Human Resources Development

Basic Stance

In order to develop people capable of contributing to society, who have diverse values, a challenging spirit and understand the value of strong teamwork, we have formulated the TB Way competencies (the type of people we are looking for and competency standards), based on our management philosophy, as our basic approach to developing and appointing human resources. With these competencies, we train and appoint people globally who can demonstrate well-balanced abilities in the four areas of “strategic planning,” “carries out the plan,” “strengthens talents and organization power,” and “humanity.”
In addition, we conduct 360-degree feedback and training assessments in the appointment process to carefully identify human resources, before making assignments and promotions. The succession committee then holds discussions on succession plans for division general managers, presidents of business sites and top functional positions in regions outside Japan.

Global HR Strategy

For the Toyota Boshoku group, an organization with many locations worldwide, a human resources (HR) strategy aimed at securing, assigning and fostering talents who can realize our growth strategy is a critical management challenge. We aim to secure human resources with expertise; assign them to appropriate positions; and make sure they are compatible with our growth strategy in accordance with our human resources portfolio that looks ahead to our 2030 Target. This policy supports the development of business.

Human Capital Report 2025: Areas of activity for realizing corporate strategy

Our Global HR Platform is a global common platform for managers and above. Through this platform, we realize the optimal global allocation of human resources and promote their development in order to maximize global organizational capabilities.

Human Capital Report 2025: Introduction of a global talent management system

Application of Global HR Platform

Number of managers globally

• Totals are stated as of April 1 of the following fiscal year
• Along with the revision of the re-employment system in fiscal 2025, re-employed members (the applicable persons) are included in the calculation from that fiscal year onward in order to maintain the grade they held prior to leaving

Proper manpower control, organization building, and human resources development

“We will nurture every individual in the Toyota Boshoku group, make maximum use of their competencies, and achieve the optimum results as an organization by having an appropriate organizational structure and span of control.” We have been developing the systems to achieve these goals. In particular, in the area of building an appropriate organization, we employed our management span of control guidelines and organizational templates, and have been aiming to continuously standardize the organization and strengthen human resource development since our organizational reviews in fiscal 2021, including affiliates from both inside and outside Japan.
Currently, we are continuing to implement human resources development and allocation, systems for building an appropriate organizational structure, and manpower planning that we have developed to date. Especially in regard to human resources development, we are focusing on the following two points: (1) To establish a process for ensuring that the skills necessary for business execution are properly developed by enhancing and strengthening the links between the division of duties, important requirements for posts, capabilities maps, and development plans at an individual level; and (2) For new company members, to ensure that the division general managers and direct supervisors think through the development plan and how it is implemented, assign challenging tasks, and develop talents together with senior company members in the workplace.

System of Training by Level

As a process to support the growth of each company member to independently develop their career, we have established a system to develop human resources in the organization on the basis of on-the-job training (OJT) activities and a human resource development cycle in the workplace.
We support each and every company member so that they can independently shape their own careers and continually grow. Systematic training programs tailored to each level are provided, as well as career development support and opportunities for hands-on challenges. In addition, we are promoting reskilling^*2 in order to adapt to changes in the business environment, and are working to develop human resources capable of creating new value. Furthermore, for those who will be the future managers, we implement a systematic management development program to foster the next generation of leaders who possess the vision and leadership skills necessary for management.

• Off-the-Job Training: Training conducted away from their own workplace
• Acquiring new knowledge and skills to adapt to changes in the business environment
• Registration system for priority training individuals to strengthen the development of young people for the Toyota Boshoku group
• Global Executive Development Program: Selective training for mid-level senior managers (G0, G1, G2)
• Global Leader Development Program: Selective training for managers (G3) to young senior managers (G0, G1, G2)
• Creators Development Program: Selective training for young members approaching manager (G3)

Human resource development cycle

We implement target management as one part of the process of supporting the growth of each company member to independently develop their career. We encourage personal growth by implementing a PDCA cycle for human resource development, underpinned by high-quality communication between supervisors and subordinates. We also hold training each year for managers to ensure fair assessments and provide feedback that supports future development.

