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CSR Social Activities

Together with Company Members

Basic stance

As stated in our Vision, Toyota Boshoku’s desired status is to have “resourceful and multitalented human resources drawn by the appeal of the Toyota Boshoku group, with members working vibrantly in all regions worldwide.” We promote efforts to create a workplace in which all members in the Toyota Boshoku group feel that they are part of “One Team” and can work with pride and dreams, and enjoy their job. The Toyota Boshoku group aims to grow toward our goal of enhancing corporate value together with all company members.

Respect for humanity

The Toyota Boshoku group strives to ensure that the individuality and humanity of our members is respected in accordance with our corporate philosophy to be shared by each member and the TB Way, which express our values and behavioural principles. We do not advocate discrimination, defamation or other such improper conduct based on race, gender, age, nationality, religion, disability, sickness or injury. At the same time, we strictly respect the laws and social regulations of other countries and regions, as well as forbid the use of child or forced labour.

Basic concept of Human Resources Management (HRM)

Basic concept of Human Resources Management (HRM)

Stable employment with fair and honest evaluations and working conditions

Based on a good labour-management relationship, labour and management work to fulfil respective responsibilities in an effort to ensure stable employment in which layoffs are duly given careful consideration and to maintain and steadily improve working conditions from a mid- and 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 the organisation and culture. Our aim is to create a workplace where members can work happily and vibrantly and that is more flexible, efficient and creative. We have steadily enhanced member satisfaction measuring the effectiveness of the activity (KPI on vibrant work environment) primarily by continuing to promote systematic and efficient business operations and the digitisation of documents. From fiscal 2020, Toyota Boshoku will introduce a telework program for administrative and engineering-related members, thereby increasing options and ensuring diverse working styles.

Overview of “Innovation of vibrant work style”

Overview of Innovation of vibrant work style

Company members’ satisfaction: Positive response rate (KPI on vibrant work environment) [Toyota Boshoku]

Fiscal year 2015 2016 2017 2018 2019
Company members’ satisfaction:
Positive response rate (%)
59.4 61.5 65.0 66.0 67.8

Use of annual paid holiday [Toyota Boshoku]

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

Global HR strategy

For the Toyota Boshoku group, an organisation with many locations worldwide, a human resources (HR) strategy aimed at securing, assigning and fostering personnel who can realise our growth strategy is a critical management challenge. We aim to recruit human resources with administrative and technical skills, specialised skills and advanced expertise; assign them to appropriate positions; and make sure they are compatible with our growth strategy in accordance with our “global medium-term HR plan” that looks ahead to fiscal 2026. This policy supports the development of business.
Our Global HR Platform seeks to harmonise competencies and work duties of supervisory and management members and make the most of the merits of each. Through this platform, we can realise the optimal global allocation of human resources and promote their development in order to maximise global organisational capabilities.

Application of Global HR Platform

Application of Global HR Platform

No. of Users of Global HR Platform

Fiscal year*1 2018 2019
No. of users 1,301 1,353

*1 Totals are stated as of April 1 of the following fiscal year

Promoting diversity and inclusion

The Toyota Boshoku group is working to establish a system befitting respective roles and contributions that respects diverse career types and work styles (independent choice) and embraces diversity irrespective of nationality, age, gender or physical/mental disability. We are also developing systems and an environment in which anyone can take on challenges and roles at any time.

Promoting active roles through the recruitment and optimal allocation of human resources from a global perspective

We are promoting active roles for diverse human resources by accepting trainees from group companies outside Japan, embracing movement across regions and actively accepting and employing internships from universities overseas.

Promoting active roles for female members

Toyota Boshoku is striving to create a framework and workplace environment that is both satisfying and motivating and encourages continued service through support of career development and work-life balance, and by changing the awareness of both female members and their supervisors.

