Safety

Our Basic Philosophy for Safety and Health, and Our Basic Safety and Health Policy

Based on a Basic Safety and Health Policy, the Toyota Boshoku group implements health and safety activities as labor-management cooperative efforts in order to establish a corporate culture that places priority on health and safety at work. We also work globally to enhance health and safety at work through activities based on an Occupational Safety and Health Management System (OSHMS).
Furthermore, we have identified the prevention of “high priority accidents”—those that can lead to fires or fatal accidents—to be the most important issue. For this reason, we have systematized 10 safety initiatives—including adherence to basic behavior such as “STOP-CALL-WAIT,” 4S and 5FIX*, as well as measures to prevent the recurrence of similar accidents—and formulated them into the 2030 Safety Roadmap. Based on this roadmap, we are promoting ongoing safety activities with the goal of achieving zero high priority accidents.

• 5FIX refers to Fix Route, Fix Quantity, Fix Place, Fix Name, and Fix Color, a method for effectively performing the “Set in order” aspect of 4S (Seiri (Sort), Seiton (Set in order), Seiso (Shine) and Seiketsu (Standardize))

Health and Safety Promotion System

The Toyota Boshoku group sets health and safety goals and continuously monitors progress toward achieving them. Through these initiatives, we have established a group-wide health and safety promotion system to build a “safe and comfortable workplace environment.” Under this system, we hold a Safety Function Meeting chaired by the Production Segment Chief to promote initiatives aimed at creating a safe and comfortable work environment. Through this Meeting, we share policies and disseminate necessary information, with the goal of achieving a uniform standard of health and safety management across our global operations.

Health and Safety Promotion System

Health and Safety Activities Index

Number of work-related injuries at Toyota Boshoku group

• (Number of deaths and injuries due to occupational accidents / total number of actual working hours) x 1,000,000
• Scope of data: Toyota Boshoku and 67 consolidated subsidiaries and affiliates inside and outside Japan
• (Total days of lost labor/total number of actual working hours) x 1,000,000
• (Target for both *1 and *3 is Toyota Boshoku group regular employee, contract employee, junior employee, part-time, fixed-term employee, trainee, assistant members from another company, apprentice, dispatched employee

Safety Commendations

We operate a program to evaluate and recognize the achievements of safety initiatives at Toyota Boshoku and its affiliates inside and outside Japan.
In addition to performance indicators such as the duration of accident-free periods in plants and the occurrence of occupational accidents, we comprehensively evaluate health and safety initiatives and select outstanding business entities through a multi-stage review process. Through this program, we aim to raise safety awareness across the entire group and promote continuous improvement activities.

Promotion of Occupational Safety and Health Management System Activities

Based on a Basic Safety and Health Policy, in order to establish a corporate culture that places priority on health and safety at work, the Toyota Boshoku group is continuing labor-management consultations and cooperative efforts aimed at building a pleasant working environment that guarantees the health and safety of company members.
In accordance with ISO 45001 standard requirements and OSHMS^* legal requirements, we have established the “Toyota Boshoku OSHMS” internal rules, and operate a unified Occupational Safety and Health Management System that is applied to all of our global locations. In addition, regarding the operational status of the OSHMS, we conduct an annual self-assessment at all locations to identify the implementation status and any issues at each location. This enables us to more easily grasp occupational health and safety issues, and secure both human and financial resources to improve both health and safety at workplaces. As a result of these efforts, as of the end of March 2026, 16 of our 56 production sites inside and outside Japan have been certified for ISO 45001, equating to a certification rate of 28.6%. We will continue to work toward further embedding a culture that prioritizes safety above all else by strengthening our occupational health and safety management.

• Occupational Safety and Health Management System

Building a Safe Working Environment

Using risk assessment (machines & equipment, chemical substances, work) to build an environment that is kind to workers

As part of Toyota Boshoku's Occupational Safety and Health Management System, we have introduced risk assessments for machines and equipment, chemical substances, and work operations, based on government guidelines regarding harmful or dangerous substances. As a result, we are identifying possible sources of risk throughout the various steps of our manufacturing process design and taking measures to limit such risks to within acceptable limits, while enacting appropriate measures to manage any risks that remain. Particularly when installing new machines and equipment, employees with responsibility for production engineering, manufacturing, maintenance and safety make visits to the relevant manufacturers. We then perform checks based on previously implemented risk assessments, while at all times carrying out uncompromising safety measures. We also carry out periodic risk assessments for existing equipment.
The three risk assessments are performed not only for the benefit of our company members, but also to identify any possible risks that may be encountered by visitors or business partners. Finally, we are also performing appropriate health hazard prevention in relation to conditions and quantity of all harmful chemical substances used in our production processes.