Overview of target management system

Workplace OJT activities

The OJT program for new company members is designed to help them learn step-by-step how to act and prepare themselves as working members of society, while ultimately developing them into "members who can independently put the TB Way into practice." Direct supervisors and workplace seniors provide guidance for them to acquire the necessary skills, and support the growth of new members as they build up a series of small successful experiences, with the goal of making a presentation on the results of their OJT activities. We also provide psychological support by utilizing a system that clarifies the psychological state of each new member.

Opportunities to Tackle Challenges

Trainee program

We are actively engaged in cross-country exchanges of human resources through the Trainee program, in which young Toyota Boshoku personnel are dispatched to entities outside of Japan.

Number of trainees dispatched by region

Creation of human resources who can contribute to society (TB Share Pro Activity)

TB Share Pro Activity have been implemented since fiscal 2024 with the aim of promoting challenges that lead to new knowledge and operational innovation through cross-border learning. In fiscal 2026, eight participants were divided into three teams to create new product value and identify new targets, so that the three host companies could realize their ideal state. Through the five months of activities, participants gain new knowledge and experience personal growth, and are continuing to work on their own personal growth following these activities. We will continue to promote our activities with the aim of creating human resources who can contribute to society.

Developing innovative human resources (Re:act / We:ave)

We are implementing two programs, Re:act and We:ave, with the aim of expanding our business fields and developing leaders for the creation of new businesses. Re:act is a program designed to create opportunities for each and every company member to act independently. We regularly organize events such as lectures and workshops to encourage independent learning and action. We:ave is a hands-on training program designed to foster innovation. With the support of outside experts, participants continuously conduct activities to flesh out business ideas and define an ideal image for their own organization.

Promoting an open application system

We are working to create an environment in which company members can think about their own careers, and act to realize this. We have an internal Job Posting system aimed at utilizing the knowledge of highly experienced company members aged 50 years and over, and an internal Job Challenge system aimed at encouraging new challenges among those under 50. 58 company members applied for the 71 jobs offered in the FY2026 Job Challenge, 28 of whom had job transfers. In addition, 12 company members applied for the 18 jobs offered in the FY2026 Job Posting, 5 of whom had job transfers.
In addition, in order to create opportunities for company members to expand their own perspectives and careers, we started a trial in-house side-job system in fiscal 2025, limited to certain divisions. With this system, members can experience work in other divisions for up to eight hours each week. Eight members applied for the 10 offered positions, and all of them experienced in-house side-jobs. Based on these results, we continued to develop the system design in fiscal 2026, and officially rolled it out company-wide from fiscal 2027.

A career development program that encourages proactive challenges

With the aim of supporting the career development of each and every company member, leading to the company's sustainable growth, in April 2026 we introduced the Career Development Leave Program.^* This program is designed to encourage individuals to proactively improve their skills by creating an environment in which they can confidently take on new challenges without interrupting their career. It is intended not only for study purposes, but also for those seeking opportunities to pursue personal growth through language learning or cross-cultural experiences while accompanying a spouse on an overseas assignment.
(Program participants as of June 2026: 6)

• An in-house program that allows company members to take leave for a fixed period in order to engage in professional development, while remaining employed

OFF-JT Program

New Graduate Training Program

We provide a one-month in-person training program for new company members in administrative and technical positions. Rather than setting a goal for the one-month training period, the training is run with the goal of the individual reaching the competency standards for their position at the end of their second year.
In addition to understanding and acquiring the knowledge required by Toyota Boshoku, the training encourages members to practice behaviors that reflect the TB Way, and helps them to switch their awareness from students to working members of society.
In response to the changing times, lectures on active learning and career autonomy have also been added, with the aim of promoting proactive learning among the new members themselves.