Users of childcare leave system and shortened work hour system [Toyota Boshoku]

Fiscal year 2015 2016 2017 2018 2019
Childcare leave system (persons) 127(4) 149(9) 169(6) 197(8) 178(8)
Shortened work hour system (persons) 72 98 111 142 132

Figures in parentheses ( ) represent the number of males out of the stated total using the systems.

Creating people-friendly processes and environments

Toyota Boshoku is designing people-friendly processes, systems and environment as well as educating managers and supervisors so that members with disabilities, female members and older personnel can work easily and vibrantly.

Reemployment of retirees [Toyota Boshoku]

Fiscal year 2015 2016 2017 2018 2019
Reemployment of retirees (persons) 140 163 193 219 267

Employment rate of persons with disabilities [Toyota Boshoku]

Fiscal year 2015 2016 2017 2018 2019
Employment rate of persons with disabilities (%) 1.89 1.90 2.04 2.19 2.20

Toyota Boshoku launched a working group in fiscal 2018 aimed at reflecting the opinions of female members in policy and becoming a motivating company for them. In fiscal 2020, the working group plans to hold a forum for superiors and females and support female career development.

Toyota Boshoku has received certification from Aichi Prefecture recognising our efforts to promote active roles for females.

Specialised skills related education

The Toyota Boshoku group strives to enhance and pass on manufacturing skills globally in order to raise workplace abilities with the aim of fostering human resources who can achieve the highest levels of safety, quality and delivery.
In fiscal 2019, we continued working to foster exceptional supervisors, establish excellent manufacturing skills, strengthen maintenance skills, develop members who always work safely and nurture core young human resources. We launched Plant Management Requirement (PMR) training, which is structured around a philosophy of plant management based on basic plant requirements. The PMR training covers safety, quality, production, cost, personnel, production preparation and environment. Also, for our hearing impaired production members, we provide sign language interpretation for Safety Sensation Dojo (simulated accident dojo) training and for Technical Skills Acquisition training which includes Safety, Quality, Toyota Production System (TPS), and Total Productive Maintenance (TPM). In fiscal 2020, we will look to strengthen maintenance capabilities globally to bolster our manufacturing, which will include cleaning, inspecting and repairing dies in-house.

Total number of people qualified with National Trade Skill Testing & Certification

Total number of people qualified with National Trade Skill Testing & Certification

Toyota Boshoku Technical Skills Academy

Toyota Boshoku promotes the development of young members in mind, body and spirit who will be able to operate on a global level and will become core members of the organisation. Every year, we nurture members who can play active roles in the workplace by providing a variety of experiences such as training in Canada and activities with other academies. The Academy is also accepting young members from our overseas affiliates.

All TB Skills Competition

This competition is held every year to refine skills worldwide.

In fiscal 2019, 196 members took part in 17 work categories.
In fiscal 2019, 196 members took part in 17 work categories.

Fostering Exceptional Supervisors

The Toyota Boshoku group conducts training for supervisors globally and promote the creation of an environment in which each region can implement basic skills training and maintenance training on their own.

Establishing Excellent Manufacturing Skills

Karakuri

As part of Karakuri training, Toyota Boshoku welcomes trainees from countries outside Japan to help establish a Karakuri KAIZEN® culture. In fiscal 2019, the Kanto Plant's Engineering Division won the Good Effort Award at the Karakuri KAIZEN Exhibition. This was the sixth year in succession that the Company has received an award at this event.

Understanding the framework behind karakuri
Understanding the framework behind karakuri

All TB Skills Competition

A total of 196 participants, including suppliers, from 17 countries gathered to compete and demonstrate their technical skills in the All TB Skills Competition.

Strengthening Maintenance Skills

The Toyota Boshoku group is striving to improve maintenance skills through short courses for specialised skills such as mechanical systems, electrical systems and mould and die maintenance. We are also working to develop maintenance training in accordance with needs.
In fiscal 2019, we established the Maintenance Skills Dojo in the United States, thereby strengthening maintenance skills globally.

