of section managers, and promotes independent In fiscal 2015, the Company plans to update the hand- activities that place importance on direct communication with book and expand its application to all affiliated companies upper management while addressing group-wide issues. CSR/ in Japan. The Company is also working to ensure the com- legal compliance committees at the division- and plant-level prehensiveness of its efforts, preparing complete codes encourage employees to perform related on-site activities. of conduct, guidelines, handbooks, and other materials for Toray has established CSR/legal compliance committees affiliated companies overseas. 53 Framework for Promoting Corporate Ethics and Legal Compliance in Toray Corporate Ethics Committee* * Chaired by Toray’s president Company-wide Legal Compliance Committee Division-and Plant-level CSR/Legal Compliance Committees Toray Industries, Inc.Annual Report 2015Sustainable Management Corporate Governance risk Management times and to manage the functions of planning and promo- tion of company-wide risk management measures in an inte- grated manner. Under the Risk Management Committee, local risk man- agement committees have been established at each of Toray’s divisions, departments, offices, and plants. Each committee works to minimize risks specific to its respec- tive business site, while taking measures to prevent inci- dents from occurring. Group companies are also promoting activities to reduce risks specific to them and report the status of activities each fiscal year to the Group-Wide Risk Management Committee. In identifying risks to the Toray Group, we assess all Toray Group believes risk management is a fundamental ele- potential risks that could affect our operations from a group- ment of corporate management. It operates a Group-wide risk wide perspective and decide what risks to address and how management system based on three-year cycles, and strives to rank them based on their magnitude of impact and content to identify and reduce potential risks. The Group has also (priority risks), and we work to improve measures aimed at established Crisis Management Regulations. Accordingly, an reducing our exposure to these risks through a PDCA cycle. emergency quick response system is ready for deployment across the entire company in the event of a major crisis to prevent crisis escalation and carry out rapid recovery. Developing Risk Management System Toray has established the Group-wide Risk Management Dealing with Priority Risks The Toray Group’s response to priority risks is proceed- ing under units responsible for each risk category as well as working groups that span multiple divisions and depart- ments. The Group-Wide Risk Management Committee Committee under the CSR Committee in order to monitor receives regular reports about each priority risk and the sta- the status of company-wide risk reduction efforts in normal tus of response measures and assesses progress toward 54 Toray Industries, Inc.Annual Report 2015 the reduction of risks after seeking input from the director in charge of each area. In fiscal 2015, we will continue to Security Trade Administration Toray maintains strict control over exports of all products, work to implement countermeasures we have been unable equipment, materials and samples and provision of technol- to execute owing to relative priority in our ranking. ogies to overseas entities, with particular emphasis placed 1. Information security risks on control over items which are subject to the list control Toray continued to use e-learning to provide security train- ing. In fiscal 2014, a total of 8,401 employees completed this program. In addition, we strengthen our information and whose exports require permission by the Minister of Economy, Trade and Industry, such as TORAYCA® resin compounds, carbon fiber composite materials, coatings for security by switching to a system where we can compre- semiconductors and water treatment membranes. hensively follow four security management targets from our previous system centered on working groups. 2. Supply-chain risks Toray Group checked the status of use of conflict min- Promotion of Business Continuity Plan (BCP) We have always regarded major earthquakes as a signifi- erals with regard to all products manufactured by the cant risk factor and conducted activities under our Major Group and ensured that customer inquiries are answered Earthquake Business Continuity Plan. promptly and efficiently based on central management In fiscal 2014, training activities were conducted in a sce- of data. nario of a major earthquake along the Nankai Trough caus- ing various types of damage to Toray Group companies and Crisis Management System Toray’s Crisis Management Regulations set out basic prin- plants from Shizuoka westward in Japan. We also imple- mented business continuity measures, including steps to ciples for a group-wide response to serious risks affecting reduce risk by developing a safety confirmation system Toray Group. The purpose of the regulations is to ensure a covering all domestic Group companies, systematically consistent and comprehensive response in a crisis situation. implementing earthquake-proofing of plant buildings, and The regulations are revised as appropriate so as to pre- verifying our business continuity planning for products for pare for new risks that may emerge as a result of change in which we have a strong responsibility to supply to society. the social environment. Further, the Great East Japan Earthquake reconfirmed the importance of promptly and effectively verifying the damage status at the Toray Group and business partners, and the Company formulated and began operating the Toray Damage Map System utilizing data from the internal company system (business partner information) and exter- nal services (maps, damage reports). 55 Toray Industries, Inc.Annual Report 2015 Corporate Information Board of Directors and Corporate Auditors (As of June 24, 2015) President and Representative Member of the Board Akihiro Nikkaku Executive Vice President and Representative Member of the Board Eizo Tanaka Executive Vice President and Representative Member of the Board Koichi Abe Senior Vice President (Member of the Board & Member of the Executive Committee) Moriyuki Onishi Senior Vice President (Member of the Board & Member of the Executive Committee) Shinichi Okuda Senior Vice President (Member of the Board & Member of the Executive Committee) Kazushi Hashimoto Senior Vice President (Member of the Board & Member of the Executive Committee) Ryo Murayama Senior Vice President (Member of the Board & Member of the Executive Committee) Yukichi Deguchi Senior Vice President (Member of the Board & Member of the Executive Committee) Akira Umeda 56 Senior Vice President (Member of the Board) Akira Uchida Senior Vice President (Member of the Board) Shogo Masuda Senior Vice President (Member of the Board) Akio Sato Senior Vice President (Member of the Board) Hiroshi Otani Senior Vice President (Member of the Board) Satoru Hagiwara Senior Vice President (Member of the Board) Toru Fukasawa Vice President (Member of the Board) Kunihiko Yoshida Vice President (Member of the Board) Yasuo Suga Vice President (Member of the Board) Hirofumi Kobayashi Vice President (Member of the Board) Masashi Fujita Vice President (Member of the Board) Kazuhiko Shutou Vice President (Member of the Board) Tetsuya Tsunekawa Vice President (Member of the Board) Satoru Nishino Vice President (Member of the Board) Yoshiyuki Tanaka Vice President (Member of the Board) Kunio Ito*1 Vice President (Member of the Board) Ryoji Noyori*1 Corporate Auditors Kiyoshi Fukuchi Corporate Auditors Motoyuki Yagita Corporate Auditors Toshio Nagai*2 Corporate Auditors Kazuya Jono*2 *1 Kunio Ito and Ryoji Noyori are outside directors. *2 Toshio Nagai and Kazuya Jono are outside corporate auditors. Toray Industries, Inc.Annual Report 2015Organization (As of July 1, 2015) Board of Directors Corporate Strategic Planning Division President & Executive Vice President Personnel & Industrial Relations Division General Administration & Legal Division Executive Committee & Board of Senior Vice Presidents Board of Corporate Auditors Corporate Auditors Finance & Controller’s Division Investor Relations Dept. Corporate Communications Dept. Auditing Dept. Intellectual Property Division Information Systems Division Purchasing & Logistics Division International Division Advertising Dept. Corporate Marketing Planning Dept. Automotive Material Strategic Planning Dept. Global Environment Business Strategic Planning Dept. Life Innovation Business Strategic Planning Dept. 57 Branch Affiliated Companies Division Fibers & Textiles Division Resins & Chemicals Division Films Division Torayca & Advanced Composites Division Electronic & Information Materials Division Pharmaceuticals & Medical Products Division Water Treatment & Environment Division Product Safety & Quality Assurance Planning Dept. Regulatory Compliance Division Technology Center Manufacturing Division Engineering Division Research & Development Division Toray Industries, Inc.Annual Report 201558 Toray Group Worldwide Network (Major consolidated subsidiaries and affiliates) (As of March 31, 2015) Toray Group operates businesses in 26 countries and regions including Japan. Japan Overseas Total Consolidated subsidiaries Subsidiaries accounted for by equity method Total subsidiaries Affiliates accounted for by equity method Companies subject to consolidation 58 27 85 13 98 98 156 32 130 59 215 25 38 155 253 EUROPE United Kingdom Consolidated Subsidiaries l Toray Textiles Europe Ltd. (TTEL) n Toray International U.K. Ltd. (TIUK) France Consolidated Subsidiaries n l Toray Films Europe S.A.S. (TFE) n Toray Carbon Fibers Europe S.A. (CFE) Switzerland Subsidiary Accounted for by Equity Method l Toray Membrane Europe AG (TMEu) Italy Consolidated Subsidiary l Alcantara S.p.A. Subsidiaries Accounted for by Equity Method n Toray International Italy S.r.l. (TIIT) n Composite Materials (Italy) S.r.l. (CIT) Czech Republic Consolidated Subsidiary l Toray Textiles Central Europe s.r.o. (TTCE) Germany Consolidated Subsidiaries n Toray International Europe GmbH (TIEU) Others ASIA China Consolidated Subsidiaries n Toray Industries (China) Co., Ltd. (TCH) l Toray Fibers (Nantong) Co., Ltd. (TFNL) l Toray Sakai Weaving & Dyeing (Nantong) Co., Ltd. (TSD) l Toray Polytech (Nantong) Co., Ltd. (TPN) l Toray Jifa (Qingdao) Textile Co., Ltd. (TJQ) n l Toray Plastics (China) Co., Ltd. (TPCH) n l Toray Plastics (Shenzhen) Ltd. (TPSZ) n l Toray Plastics (Chengdu) Co., Ltd. (TPCD) n l Toray Plastics Precision (Hong Kong) Ltd. (TPPH) n l Toray Plastics Precision (Zhongshan) Ltd. (TPPZ) n Toray Industries (H.K.) Ltd. (THK) n Toray International (China) Co., Ltd. (TICH) n Toray Film Products (Hong Kong) Ltd. (TFH) n Toray Film Products (Zhongshan) Ltd. (TFZ) l Toray BlueStar Membrane Co., Ltd. (TBMC) n Toray Medical (Qingdao) Co., Ltd. (TMQ) Others Affiliate Accounted for by Equity Method n Yihua Toray Polyester Film Co., Ltd. (YTP) Taiwan Consolidated Subsidiary n Toray Advanced Film Kaohsiung Co., Ltd. (TAFK) Subsidiary Accounted for by Equity Method n Toray International Taipei Inc. (TITP) Others Republic of Korea Consolidated Subsidiaries l n l Toray Advanced Materials Korea Inc. (TAK) l STEMCO, Ltd. (STEMCO) l n l Toray Chemical Korea Inc. (TCK) Affiliates Accounted for by Equity Method l STECO, Ltd. (STECO) Others Malaysia Consolidated Subsidiaries l Penfabric Sdn. Berhad (PAB) l n l Penfibre Sdn. Berhad (PFR) n l Toray Plastics (Malaysia) Sdn. Berhad (TPM) Others Subsidiary Accounted for by Equity Method n Toray Industries (Malaysia) Sdn. Berhad (TML) Affiliate Accounted for by Equity Method Indonesia Consolidated Subsidiaries l P.T. Acryl Textile Mills (ACTEM) l P.T. Century Textile Industry Tbk (CENTEX) l P.T. Easterntex (ETX) l P.T. Indonesia Synthetic Textile Mills (ISTEM) l P.T. Indonesia Toray Synthetics (ITS) l P.T. Toray Polytech Jakarta (TPJ) Subsidiaries Accounted for by Equity Method n P.T. Toray Industries Indonesia (TIN) n Toray BASF PBT Resin Sdn. Berhad (TBPR) Others Singapore Consolidated Subsidiary n Toray International Singapore Pte. Ltd. (TISP) Japan Consolidated Subsidiaries l n Ichimura Sangyo, Co., Ltd. l n l Toray Fine Chemicals Co., Ltd. n l Toyo Plastic Seiko Co., Ltd. n l Toray Advanced Film Co., Ltd. l Toray KP Films Inc. l Toray Battery Separator Film Co., Ltd. n Soda Aromatic Co., Ltd. l l Toray Engineering Co., Ltd. l Toray Construction Co., Ltd. l Suido Kiko Kaisha, Ltd. n Toray Medical Co., Ltd. n Toray Research Center Inc. n Toray International, Inc. n Chori Co., Ltd. Others Subsidiaries Accounted for by Equity Method n Toray Carbon Magic Co., Ltd. n Toyo Business Support Inc. Others Affiliates Accounted for by Equity Method l n l Du Pont-Toray Co., Ltd. l Toray Opelontex Co., Ltd. n l Dow Corning Toray Co., Ltd. n Sanyo Chemical Industries, Ltd. Others Affiliates Accounted for by Equity Method n P.T. Petnesia Resindo (PNR) Others Thailand Consolidated Subsidiaries l Luckytex (Thailand) Public Co., Ltd. (LTX) l Thai Toray Textile Mills Public Co., Ltd. (TTTM) l n l Thai Toray Synthetics Co., Ltd. (TTS) Subsidiary Accounted for by Equity Method n Toray Industries (Thailand) Co., Ltd. (TTH) Affiliate Accounted for by Equity Method n Thai PET Resin Co., Ltd. (TPRC) NORTH AMERICA U.S.A. Consolidated Subsidiaries l Toray Fluorofibers (America), Inc. (TFA) l n Toray International America Inc. (TIAM) n Toray Plastics (America), Inc. (TPA) n Toray Resin Co. (TREC) n Toray Carbon Fibers America, Inc. (CFA) n Toray Composites (America), Inc. (TCA) n Zoltek Companies, Inc. (Zoltek) l Toray Membrane USA, Inc. (TMUS) Others Mexico Subsidiary Accounted for by Equity Method n Toray Resin Mexico, S.A. de C.V. (TRMX) n Regional Supervisory Organization l Fibers & Textiles n Plastics & Chemicals l IT-related Products n Carbon Fiber Composite Materials l Environment & Engineering n Life Science & Other Businesses n Trading Major Offices in Japan Overseas Offices and Branches Osaka Head Office Nakanoshima Mitsui Building, 3-3, Nakanoshima 3-chome, Kita-ku, Osaka 530-8222, Japan Telephone: 81 (6) 6445-4101 Facsimile: 81 (6) 7688-3774 New York Toray Industries (America), Inc. (TAM) 461 Fifth Ave., 9th Fl., New York, NY 10017, U.S.A. Telephone: 1 (212) 697-8150 Facsimile: 1 (212) 972-4279 Germany Toray Industries, Inc., Europe Office (TEU) Hugenottenallee 175, 63263 Neu-Isenburg, Germany Telephone: (49) 6102-7999-1000 Facsimile: (49) 6102-7999-1008 Beijing Toray Industries, Inc., Beijing Office Beijing Fortune Bldg., No. 917, 5, Dong San Huan Bei-Lu, Chao Yang District, Beijing 100004, China Telephone: 86 (10) 6590-8961—3 Facsimile: 86 (10) 6590-8964 Seoul Toray Industries, Inc., Seoul Office 10th Fl., 155, Mapo-daero, Mapo-gu, Seoul 121-721, Republic of Korea Telephone: 82 (2) 707-0381—2 Facsimile: 82 (2) 707-0067 India Toray Industries (India) Private Limited (TID) Unit No. 504, 5th Floor, Vatika City Point, MG Road Gurgaon, Haryana 122002, India Telephone: 91 (12) 4387-7900 Facsimile: 91 (12) 4387-7901 Brazil Toray do Brasil Ltda. (TBL) Av. Paulista, 1048-Conj 71 Bela Vista Sao Paulo - SP 01310-100, Brasil Telephone/Facsimile: 55 (11) 4314-7792 Toray Industries, Inc.Annual Report 2015 Financial section 59 Cont ents 60 Six-Year Summary of Selected Financial Data 61 Management’s Discussion and Analysis 66 Consolidated Balance Sheets 68 Consolidated Statements of Income 68 Consolidated Statements of Comprehensive Income 69 Consolidated Statements of Changes in Net Assets 70 Consolidated Statements of Cash Flows 71 Notes to Consolidated Financial Statements 100 Independent Auditor’s Report Toray Industries, Inc.Annual Report 2015Six-Year Summary of Selected Financial Data Toray Industries, Inc. and Consolidated Subsidiaries Years ended March 31 Net sales*1 Fibers & Textiles Plastics & Chemicals IT-related Products Millions of yen 2015 2014 2013*2 2012 2011 2010 ¥ 2,010,734 ¥ 1,837,778 ¥ 1,592,279 ¥ 1,588,604 ¥ 1,539,693 ¥ 1,359,631 856,676 755,474 632,150 638,375 584,115 525,204 496,370 470,542 395,835 397,815 382,299 332,735 247,975 245,741 237,593 243,404 262,027 230,433 Carbon Fiber Composite Materials 158,365 113,342 77,620 69,914 67,018 50,676 Environment & Engineering 179,988 180,197 178,355 170,247 178,183 159,787 Life Science Others Operating income Income (loss) before income taxes and minority interests Net income (loss) Net cash provided by operating activities 57,039 58,205 56,599 55,554 52,430 46,656 14,321 14,277 14,127 13,295 13,621 14,140 123,481 105,253 83,436 107,721 100,087 40,107 114,469 97,760 77,828 101,091 82,893 (2,415) 71,021 59,608 48,477 64,218 57,925 (14,158) 141,282 161,455 100,815 104,410 129,214 166,215 Depreciation and amortization 81,480 78,743 67,588 67,443 70,479 74,904 Capital expenditures 124,929 118,207 99,135 98,384 55,942 57,073 Total assets 2,357,925 2,119,683 1,731,933 1,581,501 1,567,470 1,556,796 Property, plant and equipment, net 855,593 781,235 627,240 561,923 531,595 580,344 Interest-bearing liabilities 700,258 654,163 532,002 481,906 493,509 632,160 Net assets 1,080,757 944,625 778,626 674,149 640,970 518,216 60 Yen Per share of common stock: Net income (loss): Basic Diluted Cash dividends Net assets Ratios: Operating income to net sales Net income (loss) to net sales Equity ratio Return on equity ¥ 44.33 ¥ 36.59 ¥ 29.75 ¥ 39.41 ¥ 36.41 ¥ (10.12) 44.28 35.70 28.90 37.46 34.43 11.00 10.00 10.00 10.00 7.50 — 5.00 616.70 527.32 444.45 384.90 363.90 336.65 6.14% 3.53 41.8 7.7 5.73% 5.24% 6.78% 6.50% 2.95% 3.24 40.5 7.5 3.04 41.8 7.2 4.04 39.7 10.5 0.77 3.76 37.8 10.9 0.83 Debt/equity ratio (times) 0.71 0.76 0.73 Yen Common stock price range: High Low ¥ 1,057.5 ¥ 786 ¥ 654 ¥ 631 ¥ 643 ¥ 626 584 421 511 420 (1.04) 30.3 (3.0) 1.34 591 390 Number of employees 45,789 45,881 42,584 40,227 38,740 37,936 *1 Effective from the year ended March 31, 2011, “Revised