CSR Social Activities

Together with Company Members

Basic stance

As stated in our Vision, Toyota Boshoku’s desired status is to have “resourceful and multi-talented human resources drawn by the appeal of the Toyota Boshoku group, with members working vibrantly in all regions worldwide.” We promote efforts to create a workplace in which all members in the Toyota Boshoku group feel that they are part of “One Team” and can work with pride and dreams, and enjoy their job. The Toyota Boshoku group aims to grow toward our goal of enhancing corporate value together with all company members.

Respect for humanity

The Toyota Boshoku group strives to ensure that the individuality and humanity of our members is respected in accordance with our corporate philosophy to be shared by each member and the TB Way, which express the values and behavioural principles. We do not advocate discrimination, defamation or other such improper conduct based on race, gender, age, nationality, religion, disability, sickness or injury. At the same time, we strictly respect the laws and social regulations of other countries and regions, as well as forbid the use of child or forced labour.

Basic concept of Human Resources Management (HRM)

Basic concept of Human Resources Management (HRM)

Stable employment with fair and honest evaluations and working conditions

Based on a good labour-management relationship, labour and management constantly exchange opinions through such occasions as the Labour-Management Council and work to fulfil respective responsibilities in an effort to ensure stable employment in which layoffs are duly given careful consideration and to maintain and steadily improve working conditions from a mid- and long-term perspective.
In addition, Toyota Boshoku promotes the development of human resources by conducting evaluations that use standards reflecting our core values and also provides fair and honest conditions for all members.

Promote “innovation of vibrant work style”

“Innovation of vibrant work style” refers to the Toyota Boshoku group’s challenge to reform the organisation and culture. Our aim is to create a workplace where members can work happily and vibrantly, which in turn stimulates autonomous kaizen, particularly respecting member’s motivation and time. Specifically, we have introduced a flextime without core time and recommend a morning-oriented work style with a focus on increasing the efficiency of existing operations by eliminating or cutting certain areas. High-quality communication between supervisors and subordinates helps in this regard. This has served to steadily enhance member satisfaction measuring the effectiveness of the activity.
From fiscal 2019, Toyota Boshoku will be looking to establish an environment for realising more efficient, highly creative work styles. This will include shifting to a paperless work space, utilising mobile tools, making use of shared offices and introducing a work-from-home scheme based on the concept of connecting with everyone, anytime and anywhere.

Company members’ satisfaction: Positive response rate (KPI on vibrant work environment) [Toyota Boshoku]

Fiscal year 2014 2015 2016 2017 2018
Company members’ satisfaction:
Positive response rate (%)
58.4 59.4 61.5 65.0 66.0

Use of annual paid holiday [Toyota Boshoku]

Use of annual paid holiday [Toyota Boshoku]
* Excluding members absent for long periods and members on overseas assignment
Source: Industry-wide data based on the Ministry of Health, Labour and Welfare’s General Survey on Working Conditions

Introduction of Global HR Platform

With the aim of consolidating and maximising the capabilities of the individual and organisation at the global level, the Toyota Boshoku group is working to create and share a Global HR Platform based on the Principles of Toyoda, our corporate philosophy and the TB Way, which form the identity of the Toyota Boshoku group. The Global HR Platform, established in fiscal 2018, has been applied by 1,301 supervisory and management members of the Toyota Boshoku group since April 2018. The platform seeks to integrate and make the most of the competencies unique to Japan and positions as the global standard in order to further promote human resources development while maintaining fairness in compensation.

Application of Global HR Platform

Application of Global HR Platform

HR standards in promoting human resources development and management

HR standards in promoting human resources development and management

Promoting diversity

The Toyota Boshoku group is working to establish a reward system befitting respective roles and contributions that respects diverse career types and work styles (independent choice) as well as systems and an environment in which anyone can take on challenges and roles at any time irrespective of nationality, age, gender or physical/mental disability.

Optimising and promoting the advancement of human resources from a global perspective

We are promoting globalisation within Toyota Boshoku by accepting trainees from regions outside Japan and embracing movement across regions. We also actively accept internships from universities overseas.

Promoting active roles for female members

To ensure the active recruitment of female members and encourage females to play more active roles, Toyota Boshoku is striving to establish a workplace environment and framework that is both satisfying and motivating. We are doing this by changing the awareness of both female members and their supervisors as well as by providing the opportunity for female members to demonstrate their skills and supporting their career advancement.