Developing Members Who Always Work Safely

In the Safety Sensation Dojo (simulated accident dojo), we have recently introduced equipment simulating work in high places as part of an initiative to implement lessons learned from actual accidents and prevent future incidents in fiscal 2019. We continue efforts to prevent accidents by enhancing members’ sensitivity toward risks in order to achieve zero industrial accidents. Since the course began in fiscal 2013, it has been taken by over 10,000 workers from affiliated companies, including from regions outside Japan and outside contractors.

Safety Sensation Dojo Participation

Safety Sensation Dojo Participation

Toyota Boshoku Technical Skills Academy

Toyota Boshoku Technical Skills Academy promotes global awareness and the development of mind, body, spirit, skills and knowledge in order for graduates to become core members in the Company's technical areas.

Development of Young Members Overseas

Toyota Boshoku has been taking in one trainee from outside Japan every year since fiscal 2017. After returning home, the young members take charge primarily of equipment maintenance by staying true to the approach to work learned at the Academy in order to improve productivity by reducing the frequency of equipment breakdown.

Won Toyota Boshoku's First Gold Medal at the WorldSkills Competition

Two members from Toyota Boshoku Technical Skills Academy won Toyota Boshoku's first ever gold medals at the 44th WorldSkills Competition held in the United Arab Emirates in October 2017. In addition, they won the Best of Nation award (MVP award for each country), which is presented to participants with the highest point among competitors from the same country. One of the winners is currently active in the production technology divisions while the other is passing on the skills learned as a mentor for future Skills Olympics and WorldSkills Competition participants.

Gathering to Celebrate the Academy's 10th Anniversary

A gathering was held in July 2018 to commemorate the 10th anniversary of the Toyota Boshoku Technical Skills Academy. This provided the opportunity for past graduates from the Academy to strengthen ties with members from different levels and different departments of the organisation. The graduates also pledged to continue contributing to society as the leaders in each workplace.

Promoting Safety and Health Culture

The Toyota Boshoku group implements safety and health activities as labour-management cooperative efforts under a Basic Safety and Health policy in order to establish a corporate culture that places a priority on safety and health at work.

Basic Safety and Health policy

In order to establish a corporate culture of safety first, we declare that we will not produce, handle, transport or dispose of products or materials unless people’s safety, health and environment are protected.

Toyota Boshoku views the improvement of company members’ health as a critical management challenge and formulated and released the Toyota Boshoku Health Declaration in 2019 to promote activities to enhance health over the medium and long term.
Labour and management will continue working together to create a vibrant and motivating organization so that company members can work in a pleasant environment and maintain a healthy lifestyle.

Toyota Boshoku Health Declaration

Mental and physical health is the driving force for challenging the future brightly and vigorously, and it’s extremely important for the happiness and family of each employee.
To be “A trusted company that grows together with all stakeholders” in the vision, we declare that we will make every effort to create a company where employees and management can work together vibrantly and in good health.

August 2019 Toyota Boshoku Corporation President
Takeshi Numa

Creation of Global Management of Occupational Safety and Health Activities

The Toyota Boshoku group implements safety and health activities as labour-management cooperative efforts based on a Basic Safety and Health policy in order to establish a corporate culture that places priority on safety and health at work. The Toyota Boshoku group works globally to enhance safety and health at work through activities based on an Occupational Safety and Health Management System (OSHMS).
In fiscal 2019, we conveyed Toyota Boshoku’s stance on fire prevention and conducted management-led inspections in the area to ensure no fires that endanger lives in accordance with Basic Safety and Health policy. In fiscal 2020, we are clarifying inspection requirements for STOP6 and conducting safety inspections to create workplaces where there are absolutely no major accidents (fatalities). We are also taking steps to establish risk assessment procedures worldwide.

