CSR Social Activities

Together with Company Members

Basic stance

The Toyota Boshoku group is aiming to realise the status in which multitalented human resources are drawn by the appeal of our group, with company members working vibrantly in all regions worldwide. We promote efforts to create a workplace in which all members in the 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.

Human Resources Management (HRM)

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 our 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 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-to-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 our organisation and culture. We aim to create a workplace where company members can work happily and vibrantly, and that is more flexible, efficient and creative. We have promoted systematic and efficient business operations, as well as the digitisation of documents. From fiscal 2020, the Toyota Boshoku group has introduced a telework program for administrative and engineering-related members, thereby increasing options and ensuring diverse working styles. Moving forward, we will accelerate the development of a comfortable working environment for company members.

Overview of ‘Innovation of vibrant work style’

Overview of Innovation of vibrant work style

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

Fiscal year 2016 2017 2018 2019 2020
Company members’ satisfaction:
Positive response rate (%)
61.5 65.0 66.0 67.8 67.2

Use of annual paid holiday [Toyota Boshoku]

Use of annual paid holiday [Toyota Boshoku]
*1 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

Global HR strategy

For the Toyota Boshoku group, an organisation with many locations worldwide, a human resources (HR) strategy aimed at securing, assigning and fostering personnel who can realise our growth strategy is a critical management challenge. We aim to recruit human resources with administrative and technical skills, specialised skills and advanced expertise;
assign them to appropriate positions; and make sure they are compatible with our growth strategy in accordance with our ‘global medium-term HR plan’ that looks ahead to fiscal 2026. This policy supports the development of business.
Our Global HR Platform seeks to harmonise competencies and work duties of supervisory and management members and make the most of the merits of each. Through this platform, we can realise the optimal global allocation of human resources and promote their development in order to maximise global organisational capabilities.

Application of Global HR Platform

Application of Global HR Platform

Number of Users of Global HR Platform

Fiscal year*2 2018 2019 2020
No. of users 1,301 1,353 1,377

*2 Totals are stated as of April 1 of the following fiscal year

Promoting diversity and inclusion

We are working to establish a system befitting respective roles and contributions that respects diverse career types and work styles (independent choice) and embraces diversity irrespective of nationality, age, gender or physical/mental disability. We are also developing systems and an environment in which anyone can take on challenges and roles at any time.

Promoting active roles through the recruitment and optimal allocation of human resources from a global perspective

We are promoting active roles for diverse human resources by accepting trainees from group companies outside Japan, embracing movement across regions and actively accepting and employing internships from universities overseas.

Promoting active roles for female members

We are striving to create a framework and workplace environment that is both satisfying and motivating and encourages continued service through support of career development and work-life balance, and by changing the awareness of both female members and their supervisors.

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

Fiscal year 2016 2017 2018 2019 2020
Childcare leave system (persons) 149(9) 169(6) 197(8) 178(8) 205(20)
Shortened work hour system (persons) 98 111 142 132 167

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

Creating people-friendly processes and environments

We are designing people-friendly processes, systems and environment as well as educating managers and supervisors so that members with disabilities, female members and older personnel can work easily and vibrantly.

Reemployment of retirees [Toyota Boshoku]

Fiscal year 2016 2017 2018 2019 2020
Reemployment of retirees (persons) 163 193 219 267 314

Employment rate of persons with disabilities [Toyota Boshoku]

Fiscal year 2016 2017 2018 2019 2020
Employment rate of persons with disabilities (%) 1.90 2.04 2.19 2.20 2.21

Ratio of local members who are executives in regions outside of Japan

  April 2018 April 2019 April 2020
Ratio of local employees(%) 14 19 23

Working Group to Promote Participation of Technical Skilled Women

In fiscal 2020, the Toyota Boshoku group started a Working group to promote participation of women in skilled professions. We took this step to reflect the opinions of female employees in skilled profession into our workplace measures and to create an even more vibrant workplace.
From August 2020, we introduced regular daytime/first shifts (regular nighttime/second shifts) at workplaces using shift workplaces and expanded the scope of systems for reduced working hours.