Creating people-friendly processes and environments

Efforts are being made to create people-friendly processes and environments so that members who have reached retirement age continue to live and work with purpose, and can display and pass on their accumulated experience and skills, and so that female members and members with disabilities can work easily and vibrantly.

Users of childcare leave system and shortened work hour system [Toyota Boshoku]

Fiscal year 2014 2015 2016 2017 2018
Childcare leave system (persons) 99(2) 127(4) 149(9) 169(6) 197(8)
Shortened work hour system (persons) 83 72 98 111 142

Figures in parentheses ( ) represent the number of males out of the stated total using the systems.

Reemployment of retirees [Toyota Boshoku]

Fiscal year 2014 2015 2016 2017 2018
Reemployment of retirees (persons) 133 140 163 193 219

Employment rate of persons with disabilities [Toyota Boshoku]

Fiscal year 2014 2015 2016 2017 2018
Employment rate of persons with disabilities (%) 1.85 1.89 1.90 2.04 2.19
Creating people-friendly processes

Specialised skills related education

The Toyota Boshoku group strives to enhance and pass on manufacturing skills globally in order to raise workplace abilities with the aim of fostering human resources who can achieve the highest levels of safety, quality and delivery.
In fiscal 2019, we continue to foster exceptional supervisors, establish excellent manufacturing skills, strengthen maintenance skills, develop members who always work safely and nurture core young human resources. This fiscal year we will start Plant Management Requirement (PMR) training which is structured around a philosophy of plant management based on basic plant requirements. The PMR training will cover seven functional areas (safety, quality, production, cost, personnel, production preparation and environment) with the aim of exposing weaknesses in the workplace, rapidly detecting problems, sharing information and providing swift problem resolution to enable strong workplace management.

Members qualified through National Trade Skill Testing & Certification

Members qualified through National Trade Skill Testing & Certification

Fostering Exceptional Supervisors

The Toyota Boshoku group conducts training for supervisors globally and promote the creation of an environment in which each region can implement basic skills training and maintenance training on their own.

Establishing Excellent Manufacturing Skills


As part of Karakuri training, Toyota Boshoku welcomed trainees from countries outside Japan to help establish a Karakuri KAIZEN® culture. In fiscal 2018, the Oguchi Manufacturing Division won the Good Effort Award at the Karakuri KAIZEN Exhibition. This was the fifth year in succession that the Company has received an award at this event.

Understanding the framework behind karakuri
Understanding the framework behind karakuri

All TB Skills Competition

A total of 213 participants, including suppliers, from 16 countries gathered to compete and demonstrate their technical skills in the All TB Skills Competition.

Strengthening Maintenance Skills

The Toyota Boshoku group is striving to improve maintenance skills through short courses for specialised skills such as mechanical systems, electrical systems and mould and die maintenance. We are also working to develop maintenance training in accordance with needs.
In fiscal 2019, we will establish the Maintenance Skills Dojo in the United States and strive to strengthen maintenance skills globally.

Developing Members Who Always Work Safely

In the Safety Sensation Dojo (simulated accident dojo), we have recently introduced equipment simulating work in high places as part of an initiative to implement lessons learned from actual accidents and prevent future incidents in fiscal 2019. We continue efforts to prevent accidents by enhancing members’ sensitivity toward risks in order to achieve zero industrial accidents. Since fiscal 2014, close to 10,000 workers from affiliated companies, including from regions outside Japan and outside contractors, have taken the course.

Safety Sensation Dojo Participation

Safety Sensation Dojo Participation

Toyota Boshoku Technical Skills Academy

Toyota Boshoku Technical Skills Academy promotes global awareness and the development of mind, body, spirit, skills and knowledge in order for graduates to become core members in the Company's technical areas.

Development of Young Members Overseas

Toyota Boshoku has been taking in one young member from Taiwan every year since fiscal 2017 to learn with other Technical Skills Academy members. After returning home, the young members take charge primarily of equipment maintenance by staying true to the approach to work learned at the Academy in order to improve productivity by reducing the frequency of equipment breakdown.

Won Toyota Boshoku's First Gold Medal at the WorldSkills Competition

Two members from Toyota Boshoku Technical Skills Academy won Toyota Boshoku's first ever gold medals at the 44th WorldSkills Competition held in the United Arab Emirates in October 2017. In addition, they won the Best of Nation award (MVP award for each country), which is presented to participants with the highest point among competitors from the same country. One of the winners is currently active in the production technology divisions while the other is passing on the skills learned as a mentor for future Skills Olympics and WorldSkills Competition participants.