Accounting Standard for Disclosures about Segments of an Enterprise and Related Information” (Accounting Standards Board of Japan (ASBJ) Statement No.17, March 27, 2009) and “Guidance on the Accounting Standard for Disclosures about Segments of an Enterprise and Related Information” (ASBJ Guidance No.20, March 21, 2008) are applied. Accordingly, segment information for the year ended March 31, 2010 is restated. *2 Effective from the year ended March 31, 2014, certain overseas subsidiaries applied IAS 19 “Employee Benefits” (revised on June 16, 2011). As this change in accounting policy is applied retrospectively, the related financial data for 2013 reflect the retrospective application. Toray Industries, Inc.Annual Report 2015 Management’s Discussion and Analysis OVERVIEW INCOME ANALYSIS During the period covered by year ended March 31, 2015 (fis- cal 2014), the global economy in general continued to grew steadily. While the pace of economic expansion in China remained slow and the economy of the ASEAN region also remained stagnant, the U.S. economy recovered steadily and European economy as a whole picked up gradually. Japan con- tinued to register modest economic recovery on the back of steady improvement in employment and income situations as well as policy effects, despite signs of weakness in consumer spending and production due to the reaction to the last-minute demand caused by the consumption tax rate increase. Under such circumstances, Toray Group in April 2014 its new medium-term management program launched “Project AP-G 2016” with the final year being fiscal year 2016, and implemented the growth strategy with focus on business expansion in growth business fields and business expansion in growth countries and regions and bolstered its total cost com- petitiveness in accordance with the program. As a result of these efforts, Toray Group posted a year-on- year increase in both revenues and earnings. Consolidated net sales, operating income and net income were the highest ever. Net Sales Consolidated net sales in the year ended March 31, 2015 amounted to ¥2,010.7 billion, up 9.4% or ¥173.0 billion from the previous fiscal year. Sales increased in all business seg- ments but Environment & Engineering and Life Science. Costs and Expenses The ratio of total costs and expenses to net sales for the year was 93.9%, down 0.4 percentage points from the previous fis- cal year. Consolidated net sales increased 9.4% year on year, and cost of sales increased 8.5%. As a result, the cost of sales ratio decreased 0.7 percentage points to 80.1%. Selling, general and administrative expenses increased ¥28.4 billion, or 11.5%, to ¥275.8 billion. The ratio of selling, general and administrative expenses to net sales increased 0.3 percentage points to 13.7%. R&D expenses increased ¥4.0 billion, or 7.2%, to ¥59.5 billion. Net Sales by Segment Net Sales by Segment Operating Income by Segment Operating Income by Segment 61 (Billions of yen) 2,500 (Billions of yen) 2,500 2,000 2,000 2,010.7 2,010.7 1,837.8 1,837.8 1,500 1,539.7 1,500 1,359.6 1,588.6 1,592.3 1,539.7 1,588.6 1,592.3 1,359.6 1,000 1,000 500 500 0 0 (Billions of yen) 150 (Billions of yen) 150 120 100.1 120 107.7 100.1 83.4 123.5 123.5 107.7 105.3 105.3 83.4 40.1 90 60 30 0 40.1 90 60 30 0 -30 -30 Mar/ ‘10 ‘11 ‘12 Mar/ ‘10 ‘11 ‘13 ‘14 ‘12 ‘15 ‘13 ‘14 ‘15 Mar/‘10 ‘11 ‘12 Mar/‘10 ‘11 ‘13 ‘14 ‘12 ‘15 ‘13 ‘14 ‘15 ■ Fibers & Textiles ■ Plastics & Chemicals ■ IT-related Products ■ Carbon Fiber Composite Materials ■ Environment & Engineering ■ Life Science ■ Others ■ Fibers & Textiles ■ Plastics & Chemicals ■ IT-related Products ■ Carbon Fiber Composite Materials ■ Environment & Engineering ■ Life Science ■ Others ■ Fibers & Textiles ■ Plastics & Chemicals ■ IT-related Products ■ Fibers & Textiles ■ Plastics & Chemicals ■ IT-related Products ■ Carbon Fiber Composite Materials ■ Environment & Engineering ■ Carbon Fiber Composite Materials ■ Environment & Engineering ■ Life Science ■ Others ■ Adjustment ■ Life Science ■ Others ■ Adjustment *1 Effective from the year ended March 31, 2011, “Revised Accounting Standard for Disclosures about Segments of an Enterprise and Related Information” (ASBJ Statement No.17 of March 27, 2009) and “Guidance on the Accounting Standard for Disclosures about Segments of an Enterprise and Related Interest-bearing Liabilities and D/E Ratio Information” (ASBJ Guidance No.20 of March 21, 2008) are applied. Accordingly, segment Information for the year ended March 31, 2010 is restated. Interest-bearing Liabilities and D/E Ratio Total Assets and Net Assets Total Assets and Net Assets *2 Operating income by segment that is not attributable to any segment is included in “Adjustment.” (Billions of yen) 2,400 (Billions of yen) 700 (%) 80 (%) 80 2,357.9 2,357.9 (Billions of yen) 700 (Billions of yen) 2,400 700.3 (Times) 1.60 654.2 654.2 700.3 (Times) 1.60 2,119.7 2,119.7 632.2 632.2 1,800 1,800 1,556.8 1,567.5 1,581.5 1,731.9 1,556.8 1,567.5 1,581.5 1,731.9 60 60 1,200 600 1,200 37.8 30.3 518.2 641.0 600 39.7 41.8 40.5 39.7 41.8 41.8 1,080.8 37.8 944.6 30.3 778.6 778.6 674.1 518.2 641.0 674.1 41.8 40 1,080.8 40.5 40 944.6 20 20 600 500 600 1.34 493.5 500 481.9 1.34 532.0 493.5 481.9 532.0 1.40 1.40 1.20 1.20 400 400 1.00 1.00 300 0.83 300 0.83 0.80 0.80 0.77 0.73 0.77 0.76 0.71 0.73 0.76 0.71 200 200 0.60 0.60 100 100 0.40 0.40 0 0 0 0 Mar/ ‘10 ‘11 Mar/ ‘12 ‘10 ‘13 ‘11 ‘14 ‘12 ‘15 ‘13 ‘14 ‘15 0 0 0.20 0.20 Mar/ ‘10 ‘11 Mar/ ‘12 ‘10 ‘13 ‘11 ‘14 ‘12 ‘15 ‘13 ‘14 ‘15 ■ Total Assets ■ Net Assets —Equity Ratio ■ Total Assets ■ Net Assets —Equity Ratio ■ Interest-bearing Liabilities ■ Interest-bearing Liabilities —D/E Ratio —D/E Ratio Cash Flows Cash Flows (Billions of yen) (Billions of yen) 166.2 166.2 200 150 129.2 161.5 141.3 161.5 141.3 104.4 129.2 100.8 104.4 100.8 78.5 200 150 100 50 0 -50 -100 -150 -200 -250 100 78.5 50 0 -50 -50.7 -100 -200 -250 44.5 44.5 0.4 -6.7 0.4 0.6 -6.7 0.6 -50.7 -53.4 -53.4 -121.7 -150 -104.0 -107.5 -121.7 -104.0 -107.5 -140.7 -140.7 -214.8 -214.8 Mar/ ‘10 ‘11 Mar/ ‘12 ‘10 ‘13 ‘11 ‘14 ‘12 ‘15 ‘13 ‘14 ‘15 ■ Cash Flows from Operating Activities ■ Cash Flows from Operating Activities ■ Cash Flows from Investing Activities ■ Cash Flows from Investing Activities —Free Cash Flows —Free Cash Flows Toray Industries, Inc.Annual Report 201562 Operating Income and Net Income Consolidated operating income increased ¥18.2 billion or 17.3% from the previous fiscal year, to ¥123.5 billion, and the ratio of operating income to net sales rose 0.4 percentage point to 6.1%. Operating income rose in the Fibers & Textiles, Plastics & Chemicals, Carbon Fiber Composite Materials and Environment & Engineering segments. In net other income (expenses), Toray Group reported ¥9.0 billion in expenses, a ¥1.5 billion year-on-year increase. Interest and dividend income increased ¥0.3 billion over the previous fiscal year to ¥4.1 billion, while interest expense increased ¥1.5 billion to ¥6.3 billion. As a result, net financial expenses increased ¥1.1 billion to ¥2.2 billion. Equity in earn- ings of unconsolidated subsidiaries and affiliated companies increased ¥4.1 billion to ¥11.8 billion. Loss on impairment of fixed assets decreased ¥6.5 billion year on year to ¥7.9 billion. Loss on sales and disposal of property, plant and equipment, net, increased by ¥0.5 billion to ¥5.7 billion. As a result of the above, income before income taxes and minority interests increased ¥16.7 billion to ¥114.5 billion. After deductions for income taxes and minority interests in earnings of consolidated subsidiaries, net income amounted to ¥71.0 billion, up ¥11.4 billion from the previous fiscal year. Net income per share was ¥44.33, an increase of ¥7.74. The Company declared a year-end cash dividend of ¥6.00 per share in light of the profit conditions for the year under review and the profit outlook for the next fiscal term. Added to the interim cash dividend, this brought the total annual dividend to ¥11.00 per share. Business Performance by Segment Fibers & Textiles In Japan, demand for apparel applications remained weak in general due to the prolonged impact of the consumption tax rate increase. Against this backdrop, Toray Group worked to expand sales and sophisticate the business through promo- tion of a business that integrates fibers to textiles to final prod- ucts. In industrial applications, sales were robust led by those to automotive applications. Overseas, while being affected by a slowdown in demand in Europe and sluggish domestic demand in China, textile sub- sidiaries in Southeast Asia and China pursued sales expansion and a shift towards high value added products. Also shipment for automotive applications, and hygiene products in emerging countries remained strong. Toray Chemical Korea Inc., which became a consolidated subsidiary at the end of the previous fiscal year, contributed to sales increase of the segment, but amortization of goodwill affected profit. As a result, overall sales of Fibers & Textiles segment in the fiscal year ended March 31, 2015 increased 13.4% to ¥856.7 billion from the previous year and operating income increased 5.1% to ¥55.6 billion. Plastics & Chemicals In the resin business, overall domestic shipment remained strong despite sluggish shipment due to the impact of the consumption tax rate increase in some applications includ- ing automobiles. Overseas, shipment at the subsidiaries in the U.S. and China expanded for automotive applications. In the film business, shipment expanded led by increased demand in China for films for solar cell back sheets and Toray Group pursued a shift towards high value added products for food packaging applications. The business, although partly affected by price competition, remained strong on the whole. As a result, overall sales of Plastics & Chemicals segment increased 5.5% to ¥496.4 billion from the previous year and operating income increased 32.6% to ¥23.9 billion. IT-related Products In the IT-related Products segment, shipment of large LCD panel-related materials such as films and processed film prod- ucts increased, reflecting the recovery in production by panel manufacturers and the shift to larger displays. Shipment of smartphone- and tablet terminal-related materials was strong in general, although the business was affected by some pro- duction adjustments by end customers. On the other hand, shipment of PDP-related materials declined, as a major cus- tomer withdrew from the PDP business. Also, all materials continued to be affected by price competition. As a result, overall sales of IT-related Products segment increased 0.9% to ¥248.0 billion from the previous year and operating income decreased 0.4% to ¥24.5 billion. Carbon Fiber Composite Materials In the Carbon Fiber Composite Materials segment, demand for aircrafts as well as that in the environment and energy fields including compressed natural gas tank applications expanded and automotive-related demand was also strong such as in Europe, while shipment of carbon fibers and intermediate products (prepreg) increased for aerospace applications and general industrial applications. Toray Group also worked on restoration of prices of general products used in sports and industrial applications. Zoltek Companies, Inc., which became a consolidated sub- sidiary at the end of the previous fiscal year, contributed to sales increase of the segment, but amortization of goodwill affected profit. As a result, overall sales of Carbon Fiber Composite Materials segment increased 39.7% to ¥158.4 billion from the previous year while operating income increased 54.9% to ¥26.2 billion. Environment & Engineering In the water treatment business, amid weakness of demand in the global market, the shipment of reverse osmosis mem- branes, etc. for seawater desalination projects increased and Toray Industries, Inc.Annual Report 2015 Net Sales by Segment (Billions of yen) 2,500 Toray Chemical Korea Inc., which became a consolidated sub- sidiary at the end of the previous fiscal year, contributed to the business performance. Among domestic subsidiaries in the segment, an engineer- ing subsidiary performed strongly on the back of progress in plant construction. As a result, overall sales of Environment & Engineering seg- ment decreased 0.1% to ¥180.0 billion from the previous year, Net Sales by Segment while operating income increased 25.4% to ¥8.0 billion. (Billions of yen) 2,500 Life Science In the pharmaceutical business, while shipment of REMITCH®*, an oral anti-pruritus drug for hemodialysis patients, expanded 2,000 robustly, that of natural-type interferon beta preparation FERON® was weak due to the impact of intensified compe- 1,539.7 tition, and orally active prostacyclin derivative DORNER® was 1,500 affected by the NHI drug price revision and the increasing sales of its generic versions. License revenue also decreased compared with the previous fiscal year. In the medical devices 1,000 business, shipment of dialyzers grew strongly. As a result, overall sales of Life Science segment decreased 2.0% to ¥57.0 billion from the previous year while operating income declined 27.4% to ¥4.1 billion. 1,588.6 1,592.3 1,539.7 1,588.6 1,592.3 1,359.6 2,010.7 2,010.7 1,837.8 1,837.8 500 1,359.6 2,000 1,500 1,000 500 *REMITCH® is a registered trademark of Torii Pharmaceutical Co., Ltd. 0 0 ‘14 ‘12 ‘11 ‘13 ‘12 Mar/ ‘10 Mar/ ‘10 ‘11 Others Net sales increased 0.3% to ¥14.3 billion from the previous ■ Fibers & Textiles ■ Plastics & Chemicals ■ IT-related Products year while operating income declined 4.3% to ¥1.9 billion. ■ Carbon Fiber Composite Materials ■ Environment & Engineering ■ Life Science ■ Others ■ Fibers & Textiles ■ Plastics & Chemicals ■ IT-related Products ■ Carbon Fiber Composite Materials ■ Environment & Engineering ■ Life Science ■ Others ‘15 ‘13 ‘14 ‘15 FINANCIAL POSITION Operating Income by Segment Analysis of Assets, Liabilities and Net Assets As of March 31, 2015, Toray Group’s total assets stood at ¥2,357.9 billion, up ¥238.2 billion from the end of the pre- vious fiscal year, as current assets rose by ¥97.5 billion pri- marily reflecting an increase in inventory as well as notes and accounts receivable while fixed assets rose by ¥140.7 billion Operating Income by Segment due mainly to increase in property, plant and equipment and (Billions of yen) (Billions of yen) investment securities. 150 150 123.5 Total liabilities rose ¥102.1 billion from the end of the previ- ous fiscal year to ¥1,277.2 billion, primarily due to an increase 100.1 100.1 120 120 in interest-bearing debts. 83.4 Net assets grew by ¥136.1 billion compared with the end of the previous fiscal year to ¥1,080.8 billion, reflecting the increase in retained earnings from net income and fluctuation in foreign currency translation adjustment. Net assets less minority interests and stock acquisition rights stood at ¥985.7 billion. The equity ratio at the end of the fiscal year came to 41.8%, a 1.3 percentage-point increase compared with the level at the end of the previous fiscal year. 107.7 105.3 107.7 105.3 123.5 40.1 40.1 83.4 30 60 90 30 60 90 0 0 CASH FLOWS -30 -30 ‘11 ‘11 ‘13 ‘14 ‘12 ‘12 Mar/‘10 Mar/‘10 In the year ended March 31, 2015, net cash provided by oper- ating activities exceeded net cash used in investing activities ■ Fibers & Textiles ■ Plastics & Chemicals ■ IT-related Products ■ Fibers & Textiles ■ Plastics & Chemicals ■ IT-related Products by ¥0.6 billion. On the other hand, net cash used in financing ■ Carbon Fiber Composite Materials ■ Environment & Engineering ■ Carbon Fiber Composite Materials ■ Environment & Engineering ■ Life Science ■ Others ■ Adjustment ■ Life Science ■ Others ■ Adjustment ‘15 ‘13 ‘14 ‘15 63 Total Assets and Net Assets Total Assets and Net Assets Interest-bearing Liabilities and D/E Ratio Interest-bearing Liabilities and D/E Ratio (Billions of yen) 2,400 (Billions of yen) 2,400 2,357.9 (%) 80 2,357.9 (%) 80 2,119.7 2,119.7 1,800 1,800 1,556.8 1,567.5 1,581.5 1,731.9 1,556.8 1,567.5 1,581.5 1,731.9 60 60 1,200 600 1,200 37.8 30.3 518.2 641.0 600 39.7 41.8 40.5 39.7 41.8 41.8 37.8 944.6 30.3 674.1 518.2 778.6 641.0 674.1 1,080.8 778.6 41.8 40 1,080.8 40.5 40 944.6 20 20 (Billions of yen) 700 (Billions of yen) 700 632.2 632.2 700.3 (Times) 1.60 654.2 654.2 700.3 (Times) 1.60 600 500 600 1.34 493.5 500 481.9 1.34 532.0 493.5 481.9 532.0 1.40 1.40 1.20 1.20 400 400 1.00 1.00 300 0.83 300 0.83 0.80 0.80 0.77 0.73 0.77 0.76 0.71 0.73 0.76 0.71 200 200 0.60 0.60 100 100 0.40 0.40 0 Mar/ ‘10 0 0 0 0 0 0.20 0.20 ‘11 Mar/ ‘12 ‘10 ‘13 ‘11 ‘12 ‘14 ‘15 ‘13 ‘14 ‘15 Mar/ ‘10 ‘11 Mar/ ‘12 ‘10 ‘13 ‘11 ‘12 ‘14 ‘15 ‘13 ‘14 ‘15 ■ Total Assets ■ Net Assets —Equity Ratio ■ Total Assets ■ Net Assets —Equity Ratio ■ Interest-bearing Liabilities —D/E Ratio ■ Interest-bearing Liabilities —D/E Ratio * Effective from the year ended March 31, 2014, certain overseas subsidiar- ies applied IAS 19 “Employee Benefits” (revised on June 16, 2011). As this change in accounting policy is applied retrospectively, the related financial data for 2013 reflect the retrospective application. Cash Flows Cash Flows (Billions of yen) 200 (Billions of yen) 200 166.2 166.2 161.5 141.3 161.5 141.3 129.2 100.8 104.4 100.8 78.5 150 100 50 0 -50 -100 -150 -200 -250 150 129.2 104.4 100 78.5 50 0 -50 -50.7 -100 -200 -250 44.5 44.5 0.4 -6.7 0.4 0.6 -6.7 0.6 -50.7 -53.4 -53.4 -121.7 -150 -104.0 -107.5 -121.7 -104.0 -107.5 -140.7 -140.7 -214.8 -214.8 Mar/ ‘10 ‘11 Mar/ ‘12 ‘10 ‘13 ‘11 ‘14 ‘12 ‘15 ‘13 ‘14 ‘15 ■ Cash Flows from Operating Activities ■ Cash Flows from Operating Activities ■ Cash Flows from Investing Activities ■ Cash Flows from Investing Activities —Free Cash Flows —Free Cash Flows Toray Industries, Inc.Annual Report 2015 Net Sales by Segment (Billions of yen) 2,500 2,000 2,010.7 1,837.8 1,588.6 1,592.3 1,539.7 1,500 1,359.6 1,000 500 0 ‘14 ‘13 ‘12 ‘11 Mar/ ‘10 activities was ¥10.0 billion due mainly to purchase of treasury stock. Including fluctuations in foreign currency exchange rates, ■ Fibers & Textiles ■ Plastics & Chemicals ■ IT-related Products cash and cash equivalents at fiscal year-end stood at ¥112.5 bil- ■ Carbon Fiber Composite Materials ■ Environment & Engineering lion, down ¥0.6 billion or 0.6% from the end of the previous fis- ■ Life Science ■ Others cal year. ‘15 Cash Flows from Operating Activities Net cash provided by operating activities amounted to ¥141.3 Total Assets and Net Assets billion, down ¥20.2 billion from the previous fiscal year. Major (Billions of yen) factors for provision of cash include income before income 2,400 taxes and minority interests of ¥114.5 billion and depreciation and amortization of ¥81.5 billion, while major factors for use of cash include an increase in trade receivables of ¥33.9 billion 1,800 and income taxes paid of ¥29.5 billion. (%) 80 1,731.9 2,119.7 2,357.9 60 1,556.8 1,567.5 1,581.5 Cash Flows from Investing Activities Net cash used in investing activities totaled ¥140.7 billion, 40.5 1,200 down ¥74.2 billion from the previous fiscal year. Main factors 944.6 include capital expenditures of ¥126.9 billion. 