Problem-solving training

Problem solving is a central skill in the Toyota Boshoku way of working. Through this training, participants acquire the basic skills to work while embodying the TB Way values.
Toyota Boshoku offers three types of training: Introductory, Basic, and Leader courses. In the Introductory course, participants gain an understanding of the eight basic steps of problem solving, and in the Basic course, they actually determine their own problem solving themes and put them into practice, while in the Leader course, they are set challenging tasks from an even higher perspective and put them into practice.

Training for new line managers

This program is implemented for new group managers, department general managers to learn the knowledge, skills, and attitudes required for managers. The objective is to enhance OJT activities for their subordinates through day-to-day management and policy management, while recognizing the importance of human resource development. Specifically, we provide training for them to acquire accounting knowledge, business management training to understand the company's thinking, and policy management training to incorporate that thinking into the policies of their own departments. We also provide assessor training to promote member collaboration and support growth, communication skills training, and training to ensure psychological safety and prevent harassment. In addition, we offer management training to learn the principles of management, and roundtable discussions to share management techniques among managers.

Development of Executive Management Successors

Next100 selection

This initiative is aimed at the systematic development of future management resources. We are implementing a global executive training program by selecting 100 human resources, primarily young people, women, and non-Japanese members, who will be the future leaders of the Toyota Boshoku group. In addition, from the perspective of human resource development and optimal assignment, the placement of Next100 human resources across business units and divisions is also discussed in the GSC and RSC.

Global executive development programs (GEDP, GLDP, and CDP)

The GEDP is implemented with the aim of developing next-generation candidates for executive management who can lead the future of the Toyota Boshoku group. In fiscal 2026, 12 people participated.
We also implement the CDP with the aim of developing leaders who can realize, “I like Toyota Boshoku.” In fiscal 2026, 21 people participated. It provided an opportunity to forge a new path together with their team members through proactive dialogue.

Developing executives and future management (GSCT, GSC, RSC)

A forum is provided for senior management and Operating Officers to discuss succession planning. For each target level, discussions are held on an ongoing basis each year by the GSCT for succession of officers, by the GSC for succession of presidents of business sites in regions outside Japan and persons in senior positions at Regional Management & Collaboration Hubs, and by the RSC for succession of other key posts.

Specialized Skills Related Education

The Technical Skills Training Center supports improvement of workplace capabilities by providing knowledge-based education and practical training in order to develop members who can achieve a high level of safety, quality, delivery, and cost performance on a global level.
We have a system in place to ensure that all company members, including those with disabilities and those working reduced hours, have equal access to training.
We are also enhancing online training and strengthening global deployment.

Divisions and organizations targeted by technical skills training

Developing system

FY2026 skilled member training attendance results

• Total Productive Maintenance: Production maintenance in which everyone participates

Strengthening maintenance skills

We are continuously working to improve maintenance capabilities by establishing new courses for skilled members involved in equipment and mold assembly and maintenance work, in line with changes in shop-floor operations.

Developing managers and supervisors

To develop skilled members and supervisors who can work at the forefront of our manufacturing sites, we provide training by job level and skills training.
So that colleagues working abroad can remain active as supervisors in fiscal 2027, we are improving and expanding job level-based training on the roles and knowledge required of Group Leaders and Team Leaders. We are also working to introduce training dojos focused on day-to-day management, change management, and responding to quality issues, so that supervisors can take appropriate action on-site.
We have established training dojos at Toyota Boshoku Indiana and the Tianjin Yingtai Manufacturing Skills Development Center and are expanding our activities to meet global standards.

Development of Digital Human Resources in Skilled Professions

Launch of DX Lab

We launched a training course, DX Lab (skills-based DX training), in collaboration with the Digital Transformation Promotion Division, Toyota Boshoku Technical Skills Academy, and Production Engineering Development Division, starting at manufacturing worksites, to train leaders who will promote DX at their respective skills-based workplaces. This training provides digital education including AI, IoT, and app development, to young and mid-career members selected from skills-based workplaces, who can be leaders in DX promotion in such workplaces. Members trained as promotion leaders by DX Lab will go on to plan and promote DX at their respective workplaces, and will train junior members, acting as the leaders to accelerate promotion of DX at skills-based workplaces.