Specialised Skills related education

The Technical Skills Training Center supports improvement of workplace capabilities and autonomy by providing knowledge-based education and practical training in order to develop members who can achieve a high level of safety, quality, delivery, and cost performance.
In fiscal 2020, the Toyota Boshoku group continued to conduct educational trainings. We launched PMR training which is structured around a philosophy of plant management centred on safety, quality, production, cost, and human resources. The skill competition aims to raise the level of advanced skills globally in 16 work categories (include spinning top contest).
For our hearing-impaired production members, we provide sign language interpretation for Safety Sensation Dojo (simulated accident dojo) training and for Technical Skills Acquisition training which includes Safety, Quality, Toyota Production System (TPS), and TPM*3. In fiscal 2021, the entire Toyota Boshoku group is working to strengthen MONOZUKURI. Specifically, we are implementing education based on a certification programme for mould maintenance, as well as development of maintenance education bases and cultivation of instructors in countries other than Japan.

*3 Total Productive Maintenance

Total number of people qualified with National Trade Skill Testing & Certification

Total number of people qualified with National Trade Skill Testing & Certification

Toyota Boshoku Technical Skills Academy

Toyota Boshoku promotes the development of young members in mind, body and spirit who will be able to operate on a global level and will become core members of the organisation. Every year, we nurture members who can play active roles in the workplace by providing a variety of experiences such as training in Canada and activities with other academies. The Academy is also accepting young members from our overseas affiliates.

All TB Skills Competition

This competition is held every year to refine skills worldwide.
In fiscal 2020, 222 members took part in 16 work categories.

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

Karakuri

As part of Karakuri training, Toyota Boshoku welcomes trainees from countries outside Japan to help establish a Karakuri KAIZEN® culture. In fiscal 2020, we displayed 6 cases at the Karakuri KAIZEN Exhibition and Toyohashi Manufacturing Division in Toyohashi Plant won the Good Effort Award. This was the seventh 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 222 participants, including suppliers, from 16 countries gathered to compete and demonstrate technical skill in the All TB Skills Competition took part in 16 work categories (including spinning top contest).

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 established the Maintenance Skills Dojo in the United States, thereby strengthening 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 the course began in fiscal 2013, it has been taken by over 10,000 workers from affiliated companies, including from regions outside Japan and outside contractors.

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 trainee from outside Japan every year since fiscal 2017. 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.

Graduates association “Kibo-no-kai”

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.
In addition to connections which we made with classmates who are in our same generation at the Toyota Boshoku Technical Skills Academy, we are also able to connect with older and younger company members. Many members participate in the annual we will also build vertical connections for seniors and juniors. Many members participate in the annual general meeting, which is an opportunity to deepen the bonds between graduates.

Promoting a global safety and health culture

Based on a Basic Safety and Health policy, The Toyota Boshoku group implements safety and health activities as labour-management cooperative efforts in order to establish a corporate culture that places priority on safety and health at work. We also work globally to enhance safety and health at work through activities based on an Occupational Safety and Health Management System (OSHMS).
Furthermore, in order to absolutely prevent the occurrence of fires, we conveyed Toyota Boshoku’s stance on fire prevention and conducted management-led inspection in each area, held emergency preparation drills using fire extinguisher and fire hydrants for all members, and worked to raise awareness towards fire prevents.
In terms of health promotion, Toyota Boshoku was recognised as an Excellent Enterprise of Health and Productivity Management Organisation 2020. Based on the Toyota Boshoku Health Declaration, we are conducting medical check-ups for all company members, implementing activities to prevent lifestyle-related diseases and lowering the smoking rate. We will continue raising health awareness among company members by making plans in such areas as promoting exercise, dietary habits, and mental health.

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.

Toyota Boshoku views the improvement of company members’ health as a critical management challenge and formulated and released the Toyota Boshoku Health Declaration in 2019 to promote activities to enhance health over the medium and long term.
Labour and management will continue working together to create a vibrant and motivating organization so that company members can work in a pleasant environment and maintain a healthy lifestyle.

Toyota Boshoku Health Declaration

Mental and physical health is the driving force for challenging the future brightly and vigorously, and it’s extremely important for the happiness and family of each employee.
To be “A trusted company that grows together with all stakeholders” in the vision, we declare that we will make every effort to create a company where employees and management can work together vibrantly and in good health.

August 2019 Toyota Boshoku Corporation President
Takeshi Numa

Health management promotion organization

Safety, Health & Environment Function Meeting, which is global meeting, promote to keep and improve the health of employees.
Unit chief, Global Safety, Health & Environment DIV. Health Promotion Dept, As a promotional department with as well as Industrial physician, Public Health Nurse, Corporate Planning DIV, Global HR Development DIV, and Toyota Boshoku Health Insurance Society, we are advancing initiatives in line with the annual plan and promoting the creation of a vibrant and pleasant workplace.