1,080.8 37.8 39.7 41.8 41.8 40 30.3 778.6 20 600 518.2 641.0 674.1 Cash Flows from Financing Activities Net cash used in financing activities was ¥10.0 billion, up ¥51.5 billion from the previous fiscal year. Main factors include repayment of long-term debt of ¥104.3 billion, purchase of treasury stock of ¥20.1 billion and cash dividends paid of ¥17.5 billion, which contrasted with proceeds from long-term debt of ¥136.9 billion. ■ Total Assets ■ Net Assets —Equity Ratio Mar/ ‘11 ‘12 ‘13 ‘14 ‘15 ‘10 0 0 64 Cash Flows (Billions of yen) 200 166.2 161.5 141.3 129.2 104.4 100.8 78.5 44.5 0.4 -6.7 0.6 -50.7 -53.4 -121.7 -104.0 -107.5 -140.7 -214.8 150 100 50 0 -50 -100 -150 -200 -250 Mar/ ‘10 ‘11 ‘12 ‘13 ‘14 ‘15 ■ Cash Flows from Operating Activities ■ Cash Flows from Investing Activities —Free Cash Flows Operating Income by Segment (Billions of yen) 123.5 107.7 105.3 100.1 83.4 150 120 90 60 30 0 40.1 -30 BUSINESS RISKS Mar/‘10 ‘11 ‘12 ‘13 ‘14 ‘15 ■ Fibers & Textiles ■ Plastics & Chemicals ■ IT-related Products Operational and other risks faced by Toray Group that could ■ Carbon Fiber Composite Materials ■ Environment & Engineering have a major influence on the decisions of investors are ■ Life Science ■ Others ■ Adjustment described below. Toray Group works constantly to avoid such potential risks, minimize their impact, and build a system to enable swift responses and accurate information disclosure on the occurrence of unforeseen situations. Please note that the risks described below are those identified by Toray Group when this annual report was produced, and do not represent all the operational and other risks that could affect Toray Group. Interest-bearing Liabilities and D/E Ratio (Billions of yen) 700 (Times) 1.60 654.2 700.3 632.2 600 1.40 0.83 1.34 500 400 300 532.0 481.9 493.5 1.20 1.00 (1) Domestic and overseas demand and market trends As a supplier of basic materials to a broad range of industries, Toray Group is exposed to various factors that could cause a sharp drop in demand for its products. These include changes in both worldwide and regional supply-demand conditions, increased use of substitute materials, and changes to the pur- chasing policies of business partners. In addition to severe 0.77 competition with other companies, Toray Group’s various busi- nesses also face the risk of new players entering the market. Price fluctuations, stemming from the reduction of National Health Insurance (NHI) drug prices and reimbursement prices, also affect the pharmaceuticals and medical products busi- ness. Although Toray Group takes steps to maintain its com- petitive advantage, a decline in demand for, or falling prices of, such items, or the appearance of a credit risk affecting Toray Group’s business partners, could have a negative impact on Toray Group’s results of operations and financial conditions. ■ Interest-bearing Liabilities —D/E Ratio Mar/ 0.20 0.40 0.60 0.80 100 200 0.73 0.76 0.71 ‘10 ‘11 ‘12 ‘13 ‘14 ‘15 0 (2) Rising prices of fuel and raw materials The prices of petrochemical raw materials and fuel used by Toray Group are subject to significant fluctuations. If Toray Group is unable to fully pass the increases in such prices on to its product prices, or cannot raise its product prices due to lack of progress in shifting to high-value-added products, its results of operations and financial conditions could be nega- tively affected. (3) Capital expenditures, joint ventures, alliances and acquisitions Toray Group makes capital expenditures in a wide range of business fields. Its other activities include formation of various joint ventures or strategic alliances with third parties, as well as business acquisitions. When Toray Group becomes involved in capital expendi- tures, joint ventures, alliances and acquisitions, it considers the potential for profitability and return on investment. However, there is not necessarily any guarantee that the outcome will be consistent with expectations. If unforeseen market changes or significant discrepancies between actual results and initial business plans occur due to sudden changes in the operat- ing environment, there could be a loss on impairment of fixed assets or equity in losses of unconsolidated subsidiaries and affiliated companies. As a result, Toray Group’s results of oper- ations and financial conditions could be negatively affected. Toray Industries, Inc.Annual Report 2015 (9) Laws and regulations, taxes, competition policies and internal controls Various laws and regulations apply in the countries and regions where Toray Group conducts its business. These laws and regulations include regulations related to the envi- ronment, commercial trading, labor, intellectual property, taxa- tion and foreign exchange, investment approval protocols and import/export controls, and policies on competition based on antitrust laws. Through the establishment and maintenance of internal control systems, Toray Group endeavors to comply with all such laws and regulations. However, changes to such laws and regulations, including the introduction of new envi- ronmental regulations and taxes, as well as changes to the corporate income tax rate could affect Toray Group’s results of operations and financial conditions. Also, if Toray Group is judged as having violated such laws and regulations, is sub- ject to government sanctions initiated by a fair trade commis- sion, receives a notice of correction from tax authorities, has an employee who engages in illicit behavior, or is unable to uphold internal controls pertaining to financial statements, its results of operations and financial conditions could be nega- tively affected. (10) Natural disasters and accidents Toray Group places top priority on safety, accident prevention, and environmental preservation. To minimize losses caused by the suspension of production, Toray Group conducts regu- lar accident prevention inspections, maintenance of its manu- facturing facilities, and safety activities. However, the advent of a major natural disaster or unprecedented accident could cause damage to Toray Group’s manufacturing facilities, or could cause inadequate supply of raw materials, which could have a negative impact on its results of operations and finan- cial conditions. (11) Information security risk The Toray Group’s information systems and networks are fun- damentally essential elements in the execution of the Group’s business operations and every security precaution is taken in their formulation and operation. Unauthorized access, data alteration, theft or deletion, an interruption of system opera- tions that causes a work stoppage or leads to a lost of trust in the Group, or a leak of confidential information outside the Company, or other such incident could negatively impact the Toray Group’s earnings and financial conditions. 65 (4) Foreign currency, interest rate and securities market fluctuations Foreign currency exchange rate fluctuations affect Toray Group’s consolidated financial statements when the financial statements of the overseas operations presented in local cur- rencies are translated into yen. Toray Group takes measures, such as entering forward exchange contracts, to alleviate risks associated with transactions denominated in foreign curren- cies. However, unforeseen exchange rate fluctuations could have an impact on Toray Group’s results of operations and financial conditions. Moreover, rapid and unforeseen changes in interest rates and other aspects of financial market turmoils, as well as changes in the value of securities and pension assets held by Toray Group, may have an impact on Toray Group’s results of operations and financial conditions. (5) Changes in assumptions on which forecasts are based that might affect employee retirement benefit obligations and deferred tax assets Toray’s consolidated financial statements contain employee retirement benefit obligations based on future pension pay- ments calculated in accordance with certain criteria, as well as deferred tax assets stated according to likely tax refunds based on taxable income estimates for the future fiscal years. However, if changes in the criteria used to calculate pension payments were to occur, or if fluctuations arose in the esti- mates of future taxable income, Toray Group’s results of oper- ations and financial conditions could be affected. (6) Overseas operations Toray Group is developing a broad geographical presence, with operations in various countries of Asia, Europe, and the Americas. Some of the major potential risks associated with various regions are summarized below. If such risks were to become reality, Toray Group’s results of operations and finan- cial conditions could be negatively affected. — Unforeseen introduction, changes or abolition of laws and regulations such as changes in taxation systems — Unforeseen economic or political events — Social upheaval, including acts of terror or war (7) Product liability Toray Group strives to supply the world’s best-in-class product quality. However, it cannot always guarantee against a major unforeseen quality problem. If quality-related serious situa- tions were to occur, Toray Group’s results of operations and financial conditions could be negatively affected. (8) Lawsuits In the course of conducting its wide range of business activ- ities, Toray Group faces the risk of being targeted by legal action pertaining to various matters such as intellectual prop- erty, product liability, environment, and labor issues. If Toray Group were subject to a major lawsuit, its results of operations and financial conditions could be negatively affected. Toray Industries, Inc.Annual Report 2015 Consolidated Balance Sheets Toray Industries, Inc. and Consolidated Subsidiaries March 31, 2015 and 2014 Assets Current assets: Cash (Note 5) Time deposits (Notes 4 and 5) Trade receivables (Notes 5 and 7): Notes receivable Accounts receivable Inventories (Note 3) Deferred tax assets (Note 10) Prepaid expenses and other current assets (Notes 5 and 6) Allowance for doubtful accounts Total current assets Property, plant and equipment (Notes 4 and 13): Land Buildings Machinery and equipment Construction in progress 66 Accumulated depreciation Property, plant and equipment, net Intangible assets (Note 13): Goodwill Other Total intangible assets Investments and other assets: Millions of yen Thousands of U.S. dollars (Note 2) 2015 2014 2015 ¥ 84,402 ¥ 80,582 $ 703,350 31,791 33,556 264,925 26,548 25,685 378,782 326,409 391,629 370,822 31,034 25,600 75,384 60,204 (1,702) (2,493) 221,233 3,156,517 3,263,575 258,617 628,200 (14,183) 1,017,868 920,365 8,482,233 78,327 76,403 585,009 547,810 652,725 4,875,075 1,981,679 1,819,635 16,513,992 68,865 97,810 573,875 2,713,880 2,541,658 22,615,667 (1,858,287) (1,760,423) (15,485,725) 855,593 781,235 7,129,942 63,369 72,300 35,137 27,784 98,506 100,084 528,075 292,808 820,883 Investments in unconsolidated subsidiaries and affiliated companies (Note 5) 121,164 100,643 Investment securities (Notes 4, 5 and 6) Long-term loans receivable Deferred tax assets (Note 10) Other (Note 8) Allowance for doubtful accounts Total investments and other assets 185,078 146,232 1,523 1,551 13,294 21,441 67,733 50,454 (2,834) (2,322) 1,009,700 1,542,317 12,692 110,783 564,442 (23,617) 385,958 317,999 3,216,317 Total assets ¥ 2,357,925 ¥ 2,119,683 $ 19,649,375 See accompanying notes to consolidated financial statements. Toray Industries, Inc.Annual Report 2015 Liabilities and Net Assets Current liabilities: Millions of yen Thousands of U.S. dollars (Note 2) 2015 2014 2015 Short-term bank loans (Notes 4, 5 and 7) ¥ 142,346 ¥ 131,444 $ 1,186,217 Current portion of long-term debt (Notes 4, 5 and 7) Commercial paper (Note 5) Trade payables (Notes 5 and 7): Notes payable Accounts payable Income taxes payable (Note 10) Accrued liabilities Other current liabilities (Notes 4 and 10) Total current liabilities 57,338 77,201 5,000 10,000 36,557 33,403 183,616 176,062 13,027 16,411 57,596 52,439 105,373 99,622 477,817 41,667 304,642 1,530,133 108,558 479,967 878,108 600,853 596,582 5,007,108 Long-term debt (Notes 4, 5 and 7) 490,717 428,932 4,089,308 Deferred tax liabilities (Note 10) 43,669 20,758 363,908 Net defined benefit liability (Note 8) 106,293 93,172 885,775 Customers’ guarantee deposits and other liabilities (Note 4) 35,636 35,614 296,967 Total liabilities 1,277,168 1,175,058 10,643,067 67 Commitments and contingent liabilities (Note 12) Net assets (Note 11): Stockholders’ equity: Common stock: Authorized—4,000,000,000 shares Issued—1,631,481,403 shares Capital surplus Retained earnings Treasury stock, at cost Total stockholders’ equity Accumulated other comprehensive income: Net unrealized gains on securities Net deferred losses on hedges Foreign currency translation adjustments Remeasurements of defined benefit plans 147,873 147,873 136,727 136,735 544,557 505,834 1,232,275 1,139,392 4,537,975 (21,345) (1,455) (177,875) 807,812 788,987 6,731,767 79,093 49,546 (387) (508) 100,097 37,664 (947) (16,688) 659,108 (3,225) 834,142 (7,892) Total accumulated other comprehensive income 177,856 70,014 1,482,133 Stock acquisition rights (Note 9) Minority interests in consolidated subsidiaries Total net assets Total liabilities and net assets 1,207 991 93,882 84,633 10,058 782,350 1,080,757 944,625 9,006,308 ¥ 2,357,925 ¥ 2,119,683 $ 19,649,375 Toray Industries, Inc.Annual Report 2015 Consolidated Statements of Income Toray Industries, Inc. and Consolidated Subsidiaries Years ended March 31, 2015 and 2014 Net sales Costs and expenses: Millions of yen Thousands of U.S. dollars (Note 2) 2015 2014 2015 ¥ 2,010,734 ¥ 1,837,778 $ 16,756,117 Cost of sales (Notes 3, 8, 13 and 14) 1,611,469 1,485,171 13,428,908 Selling, general and administrative expenses (Notes 8, 13 and 14) 275,784 247,354 2,298,200 Operating income Other income (expenses): Interest expense Interest and dividend income Equity in earnings of unconsolidated subsidiaries and affiliated companies Loss on sales and disposal of property, plant and equipment, net Loss on impairment of fixed assets (Note 15) Gain on sales and loss on write-down of investment securities, net Other, net Income before income taxes and minority interests Income taxes (Note 10): Current Deferred Income before minority interests 68 Minority interests in earnings of consolidated subsidiaries 1,887,253 1,732,525 15,727,108 123,481 105,253 1,029,008 (6,347) (4,894) 4,121 11,816 3,794 7,700 (5,708) (5,241) (7,915) (14,390) 446 (5,425) 360 5,178 (9,012) (7,493) 114,469 97,760 24,945 26,558 14,792 39,737 74,732 5,641 32,199 65,561 (3,711) (5,953) (52,892) 34,342 98,467 (47,567) (65,958) 3,717 (45,208) (75,100) 953,908 207,875 123,267 331,142 622,767 (30,925) Net income ¥ 71,021 ¥ 59,608 $ 591,842 See accompanying notes to consolidated financial statements. Consolidated Statements of Comprehensive Income Toray Industries, Inc. and Consolidated Subsidiaries Years ended March 31, 2015 and 2014 Income before minority interests Other comprehensive income (Note 16) Net unrealized gains on securities Net deferred gains on hedges Foreign currency translation adjustments Remeasurements of defined benefit plans Share of other comprehensive income of unconsolidated subsidiaries and affiliated companies accounted for by the equity method Total other comprehensive income Comprehensive income Total comprehensive income attributable to: Owners of the parent Minority interests See accompanying notes to consolidated financial statements. Millions of yen Thousands of U.S. dollars (Note 2) 2015 2014 2015 ¥ 74,732 ¥ 65,561 $ 622,767 31,308 97 64,185 15,619 5,186 13,951 332 94,354 (82) 5,212 260,900 808 534,875 130,158 43,217 116,395 113,767 969,958 ¥ 191,127 ¥ 179,328 $ 1,592,725 ¥ 180,678 ¥ 167,273 $ 1,505,650 10,449 12,055 87,075 Toray Industries, Inc.Annual Report 2015 Consolidated Statements of Changes in Net Assets Toray Industries, Inc. and Consolidated Subsidiaries Years ended March 31, 2015 and 2014 Stockholders’ equity Accumulated other comprehensive income Millions of yen Common stock Capital surplus Retained earnings Treasury stock, at cost Total stockholders’ equity Net unrealized gains on securities Net deferred losses on hedges Foreign currency translation adjustments Remeasure- ments of defined benefit plans Total accumulated other compre- hensive income Stock acquisition rights Minority interests in consolidated subsidiaries Total net assets ¥ 147,873 ¥ 136,748 ¥ 462,536 ¥ (1,170) ¥ 745,987 ¥ 35,388 ¥ (883) ¥ (55,515) ¥ (816) ¥ (21,826) ¥ 566 ¥ 53,899 ¥ 778,626 147,873 136,748 462,536 (1,170) 745,987 35,388 (883) (55,515) (816) (21,826) 566 53,899 778,626 — — (16,300) 59,608 (13) (10) (16,300) 59,608 (394) 96 (10) (394) 109 14,158 (16,300) 59,608 (394) 96 (10) 375 375 93,179 (15,872) 91,840 425 30,734 122,999 93,179 (15,872) 91,840 425 30,734 165,999 Balance as of April 1, 2013 Cumulative