Together with Company Members
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)
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.
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]
|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.
Reemployment of retirees [Toyota Boshoku]
|Reemployment of retirees (persons)||140||163||193||219||267|
Employment rate of persons with disabilities [Toyota Boshoku]
|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.
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.
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
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.
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
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").
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.
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).
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]
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.
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.