Safety and Fire Prevention Cross-check

The entire Toyota Boshoku group, including suppliers, is working together as one to prevent high priority accidents, which can lead to serious accidents.
As part of this process, in fiscal 2026, Safety and Fire Prevention Cross-check by top management of each plant was implemented globally.
Top management of each entity visits entities not under their jurisdiction to check items such as the status of practice of 4S and the practice of STOP-CALL-WAIT, and to check safety measures at facilities, etc.

Global safety and fire prevention inspections by functional divisions

Members of the Safety Promotion Division visit various entities of Toyota Boshoku group to conduct safety and fire prevention inspections on a Genchi-Genbutsu (Go and see for yourself) basis. Through these inspections, they point out equipment malfunctions and unsafe operations, and promote improvements at each entity.
In fiscal 2026, we inspected 12 entities in the Americas, 13 entities in China, 13 entities in Asia, and 7 entities in Europe & Africa. Through these activities, we aim to raise fire prevention and safety awareness and promote voluntary improvements at each business entity, thereby contributing to higher safety standards and reduced fire risk across the entire Toyota Boshoku group.

Safety Education

We believe that education is a key to safe behavior.
In order to promote the development of safe human resources and workplaces in which fatal accidents never occur, the Toyota Boshoku group is systematically implementing relevant activities on a global scale, such as enhancing education for acquiring knowledge and skills, holding safety inspections, and conducting activities to entrench a culture of risk assessment.

Main health and safety-related training programs and the number of participants

Developing human resources who can take Safety Basic Behavior

In addition to preventing occupational accidents, we are aiming to establish a “culture where doing the right thing is second nature” by ensuring strict compliance with the rules, including in terms of company members' manners and morals. As one aspect of this, we are continuously implementing the “Poke-Te-Na-Shi Activity^*” common to the Toyota group. In this activity, through the calling out of Poke-Te-Na-Shi checks and leader activities whereby division chiefs set an example, we are promoting the creation of workplaces where mutual learning can take place.

• Five basic safety guidelines to prevent accidents while walking, including keeping hands out of pockets, and avoiding using one's phone while walking

Developing human resources who can avoid risk

We conduct hazard prediction training with the aim of raising each company member's awareness of potential hazards, and are committed to developing human resources capable of preventing risks before they occur.
As part of this process, supervisors select specific tasks in each workplace and conduct hazard prediction training. We have established and are operating drill guidelines to ensure that members can appropriately identify risks in their own workplaces.
To further energize our initiatives, we developed a hazard prediction manual (video) and held On-worksite KY^* Contest in fiscal 2026. A team of five members selected from various Toyota Boshoku plants participated in the event, conducting hazard identification based on a specified theme and competing to identify hazard points and propose avoidance methods.

• Kiken Yochi: A method for identifying potential hazard factors before work begins to help prevent accidents

Renewal of Safety Act Center

Moreover, in fiscal 2021, we established Safety Health Environment Fruitful Think and Act Center (SHE-TAC) within the MONOZUKURI Innovation Center with the aim of promoting the development of human resources who know the background and causes of past occupational accidents, consider countermeasures, take individual responsibility for matters of safety, and take initiative to implement preventive measures. SHE-TAC has continuously fostered the development of safety and accident prevention-focused company members, providing training at various levels, including for newly-hired and newly-promoted company members, as well as for members at affiliates in Japan.
From fiscal 2026, the scope of the trainees has been expanded and the name has been renewed as Safety Act Center. In-house safety personnel serve as instructors for the three courses (administrative, engineering, and manufacturing), each of which provides training on past cases of accidents, risks of accidents, and items that must be observed to prevent accidents. With regard to accident risk, to develop human resources capable of perceiving hazards as risks, all participating members of the training program, including instructors, conduct hazard prediction to identify which risks are present.
A total of 11,138 people (10,331 from Toyota Boshoku and 807 from affiliates, business partners, etc.) have participated in the program since its establishment.

Comments from participants

• There were many accidents that I did not know even though they were serious. It was a good opportunity to strongly realize how scary an accident can be.
• Seeing many cases, I realized that if I was not careful, I might cause serious injuries or accidents. So I was also able to alert people around me.
• The horror of accidents was clearly demonstrated. I was able to have a strong mindset about safety.