effect of changes in accounting policies Restated balance Changes in: Dividends Net income Purchase of treasury stock Disposition of treasury stock Other Items other than stockholders’ equity, net Total changes — (13) 43,298 (285) 43,000 14,158 Balance as of March 31, 2014 ¥ 147,873 ¥ 136,735 ¥ 505,834 ¥ (1,455) ¥ 788,987 ¥ 49,546 ¥ (508) ¥ 37,664 ¥ (16,688) ¥ 70,014 ¥ 991 ¥ 84,633 ¥ 944,625 Balance as of April 1, 2014 Cumulative effect of changes in accounting policies Restated balance Changes in: Dividends Net income Purchase of treasury stock Disposition of treasury stock Other Items other than stockholders’ equity, net ¥ 147,873 ¥ 136,735 ¥ 505,834 ¥ (1,455) ¥ 788,987 ¥ 49,546 ¥ (508) ¥ 37,664 ¥ (16,688) ¥ 70,014 ¥ 991 ¥ 84,633 ¥ 944,625 (15,989) (15,989) (15,989) 147,873 136,735 489,845 (1,455) 772,998 49,546 (508) 37,664 (16,688) 70,014 991 84,633 928,636 (16,145) 71,021 (16,145) 71,021 (41) 33 (164) (20,054) (20,054) 165 (1) 124 (132) (16,145) 71,021 (20,054) 124 (132) 69 29,547 121 62,433 15,741 107,842 216 9,249 117,307 Total changes — (8) 54,712 (19,890) 34,814 29,547 121 62,433 15,741 107,842 216 9,249 152,121 Balance as of March 31, 2015 ¥147,873 ¥136,727 ¥544,557 ¥ (21,345) ¥807,812 ¥79,093 ¥(387) ¥ 100,097 ¥ (947) ¥ 177,856 ¥ 1,207 ¥ 93,882 ¥1,080,757 Stockholders’ equity Accumulated other comprehensive income Thousands of U.S. dollars (Note 2) Common stock Capital surplus Retained earnings Treasury stock, at cost Total stockholders’ equity Net unrealized gains on securities Net deferred losses on hedges Foreign currency translation adjustments Remeasure- ments of defined benefit plans Total accumulated other compre- hensive income Stock acquisition rights Minority interests in consolidated subsidiaries Total net assets $ 1,232,275 $ 1,139,458 $ 4,215,283 $ (12,125) $ 6,574,892 $ 412,883 $ (4,233) $ 313,867 $ (139,067) $ 583,450 $ 8,258 $ 705,275 $ 7,871,875 (133,242) (133,242) (133,242) 1,232,275 1,139,458 4,082,042 (12,125) 6,441,650 412,883 (4,233) 313,867 (139,067) 583,450 8,258 705,275 7,738,633 (134,542) 591,842 (134,542) 591,842 (342) 275 (1,367) (167,117) (167,117) 1,375 (8) 1,033 (1,100) (134,542) 591,842 (167,117) 1,033 (1,100) 246,225 1,008 520,275 131,175 898,683 1,800 77,075 977,558 Balance as of April 1, 2014 Cumulative effect of changes in accounting policies Restated balance Changes in: Dividends Net income Purchase of treasury stock Disposition of treasury stock Other Items other than stockholders’ equity, net Total changes — (67) 455,933 (165,750) 290,117 246,225 1,008 520,275 131,175 898,683 1,800 77,075 1,267,675 Balance as of March 31, 2015 $1,232,275 $1,139,392 $4,537,975 $(177,875) $6,731,767 $ 659,108 $ (3,225) $ 834,142 $ (7,892) $ 1,482,133 $ 10,058 $782,350 $9,006,308 See accompanying notes to consolidated financial statements. Toray Industries, Inc.Annual Report 2015 Consolidated Statements of Cash Flows Toray Industries, Inc. and Consolidated Subsidiaries Years ended March 31, 2015 and 2014 Cash flows from operating activities: Income before income taxes and minority interests ¥ 114,469 ¥ 97,760 $ 953,908 Millions of yen Thousands of U.S. dollars (Note 2) 2015 2014 2015 Adjustments to reconcile income before income taxes and minority interests to net cash provided by operating activities: Depreciation and amortization Loss on impairment of fixed assets Interest and dividend income Equity in earnings of unconsolidated subsidiaries and affiliated companies Interest expense Loss on sales and disposal of property, plant and equipment, net Gain and loss on sales and loss on write-down of investment securities, net Insurance income (Decrease) increase in net defined benefit liability Increase in trade receivables Increase in inventories Decrease in trade payables Other, net Subtotal Interest and dividends received Interest paid Income taxes paid Proceeds from insurance 81,480 7,915 (4,121) (11,816) 6,347 5,708 (857) — (364) (33,861) (5,006) (694) 9,395 78,743 14,390 (3,794) (7,700) 4,894 5,241 (343) (6,818) 3,066 (6,330) (18,908) (1,582) 15,933 679,000 65,958 (34,342) (98,467) 52,892 47,567 (7,142) — (3,033) (282,175) (41,717) (5,783) 78,292 168,595 174,552 1,404,958 8,456 (6,277) 8,208 (4,962) (29,492) (23,161) — 6,818 70,467 (52,308) (245,767) — 70 Net cash provided by operating activities 141,282 161,455 1,177,350 Cash flows from investing activities: Capital expenditures Purchases of investment securities Proceeds from sales of property, plant and equipment Proceeds from sales of investment securities Acquisition of shares of consolidated subsidiaries resulting in change in scope of consolidation Other, net Net cash used in investing activities Cash flows from financing activities: Net decrease in short-term debt Proceeds from long-term debt Repayment of long-term debt Purchase of treasury stock Cash dividends paid Other, net Net cash (used in) provided by financing activities (126,889) (112,905) (1,057,408) (5,893) (10,513) 4,608 4,061 2,057 954 (702) (91,391) (49,108) 38,400 33,842 (5,850) (15,847) (3,028) (132,058) (140,662) (214,826) (1,172,183) (3,707) (9,716) (30,892) 136,850 170,139 1,140,417 (104,266) (100,266) (20,058) (17,530) (1,287) (9,998) (398) (17,357) (927) 41,475 (868,883) (167,150) (146,083) (10,725) (83,317) 72,750 (5,400) Effect of exchange rate changes on cash and cash equivalents Net (decrease) increase in cash and cash equivalents 8,730 (648) 17,343 5,447 Cash and cash equivalents at beginning of year 113,137 107,690 942,808 Cash and cash equivalents at end of year ¥ 112,489 ¥ 113,137 $ 937,408 See accompanying notes to consolidated financial statements. Toray Industries, Inc.Annual Report 2015 Notes to Consolidated Financial Statements Toray Industries, Inc. and Consolidated Subsidiaries Years ended March 31, 2015 and 2014 1. SIGNIFICANT ACCOUNTING POLICIES a) Basis of Presenting Consolidated Financial Statements The accompanying consolidated financial statements of Toray Industries, Inc. (the “Company”) and its consolidated subsid- iaries have been prepared in accordance with the provisions set forth in the Financial Instruments and Exchange Law of Japan and its related accounting regulations, and in conformity with accounting principles and practices generally accepted in Japan, which are different in certain respects as to appli- cation and disclosure requirements of International Financial Reporting Standards. For the preparation of consolidated financial statements, the accounting policies and procedures applied to a par- ent company and its subsidiaries for similar transactions and events under similar circumstances should be unified, in princi- ple. However, financial statements prepared by overseas sub- sidiaries in accordance with International Financial Reporting Standards or the generally accepted accounting principles in the United States tentatively may be used for the consolida- tion process. In addition, some items should be adjusted in the consolidation process so that net income is accurately accounted for, unless they are not material. Certain items presented in the original consolidated finan- cial statements in Japanese have been reclassified for the con- venience of readers outside Japan. b) Principles of Consolidation The accompanying consolidated financial statements include the accounts of the Company and substantially all of its subsidiaries. Assets and liabilities of the consolidated subsidiaries are revalued to fair market value when the majority interest in the subsidiaries is purchased. Investments in unconsolidated subsidiaries and affiliated companies are accounted for by the equity method. All intercompany accounts and transactions have been elim- inated in consolidation. The difference between the acquisition cost and the underlying net assets of the subsidiaries is recog- nized as goodwill and amortized principally over its estimated useful life not exceeding twenty years on a straight-line method. c) Cash and Cash Equivalents Cash and cash equivalents at March 31, 2015 and 2014 include cash, short-term time deposits which may be withdrawn on demand without diminution of principal and highly liquid investments with original maturities of three months or less. Cash and cash equivalents consisted of: Millions of yen Thousands of U.S. dollars Cash Time deposits Less — Time deposits with maturities of over 3 months Marketable securities with original maturities of 3 months or less Cash and cash equivalents 2015 2014 ¥ 84,402 ¥ 80,582 $ 703,350 31,791 33,556 264,925 2015 (7,437) (1,001) (61,975) 3,733 — 31,108 ¥ 112,489 ¥ 113,137 $ 937,408 d) Financial Instruments Derivatives: All derivatives are stated at fair value, with changes in fair value included in net income or loss for the period in which they arise, except for derivatives that are designated as “hedging instruments” (see Hedge Accounting below). Securities: Held-to-maturity debt securities that the Company and its con- solidated subsidiaries have the intent to hold to maturity, are stated at cost after accounting for premium or discount on acquisition, which are amortized over the period to maturity. Other securities for which market quotations are avail- able are stated at fair value. Net unrealized gains or losses on these securities are reported as a separate item in net assets at a net-of-tax amount. Other securities for which market quotations are unavailable are stated at cost, except as stated in the paragraph below. In cases where the fair value of held-to-maturity debt securities or other securities has declined significantly and such impairment of the value is not deemed temporary, those securities are written down to fair value and the result- ing losses are included in net income or loss for the period. Hedge Accounting: 71 Gains or losses arising from changes in fair value of deriv- atives designated as “hedging instruments” are deferred as a separate item of net assets at a net-of-tax amount and included in net income or loss in the same period during which the gains and losses on the hedged items or transac- tions are recognized. The derivatives designated as hedging instruments by the Company and its consolidated subsidiaries are principally interest rate swaps and forward foreign exchange contracts. The related hedged items are trade accounts receivable and payable, long-term bank loans and debt securities issued by the Company and its consolidated subsidiaries. The Company and its consolidated subsidiaries have a pol- icy to utilize the above hedging instruments in order to reduce their exposure to the risk of interest rate and foreign currency fluctuations. Thus, their purchases of the hedging instruments are limited to, at maximum, the amounts of the hedged items. The Company and its consolidated subsidiaries eval- uate the effectiveness of hedging activities by refer- ence to the accumulated gains or losses on the hedging instruments and the related hedged items from the com- mencement of the hedges. e) Allowance for Doubtful Accounts In the Company and its domestic consolidated subsidiaries, an allowance for doubtful accounts, including receivables and loans, is determined from the amounts considered unlikely to be recovered, estimated from past actual bad debt ratio records for general receivables and from studying the probability of recovery in individual cases where there is concern over claims. Toray Industries, Inc.Annual Report 2015 72 f) Inventories Inventories are stated at the lower of acquisition cost, princi- pally determined by the moving average method, or net sell- ing value to reflect any decreased profitability of inventories. g) Property, Plant and Equipment Property, plant and equipment are stated at cost. Depreciation for property, plant and equipment (except leased assets) is principally computed by the straight-line method at rates based on estimated useful lives that are as follows: Buildings 3–60 years Machinery and equipment 3–15 years Principally, a depreciation method of leased assets is iden- tical to the method applicable to its own fixed assets. In the Company and its domestic consolidated subsidiaries, finance lease transactions which do not transfer ownership of the leased assets whose lease inceptions are on or before March 31, 2008 are accounted for by a method similar to the method applicable to ordinary operating lease transactions. h) Income Taxes Income taxes of the Company and its domestic consolidated subsidiaries consist of corporate income taxes, local inhabitants taxes and enterprise taxes. Deferred income taxes are deter- mined using the asset and liability approach, where deferred tax assets and liabilities are recognized for temporary differences between the tax basis of assets and liabilities and their reported amount in the financial statements. The Company also provides for the anticipated tax effect of future remittances of retained earnings from subsidiaries and affiliated companies. i) Retirement Benefits The Company and its domestic consolidated subsidiaries have an unfunded lump-sum benefit plan, a funded contributory pension plan and a defined contribution pension plan covering all eligible employees. Under the terms of the unfunded lump-sum benefit plan, eligible employees are entitled under most circumstances, upon mandatory retirement or earlier voluntary severance, to indemnities based on compensation at the time of severance and years of service. The funded contributory pension plan and the defined con- tribution pension plan provide, in general, pension payments for life commencing from age 60. To provide for the payment of retirement benefits to employ- ees, net defined benefit liability is recognized at an amount equal to the expected retirement benefit obligations net of the fair value of pension assets at the end of the period. Past service cost is amortized as incurred using the straight- line method over a certain period within the employees’ aver- age remaining years of service (primarily 14 years). Actuarial gains and losses are amortized from the follow- ing fiscal year after recognition using the straight-line method over a certain period within the employees’ average remaining years of service (primarily 14 years). Unrecognized actuarial gains and losses and unrecog- nized past service cost are recognized in remeasurements of defined benefit plans in accumulated other comprehensive income under the net assets section, net of deferred taxes. Allowance for retirement benefits for members of the Board and corporate auditors (“executives”) of the Company and certain of its domestic consolidated subsidiaries is pro- vided based on the companies’ pertinent rules and is calcu- lated as the estimated amount which would be payable if all executives were to retire at the balance sheet date. Any amounts payable to executives upon retirement are subject to approval at the annual stockholders’ meeting. The amount is included in “customers’ guarantee deposits and other liabili- ties” on the consolidated balance sheets. j) Appropriation of Retained Earnings Cash dividends are recorded in the fiscal year when the pro- posed appropriation of retained earnings is approved by the Board of Directors and/or stockholders. k) Foreign Currency Transactions All monetary assets and liabilities denominated in foreign cur- rencies, whether long-term or short-term, are translated into Japanese yen at the exchange rates prevailing at the balance sheet date. Resulting gains and losses are included in net income or loss for the period. l) Translation of Foreign Currency Financial Statements Translation of foreign currency financial statements of over- seas subsidiaries into Japanese yen for consolidation pur- poses is made by using the current exchange rates prevailing at their balance sheet dates, with the exception that the trans- lation of stockholders’ equity is made by using historical rates. Revenue and expense accounts are principally translated at the average exchange rates during the year. Differences in yen amounts arising from the use of different rates are pre- sented as “foreign currency translation adjustments” in net assets except for the portion belonging to minority stockhold- ers, which is included in “minority interests in consolidated subsidiaries” in net assets. m) Changes in Accounting Policy Resulting from Revisions to Accounting Standards Effective from the year ended March 31, 2015, the Company and its domestic consolidated subsidiaries adopted provisions described in the main clause of Section 35 of “Accounting Standard for Retirement Benefits” (the Accounting Standards Board of Japan (ASBJ) Statement No. 26, May 17, 2012, here- inafter “the Standard”) and provisions described in the main clause of Section 67 of “Guidance on Accounting Standard for Retirement Benefits” (ASBJ Guidance No. 25, March 26, 2015). Accordingly, the Company and its domestic consolidated sub- sidiaries have revised the calculation method for retirement benefit obligations and service costs, have changed the method for attributing projected retirement benefits to each period Toray Industries, Inc.Annual Report 2015 from a straight-line basis to a benefit formula basis, and have changed the method for determining the discount rate as well. The application of the Standard and guidance is subject to the tentative treatment set forth in Section 37 of the Standard, and the cumulative effect of the changes in the calculation method of retirement benefit obligations and service costs was added to or deducted from retained earnings at the beginning of the year ended March 31, 2015. As a result, the beginning balance of net defined benefit lia- bility at April 1, 2014 increased by ¥13,995 million ($116,625 thousand), net defined benefit asset decreased by ¥10,482 million ($87,350 thousand), and retained earnings decreased by ¥15,989 million ($133,242 thousand). Operating income increased by ¥2,023 million ($16,858 thousand) and income before income taxes and minority interests increased by ¥2,048 