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 has put into effect the Mid-term Business Plan for Implementation 2020.
In fiscal 2018, we codified the KPI tree of management structure as a framework to realise the management structure we aim to achieve.
In fiscal 2019, we aim to promote corporate growth while fulfilling our responsibility in harmony with society by incorporating corporate social responsibility (CSR) and environmental, social and governance (ESG) perspectives into a stakeholder KPI (key performance indicator) for social value, namely the “KPI tree of management structure” that will enable us to track our progress.
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.
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.
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 Promotion Meeting (chaired by the President, Executive Officer of the Corporate Operation Unit) deliberates on the issues at hand, formulates objectives and follows up on activities.
KPIs are set for each initiative that implements the corporate philosophy in order to objectively evaluate our contribution to society, and a plan-do-check-act (PDCA) cycle is set in motion to ensure the most effective CSR activities. Also, in fiscal 2019, core KPI were set as the KPI tree of management structure, a stakeholder KPI for social value, in order to objectively measure contribution and return to stakeholders.
In addition, functional departments and other relevant departments join forces to promote daily activities as part of the entire group’s contribution to social value.
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.
In particular, we formulated our 2050 Environmental Vision based on the belief that it is necessary to take a long-term perspective toward environmental issues and tackle them at an even higher level. In line with the vision, the Toyota Boshoku group has established six Stretch Environmental Goals related to environmental issues such as climate change, water shortage, natural resource depletion and biodiversity crisis. The Toyota Boshoku group has also formulated the 2020 Environmental Action Plan to realise the 2050 Environmental Vision and is promoting the Establishment of a Low Carbon Society, Establishment of a Recycling-based Society and Establishment of a Symbiotic Society as core initiatives. Through all of our business activities, we aim to create a sustainable global environment where children can lead their lives with a smile.
* Objectives for sustainable development consisting of 17 goals and 169 targets
The Toyota Boshoku group will aim to contribute to social value through initiatives that are integrated with the KPI tree of management structure toward realising our Vision and desired status.
In fiscal 2019, we will work to embody and classify our KPIs in order to organise key items for our stakeholder KPIs for social value and KPIs for CSR, which we have undertaken in the past as CSR activities, and go to the next level.
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 constantly contribute to social value 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.”