Together with Company Members
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)
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.
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.
Users of childcare leave system and shortened work hour system [Toyota Boshoku]
|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]
|Reemployment of retirees (persons)||133||140||163||193||219|
Employment rate of persons with disabilities [Toyota Boshoku]
|Employment rate of persons with disabilities (%)||1.85||1.89||1.90||2.04||2.19|
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
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.
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
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.
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.
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]
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.