million ($17,067 thousand) for the year ended March 31, 2015. In addition, net assets per share decreased by ¥9.13 ($0.08), and basic net income per share and diluted net income per share increased by ¥0.87 ($0.01), respectively. n) Changes in Accounting Policy Difficult to Distinguish from Changes in Accounting Estimate The primary depreciation method of property, plant and equipment (except lease assets), which was previously the declining-balance method for the Company and its domestic consolidated subsidiaries, has been changed to the straight- line method from the year ended March 31, 2015. Toray Group implemented a new medium-term manage- ment program from the year ended March 31, 2015 to plan the priority allocation of capital expenditure to overseas countries and regions with expected economic growth as part of its capi- tal expenditure strategy. Taking this opportunity, the Group has examined the demand trends and operating situation of domes- tic production facilities and has confirmed that the domestic production facilities are likely to operate stably over their useful lives in the future. The Group has therefore judged that it should adopt the straight-line method for depreciating domestic prop- erty, plant and equipment (except lease assets) to calculate peri- odic profit and loss more precisely. As a result, operating income for the year ended March 31, 2015 increased by ¥7,818 million ($65,150 thousand) and income before income taxes and minority interests increased by ¥8,001 million ($66,675 thousand). o) Standards Issued but Not Yet Adopted Accounting Standards for Business Combinations On September 13, 2013, the ASBJ issued “Revised Accounting Standard for Business Combinations” (ASBJ Statement No.21), “Revised Accounting Standard for Consolidated Financial Statements” (ASBJ Statement No.22), “Revised Accounting Standard for Business Divestitures” (ASBJ Statement No.7), “Revised Accounting Standard for Earnings Per Share” (ASBJ Statement No.2), “Revised Guidance on Accounting Standard for Business Combinations and Accounting Standard for Business Divestitures” (ASBJ Guidance No.10), and “Revised Guidance on Accounting Standard for Earnings Per Share” (ASBJ Guidance No.4). (1) Overview Under these revised accounting standards, the accounting treatment for any changes in a parent’s ownership interest in a subsidiary when the parent retains control over the subsid- iary and the corresponding accounting for acquisition-related costs were revised. In addition, the presentation method of net income was amended, the reference to “minority inter- ests” was changed to “non-controlling interests,” and tran- sitional provisions for these accounting standards were also defined. (2) Scheduled Date of Adoption The Company expects to adopt these revised accounting standards and guidance from the beginning of the year ending March 31, 2016. 73 (3) Impact of Adopting Revised Accounting Standards and Guidance The impact of adopting the revised accounting standards and guidance on consolidated financial statements is cur- rently under evaluation. p) Changes in Accounting Estimate When accounting for retirement benefits, actuarial gains and losses and past service costs were previously amortized pri- marily over 15 years but are now amortized primarily over 14 years, effective from the year ended March 31, 2015, due to a decrease in the employees’ average remaining years of service. As a result, operating income for the year ended March 31, 2015 decreased by ¥1,946 million ($16,217 thousand), and income before income taxes and minority interests decreased by ¥1,953 million ($16,275 thousand). 2. U.S. DOLLAR AMOUNTS The Company and its domestic consolidated subsidiaries maintain their accounting records in yen. The U.S. dollar amounts included in the accompanying consolidated financial statements and notes thereto represent the arithmetic results of translating yen into U.S. dollars at the rate of ¥120 to $1.00, the approximate exchange rate prevailing on March 31, 2015. The inclusion of such U.S. dol- lar amounts is solely for the convenience of readers outside Japan and is not intended to imply that yen amounts and assets and lia- bilities that originated in yen have been or could be readily con- verted, realized or settled in U.S. dollars at this or at any other rate. Toray Industries, Inc.Annual Report 2015 3. INVENTORIES At March 31, 2015 and 2014, inventories consisted of the following: Merchandise and finished goods Work in process Raw materials and supplies Millions of yen Thousands of U.S. dollars 2015 2014 2015 ¥ 220,763 ¥ 211,837 $ 1,839,692 78,606 92,260 74,546 84,439 655,050 768,833 ¥ 391,629 ¥ 370,822 $ 3,263,575 Losses recognized and charged to cost of sales as a result of valuation at March 31, 2015 and 2014 were ¥2,193 million ($18,275 thousand) and ¥2,559 million, respectively. 4. SHORT-TERM BANK LOANS, LONG-TERM DEBT AND LEASE OBLIGATIONS Short-term bank loans at March 31, 2015 and 2014 represented bank overdrafts and short-term notes. The Company is not required to pay commitment fees on unused balances of the bank overdraft agreements. Long-term debt and lease obligations at March 31, 2015 and 2014 were as follows: Loans principally from banks and insurance companies with interest rates primarily from 0.01% to 7.05%, maturing serially through 2025: 74 Unsecured Secured Lease obligations maturing serially through 2028: Unsecured Yen notes with an interest rate of 0.42% due 2018 Yen notes with an interest rate of 0.93% due 2022 Yen notes with an interest rate of 1.01% due 2023 Zero coupon convertible bonds due 2019 Zero coupon convertible bonds due 2021 Korean won notes with an interest rate of 5.7% due 2014 U.S. dollar notes with an interest rate of 3 month U.S. dollar LIBOR+1.3% due 2014 Less amounts due within one year At March 31, 2015, assets pledged as collateral were as follows: Time deposits Property, plant and equipment, net Investment securities Others Millions of yen Thousands of U.S. dollars 2015 2014 2015 ¥ 408,025 ¥ 441,883 $ 3,400,208 — 20,197 — 4,857 30 20,000 20,000 50,000 50,000 6,586 — 20,000 20,000 — — — 2,998 — 1,055 40,475 250 166,667 166,667 416,667 416,667 — — 552,912 512,719 4,607,600 58,608 78,959 488,400 ¥ 494,304 ¥ 433,760 $ 4,119,200 Millions of yen Thousands of U.S. dollars ¥ 4 $ 33 5,953 40 467 49,608 333 3,892 ¥ 6,464 $ 53,867 Toray Industries, Inc.Annual Report 2015 The annual maturities of long-term debt and lease obligations subsequent to March 31, 2015 were as follows: Years ending March 31: 2016 2017 2018 2019 2020 2021 and thereafter 5. FINANCIAL INSTRUMENTS Conditions of Financial Instruments a) Policy in Relation to Financial Instruments The policy of the Company and its consolidated subsidiaries is to manage funds only by short-term deposits, etc. and to raise funds by borrowing from banks and issuing corporate bonds. The Company and its consolidated subsidiaries use derivatives to hedge risks associated with foreign currency exchange rates and fluctuations of borrowing interest rates and do not enter into derivative transactions for speculative or trading purposes. b) Contents and Risk of Financial Instruments and Risk Management System Trade receivables are operating receivables and therefore are exposed to customer credit risk. Under its internal reg- ulations, the Company carefully manages the payment peri- ods for receivables and outstanding balances of all customers and regularly monitors the credit standing of major clients. Consolidated subsidiaries also monitor and manage the credit standings of their clients. Operating receivables and payables denominated in foreign currencies that arise from the global business operations are also exposed to foreign currency exchange risk. The Company and its consolidated subsidiaries hedge this risk mainly through the use of forward exchange contracts against positions after netting receivables and pay- ables denominated in the same foreign currencies. Likewise, the Company and its consolidated subsidiaries mainly use cur- rency swaps to hedge the foreign currency exchange risk of bank loans denominated in foreign currencies. Investment securities are exposed to the risk of market price fluctuations. Most of these securities are the shares of corpora- tions with which the Company and its consolidated subsidiaries have business relationships. The fair value and financial posi- tions of the issuing entities (clients) are regularly monitored. Trade payables are operating payables, most of which are due and payable within one year. Millions of yen Thousands of U.S. dollars ¥ 58,608 $ 488,400 54,914 105,380 32,115 52,227 457,617 878,167 267,625 435,225 249,668 2,080,567 ¥ 552,912 $ 4,607,600 Short-term bank loans and commercial paper are financ- ing instruments mainly for operating transactions, while long- term bank loans and bonds (due within ten years, in principle) are primarily for capital expenditures. Bank loans and bonds are exposed to the risk of interest rate fluctuation. Bank loans and bonds at floating interest rates carry the risk of higher inter- est expenses when rates rise, while bank loans and bonds at fixed interest rates carry the risk of higher interest expenses when rates fall. The Company and its consolidated subsidiar- ies use derivative transactions (interest rate swap transactions) to minimize the risk of interest rate fluctuation, taking into con- sideration the balance between fixed interest rates and floating interest rates. Hedging instruments, hedged items, the policy for utiliz- ing such hedging instruments and the method for evaluat- ing the effectiveness of hedging activities are described in Note 1. SIGNIFICANT ACCOUNTING POLICIES d) Financial Instruments, Hedge Accounting the Consolidated Financial Statements. Derivative transactions are executed and managed in accor- dance with the internal regulations prescribing the authoriza- tion for transactions. To mitigate credit risk, the Company and its consolidated subsidiaries carry out derivative transactions only with highly rated financial institutions. the Notes to in c) Supplemental Explanation on Fair Value of Financial Instruments The fair value of financial instruments is based on market prices, or reasonable estimate of fair value for instruments for which market prices are not available. Estimates of fair value are subject to fluctuation because they employ various factors and assumptions. In addition, the contract amount of deriva- tives in Note 7. DERIVATIVES in the Notes to the Consolidated Financial Statements is not an indicator of market risk associ- ated with derivative transactions. 75 Toray Industries, Inc.Annual Report 2015 Fair Value of Financial Instruments Carrying value, fair value and unrealized gain (loss) as of March 31, 2015 and 2014 were as follows. In addition, financial instruments, for which it is extremely difficult to measure the fair value, are not included. (Please refer to Note 2 below). Cash and time deposits Trade receivables Investment securities Held-to-maturity debt securities Investment securities in subsidiaries and affiliated companies Other securities Assets Trade payables Short-term bank loans Commercial paper Bonds *1 Long-term bank loans *2 Liabilities Derivative transactions *3 Hedge accounting is not applied Hedge accounting is applied Derivative transactions 76 Cash and time deposits Trade receivables Investment securities Held-to-maturity debt securities Investment securities in subsidiaries and affiliated companies Other securities Assets Trade payables Short-term bank loans Commercial paper Bonds *1 Long-term bank loans *2 Liabilities Derivative transactions *3 Hedge accounting is not applied Hedge accounting is applied Derivative transactions Millions of yen 2015 Carrying value Fair value Unrealized gain ¥ 116,193 ¥ 116,193 ¥ — 405,330 405,330 84 27,486 84 27,593 181,235 181,235 — 0 107 — ¥ 730,328 ¥ 730,435 ¥ 107 ¥ 220,173 ¥ 220,173 ¥ — 142,346 142,346 5,000 5,000 — — 140,030 408,025 166,617 413,250 26,587 5,225 ¥ 915,574 ¥ 947,386 ¥ 31,812 ¥ (193) ¥ (193) ¥ — (398) (398) — ¥ (591) ¥ (591) ¥ — Millions of yen 2014 Carrying value Fair value Unrealized gain (loss) ¥ 114,138 352,094 ¥ 114,138 352,094 ¥ 94 17,753 94 13,665 139,491 139,491 — — (0) (4,088) — ¥ 623,570 ¥ 619,482 ¥ (4,088) ¥ 209,465 ¥ 209,465 ¥ 131,444 131,444 10,000 44,053 10,000 44,089 — — — 36 462,080 468,931 6,851 ¥ 857,042 ¥ 863,929 ¥ 6,887 ¥ (85) ¥ (539) (624) ¥ ¥ (85) (539) (624) ¥ ¥ — — — Toray Industries, Inc.Annual Report 2015 Cash and time deposits Trade receivables Investment securities Held-to-maturity debt securities Investment securities in subsidiaries and affiliated companies Other securities Assets Trade payables Short-term bank loans Commercial paper Bonds *1 Long-term bank loans *2 Liabilities Derivative transactions *3 Hedge accounting is not applied Hedge accounting is applied Derivative transactions Thousands of U.S. dollars 2015 Carrying value Fair value Unrealized gain $ 968,275 $ 968,275 $ 3,377,750 3,377,750 700 700 229,050 229,942 1,510,292 1,510,292 $ 6,086,067 $ 6,086,958 $ 1,834,775 $ 1,834,775 1,186,217 1,186,217 41,667 41,667 $ $ — — 0 892 — 892 — — — 1,166,917 1,388,475 221,558 3,400,208 3,443,750 43,542 $ 7,629,783 $ 7,894,883 $ 265,100 $ (1,608) $ (1,608) $ (3,317) (3,317) $ (4,925) $ (4,925) $ — — — *1: Bonds include bonds due within one year. *2: Long-term bank loans include long-term bank loans due within one year. *3: Receivables and payables arising from derivative transactions are indicated in net amounts. Total net payables, if any, are shown in parentheses. Notes: 1. Estimation method for fair value of financial instruments and items related to securities and derivative transactions Assets Cash and time deposits and Trade receivables Carrying value is used for fair value since the items will be settled within the short term and the fair value is approximately equal to the carrying value. Investment securities Securities are valued at quoted market price. Debt securities, etc. are valued at quoted market price or at the price provided by correspondent financial institutions. For information on securities classified by holding purpose, please refer to Note 6. SECURITIES of the Notes to the Consolidated Financial Statements. Liabilities Trade payables, Short-term bank loans and Commercial paper Carrying value is used for fair value since the items will be settled within the short term and the fair value is approximately equal to the carrying value. Bonds The fair value of bonds with market price is based on market price. The fair value of bonds without market price is estimated by discounting the principal amounts and interest based on interest rates adjusted for the remaining periods and credit risk of the bonds. However, for floating-rate bonds or fixed-rate bonds converted to floating using interest rate swaps accounted for under the special accounting treatment for interest rate swaps, the fair value is approximately equal to the carrying value because the interest rates are adjusted periodically. Therefore, the fair value is based on the carrying value. Long-term bank loans The fair value of long-term bank loans is estimated by discounting the principal amounts and interest based on estimated interest rates if similar new loans were entered into in the current period. The fair value of long-term bank loans for which the special accounting method for interest rate swaps is applied is estimated by discounting the total principal amount and inter- est (accounted for together with the interest rate swaps) based on estimated interest rates if similar new loans were entered into in the current period. For long-term bank loans at floating interest rates, however, the fair value is approximately equal to the carrying value because the interest rates are adjusted periodically. Therefore, the fair value is based on the carrying value. Derivative transactions Please refer to Note 7. DERIVATIVES in the Notes to the Consolidated Financial Statements. 77 Toray Industries, Inc.Annual Report 2015 2. Financial instruments for which it is extremely difficult to determine the fair value Unlisted securities Millions of yen Thousands of U.S. dollars 2015 2014 2015 ¥ 79,533 ¥ 72,663 $ 662,775 Unlisted securities have no quoted market price and the fair value is extremely difficult to determine. Therefore, they are not included in the preceding table. 