Gathering to Celebrate the Academy's 10th Anniversary

A gathering was held to commemorate the 10th anniversary of the Toyota Boshoku Technical Skills Academy. This provided the opportunity for past graduates from the Academy to strengthen ties with members from different levels and different departments of the organisation. The graduates also pledged to continue contributing to society as the leaders in each workplace.

Promoting Safety and Health Culture

The Toyota Boshoku group implements safety and health activities as labour-management cooperative efforts under a Basic Safety and Health policy in order to establish a corporate culture that places a priority on safety and health at work.

Basic Safety and Health policy

In order to establish a corporate culture of safety first, we declare that we will not produce, handle, transport or dispose of products or materials unless people’s safety, health and environment are protected.

Creation of Global Management of Occupational Safety and Health Activities

The Toyota Boshoku group implements safety and health activities as labour-management cooperative efforts based on a Basic Safety and Health policy in order to establish a corporate culture that places a priority on safety and health at work. The Toyota Boshoku group works globally to enhance safety and health at work through activities based on an Occupational Safety & Health Management System (OSHMS).
Toyota Boshoku has incorporated operating rules into internal safety and health standards and expanded these standards to all work sites, including administrative and technical groups. In fiscal 2018, we clarified inspection requirements for STOP6 and conducted safety inspections to create workplaces where there are absolutely no major accidents (fatalities). We also took steps to establish risk assessment procedures worldwide.

Efforts to build an interdependent culture of safety

The Toyota Boshoku group promotes health and safety activities aimed at achieving zero occupational accidents. We also systemise our safety training programme and conduct training locally through Toyota Boshoku personnel in charge in each region in order to create and establish an interdependent culture of safety. Global Week*2 held in June 2018 was used to advance human resources development worldwide aimed at eliminating fatal accidents. Management from all regions were educated at a facility called the "Safety and Environment Learning Center" on the causes of accidents and ways to prevent them based on discussion concerning serious accidents, environmental accidents and fires that have occurred in the past.

*2 Corporate officers, division general managers, site managers and representatives from certain business entities came together for a week of discussions involving the entire group that transcended region and function.

Experiencing the danger of working in high places during Global Week
Members think about how to avoid repeating the same mistake

Frequency rate of lost time accidents

Frequency rate of lost time accidents

Promoting Healthy Human Resources and Instilling a Culture of Health

The Toyota Boshoku group is taking steps to ensure the health of all company members and to create and instill a culture of health so that everyone can be healthy and energetic, both mentally and physically, not only while they are working but also after retirement. To achieve this, we are supporting the health of all members from both physical and mental perspectives through an integrated system of industrial physicians and staff promoting health.

Conducting health checkups for all members

The Toyota Boshoku group conducted health checkups at all of its sites and was able to cover every location throughout the group from fiscal 2017. Going forward, we aim to implement health checkups for 100% of members, including regions where they aren’t mandatory, by continuing to raise awareness about health and providing follow-ups in healthcare rooms and in the workplace.

Smoking rate [Toyota Boshoku]

Smoking rate [Toyota Boshoku]

Initiatives to prevent lifestyle-related diseases

In the Japan region, we implement activities aimed at preventing lifestyle-related diseases with a focus on reducing the number of members with a BMI of 25 or above (classified as obese) and programmes to reduce the rate of smoking. We hold seminars on lifestyle-related diseases so members can recognise the lifestyle-related diseases they may have as well as provide the impetus for making improvements, and a no-smoking marathon*3 plus other events that lead to better health.

*3 A 210-day no-smoking challenge for smokers and supporters

Mental Health Initiatives

Toyota Boshoku is taking steps to maintain the mental health of members in collaboraiton with the human resources function through education on the topic to new recruits, new managers and supervisors, supporting return to work for those who have taken leave, and establishment of a consultation center. Stress checks have been undertaken at all Toyota Boshoku plants since fiscal 2018, with a 92.3% response rate. Members with high stress levels are interviewed and improvements are made in the necessary workplace environment as part of efforts to avoid mental health problems.

Company-wide report on analysis of stress check results
Company-wide report on analysis of stress check results