FY 2025 priority item targets

Stable employment

The company and labor union, from the many difficulties experienced together in the chaotic years after World War 2, strive for long-term stable employment and to maintain and improve labor conditions. A labormanagement declaration was issued on the occasion of the company’s 50th anniversary, and frank exchanges of opinion have been carried out in various workplaces based on mutual trust and responsibility of labor and management. This is founded on the firm belief that company growth leads to the happiness of the people working there. Efforts are always being made to achieve this management philosophy.

Measures are also carried out based on the laws and regulations of each country and region and our global human resources management policy. We constantly strive to strengthen the human resources management foundation and maintain and improve healthy labormanagement relations.

Promotion of human resources development

To raise the collective strength of Toyoda Gosei globally, we are striving to develop human resources and create workplace environments where each employee can display his or her full abilities.

Training of global executive candidates

For the systematic training of people who will manage the company in the future, we have introduced a program to help people learn how to look at and think about things at the management level and cultivate the qualities that will help them bear higher levels of work responsibility, with aims such as broadening their outlook and improving their judgment. Outside Japan, we are training executive candidates globally with the introduction of a certification system for solving problems by clarifying issues and setting goals.

Improving ability to build visions

New employee 3-year independence training program

For the early training of new employees, we have introduced a “New employee OJT system” for independence in three years. We provide both onthe- job training and classroom training to help them perform their work according to the PDCA cycle within a few years after joining the company. Interviews in the pivotal fourth and sixth years in the company are held to understand the situation of new employees, discover problems early, and take measures to counter them.

“Digital personnel development” for people who can carry out DX

In response to the rapidly changing business environment, we are overhauling production processes and products using data and digital technology. While transforming our business model, we are also transforming the work itself and the organization, processes, corporate culture and atmosphere. We will continue this DX to gain a competitive advantage. Training people who can do this is an urgent task, and we are setting up a new educational program for their development.

Support for a full second life

Safety and health

Basic policy for safety and health

Toyoda Gosei and the Toyoda Gosei Group consider employee safety and mental and physical health to be one of the most important management issues, and we do our best to ensure secure and pleasant workplace environments for all business activities.

Safety and health efforts

Promotion system

Targets/results

Safety and health management system

Risk assessments

Risk assessments of equipment are conducted at the time of new installation, modification, and relocation by equipment planning departments, with the purpose of eliminating risk factors in the equipment design and fabrication stages. A safety check is done at the stage before the equipment is used to evaluate compatibility with our own equipment safety criteria to confirm safety.

In manufacturing departments, surveys of workplace risks and hazards are performed and work risk assessments are done to counter them. Reliable implementation of risk reduction measures leads to the prevention of risk.

Safety and health education

Educational curricula are set and various types of education is provided in line with position in the company and timing of needed training. During the coronavirus pandemic a classroom education format was difficult and new trials were started with Web-based education^*7 and e-learning.^*8

Safety Dojos have also been set up and are being operated at all Toyoda Gosei business locations in Japan to prevent past accidents from fading and to teach employees to sense risks. These dojos are being spread globally.

Domestic and international subsidiary audits

Work accident occurrence

From the safety measures for high-risk equipment that has been continued since 2017, the number of serious STOP 7 accidents has been kept to zero since 2017. However, “pinching” accidents that could lead to grave or serious accidents have continued to occur, and so we have taken measures with priority on elimination of equipment that could pinch or catch workers and lead to grave or serious accidents.

Health management

Promotion system

Health management

Turning health awareness and knowledge into action

Enhancement of specific health guidance and medical checkups

In 2019 we adopted specific health guidance (active support) for groups in collaboration with the health insurance association. This led to a significant increase in the specific health guidance implementation rate, from 42.6% in 2018 to 98.0% in 2019.

In regular health checkups, we began checking all employees using even tests that occupational physicians say could be omitted, for the early detection of anomalies and to establish healthy lifestyles. Health guidance by occupational physicians and others is given to people in whom any potential problem was found in health checkups.

Dietary improvements

In employee cafeterias, the amounts for total calories, fat, salt, and carbohydrates are displayed on each food item. Moreover, we are building a system that can check calories consumed in monthly units for employees to use in self-control. In 2019 we also started providing “smart meals” in cooperation with food service providers.