3. Redemption schedule for receivables and investment securities with maturities at March 31, 2015 and 2014 Cash and time deposits Trade receivables Investment securities Held-to-maturity debt securities Other securities 78 Cash and time deposits Trade receivables Investment securities Held-to-maturity debt securities Other securities Cash and time deposits Trade receivables Investment securities Held-to-maturity debt securities Other securities Millions of yen 2015 Due within one year Due after one year through five years Due after five years through ten years Due after ten years ¥ 116,193 405,329 7 4,282 ¥ 525,811 ¥ — 1 70 — ¥ 71 ¥ — — 7 10 ¥ 17 ¥ — — — 700 ¥ 700 Millions of yen 2014 Due within one year Due after one year through five years Due after five years through ten years Due after ten years ¥ 114,138 352,094 3 725 ¥ 466,960 ¥ — — 82 — ¥ 82 ¥ — — 9 10 ¥ 19 Thousands of U.S. dollars 2015 Due within one year Due after one year through five years Due after five years through ten years $ 968,275 $ — 3,377,742 8 58 35,683 $ 4,381,758 583 — $ 592 $ — — 58 83 $ 142 ¥ — — — 800 ¥ 800 Due after ten years $ — — — 5,833 $ 5,833 4. The redemption schedule for long-term debt is disclosed in Note 4. SHORT-TERM BANK LOANS, LONG-TERM DEBT AND LEASE OBLIGATIONS of the Notes to the Consolidated Financial Statements. Toray Industries, Inc.Annual Report 2015 6. SECURITIES At March 31, 2015 and 2014, information on securities classified as held-to-maturity debt securities was as follows: Held-to-maturity debt securities ¥ 84 Carrying value Millions of yen 2015 Thousands of U.S. dollars 2015 Fair value ¥ 84 Unrealized gains Unrealized losses ¥ 0 ¥ — Carrying value $ 700 Fair value $ 700 Unrealized gains Unrealized losses $ 0 $ — Held-to-maturity debt securities ¥ 94 Carrying value Millions of yen 2014 Fair value ¥ 94 Unrealized gains Unrealized losses ¥ — ¥ 0 At March 31, 2015 and 2014, information on securities classified as other securities was as follows: Millions of yen 2015 Thousands of U.S. dollars 2015 Carrying value Acquisition cost Unrealized gains Unrealized losses Carrying value Acquisition cost Unrealized gains Unrealized losses Other securities ¥ 181,235 ¥ 67,556 ¥ 114,383 ¥ 704 $ 1,510,292 $ 562,967 $ 953,192 $ 5,867 Millions of yen 2014 Carrying value Acquisition cost Unrealized gains Unrealized losses Other securities ¥ 139,491 ¥ 65,303 ¥ 75,558 ¥ 1,370 79 Toray Industries, Inc.Annual Report 20157. DERIVATIVES The Company and its consolidated subsidiaries had the following derivative contracts outstanding at March 31, 2015 and 2014: Hedge accounting is not applied Millions of yen Thousands of U.S. dollars Forward foreign exchange contracts: Buying U.S. dollar Buying euro Buying Thai baht Buying Japanese yen Selling U.S. dollar Selling euro Selling British pound Selling Chinese yuan Selling Japanese yen Foreign currency swaps: Contract amount 2015 Fair value Unrealized gain (loss) Contract amount 2015 Fair value Unrealized gain (loss) ¥ 4,843 ¥ 59 ¥ 59 $ 40,358 $ 492 $ 492 42 366 2,578 8,628 477 131 8 1,099 0 34 (27) 0 34 (27) 350 3,050 21,483 0 283 (225) 0 283 (225) (189) (189) 71,900 (1,575) (1,575) 2 (1) 0 (5) 2 (1) 0 (5) 3,975 1,092 67 9,158 17 (8) 0 (42) 17 (8) 0 (42) Receiving U.S. dollar, paying Korean won 1,198 (74) (74) 9,983 (617) (617) Receiving U.S. dollar, paying Thai baht 1,835 Interest rate swaps: Floating-rate receipt, fixed-rate payment 1,098 4 4 4 4 15,292 9,150 33 33 33 33 ¥ — ¥ (193) ¥ (193) $ — $ (1,608) $ (1,608) 80 Millions of yen 2014 Fair value Contract amount Unrealized gain (loss) ¥ 4,802 ¥ 37 ¥ 37 44 5 442 1 3 879 6,891 196 130 8 1,304 0 0 (2) 0 0 (23) (4) 1 0 0 34 0 0 (2) 0 0 (23) (4) 1 0 0 34 Forward foreign exchange contracts: Buying U.S. dollar Buying euro Buying British pound Buying Thai baht Buying Australian dollar Buying New Zealand dollar Buying Japanese yen Selling U.S. dollar Selling euro Selling British pound Selling Chinese yuan Selling Japanese yen Foreign currency swaps: Receiving U.S. dollar, paying Korean won 1,449 (144) (144) Interest rate swaps: Floating-rate receipt, fixed-rate payment 1,000 16 16 ¥ — ¥ (85) ¥ (85) Toray Industries, Inc.Annual Report 2015 Hedge accounting is applied Millions of yen 2015 Hedge accounting method Type of derivative and principal hedged items Contract amount Fair value Estimation method for fair value Deferral hedge method Forward foreign exchange contracts: Accounted for as part of trade receivables Special accounting method for interest rate swaps Allocation method for forward foreign exchange contracts and trade payables Buying U.S. dollar Buying Japanese yen Selling U.S. dollar Selling euro Foreign currency options: Accounted for as part of trade payables Buying Japanese yen (call) Selling Japanese yen (put) Foreign currency swaps: Accounted for as part of long-term bank loans Receiving U.S. dollar, paying Korean won Interest rate swaps: Accounted for as part of long-term bank loans Floating-rate receipt, fixed-rate payment Interest rate swaps: Accounted for as part of bonds ¥ 103 1,349 606 255 210 126 ¥ 5 Forward foreign exchange quotes (23) (12) (2) (8) The price provided by 5 correspondent financial institutions 3,460 (35) The price provided by correspondent financial institutions 641 (15) The price provided by correspondent financial institutions and long-term bank loans Floating-rate receipt, fixed-rate payment Floating-rate receipt, floating-rate payment Fixed-rate receipt, floating rate payment 26,200 *1 37,600 53,000 — Forward foreign exchange contracts: Accounted for as part of trade receivables and trade payables (Forecasted transactions) Buying U.S. dollar Buying euro Buying Canadian dollar Buying Chinese yuan Buying Korean won Buying Indian rupee Selling U.S. dollar Selling euro Selling British pound Selling Chinese yuan Selling Thai baht Selling Japanese yen Foreign currency swaps: Accounted for as part of long-term bank loans (Forecasted transactions) Receiving U.S. dollar, paying Japanese yen Forward foreign exchange contracts: Accounted for as part of trade receivables and trade payables Buying U.S. dollar Buying euro Buying British pound Buying Chinese yuan Buying Korean won Buying Japanese yen Selling U.S. dollar Selling euro Selling British pound Selling Chinese yuan Selling Thai baht Foreign currency swaps: Accounted for as part of long-term bank loans Receiving U.S. dollar, paying Japanese yen Receiving Australian dollar, paying Japanese yen 81 26,003 2,594 475 1,993 152 1,084 23,822 1,550 6 285 57 107 316 Forward foreign exchange quotes (90) (1) 60 8 3 (335) 62 0 (4) (1) (1) 20,000 (330) The price provided by correspondent financial institutions 21,497 *2 258 11 82 155 4 36,436 2,904 34 1,399 78 154,320 *2 3,129 — — ¥ — ¥ (398) Toray Industries, Inc.Annual Report 2015 Hedge accounting method Type of derivative and principal hedged items Contract amount Fair value Estimation method for fair value Deferral hedge method Forward foreign exchange contracts: Accounted for as part of trade receivables Millions of yen 2014 Special accounting method for interest rate swaps Allocation method for forward foreign exchange contracts 82 and trade payables Buying U.S. dollar Buying Japanese yen Selling U.S. dollar Selling euro Foreign currency options: Accounted for as part of trade payables Buying Japanese yen (call) Selling Japanese yen (put) Foreign currency swaps: Accounted for as part of bonds and long-term bank loans Receiving U.S. dollar, paying Korean won Interest rate swaps: Accounted for as part of long-term bank loans Floating-rate receipt, fixed-rate payment Interest rate swaps: Accounted for as part of bonds ¥ 221 2,991 738 131 1,270 875 ¥ (4) Forward foreign exchange quotes (202) 8 4 (67) The price provided by 44 correspondent financial institutions 4,076 (74) The price provided by correspondent financial institutions 5,011 (92) The price provided by correspondent financial institutions and long-term bank loans Floating-rate receipt, fixed-rate payment Floating-rate receipt, floating-rate payment Fixed-rate receipt, floating-rate payment 58,200 *1 57,600 68,000 Forward foreign exchange contracts: Accounted for as part of trade receivables and trade payables (Forecasted transactions) Buying U.S. dollar Buying euro Buying Chinese yuan Buying Korean won Selling U.S. dollar Selling euro Selling British pound Selling Chinese yuan Selling Japanese yen Forward foreign exchange contracts: Accounted for as part of trade receivables and trade payables Buying U.S. dollar Buying euro Buying Chinese yuan Buying Japanese yen Selling U.S. dollar Selling euro Selling British pound Selling Chinese yuan Selling Thai baht Foreign currency swaps: Accounted for as part of long-term bank loans Receiving U.S. dollar, paying Japanese yen Receiving Australian dollar, paying Japanese yen 26,027 1,186 1,259 4,185 15,848 2,199 1 43 40 18,528 *2 64 15 4 35,901 4,703 30 189 108 152,156 *2 3,129 — 36 Forward foreign exchange quotes 17 (23) (57) (74) (55) 0 0 0 — — ¥ — ¥ (539) Toray Industries, Inc.Annual Report 2015 Hedge accounting method Type of derivative and principal hedged items Forward foreign exchange contracts: Deferral hedge method Accounted for as part of trade receivables Special accounting method for interest rate swaps Allocation method for forward foreign exchange contracts and trade payables Buying U.S. dollar Buying Japanese yen Selling U.S. dollar Selling euro Foreign currency options: Accounted for as part of trade payables Buying Japanese yen (call) Selling Japanese yen (put) Foreign currency swaps: Accounted for as part of long-term bank loans Receiving U.S. dollar, paying Korean won Interest rate swaps: Accounted for as part of long-term bank loans Floating-rate receipt, fixed-rate payment Interest rate swaps: Accounted for as part of bonds and long-term bank loans Floating-rate receipt, fixed-rate payment Floating-rate receipt, floating-rate payment Fixed-rate receipt, floating rate payment Forward foreign exchange contracts: Accounted for as part of trade receivables and trade payables (Forecasted transactions) Buying U.S. dollar Buying euro Buying Canadian dollar Buying Chinese yuan Buying Korean won Buying Indian rupee Selling U.S. dollar Selling euro Selling British pound Selling Chinese yuan Selling Thai baht Selling Japanese yen Foreign currency swaps: Accounted for as part of long-term bank loans (Forecasted transactions) Receiving U.S. dollar, paying Japanese yen Forward foreign exchange contracts: Accounted for as part of trade receivables and trade payables Buying U.S. dollar Buying euro Buying British pound Buying Chinese yuan Buying Korean won Buying Japanese yen Selling U.S. dollar Selling euro Selling British pound Selling Chinese yuan Selling Thai baht Foreign currency swaps: Accounted for as part of long-term bank loans Thousands of U.S. dollars 2015 Contract amount Fair value Estimation method for fair value $ 858 11,242 5,050 2,125 $ 42 Forward foreign exchange quotes (192) (100) (17) 1,750 1,050 (67) The price provided by 42 correspondent financial institutions 28,833 (292) The price provided by correspondent financial institutions 5,342 (125) The price provided by correspondent financial institutions 218,333 *1 313,333 441,667 216,692 21,617 3,958 16,608 1,267 9,033 198,517 12,917 50 2,375 475 892 — 2,633 Forward foreign exchange quotes (750) (8) 500 67 25 (2,792) 517 0 (33) (8) (8) 166,667 (2,750) The price provided by correspondent financial institutions 83 179,142 *2 2,150 92 683 1,292 33 303,633 24,200 283 11,658 650 — — Receiving U.S. dollar, paying Japanese yen 1,286,000 *2 Receiving Australian dollar, 26,075 paying Japanese yen *1 The fair value of interest rate swaps to which a special accounting method is applied is included in the fair value of bonds and long-term bank loans in Note 5. FINANCIAL INSTRUMENTS of the Notes to the Consolidated Financial Statements because such interest rate swaps are accounted for together with the corresponding bonds and long-term bank loans. *2 The fair value of forward foreign exchange contracts to which the allocation method is applied, except for forecasted transactions, is included in the fair value of trade receivables, trade payables and long-term bank loans in Note 5. FINANCIAL INSTRUMENTS of the Notes to the Consolidated Financial Statements since such forward foreign exchange contracts are accounted for together with the corresponding trade receivables, trade payables and long-term bank loans. $ — $ (3,317) Toray Industries, Inc.Annual Report 2015 8. RETIREMENT BENEFIT PLAN The changes in the retirement benefit obligation during the years ended March 31, 2015 and 2014 were as follows: Retirement benefit obligation at beginning of the year ¥ 192,516 ¥ 181,735 $ 1,604,300 Cumulative effect of changes in accounting policies 24,477 — 203,975 Millions of yen Thousands of U.S. dollars 2015 2014 2015 Restated balance Service cost Interest cost Actuarial gains and losses Retirement benefit paid Past service cost Effect of significant business combinations Other 216,993 181,735 1,808,275 7,358 1,769 (610) (16,100) (97) — 1,438 5,927 3,590 12,106 (15,650) (33) 3,115 1,726 61,317 14,742 (5,083) (134,167) (808) — 11,983 Retirement benefit obligation at end of the year ¥ 210,751 ¥ 192,516 $ 1,756,258 The changes in the plan assets at fair value during the years ended March 31, 2015 and 2014 were as follows: 84 Plan assets at beginning of the year Expected return on plan assets Actuarial gains and losses Contributions Retirement benefit paid Effect of significant business combinations Other Plan assets at end of the year Millions of yen Thousands of U.S. dollars 2015 2014 2015 ¥ 123,844 ¥ 117,661 $ 1,032,033 2,657 18,024 6,809 2,408 8,516 4,724 (11,612) (12,000) — 1,710 819 825 22,142 150,200 56,742 (96,767) — 6,825 ¥ 140,541 ¥ 123,844 $ 1,171,175 The following table sets forth the funded status of the plans and the amounts recognized in the consolidated balance sheets as of March 31, 2015 and 2014 for the Company’s and its consolidated subsidiaries’ defined benefit plans: Funded retirement benefit obligation Plan assets at fair value Unfunded retirement benefit obligation Net liability for retirement benefits in the balance sheets Net defined benefit liability Net defined benefit asset (included in other non-current assets) Millions of yen Thousands of U.S. dollars 2015 2014 2015 ¥ 114,841 ¥ 112,024 $ 957,008 (140,541) (123,844) (1,171,175) (25,700) 95,910 70,210 106,293 (36,083) (11,820) 80,492 68,672 93,172 (24,500) (214,167) 799,250 585,083 885,775 (300,692) Net liability for retirement benefits in the balance sheets ¥ 70,210 ¥ 68,672 $ 585,083 Toray Industries, Inc.Annual Report 2015 The components of retirement benefit expense for the years ended March 31, 2015 and 2014 were as follows: Service cost Interest cost Expected return on plan assets Amortization of actuarial gains and losses Amortization of past service cost Retirement benefit expense Millions of yen Thousands of U.S. dollars 2015 2014 2015 ¥ 7,358 ¥ 5,927 $ 61,317 1,769 (2,657) 9,234 (3,566) 3,590 (2,408) 6,522 (2,866) 14,742 (22,142) 76,950 (29,717) ¥ 12,138 ¥ 10,765 $ 101,150 In addition to the above, special severance payments of ¥519 million ($4,325 thousand) and ¥733 million were recognized for the years ended March 31, 2015 and 2014, respectively. Contributions to the defined contribution pension plan of ¥5,544 million ($46,200 thousand) and ¥5,224 million were recognized for the years ended March 31, 2015 and 2014, respectively. The components of remeasurements of defined benefit plans included in other comprehensive income (before tax effect) for the years ended March 31, 2015 and 2014 were as follows: Past service cost Actuarial gains and losses Total Millions of yen 2015 ¥ (3,469) 27,580 ¥ 24,111 2014 ¥ — (105) ¥ (105) Thousands of U.S. dollars 2015 $ (28,908) 229,833 $ 200,925 The components of remeasurements of defined benefit plans included in accumulated other comprehensive income (before tax effect) as of March 31, 2015 and 2014 were as follows: 85 Unrecognized past service cost Unrecognized actuarial gains and losses Total Millions of yen Thousands of U.S. dollars 2015 2014 2015 ¥ (12,909) ¥ (16,378) $ (107,575) 13,816 41,396 ¥ 907 ¥ 25,018 115,133 $ 7,558 The fair value of plan assets, by major category, as a percentage of total plan assets as of March 31, 2015 and 2014 was as follows: Bonds Stocks Life insurance Cash and time deposits Other Total 2015 2014 11% 59% 22% 4% 4% 13% 53% 28% 6% 0% 100% 100% The expected return on plan assets has been estimated based on the anticipated allocation to each asset class and the expected long-term returns on assets held in each category. The assumptions used in accounting for the above plans were as follows: Discount rate Expected rate of return on plan assets Expected rate of salary increase 2015 2014 primarily 0.6% primarily 2.0% primarily 2.0% primarily 2.0% primarily 7.5% primarily 7.5% Toray Industries, Inc.Annual Report 2015 9. STOCK OPTION PLANS 1. Stock option expense included in selling, general and administrative expenses amounted to ¥347 million ($2,892 thousand) and ¥322 million for the years ended March 31, 2015 and 2014, respectively. 