Establishing Excellent Manufacturing Skills

Karakuri Kaizen

Karakuri refers to the manufacturing of a device created with wisdom and ingenuity, which employs simple mechanisms to solve problems and issues at the work site. At Toyota Boshoku, we have implemented Karakuri training to instill a culture of Karakuri improvement, and are working to develop human resources.

Team Breakthrough — "Building efficient production lines with a focus on Karakuri improvement"

Objectives of Karakuri Kaizen

Karakuri Training Program

With the aim of developing human resources who can proactively promote improvements and provide advice in their respective workplaces using Karakuri, starting in fiscal 2021 we launched the one-year Karakuri Training Program for all Toyota Boshoku company members. From fiscal 2024, we launched the Karakuri Kaizen Improver One Step Up Training Program, a one-month training program for affiliated company members in and outside Japan to enhance their Karakuri improvement skills, and we are promoting personnel exchanges and development across the entire group.
In fiscal 2026, four members from Toyota Boshoku, five from affiliates in Japan, and three from affiliates outside Japan participated in this program, helping to develop personnel capable of making Karakuri improvements and enhance overall workplace capabilities. We will continue to build on these initiatives and promote human resource development through improvement activities led by the local site.

Affiliates inside Japan (Toyota Boshoku Kyushu / Toyota Boshoku Hirose / Toyota Boshoku Shiga / TB Logistics / Araco)

Affiliates outside Japan (2 companies in the Americas, 1 company in Europe & Africa)

Karakuri Kaizen Improver certification program

In fiscal 2023, we started the Karakuri Kaizen Improver certification program, and by evaluating the ability to manufacture Karakuri devices and contribute to the workplace at four levels from Level 1 to Level 4, this program leads to increased motivation at the work site and human resource development.
With 72 persons gaining certification in fiscal 2026, we have worked to expand the pool of human resources capable of leading on-site improvement activities. By building on these initiatives, we will continue to promote human resource development and the enhancement of workplace capabilities through Karakuri improvements.

Number of persons certified as Karakuri Kaizen Improver [Toyota Boshoku group]

Sewing skills certification system

Sewing processes require a high level of sewing skills, and so the skill level of workers needs to be enhanced. It is also necessary to improve complex sewing elements, reduce the difficulty of product sewing, and raise quality and productivity.
Until now, each Toyota Boshoku group company had its own evaluation standards, but there were no common evaluation standards that measured skill levels across the entire Toyota Boshoku group. Therefore, in order to clarify and unify the skill levels, we have created a sewing skills certification system that can be used at all plants, with sewing skill evaluation levels from Level 1 to Level 4. This system has been in operation since fiscal 2025.

Improving quality and productivity in sewing

Sewing skill certified members in FY2026

In fiscal 2026, a total of 232 members were certified in sewing skills, an increase of 153 persons from fiscal 2025 (Japan: 114; outside Japan: 39). Going forward, we will promote the certification of sewing skills in regions outside Japan as well, and work to strengthen our competitiveness by improving sewing skills on a global scale.

Sewing skills certification status [Toyota Boshoku group]

Sewing skill certified members (awarded certificate and certification badge)

Confirmation of Training Results

As venues for presenting the results of activities, we hold events including the All Toyota Boshoku Skills Competition and the TB Karakuri Exhibition, and exhibit at the National Karakuri Kaizen Kufu Exhibition.

All Toyota Boshoku Skills Competition

The All Toyota Boshoku Skills Competition is held every year to verify the degree of development of skilled members.
In fiscal 2026, a total of 246 entrants from Toyota Boshoku and its affiliates inside and outside Japan took part in competitions across 13 categories in a spirit of friendly rivalry.
This fiscal year, for the first time, competitors from outside Japan participated in the crane category, enabling participants from around the world to compete against each other in various categories.
In addition, one entrant became the first in the history of the competition to be inducted into the Hall of Fame (for winning three consecutive titles) in the welding category.
With the goal of earning a place in the Hall of Fame, fierce competition unfolded across all categories, making this a tournament that further fueled the participants' motivation to hone their skills.