Efforts to build an interdependent culture of safety

Toyota Boshoku is wholeheartedly implementing the "Po-ke-te-na-shi"*3 policy that is common to the Toyota Group. Supervisors conduct patrols while efforts are made to raise awareness of safety through verbal communication and a poster competition. In addition, Center Chiefs continued to conduct fire prevention inspections and respond to fire risk while all members take part in drills using fire hydrants in preparation for an emergency to raise awareness of fire prevention based on a strong conviction to ensure that no fire occurs ever again.

*3 Basic approach to safety featuring five actions that include: Do not put your hands in your pockets while walking ("Po"), and no use of keitai (cellular phone) while walking ("ke").

An outstanding entry in the "Po-ke-te-na-shi" competition for posters to raise awareness of safety displayed inside the Company
An outstanding entry in the "Po-ke-te-na-shi" competition for posters to raise awareness of safety displayed inside the Company

Ensuring safety in outsourced construction

Toyota Boshoku conducts activities together with the Toyota Boshoku Safety and Health Association with the aim of ensuring safe construction management where there are no serious accidents on premises for anyone. Regular patrols are conducted toward mutual enlightenment to maintain and improve the level of safety. We provide continuous education to construction planning departments that introduce the five-stage TBM*4 system and utilise illustrations to prevent accidents when there is a change in the workplace. These activities form part of our efforts to prevent accidents. On long consecutive holidays involving major construction, patrols are conducted by plant directors and other persons responsible at all business locations. The patrols include calling out members to make sure they are performing operations safely.

*4 Five-stage Tool Box Meeting: Short meetings are set up five times during a day such as prior to work starting, at lunchtime and after work finishes to examine response to work instructions and areas of change.

Safety patrol for outside contract construction
Safety patrol for outside contract construction
Construction management board and five-stage TBM display
Construction management board and five-stage TBM display

Frequency rate of lost time accidents

Frequency rate of lost time accidents

Promoting Healthy Human Resources and Instilling a Culture of Health

The Toyota Boshoku group is taking steps to ensure the health of all company members and to create and instill a culture of health so that everyone can be healthy and energetic, both mentally and physically, not only while they are working but also after retirement. To achieve this, we are supporting the health of all members from both physical and mental perspectives through an integrated system of industrial physicians and staff promoting health.
In fiscal 2019, Toyota Boshoku was once again certified as an Excellent Enterprise of Health and Productivity Management 2019 (White 500).

Health and Productivity Management 2019

Conducting health checkups for all members

The Toyota Boshoku group conducted health checkups at all of its sites and was able to cover every location throughout the group from fiscal 2017. Going forward, we aim to implement health checkups for 100% of members, including regions where they aren’t mandatory, by continuing to raise awareness about health and providing follow-ups in healthcare rooms and in the workplace.

Smoking rate [Toyota Boshoku]

Smoking rate [Toyota Boshoku]

Efforts to prevent lifestyle diseases

In the Japan region, we strive to entrench good exercise habits among members to help prevent lifestyle-related diseases, which includes exercise-related seminars for each department, a ""RIZAP wellness program"" health seminar run by RIZAP trainers and an age-based ""health seminar for 35 year olds."" There are an increasing number of participants who can feel the effects of the measures and have established a good diet and exercise regime. Our no-smoking activities support people wishing to quit smoking through the low-cost provision of products that help in this regard and assistance with the cost of external help*5.

*5 Cost assistance is supported by health insurance associations.

Preventing lifestyle-related diseases through a variety of seminars
Preventing lifestyle-related diseases through a variety of seminars

Mental Health Initiatives

Toyota Boshoku is taking steps to maintain the mental health of members in collaboraiton with the human resources function through education on the topic to new recruits, new managers and supervisors, supporting return to work for those who have taken leave, and establishment of a consultation center. Stress checks have been undertaken for all Toyota Boshoku members since fiscal 2017, with a 95.8% response rate in fiscal 2019. For high-stress departments, efforts to prevent mental health issues include improving the workplace with the cooperation of an internal psychological counselor and external organisations.

Company-wide report on analysis of stress check results
Company-wide report on analysis of stress check results
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