2. Information on stock options issued The following table summarizes the stock options outstanding as of March 31, 2015. Company name Toray Industries, Inc. Position and number of grantees Type and number of shares to be issued upon exercise Grant date Vesting conditions 86 Vesting period Exercise period No.1 Stock Option Plan No.2 Stock Option Plan No.3 Stock Option Plan No.4 Stock Option Plan Members of the Board of the Company Directors of the Company 28 32 26 32 26 26 25 27 Common stock 747,000 shares 844,000 shares 583,000 shares 569,000 shares August 20, 2011 August 4, 2012 August 10, 2013 August 9, 2014 Based on the number of months that have elapsed during the vesting period Based on the number of months that have elapsed during the vesting period Based on the number of months that have elapsed during the vesting period Based on the number of months that have elapsed during the vesting period June 24, 2011- June 22, 2012 June 22, 2012- June 26, 2013 June 26, 2013- June 25, 2014 June 25, 2014- June 24, 2015 August 21, 2011- August 20, 2041 August 5, 2012- August 4, 2042 August 11, 2013- August 10, 2043 August 10, 2014- August 9, 2044 Company name Toray Chemical Korea Inc. Position and number Executives of the of grantees Company No.1 Stock Option Plan No.2 Stock Option Plan No.3 Stock Option Plan 15 1 5 Type and number of shares to be issued upon exercise Grant date Vesting conditions Vesting period Exercise period Common stock 526,816 shares 18,815 shares 108,160 shares March 21, 2008 July 22, 2008 March 20, 2009 Holders must be in continuous employment from the grant date to the vesting date of March 20, 2011 Holders must be in continuous employment from the grant date to the vesting date of July 21, 2011 Holders must be in continuous employment from the grant date to the vesting date of March 19, 2012 March 21, 2008- March 20, 2011 July 22, 2008- July 21, 2011 March 20, 2009- March 19, 2012 March 21, 2011- March 20, 2018 July 22, 2011- July 21, 2018 March 20, 2012- March 19, 2019 Toray Industries, Inc.Annual Report 2015Company name Toray Chemical Korea Inc. Position and number Executives of the of grantees Company No.4 Stock Option Plan No.5 Stock Option Plan No.6 Stock Option Plan 2 4 5 Type and number of shares to be issued upon exercise Grant date Vesting conditions Vesting period Exercise period Common stock 20,000 shares 38,468 shares 41,120 shares March 19, 2010 March 18, 2011 March 23, 2012 Holders must be in continuous employment from the grant date to the vesting date of March 18, 2013 Holders must be in continuous employment from the grant date to the vesting date of March 17, 2014 Holders must be in continuous employment from the grant date to the vesting date of March 22, 2015 March 19, 2010- March 18, 2013 March 18, 2011- March 17, 2014 March 23, 2012- March 22, 2015 March 19, 2013- March 18, 2020 March 18, 2014- March 17, 2021 March 23, 2015- March 22, 2022 The following table summarizes movements of stock options during the year and price information on stock options as of March 31, 2015. The number of stock options are translated into the number of shares. (1) Number of stock options Company name Toray Industries, Inc. Stock acquisition rights not yet vested As of March 31, 2014 Granted Forfeited Vested As of March 31, 2015 Stock acquisition rights already vested As of March 31, 2014 Vested Exercised Forfeited As of March 31, 2015 No.1 Stock Option Plan No.2 Stock Option Plan No.3 Stock Option Plan No.4 Stock Option Plan 87 — — — — — 518,000 — 71,000 — 447,000 — — — — — 737,000 — 110,000 — 627,000 171,000 — — 171,000 — 412,000 171,000 78,000 — 505,000 — 569,000 — 399,000 170,000 — 399,000 — — 399,000 Company name Toray Chemical Korea Inc. No.1 Stock Option Plan No.2 Stock Option Plan No.3 Stock Option Plan Stock acquisition rights not yet vested As of December 31, 2013 Granted Forfeited Vested As of December 31, 2014 Stock acquisition rights already vested As of December 31, 2013 Vested Exercised Forfeited As of December 31, 2014 — — — — — 202,260 — 65,852 — 136,408 — — — — — 18,815 — — — 18,815 — — — — — 75,240 — — — 75,240 Toray Industries, Inc.Annual Report 2015 Company name Toray Chemical Korea Inc. No.4 Stock Option Plan No.5 Stock Option Plan No.6 Stock Option Plan Stock acquisition rights not yet vested As of December 31, 2013 Granted Forfeited Vested As of December 31, 2014 Stock acquisition rights already vested As of December 31, 2013 Vested Exercised Forfeited As of December 31, 2014 (2) Price information Company name Exercise price Weighted average price at exercise Fair value per share at the grant date 88 Company name Exercise price Weighted average price at exercise Fair value per share at the grant date — — — — — 20,000 — — — 20,000 No.1 Stock Option Plan ¥ 1 665 513 No.1 Stock Option Plan W 6,030 13,025 5,006 41,120 — — — 41,120 — — — — — 28,468 — — 28,468 — — 28,468 — — 28,468 Yen Toray Industries, Inc. No.2 Stock Option Plan ¥ 1 665 394 Won Toray Chemical Korea Inc. No.2 Stock Option Plan W 8,480 — 7,067 Won Company name Toray Chemical Korea Inc. Exercise price Weighted average price at exercise Fair value per share at the grant date Company name Exercise price Weighted average price at exercise Fair value per share at the grant date No.4 Stock Option Plan W 10,800 — 8,120 No.1 Stock Option Plan $ 0.01 5.54 4.28 No.5 Stock Option Plan W 11,900 — 9,310 U.S. dollars No.2 Stock Option Plan $ 0.01 5.54 3.28 U.S. dollars Toray Industries, Inc. Company name Toray Chemical Korea Inc. Exercise price Weighted average price at exercise Fair value per share at the grant date No.1 Stock Option Plan $ 5.45 11.78 4.53 No.2 Stock Option Plan $ 7.67 — 6.39 No.3 Stock Option Plan ¥ 1 665 546 No.4 Stock Option Plan ¥ 1 — 605 No.3 Stock Option Plan W 6,900 — 5,597 No.6 Stock Option Plan W 9,980 — 5,360 No.4 Stock Option Plan $ 0.01 — 5.04 No.3 Stock Option Plan $ 0.01 5.54 4.55 No.3 Stock Option Plan $ 6.24 — 5.06 Toray Industries, Inc.Annual Report 2015Company name Exercise price Weighted average price at exercise Fair value per share at the grant date U.S. dollars Toray Chemical Korea Inc. No.4 Stock Option Plan $ 9.76 — 7.34 No.5 Stock Option Plan $ 10.76 — 8.42 No.6 Stock Option Plan $ 9.02 — 4.85 3. Estimation method and assumptions used for the per share fair value of stock options (1) Estimation method Black-Scholes model (2) Assumptions used for the per share fair value of stock options Company name Expected volatility*1 Expected holding period*2 Expected dividend*3 Risk-free rate*4 Toray Industries, Inc. No.4 Stock Option Plan 32.308% 8 years ¥10 per share ($0.08) 0.361% *1 The expected volatility is based on actual share prices during 8 years from August 10, 2006 to August 8, 2014. *2 The expected holding period is calculated based on the service period of past members of the Board. *3 This is based on the dividend for the year ended March 31, 2014. *4 The risk-free interest rate is the yield on Japanese government bonds for the period that corresponds to the remaining life of the option. Because it is difficult to reasonably estimate the number of options that will expire in the future, only the number of options that have actually forfeited is applied. 89 10. INCOME TAXES The statutory tax rates in Japan used for calculating deferred tax assets and liabilities for the years ended March 31, 2015 and 2014 were 35.6% and 38.0%, respectively. At March 31, 2015 and 2014, significant components of deferred tax assets and liabilities were as follows: Deferred tax assets: Accrued bonuses Net defined benefit liability Tax loss carryforwards Unrealized intercompany profits Investments in subsidiaries and affiliated companies Other Valuation allowance Total deferred tax assets Deferred tax liabilities: Reserve for advanced depreciation Depreciation Undistributed earnings of subsidiaries and affiliated companies Unrealized gains on securities Other Total deferred tax liabilities Net deferred tax assets Millions of yen Thousands of U.S. dollars 2015 2014 2015 ¥ 6,091 36,633 36,630 13,107 17,259 36,853 146,573 (41,113) 105,460 5,422 25,402 15,325 35,923 22,761 104,833 627 ¥ ¥ 6,154 35,001 39,172 13,736 23,047 36,559 153,669 (48,394) 105,275 6,653 20,948 11,287 25,706 14,419 79,013 ¥ 26,262 $ 50,758 305,275 305,250 109,225 143,825 307,108 1,221,442 (342,608) 878,833 45,183 211,683 127,708 299,358 189,675 873,608 5,225 $ Toray Industries, Inc.Annual Report 2015 At March 31, 2015 and 2014, deferred tax assets and liabilities were classified as follows: Deferred tax assets - current Deferred tax assets - non-current Deferred tax liabilities - current (included in other current liabilities) Deferred tax liabilities - non-current Millions of yen 2015 ¥ 31,034 13,294 32 43,669 2014 ¥ 25,600 21,441 21 20,758 Thousands of U.S. dollars 2015 $ 258,617 110,783 267 363,908 The reconciliation of the statutory tax rate and the effective income tax rate for the years ended March 31, 2015 and 2014 was as follows: Statutory tax rate Increase (decrease) in taxes resulting from: Permanent differences Equity in earnings of unconsolidated subsidiaries and affiliated companies Differences of tax rates for overseas consolidated subsidiaries Undistributed earnings of subsidiaries and affiliated companies Change in statutory tax rate Amortization of goodwill Other Effective income tax rate 2015 —% — — — — — — — —% 2014 38.0% (1.3) (3.0) (5.8) 3.4 1.6 1.4 (1.4) 32.9% * Information for the year ended March 31, 2015 was not provided because the difference between the statutory tax rate and the effective income tax rate was less than 5% of the statutory tax rate. 90 The “Act for Partial Amendment of the Income Tax Act, etc.” and the “Act for Partial Amendment of the Local Tax Act, etc.” were promulgated on March 31, 2015. As a result, the effective statutory tax rate used to measure the Company’s deferred tax assets and liabilities was changed from 35.6% to 33.1% and 32.3% for the temporary differences expected to be realized or settled in the year beginning April 1, 2015 and for the tem- porary differences expected to be realized or settled from April 1, 2016, respectively. The effect of the announced reduction of the effective statutory tax rate was to decrease deferred tax assets, after offsetting deferred tax liabilities, by ¥206 million ($1,717 thousand) and net deferred losses on hedges by ¥11 million ($92 thousand), and increase deferred income taxes by ¥3,861 million ($32,175 thousand), net unrealized gains on securities by ¥3,620 million ($30,167 thousand) and remea- surements of defined benefit plans by ¥46 million ($383 thou- sand) as of and for the year ended March 31, 2015. 11. NET ASSETS The Corporation Law of Japan provides that an amount equal to 10% of the amount to be disbursed as distributions of cap- ital surplus (other than the capital reserve) and retained earn- ings (other than the earned reserve) be transferred to the capital reserve and the earned reserve, respectively, until the sum of the capital reserve and the earned reserve equals 25% of the capital stock account. Such distributions can be made at any time by resolution of the stockholders, or by the Board of Directors if certain conditions are met. At the June 2015 annual stockholders’ meeting, stock- holders approved the payment of cash dividends of ¥6.00 per share, aggregating to ¥9,595 million ($79,958 thousand) which has not been reflected in the accompanying consolidated financial statements for the year ended March 31, 2015. Toray Industries, Inc.Annual Report 2015 12. COMMITMENTS AND CONTINGENT LIABILITIES At March 31, 2015, commitment line of credit to unconsolidated subsidiaries and affiliated companies was as follows: Total commitment line of credit Loans receivable outstanding Balance Millions of yen ¥ 4,400 2,761 ¥ 1,639 Thousands of U.S. dollars $ 36,667 23,008 $ 13,658 This commitment does not necessarily imply that the unused amount may be fully utilized. At March 31, 2015 and 2014, contingent liabilities were as follows: As guarantors of loans to: Unconsolidated subsidiaries and affiliated companies Other Notes discounted Export bills discounted Notes endorsed Contingent liabilities associated with securitization of receivables Millions of yen Thousands of U.S. dollars 2015 2014 2015 ¥ 4,552 6,346 ¥ 10,898 ¥ — 1,341 743 ¥ 10,032 ¥ 3,324 8,052 ¥ 11,376 ¥ 1,060 627 892 ¥ 11,531 $ 37,933 52,883 $ 90,817 $ — 11,175 6,192 $ 83,600 13. LEASES 91 Finance leases The Group holds certain buildings, machinery and equipment and intangible assets by leases. Finance lease transactions which do not transfer ownership of the leased assets whose lease inceptions are on or before March 31, 2008 are accounted for by a method similar to the method applicable to ordinary operating lease transactions. Total lease payments under these leases were ¥133 million ($1,108 thousand) and ¥209 million for the years ended March 31, 2015 and 2014, respectively. Pro forma information relating to acquisition costs, accumulated depreciation/amortization and net book value for property held under finance lease trans- actions which do not transfer ownership of the leased property to the lessee on an “as if capitalized” basis at March 31, 2015 and 2014 was as follows: March 31, 2015: Machinery and equipment March 31, 2014: Machinery and equipment March 31, 2015: Machinery and equipment Millions of yen Accumulated depreciation/ amortization Acquisition costs ¥ 101 ¥ 101 ¥ 89 ¥ 89 Net book value ¥ 12 ¥ 12 Millions of yen Accumulated depreciation/ amortization Net book value Acquisition costs ¥ 1,727 ¥ 1,727 ¥ 1,581 ¥ 1,581 ¥ 146 ¥ 146 Thousands of U.S. dollars Acquisition costs $ 842 $ 842 Accumulated depreciation/ amortization $ 742 $ 742 Net book value $ 100 $ 100 Toray Industries, Inc.Annual Report 2015 Future minimum lease payments under finance leases subsequent to March 31, 2015 and 2014 were as follows: Due within one year Due after one year Total Millions of yen 2015 ¥ 10 2 ¥ 12 2014 ¥ 134 12 ¥ 146 Thousands of U.S. dollars 2015 $ 83 17 $ 100 The acquisition costs and future minimum lease payments under finance leases include the imputed interest expense portion. Operating leases Future minimum lease payments under noncancellable operating leases subsequent to March 31, 2015 and 2014 were as follows: Due within one year Due after one year Total Millions of yen 2015 ¥ 411 1,687 ¥ 2,098 2014 ¥ 420 1,755 ¥ 2,175 Thousands of U.S. dollars 2015 $ 3,425 14,058 $ 17,483 14. RESEARCH AND DEVELOPMENT EXPENSES Research and development expenses included in cost of sales and selling, general and administrative expenses for the years ended March 31, 2015 and 2014 were ¥59,504 million ($495,867 thousand) and ¥55,500 million, respectively. 92 15. LOSS ON IMPAIRMENT OF FIXED ASSETS The Company and its consolidated subsidiaries grouped assets used for business based on the classification under the manage- ment accounting. For assets to be disposed and idle assets, each asset is considered to constitute a group. For the year ended March 31, 2015, the carrying value of certain business-use assets for which profitability declined were writ- ten down to the recoverable amount. As a result, its consolidated subsidiaries recognized loss on impairment of fixed assets in the amount of ¥7,915 million ($65,958 thousand). The major assets for which a loss on impairment was recognized were as follows: Millions of yen Thousands of U.S. dollars Location Use Classification Loss on impairment Kaohsiung City, Taiwan Films production facilities Machinery and equipment Gumi-si, Gyeongsangbuk-do, Korea Aramid fiber production facilities Machinery and equipment Other ¥ 3,359 ¥ 1,808 26 $ 27,992 $ 15,067 217 The recoverable amount of the above assets was measured at their value in use. The value in use was calculated by discounting future cash flows at discount rates of 6% - 8%. For the year ended March 31, 2014, the carrying value of certain business-use assets for which profitability declined and assets to be disposed were written down to the recoverable amount. As a result, the Company and its consolidated subsidiaries recognized a loss on impairment of fixed assets in the amount of ¥14,390 million. The major assets for which a loss on impairment was recognized were as follows: Location Use Classification Urayasu, Chiba, Japan Second Head Office Bldg. St-Maurice de Beynost, France Films production facilities Buildings Land Other Machinery and equipment Other Millions of yen Loss on impairment ¥ 1,131 7,060 3 ¥ 3,385 506 The recoverable amount of the above assets was measured at their value in use or the net selling value. The value in use was cal- culated by discounting future cash flows at a discount rate of 8%, and the net selling value was calculated based on the real estate appraisal value. Toray Industries, Inc.Annual Report 2015 16. OTHER COMPREHENSIVE INCOME The following table presents reclassification adjustments and tax effects allocated to each component of other comprehensive income for the years ended March 31, 2015 and 2014. Net unrealized gains on securities: Amount arising during the year Reclassification adjustments for gains and losses included in net income Before tax effect Tax effect Net unrealized gains on securities Net deferred gains on hedges: Amount arising during the year Reclassification adjustments for gains and losses included in net income Assets acquisition cost adjustment Before tax effect Tax effect Net deferred gains on hedges Foreign currency translation adjustments: Amount arising during the year Millions of yen Thousands of U.S. dollars 2015 2014 2015 ¥ 41,773 ¥ 21,039 $ 348,108 (50) 41,723 (10,415) 31,308 (110) 225 42 157 (60) 97 (8) 21,031 (7,080) 13,951 (432) 72 896 536 (204) 332 (417) 347,692 (86,792) 260,900 (917) 1,875 350 1,308 (500) 808 64,219 94,366 535,158 Reclassification adjustments for gains and losses included in net income (2) (12) (17) 93 Before tax effect Tax effect Foreign currency translation adjustments Remeasurements of defined benefit plans: Amount arising during the year Reclassification adjustments for gains and losses included in net income Before tax effect Tax effect Remeasurements of defined benefit plans 64,217 94,354 535,142 (32) — (267) 64,185 94,354 534,875 18,443 5,668 24,111 (8,492) 15,619 (199) 94 (105) 23 (82) Share of other comprehensive income of unconsolidated subsidiaries and affiliated companies accounted for by the equity method: Amount arising during the year Reclassification adjustments for gains and losses included in net income Share of other comprehensive income of unconsolidated subsidiaries and affiliated companies accounted for by the equity method 5,315 (129) 5,225 (13) 5,186 5,212 153,692 47,233 200,925 (70,767) 130,158 44,292 (1,075) 43,217 Total other comprehensive income ¥ 116,395 ¥ 113,767 $ 969,958 Toray Industries, Inc.Annual Report 2015 17. BUSINESS COMBINATIONS Significant adjustments to initial allocation of acquisition costs With respect to the acquisition of Zoltek Companies, Inc., the allocation of acquisition costs was not completed in the year ended March 31, 2014. It was completed in the year ended March 31, 2015 and the resulting goodwill revision was as follows: Revised accounts Goodwill (before revision) Intangible assets Deferred tax assets Current liabilities Deferred tax liabilities Other Total revision Goodwill (after revision) Amount of goodwill revision Millions of yen Thousands of U.S. dollars ¥ 28,973 $ 241,442 (7,156) (2,898) 1,415 2,898 21 ¥ (5,720) ¥ 23,253 (59,633) (24,150) 11,792 24,150 175 $ (47,667) $ 193,775 18. SEGMENT INFORMATION 94 (Segment information) 1. Outline of reportable segments The reportable segments of the Group are components for which discrete financial information is available and whose operating results are regularly reviewed by the Board of Directors to make decisions about resource allocation to the segments and assess performance. The Company identifies the following six segments according to the nature of the products and market for their products. Reportable segment Main products Fibers & Textiles Plastics & Chemicals IT-related Products Filament yarns, staple fibers, and woven and knitted fabrics of nylon, polyester and acrylic fibers, etc.; non-woven fabrics, ultra-microfiber non-woven fabric with suede texture and apparel products