Competition

• A competition in which the participants make use of their creativity and ingenuity to design and fabricate their own “koma” spinning tops

National Karakuri Kaizen Kufu Exhibition

Toyota Boshoku group exhibited nine entries (7 in Japan; 2 from outside Japan) of Karakuri improvement at the 30th National Karakuri Kaizen Kufu Exhibition in fiscal 2026. One of our exhibits was awarded a prize.
FY2026 Association Special Prize “Parts-at-hand Karakuri Workbench”

National Karakuri Kaizen Kufu Exhibition: Award History

Won for 13 consecutive years and still winning!

Skill Test

Toyota Boshoku encourages its skilled members and others to take the National Trade Skill Test sponsored by the Aichi Vocational Ability Development Association. A high level of knowledge and skill is required to pass the test.
By fiscal 2026, a total of 1,762 people (Advanced: 34, Grade 1: 658, Grade 2: 1,070) had passed the test, mainly in the fields of machine maintenance, machining, finishing, and machine inspection, and they are now flourishing in their respective workplaces.

Number of persons who passed the skills test

Minister of Education, Culture, Sports, Science and Technology, The Award for Creativity

The Ministry of Education, Culture, Sports, Science and Technology awards those who have contributed to the improvement of technology in their respective occupational areas through outstanding ingenuity and innovation.

• Recipients in FY2026: 9

Outstanding Technician Awards

The Medal with Yellow Ribbon is awarded by the Emperor to those who have devoted themselves to industry or other operations, and whose skills serve as a model for others. Contemporary Master Craftspersons are selected and commended by the Minister of Health, Labour and Welfare from among those who have outstanding skills and are regarded as leaders in their field. Master Craftspersons of Aichi are selected by the Governor of Aichi Prefecture for their contributions to society through their outstanding skills while working at a business in Aichi Prefecture.

Recipients in FY2026

• Medal with Yellow Ribbon: 0 (cumulative recipients: 4)
• Contemporary Master Craftsperson: 1 (cumulative recipients: 7)
• Master Craftsperson of Aichi: 2 (cumulative recipients: 49)

Toyota Boshoku Technical Skills Academy

We are promoting the development of a core of young skilled human resources who can work globally with a good balance of mind, body, skills and knowledge. Every year, we nurture company members who can thrive in the workplace through various experiences such as training in Canada and exchange programs with other academies. Company members from affiliates in Japan and also from outside Japan are learning, and in this way, we are developing human resources for the whole of Toyota Boshoku group.

Prizes in all categories at the National Skills Competition

We are participating in skills competitions with the aim of developing human resources who can serve as the leaders of future skills-based workplaces at Toyota Boshoku.
10 teams of 14 members participated in the 63rd National Skills Competition at the Aichi Sky Expo in October 2025 in four categories. 9 entrants won prizes in all categories, from Bronze prize up.

• Gold prize: Mechanical Engineering Design-CAD category, 1 member
• Silver prize: Mechatronics category, 2 members in A team
• Bronze prize: Plastic Molding category, 1 member
  Mobile Robot category, 2 members in A team
• Fighting Spirit prize: Plastic Molding category, 1 member
  Mechanical Engineering Design-CAD category, 2 members

The gold prize winner in the Mechanical Engineering Design-CAD category will represent Japan at the 48th WorldSkills Competition, to be held in Shanghai in September 2026. This will mark our company's second consecutive appearance in the competition.

National Skills Competition

WorldSkills Competition

Graduates association “Kibo-no-kai”

In fiscal 2015, five years after the establishment of the Toyota Boshoku Technical Skills Academy, we established the graduate association “Kibo-no-kai” to help graduates develop ties with both older and younger graduates of the Academy as well as ties with classmates from the same generation, and for their mutual support. This has made it easier for the leaders of each workplace to collaborate and to make even greater contributions to the company. We also provide support for a wide variety of activities, including the self-development of members and the Academy's club activities.