Efforts to maintain and improve women’s health

In 2018, we introduced a “Breast self-check seminar” using a palpation model. In 2020, we distributed breast check gloves to all women in collaboration with the health insurance association, and are encouraging them to perform breast self-examinations.

With the aim of raising the rates of breast cancer and uterine cancer examinations, we send individual letters to women 20, 30, and 35 years old calling on them to undergo cancer screening.

In 2020, we conducted our first awareness survey of health literacy for female employees. The results indicated that even when individuals obtained information many lacked the confidence to select the most beneficial information and incorporate it into their actual lives. Therefore, we provided advice on how to gather health information that can be used in actual life.

The survey also revealed that women in their 30s and 40s were sometimes unable to recover from fatigue with sleep. We prepared and began distributing a self-care pamphlet for female employees who are returning to work after maternity leave, a period when they were starting to balance work and child care.

Anti-smoking measures

With the aim of preventing health damage in smokers and passive smoking in non-smokers, we first banned the sales of cigarettes in the company (including vending machines). At the same time, we provided support by public health nurses to help smokers quit smoking. Since 2016 we have held “Smoking cessation talks” with invited outside instructors and held experience-based exhibitions that include measurements of lung age as motivation to quit smoking.

In anticipation of the Revised Health Promotion Act in Japan, which went into full effect in April 2020, we extended a smoking ban on all company property in the country starting in January 2020. At that time, the ban on employee smoking was not limited to company property but was extended to at least 100m from the property boundaries to prevent passive smoking by neighborhood residents. In cases when a nursery school or medical institution was in that zone, we expanded the ban zone to include the area around them.

To protect all people working in the company from passive smoking, we set a company policy with the aim of preventing harmful passive smoking. In addition to steady efforts beforehand to gain employees’ understanding, we made repeated requests to staffing agencies and contractors for their cooperation. Today, one year after the smoking ban on company property, its continuation has had no effect on productivity or employee retention.

The company-wide smoking rate has decreased from 42.5% in 2010 to 27.5% in 2020.

■Smoking rate at Toyoda Gosei

Responding to and preventing mental health problems

Prevention of infections among employees

Subsidies for antibody tests for diseases such as measles and rubella were added to the company benefit system in 2020. Partial subsidies are also given for influenza vaccinations, including for family members.

In response to the novel coronavirus we have prepared infection prevention guidelines, update them as needed, and are spreading them globally to prevent infections. In addition, to counter diseases such as AIDS (including HIV infection), tuberculosis, and malaria that are subject to notification based on the Infectious Diseases Act, our Crisis Management Guide details prevention and initial response methods and we are familiarizing employees with them.

Many types of health education

We previously provided level-specific mental health education for managers and supervisors with follow-up education every three years, but this was cancelled in 2020 in order to prevent the spread of COVID-19. We plan to restart this education using the Web in FY2021. Other age-specific health education also had to be cancelled in FY2020, but we plan to start new health education in FY2021 while avoiding the “3Cs” (closed spaces, crowded spaces, close-contact settings) with measures such as smaller groups, and by effectively using the Web.

Spreading health management to subsidiaries in Japan

In 2018, we established TG Group Mental Health Activity Meetings and have promoted mental health activities at all subsidiaries. As a result, we have been able to carry out efforts including mental health education, contracts with psychiatrists, and the introduction of EAPs in each company.

From 2021 we have changed the name to Health Promotion Meetings and have transitioned to activities that cover overall health, including physical health.^*11 Specific areas include (1) Planning targets for smoking bans on company grounds and support to achieve those targets, (2) information sharing and promotion of health creation activities, and (3) information sharing and promotion of mental health activities.

As a result of these efforts, two subsidiaries were certified as Outstanding Health Management Corporations (medium and small business category).

In addition, 10 of 13 companies had banned smoking at business locations by March 2021, and the remaining three are planning to start smoking bans on their grounds by March 2022.

• *11 Aspects of physical health including various types of health checkup, prevention of lifestyle-related disease, anti-smoking measures, and various types of health promotion