Nylon, ABS, PBT, PPS and other resins and molded products, polyolefin foam; polyester, polypropylene, PPS and other films and processed film products; raw materials for synthetic fibers and other plastics; zeolite catalysts; fine chemicals for pharmaceuticals and agrochem- icals; veterinary medicine (excludes film and resin covered in IT-related Products segment) Films and plastic products for information and telecommunications related products; mate- rials for electronic circuits and semiconductors; color filters for LCDs and related materi- als and equipment; magnetic recording materials; graphic materials and related equipment Carbon Fiber Composite Materials Carbon fibers, carbon fiber composite materials and their molded products Environment & Engineering Comprehensive engineering; condominiums; industrial equipment and machinery; environment-related equipment; water treatment membranes and related equipment; materials for housing, building and civil engineering Life Science Pharmaceuticals and medical devices Toray Industries, Inc.Annual Report 2015 2. Measurement of sales, income, assets and other material items of reportable segments The accounting policies for the reportable segments are the same as those described in Note 1. SIGNIFICANT ACCOUNTING POLICIES. The figures of segment income are based on operating income. Intersegment sales are determined based on consideration of the market price and related information. (Changes in Accounting Policy Resulting from Revisions to Accounting Standards) As described in Note 1. SIGNIFICANT ACCOUNTING POLICIES of the Notes to Consolidated Financial Statements, the Company and its domestic consolidated subsidiaries have revised the calculation method for retirement benefit obligations and service costs. Accordingly, the Company and its domestic consolidated subsidiaries have also revised the calculation method for retirement ben- efit obligations and service costs in each reportable segment. As a result, segment income increased by ¥505 million ($4,208 thousand) in the Fibers & Textiles segment, ¥405 million ($3,375 thousand) in the Plastics & Chemicals segment, ¥374 million ($3,117 thousand) in the IT-related Products segment, ¥241 mil- lion ($2,008 thousand) in the Carbon Fiber Composite Materials segment, ¥307 million ($2,558 thousand) in the Environment & Engineering segment and ¥191 million ($1,592 thousand) in the Life Sciences segment. (Changes in Accounting Policy Difficult to Distinguish from Changes in Accounting Estimate) As described in Note 1. SIGNIFICANT ACCOUNTING POLICIES of the Notes to Consolidated Financial Statements, the primary depreciation method of property, plant and equipment (except lease assets), which was previously the declining-balance method for the Company and its domestic consolidated subsidiaries, has been changed to the straight-line method from the year ended March 31, 2015. As a result, segment income increased by ¥1,193 million ($9,942 thousand) in the Fibers & Textiles segment, ¥2,140 mil- lion ($17,833 thousand) in the Plastics & Chemicals segment, ¥1,685 million ($14,042 thousand) in the IT-related Products seg- ment, ¥1,611 million ($13,425 thousand) in the Carbon Fiber Composite Materials segment, ¥191 million ($1,592 thousand) in the Environment & Engineering segment, ¥495 million ($4,125 thousand) in the Life Science segment and ¥14 million ($117 thousand) in Others, and corporate expenses included in Adjustments decreased by ¥489 million ($4,075 thousand). (Changes in Accounting Estimate) As described in Note 1. SIGNIFICANT ACCOUNTING POLICIES of the Notes to Consolidated Financial Statements, when account- ing for retirement benefits, actuarial gains and losses and past service costs were previously amortized primarily over 15 years but are now amortized primarily over 14 years, effective from the year ended March 31, 2015, due to a decrease in the employees’ aver- age remaining years of service. As a result, segment income decreased by ¥531 million ($4,425 thousand) in the Fibers & Textiles segment, ¥391 million ($3,258 thousand) in the Plastics & Chemicals segment, ¥351 million ($2,925 thousand) in the IT-related Products segment, ¥237 mil- lion ($1,975 thousand) in the Carbon Fiber Composite Materials segment, ¥239 million ($1,992 thousand) in the Environment & Engineering segment and ¥197 million ($1,642 thousand) in the Life Sciences segment. 95 Toray Industries, Inc.Annual Report 2015 3. Information on sales, income, assets and other material items of reportable segments Millions of yen Year ended March 31, 2015: Fibers & Textiles Plastics & Chemicals IT- related Products Carbon Fiber Composite Materials Environment & Engineering Life Science Others Total Adjustments Consolidated Total Sales to outside customers ¥ 856,676 ¥ 496,370 ¥ 247,975 ¥ 158,365 ¥ 179,988 ¥ 57,039 ¥ 14,321 ¥ 2,010,734 ¥ — ¥ 2,010,734 Intersegment sales 1,070 30,390 7,020 348 62,867 1 16,060 117,756 (117,756) — Total sales ¥ 857,746 ¥ 526,760 ¥ 254,995 ¥ 158,713 ¥ 242,855 ¥ 57,040 ¥ 30,381 ¥ 2,128,490 ¥ (117,756) ¥ 2,010,734 Segment income ¥ 55,600 ¥ 23,875 ¥ 24,494 ¥ 26,228 ¥ 8,020 ¥ 4,072 ¥ 1,901 ¥ 144,190 ¥ (20,709) ¥ 123,481 Segment assets ¥ 705,465 ¥ 562,144 ¥ 360,401 ¥ 436,761 ¥ 204,166 ¥ 82,933 ¥ 57,236 ¥ 2,409,106 ¥ (51,181) ¥ 2,357,925 Depreciation and amortization Investment in unconsolidated subsidiaries and affiliated companies accounted for by the equity method 23,234 18,957 15,702 15,913 4,089 2,287 1,152 81,334 146 81,480 34,197 45,962 1,978 7,822 11,082 3,361 6,015 110,417 (693) 109,724 Capital expenditures 36,987 21,458 16,324 45,495 3,252 2,462 1,208 127,186 (2,257) 124,929 Year ended March 31, 2014: Fibers & Textiles Plastics & Chemicals IT- related Products Carbon Fiber Composite Materials Environment & Engineering Life Science Others Total Adjustments Consolidated Total Sales to outside customers ¥ 755,474 ¥ 470,542 ¥ 245,741 ¥ 113,342 ¥ 180,197 ¥ 58,205 ¥ 14,277 ¥1,837,778 ¥ — ¥ 1,837,778 96 Intersegment sales 1,213 32,751 7,139 308 60,907 1 16,199 118,518 (118,518) — Millions of yen Total sales ¥ 756,687 ¥ 503,293 ¥ 252,880 ¥ 113,650 ¥ 241,104 ¥ 58,206 ¥ 30,476 ¥ 1,956,296 ¥ (118,518) ¥ 1,837,778 Segment income ¥ 52,919 ¥ 18,010 ¥ 24,586 ¥ 16,927 ¥ 6,397 ¥ 5,605 ¥ 1,987 ¥ 126,431 ¥ (21,178) ¥ 105,253 Segment assets ¥ 618,469 ¥ 507,133 ¥ 361,102 ¥ 341,762 ¥ 202,146 ¥ 76,440 ¥ 57,717 ¥ 2,164,769 ¥ (45,086) ¥ 2,119,683 Depreciation and amortization Investment in unconsolidated subsidiaries and affiliated companies accounted for by the equity method 19,368 19,688 18,331 14,339 2,843 2,134 1,235 77,938 805 78,743 24,148 41,252 4,006 3,432 9,996 2,853 5,422 91,109 (587) 90,522 Capital expenditures 26,842 19,386 20,059 40,290 3,333 8,632 1,069 119,611 (1,404) 118,207 Toray Industries, Inc.Annual Report 2015 Thousands of U.S. dollars Year ended March 31, 2015: Fibers & Textiles Plastics & Chemicals IT- related Products Carbon Fiber Composite Materials Environment & Engineering Life Science Others Total Adjustments Consolidated Total Sales to outside customers $ 7,138,967 $ 4,136,417 $ 2,066,458 $ 1,319,708 $ 1,499,900 $ 475,325 $ 119,342 $ 16,756,117 $ — $ 16,756,117 Intersegment sales 8,917 253,250 58,500 2,900 523,892 8 133,833 981,300 (981,300) — Total sales $ 7,147,883 $ 4,389,667 $ 2,124,958 $ 1,322,608 $ 2,023,792 $ 475,333 $ 253,175 $ 17,737,417 $ (981,300) $ 16,756,117 Segment income $ 463,333 $ 198,958 $ 204,117 $ 218,567 $ 66,833 $ 33,933 $ 15,842 $ 1,201,583 $ (172,575) $ 1,029,008 Segment assets $ 5,878,875 $ 4,684,533 $ 3,003,342 $ 3,639,675 $ 1,701,383 $ 691,108 $ 476,967 $ 20,075,883 $ (426,508) $ 19,649,375 Depreciation and amortization Investment in unconsolidated subsidiaries and affiliated companies accounted for by the equity method 193,617 157,975 130,850 132,608 34,075 19,058 9,600 677,783 1,217 679,000 284,975 383,017 16,483 65,183 92,350 28,008 50,125 920,142 (5,775) 914,367 Capital expenditures 308,225 178,817 136,033 379,125 27,100 20,517 10,067 1,059,883 (18,808) 1,041,075 Notes: 1) “Others” represents service-related businesses such as analysis, survey and research. 2) a) “Adjustments” of segment income for the year ended March 31, 2015 of ¥(20,709) million ($(172,575) thousand) includes intersegment eliminations of ¥(1,303) million ($(10,858) thousand) and corporate expenses of ¥(19,406) million ($(161,717) thousand). “Adjustments” of segment income for the year ended March 31, 2014 of ¥(21,178) million includes intersegment eliminations of ¥(934) million and corporate expenses of ¥(20,244) million. The corporate expenses consist of the headquar- ters’ research expenses, etc. that are not allocated to each reportable segment. b) “Adjustments” of segment assets for the year ended March 31, 2015 of ¥(51,181) million ($(426,508) thousand) includes inter- segment eliminations of ¥(69,543) million ($(579,525) thousand) and corporate assets of ¥18,362 million ($153,017 thousand). “Adjustments” of segment assets for the year ended March 31, 2014 of ¥(45,086) million includes intersegment elimina- tions of ¥(63,419) million and corporate assets of ¥18,333 million. The corporate assets consist of the headquarters’ research assets, etc. that are not allocated to each reportable segment. 3) “Segment income” is reconciled to operating income. (Related information) Geographic information Sales to outside customers Millions of yen Asia Year ended March 31, 2015: Japan China Others North America, Europe and other areas Total Sales to outside customers ¥ 929,797 ¥ 344,545 ¥ 387,962 ¥ 348,430 ¥ 2,010,734 Year ended March 31, 2014: Japan China Others Millions of yen Asia North America, Europe and other areas Total Sales to outside customers ¥ 925,867 ¥ 305,742 ¥ 323,151 ¥ 283,018 ¥ 1,837,778 Year ended March 31, 2015: Japan China Others Asia North America, Europe and other areas Total Sales to outside customers $ 7,748,308 $ 2,871,208 $ 3,233,017 $ 2,903,583 $ 16,756,117 Thousands of U.S. dollars Sales amounts are allocated to countries or regions according to the customers’ location. 97 Toray Industries, Inc.Annual Report 2015 Property, plant and equipment, net Millions of yen Asia March 31, 2015: Japan Republic of Korea Others North America, Europe and other areas Total Property, plant and equipment, net ¥ 321,535 ¥ 164,467 ¥ 173,970 ¥ 195,621 ¥ 855,593 March 31, 2014: Japan Republic of Korea Others Millions of yen Asia North America, Europe and other areas Total Property, plant and equipment, net ¥305,161 ¥152,570 ¥154,781 ¥168,723 ¥781,235 March 31, 2015: Japan Republic of Korea Others Asia North America, Europe and other areas Total Property, plant and equipment, net $ 2,679,458 $ 1,370,558 $ 1,449,750 $ 1,630,175 $ 7,129,942 Thousands of U.S. dollars (Information about loss on impairment of fixed assets by reportable segments) Year ended March 31, 2015: Loss on impairment Fibers & Textiles Plastics & Chemicals IT- related Products Carbon Fiber Composite Materials Environment & Engineering Life Science Others Elimination & Corporate Total ¥ 1,925 ¥ 1,545 ¥ 3,612 ¥ — ¥ 833 ¥ — ¥ — ¥ — ¥ 7,915 Millions of yen 98 Year ended March 31, 2014: Loss on impairment Fibers & Textiles Plastics & Chemicals IT- related Products Carbon Fiber Composite Materials Environment & Engineering Life Science Others Elimination & Corporate Total ¥ 1,687 ¥ 6,826 ¥ 2,425 ¥ 2,512 ¥ 259 ¥ 681 ¥ — ¥ — ¥ 14,390 Millions of yen Year ended March 31, 2015: Loss on impairment Fibers & Textiles Plastics & Chemicals IT- related Products Carbon Fiber Composite Materials Environment & Engineering Life Science Others Elimination & Corporate Total $ 16,042 $ 12,875 $ 30,100 $ — $ 6,942 $ — $ — $ — $ 65,958 Thousands of U.S. dollars (Information about amortization and balance of goodwill by reportable segments) Year ended March 31, 2015: Amortization of goodwill Balance of goodwill Fibers & Textiles Plastics & Chemicals IT- related Products Carbon Fiber Composite Materials Environment & Engineering Life Science Others Elimination & Corporate Total ¥ 1,239 ¥ 234 1,180 12,624 ¥ 3,109 ¥ 2,659 ¥ 344 3,374 21,692 24,499 ¥ — — ¥ 1 — ¥ — ¥ 7,586 — 63,369 Millions of yen Year ended March 31, 2014: Amortization of goodwill Balance of goodwill Fibers & Textiles Plastics & Chemicals IT- related Products Carbon Fiber Composite Materials Environment & Engineering Life Science Others Elimination & Corporate Total Millions of yen (25) ¥ 12,724 ¥ 191 1,384 ¥ 3,070 ¥ 24,801 29,976 300 ¥ — 3,414 ¥ — — ¥ — 1 ¥ — ¥ 3,536 — 72,300 Thousands of U.S. dollars Year ended March 31, 2015: Amortization of goodwill Balance of goodwill Fibers & Textiles Plastics & Chemicals IT- related Products Carbon Fiber Composite Materials Environment & Engineering Life Science Others Elimination & Corporate Total $ 10,325 $ 1,950 105,200 9,833 $ 25,908 $ 22,158 $ 2,867 180,767 204,158 28,117 $ — — $ 8 — $ — $ 63,217 — 528,075 “Others” represents service-related businesses such as analysis, survey and research. Toray Industries, Inc.Annual Report 2015 19. AMOUNTS PER SHARE Basic net income per share is computed based on the net income attributable to stockholders of common stock and the weighted-average number of shares of common stock out- standing during the year. Diluted net income per share is computed based on the net income available for distribution to the stockholders and the weighted-average number of shares of common stock outstanding during the year after giving effect to the dilutive potential of shares of common stock to be issued upon the exercise of warrants and stock acquisition rights. Amounts per share of net assets are computed based on the net assets available for distribution to the stockholders and the number of shares of common stock outstanding at year end. Cash dividends per share represent the cash dividends pro- posed by the Board of Directors applicable to the respective years together with any interim cash dividends paid. Yen 2015 2014 U.S. dollars 2015 ¥ 44.33 44.28 11.00 616.70 ¥ 36.59 35.70 10.00 527.32 $ 0.37 0.37 0.09 5.14 Net income: Basic Diluted Cash dividends applicable to the year Net assets 20. SUBSEQUENT EVENTS Year ended March 31, 2015 Toray Advanced Materials Korea Inc., a consolidated subsidiary of the Company, made a tender offer for the shares in Toray Chemical Korea Inc., another consolidated subsidiary of the Company. The outline and result of the tender offer are as follows: 99 1. Outline of the tender offer (1) Name of the target company: (2) Type of stock certificates to be acquired: Common stock (3) Tender offer period: Toray Chemical Korea Inc. From March 31, 2015 to April 20, 2015 (21 days) 2. Result of the tender offer (1) Number of shares acquired: (2) Ownership percentage after the tender offer: 86.85% (calculated after excluding treasury stock) (3) Tender offer price: 20,000 won per share of common stock 14,160,640 shares In addition, Toray Advanced Materials Korea Inc. has decided to acquire the remaining shares in Toray Chemical Korea Inc. through a second round of the tender offer. 1. Outline of the tender offer (1) Name of the target company: (2) Type of stock certificates to be acquired: (3) Tender offer period: (4) Expected number of shares to be acquired: (5) Expected ownership percentage after the tender offer: (6) Tender offer price: Toray Chemical Korea Inc. Common stock From May 22, 2015 to July 20, 2015 (60 days) 6,091,047 shares 100.00% 20,000 won per share of common stock Toray Industries, Inc.Annual Report 2015 100 Toray Industries, Inc.Annual Report 2015Investor Information (As of March 31, 2015) Common Stock: Issued: 1,599,106,347 shares (excluding treasury stock) Number of Stockholders: 162,527 Annual General Meeting: The annual general meeting of stockholders is normally held in June in Tokyo. Listings: Common stock is listed on the Tokyo Stock Exchange. Independent Auditors: Ernst & Young ShinNihon LLC Transfer Agent: Sumitomo Mitsui Trust Bank, Limited 1-4-1, Marunouchi Chiyoda-ku, Tokyo 100-0005, Japan Cash Dividends Per Share Total for the year Interim Principal Stockholders 2015 2014 ¥11.00 ¥10.00 5.00 5.00 Thousands of shares Percentage of shares held The Master Trust Bank of Japan, Ltd. (Trust Account) 114,625 Japan Trustee Services Bank, Ltd. (Trust Account) Nippon Life Insurance Co. Mitsui Life Insurance Co., Ltd. Sumitomo Mitsui Banking Corporation Japan Trustee Services Bank, Ltd. (Trust 4 Account) State Street Bank West Client – Treaty 505234 The Bank of New York Mellon SA/NV 10 Mitsui Fudosan Co., Ltd. Mitsui Sumitomo Insurance Co., Ltd. 84,800 71,212 35,961 30,022 22,340 20,375 20,241 19,460 17,638 7.17 5.30 4.45 2.25 1.88 1.40 1.27 1.27 1.22 1.10 * Percentage of shares held is calculated excluding 32,375,056 shares of treasury stock. Stock Price Range Composition of Stockholders (Thousands of shares) (Yen) 1,200 1,000 800 600 400 200 0 2010 April 2011 April 2012 April 2013 April 2014 April 2015 April Treasury Stock 32,375 1.98% Individuals and Others 402,772 24.69% Companies and Individuals in Foreign Countries 407,130 24.95% Financial Institutions 621,260 38.08% Securities Companies 24,807 1.52% Other Japanese Companies 143,138 8.77% . c n I , s e i r t s u d n I y a r o T 101 5 1 0 2 t r o p e R l a u n n A Corporate Data (As of March 31, 2015) Toray Industries, Inc. Head Office Nihonbashi Mitsui Tower, 1-1, Nihonbashi-Muromachi 2-chome, Chuo-ku, Tokyo 103-8666, Japan Telephone: 81 (3) 3245-5111 Facsimile: 81 (3) 3245-5054 URL: http://www.toray.com Established: January 1926 Paid-in Capital: ¥147,873,030,771 Number of Employees: 45,789 Parent company: 7,232 Japanese subsidiaries: 10,299 Overseas subsidiaries: 28,258 Toray Industries, Inc. 1-1, Nihonbashi-Muromachi 2-chome, Chuo-ku, Tokyo 103-8666, Japan Telephone: 81(3)3245-5111 Facsimile: 81(3)3245-5054 URL: http://www.toray.com For questions about this report: Contact IR Dept. Telephone: 81(3)3245-5113 Facsimile: 81(3)3245-5459 e-mail: ir@nts.toray.co.jp Printed in Japan Issued: September 2015

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