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 priority on safety and health at work.
In order to promote the development of human resources and workplaces that will never cause serious accidents (fatal accidents), the Toyota Boshoku group is implementing global activities such as enhancing education for acquiring knowledge and skills, holding safety inspections, and conducting activities to entrench a culture of risk assessment.
Moreover, with the aim of promoting the development of people who know the background and causes of past occupational accidents, consider countermeasures, and take the initiative to implement preventive measures, we established the Safety Health Environment fruitful Think and Act Center (SHE-TAC) within the MONOZUKURI Innovation Center.

Efforts to build an interdependent culture of safety

To ensure safety, the Toyota Boshoku group is cultivating human resources who are capable of implementing the prescribed rules in the prescribed manner in a variety of situations, including basic concepts such as social etiquette and morals.
As part of these activities, we are implementing “Po-ke-te-na-shi”*4 policy, which is a common activity throughout the Toyota group, and are raising awareness through encouragement by management supervisors who oversee the workplace and by holding poster contests.
We are also distributing activity promotion patches. By wearing these patches, employees promote the creation of workplaces that encourage mutual awareness.

*4 Basic approach to safety featuring five actions that include: Do not put your hands in your pockets while walking ("Po"), and no use of keitai (cellular phone) while walking ("ke").

An outstanding entry in the "Po-ke-te-na-shi" competition for posters to raise awareness of safety displayed inside the Company
An outstanding entry in the "Po-ke-te-na-shi" competition for posters to raise awareness of safety displayed inside the Company

Ensuring safety in outsourced construction

Toyota Boshoku conducts activities together with the Toyota Boshoku Safety and Health Association with the aim of ensuring safe construction management where there are no serious accidents (fatal accidents) on premises for anyone.
As part of these activities, the Toyota Boshoku Safety and Health Association conducts periodic patrols to heighten safety levels.
Additionally, the Toyota Boshoku group strives to augment the job safety of workers and prevent accidents by promoting activities that assist secondary and tertiary suppliers in identifying problems and ensuring safety.
On long consecutive holidays involving major construction, patrols are conducted by Plant General Manager and other persons responsible at all business locations. The patrols include calling out members to make sure they are performing operations safely.

*5 Five-step Tool Box Meeting : Short meetings are set up five times during a day such as prior to work starting, at lunchtime and after work finishes to examine response to work instructions an areas of change.

Safety patrol for outside contract construction
Safety patrol for outside contract construction
Construction management board and five-stage TBM display
Construction management board and Five-step Tool Box Meeting*5 display

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.
In fiscal 2020, Toyota Boshoku was once again certified as an Excellent Enterprise of Health and Productivity Management 2020.

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. In 2019, the Toyota Boshoku group revised our internal regulations based on a notification issued by the Ministry of Health, Labor and Welfare. Since 2020, we have been conducting health examinations (special health examinations) for information equipment work and encouraged target individuals to undergo examination. 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]

Efforts to prevent lifestyle diseases

In the Japan region, the Toyota Boshoku group strives to make physical exercise a habit among our company members through initiatives such as using the Pep Up health management app for smartphones, holding fitness seminars by AXTOS gym instructors, and holding age-based events such as a Health Seminar for 35-Year-Old Employees.
As a result, diet and exercise habits have become established, and the number of participants who are experiencing positive effects has steadily increased.
Additionally, from this fiscal year, we introduced the Challenge 8 program to enhance and augment health conditions throughout our group.
Our no-smoking activities support people wishing to quit smoking through the low-cost provision of products that help in this regard and assistance with the cost of external help*6.

*6 Cost assistance is supported by health insurance associations.

Preventing lifestyle-related diseases through a variety of seminars
Preventing lifestyle-related diseases through a variety of seminars

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 for all Toyota Boshoku members since fiscal 2017, with a 96.5% response rate in fiscal 2020. For high-stress departments, efforts to prevent mental health issues include improving the workplace with the cooperation of an internal psychological counselor and external organisations.
In collaboration with Advantage Risk Management Co., Ltd., Toyota Boshoku has developed a Supporters Letter program and Counselling Service. These are efforts to deal with the anxiety and stress caused by working from home and other behavioural restrictions due to COVID-19.

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