CSR Social Activities

CSR at Toyota Boshoku

We aim to be “a trusted company that grows together with all stakeholders” through implementation of our corporate philosophy.

Based on the Principles of Toyoda, which encapsulate the ideas of founder Sakichi Toyoda, the Toyota Boshoku group formulated our corporate philosophy for maintaining the trust of all stakeholders, and this has underpinned our operations over the years. In fiscal 2016, we reconsidered all of our business, social and environmental activities from a corporate social responsibility (CSR) perspective and began incorporating these initiatives into the Mid-term Business Plan for Implementation 2020.
We aim to enhance economic value by pursuing sustainable growth, the kind of growth we strive for, and will return the benefits we gain to our stakeholders. At the same time, we seek to enhance our corporate value on a mid-to-long term basis, meet the expectations of our stakeholders and contribute to the advancement of society through investment in sustainable growth.

Basic Policy

The Toyota Boshoku group’s CSR activities are implemented throughout the course of daily operations based on our corporate philosophy. Each company member is aware of this philosophy in everything he or she does and this serves not only to drive growth for the entire group but also advance the personal development of the individual.
We also formulated and are sharing the TB Way and the Toyota Boshoku group code of conduct as common values and behaviour globally in order to ensure the proper implementation of our corporate philosophy.

Promotion System

The Toyota Boshoku group, led by the Corporate Planning Division with company-wide oversight, has promoted CSR activities since April 2016. Efforts revolve around advancing business and our CSR activities as a unified concept with the aim of ensuring a responsible management style focused on the environment, society and governance.
The CSR Function Meeting (chaired by the Executive Vice President, Head of the Corporate Operation Unit) deliberates on the issues at hand, formulates objectives and follows up on activities.
Key performance indicators (KPIs) are set for each initiative based on the corporate philosophy in order to objectively evaluate contribution to society, and a plan-do-check-act (PDCA) cycle is set in motion to ensure the most effective CSR activities. In addition, functional departments and other relevant departments join forces to promote daily activities as part of the entire group’s CSR management.

Promotion system

Initiatives for the SDGs

The Toyota Boshoku group aims to drive sustainable growth with a view to achieving the Sustainable Development Goals (SDGs*) adopted by the United Nations in 2015 and to where we will be in 2030 so we can contribute to the international community through our business.

* Objectives for sustainable development consisting of 17 goals and 169 targets

Logos for the SDGs

Future Initiatives

The Toyota Boshoku group aims to resolve social issues through its business activities with a view to achieving its Mid-term Business Plan for Implementation 2020. As part of our efforts, we place importance on communication with stakeholders so that we can respond to the needs of society. We also work to establish a structure that focuses in more detail on the environment, society and governance and to enhance our CSR management throughout the group based on respective regulations and guidelines.
The activities we undertake aim to ensure that we are “a trusted company that grows together with all stakeholders.”