Job Satisfaction and Employment
Basic concept of Human Resources Management (HRM)
Based on a good labor-management relationship, labor and management work to balance respective responsibilities in an effort to ensure stable employment 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 organization and culture. We are working to create a workplace where company members can work happily and enjoyably, and to develop more flexible, efficient, and creative work rules. In order to quantitatively confirm the results of vibrant work style innovation and vibrant working by our company members, we have introduced and are managing the KPI on vibrant work environment as a company-wide metric.
As a result of our efforts to date, the KPI value has improved year on year. Going forward, we will continue to promote vibrant work style innovation at an even higher level to achieve both our 2025 Mid-Term Business Plan and the vibrancy of company members.
Overview of “Innovation of vibrant work style”
Company members’ satisfaction:
Positive response rate (KPI on vibrant work environment) [Toyota Boshoku]
|Company members’ satisfaction:
Positive response rate (%)
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
Treatment of fixed-term company members and temporary workers
We employ fixed-term company members in compliance with labor-related laws and regulations, and treat them appropriately in accordance with the employment rules and various regulations, including various types of social insurance and leave as stipulated by law. In addition, the employment of temporary workers is handled in accordance with the Worker Dispatching Act, Guidelines for Measures to be Taken by Clients, and other laws and regulations.
Graduate and mid-career recruitment
In hiring graduates, our policy is to actively recruit highly capable individuals with diverse attributes and values, while ensuring stable recruitment and introducing new technologies.
In terms of mid-career recruitment, in order to achieve our 2025 Mid-Term Business Plan, we are hiring people with advanced specialized skills that we do not possess internally, such as digital transformation (DX) and environment-related technologies.
Number of persons recruited [Toyota Boshoku]
|Graduate recruitment||Administrative and technical||Male||69||107||95||0|
|Mid-career recruitment||Administrative and technical||Male||45||35||24||0|
|Graduate + mid-career recruitment Total||184||222||257||9|
About 70% of employees who leave the company after less than three years of employment are regular employees. To address this issue, we provide new employees with "assignments that take into account the individual’s wishes, personal aptitude, and subject major," "three-way meetings with supervisors and senior company members using a training record chart," and "individual counseling by a new recruit training supervisor," as well as "communication training" for direct supervisors. In addition, we are working to improve the retention rate by analyzing issues and considering countermeasures through individual interviews with those who wish to leave.
Turnover rate of those leaving in under three years (full-time members) [Toyota Boshoku]
|Turnover rate of those leaving in under three years (full-time members)||2.65||3.00||1.70||2.25||2.62||2.44|