Layout of Safety Act Center

• “Kiken (hazard),” “Yochi (prediction),” and “Training”: Training to prevent accidents by predicting potential hazards in advance
• Safety Education Academy for Construction

Ensuring Safety in Outsourced Construction

Toyota Boshoku is promoting activities together with the Toyota Boshoku Health and Safety Association (including 47 companies) with the aim of ensuring safe construction management where there is no fatal accident on premises for anyone. Through these activities, we are working to create an environment where contractors working on Toyota Boshoku group premises can perform their duties safely and with peace of mind.

Organizational chart of Toyota Boshoku Health and Safety Association

Outsourced construction patrol

Plant Health & Safety Administration, the Toyota Boshoku Health and Safety Association, and the construction planning division work together as one in outsourced construction patrol activities. Patrols don't simply involve identifying unsafe behavior, but also listening to concerns, and creating an even better environment for contractors.

Patrol activities in close collaboration

System for Construction Observer Qualification

Outsourced construction is observed and managed for safety by holders of internal qualifications, each of whom has received specialist training.

Safety Education Academy for Construction (SEAC)

The SEAC was permanently established in order to help prevent serious accidents involving visitors and contractors at our sites.
At the SEAC those in charge of construction work are offered the chance to handle equipment identical to those used in real worksites, and so get accustomed to the worksite environment.
Participants who undergo this training develop a practical understanding of potential risks, and will be able to identify and perform kaizen on any issues or flaws they may encounter at a worksite.
Since fiscal 2024, the training has been expanded to include our affiliates as well.

Comments from participants

• It was a good experience for me because there are not many hands-on training programs that allow me to see and point out the actual worksite.
• I strongly felt that I had to take into consideration the safety of not only myself, but also of the contractors and others.
• It was practical and easier to understand than just thinking only in my mind. It was helpful.

Introduction of Five-step Toolbox Meeting (TBM)

We are introducing Five-step TBM with the aim of preventing accidents resulting from changes during construction or awkward-to-perform work. Toolbox meetings consist of five meetings held throughout the day (after morning greetings, at 10am, after lunch, at 3pm, and after work has finished), which allows confirmation of the contents of work instructions, sources of potential danger, as well as changes to company members' physical conditions and other similar issues. The introduction of Five-step TBM has made it possible to identify changes and risks early on during construction, leading to the prevention of accidents and an increase in safety awareness.

Five-step TBM

Fire Prevention

Past fires

At 2pm on April 29, 2018, a large-scale fire broke out at Tsutsumi Plant, causing a great deal of trouble and concern for the local community, our business partners and our stakeholders. We hold the worldwide Toyota Boshoku Group Fire Prevention Day annually on April 29, and in order to ensure this kind of issue does not reoccur, activities are conducted globally that enhance the awareness and actions of each and every company member.

Safety and Fire Prevention Cross-check and recurrence prevention activities

We continuously conduct Safety and Fire Prevention Cross-check, in which company members from different plants and product teams review each other's processes from fresh perspectives. In addition, to prevent recurrence at group companies, we provide live streams from business entities where high priority accidents or fires have occurred, sharing the details of accidents and the key countermeasures with the entire Toyota Boshoku group. Also, items damaged by fire are exhibited at the Safety Act Center to raise awareness of fire risk.

Fire extinguisher training

In the fire zone of the Safety Act Center, we have created an environment where participants can engage in practical training in initial fire suppression after gaining an understanding of past fire incidents and the mechanisms behind fire outbreaks. By learning how to select and operate the appropriate fire extinguisher for different fire situations and studying lessons learned from past incidents involving initial fire suppression, we are strengthening systems for ensuring that company members can respond quickly and appropriately in an emergency. In addition, we conduct training for the initial firefighting team—which is responsible for the initial response immediately after a fire outbreak—to give them hands-on experience using fire hydrants and ensure they can extinguish fires quickly in the early stages.

Development of global standards for fire prevention

While the fire-related laws and regulations differ between countries and regions, we believe it is important to conduct fire prevention activities consistently on a global basis. To this end, we have formulated global standards for the management of hazardous materials and fire alarms, etc., based on past cases of fires. We have also created a fire prevention inspection checklist based on global standards, and the entire Toyota Boshoku group conducts fire prevention inspections.