Employee Relations
We strive to create secure and inspiring workplaces for employees based on respect for their humanity, with the highest priority on safety.
We are striving to create workplaces that are pleasant and conducive to producing good results, with the following key performance indicators.
| Classification | Item | Target | FY2018 results |
|---|---|---|---|
| 1 Creating pleasant workplace environments |
Employee turnover rate | Less than 3.0% | 1.2% |
| Average overtime hours | Less than 20h/month | 18.6h/month | |
| Annual paid leave taking rate | 95% or higher | 97.1% | |
| Number of people promoted from non-regular to regular employees | 30/year | Starting from FY2019 | |
| Smoking prohibited on company premises | Effective January 2020 | Smoking prohibited during working hours | |
| No. of female managers | 18 | 16 | |
| 2 Promoting diversity |
Percentage of women among new employees | 20% | 21% |
| Childcare leave taking rate | Men:8% Women:100% |
Men:4% Women:100% |
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| No. of foreign national employees | 30 | 22 | |
| Employment rate of people with disabilities | 2.2% | 2.33% | |
| 3 Personnel development |
Number of young employees sent overseas for development | 40 | 22 |
| Percentage who have taken level-specific in-house training | 100% of those targeted | 99% | |
| Successful execution of young employee 3-year independence plans | 100% | Currently being implemented in technical departments. Implemented company-wide from 2019. |
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| Superior and subordinate self-reporting interview rate | 100% | 97% |
Personnel development
A global workforce of employees who think and act independently
To raise the collective strength of Toyoda Gosei globally, we are striving to develop people who can contribute to that end and to create workplace environments where each employee can display his or her full abilities.
Framework for personnel development that supports growth
In the Toyoda Gosei Group, our personnel management system features aspiration interviews and visualization of mid- and long-term career design for each employee, as well as rotation of young employees so that they experience a wide range of work. We are also enhancing our level-specific and specialty training to give employees opportunities to acquire needed abilities and skills.
■Personnel development cycle
■Level-specific education system
Enhanced training programs, invigorated personnel development
A broad range of efforts based on individual career visions are underway, including measures and study programs in Japan to develop people who can perform globally and nextgeneration leaders, and personnel development programs for all global employees.
Training manufacturing personnel
With the aim of strengthening our production floors, the source of our competitiveness as a manufacturing company, we are enhancing technical education for employees of each level working at manufacturing sites and in each field of expertise. Technical education spanning four months was provided to 51 skilled workers who joined the company in April 2018. Following training in safety basics on the production floor (danger simulations) and basic manufacturing education including practical training in die maintenance, fabrication of two-legged walking robots, and disassembling and reassembling automobiles, they received practical training on a manufacturing shop floor for two months.
New employee trainingWorkstyle and cultural reforms
From FY2017 we began efforts to make work more efficient with the use of IT and reviews of meeting structures with the aim of every employee thoroughly executing his or her essential tasks. Overall activities entailing a range of efforts to change the way we work are conducted for workstyle reforms. To deal with changes with a sense of speed and raise the quality of work, we are communicating more closely than ever before in the workplace, eliminating waste, and adopting a working style with a varied pace.
■The keys of workstyle reforms
Conference on workstyle reform and better communication
Work culture reform presentation
Activity promotioncharacter Kaikakuma
(selected from
employee submissions)
■Examples of workstyle reform activities
| Perspective | Item | Efforts |
|---|---|---|
| Concentration on essential work | Establishment of a concentration time |
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| Increased work efficiency | Review of meeting structure |
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| Arrangements, meetings forbidden from going beyond the fixed time |
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| Work kaizen using IT tools |
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| Promotion of workplace-centered reforms |
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| Workstyle with varied pace | Encouraging people to take annualvacation |
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- ※1： Robotic process automation
■Trials of flexible work styles
Glassed-in meeting spaces are set up in the center of the floor
As one part of our workstyle reforms, the following trials are being undertaken in FY2019 for employees who are raising young children, caring for elderly or invalid persons, or receiving medical treatment.
1.Work from home
By making it possible to work from home, we provide an environment where people can balance work and life, display their abilities, and do their jobs efficiently.
2.Flexible, shorter working hours
We have reviewed our previous system of short working hours and are conducting a trial allowing flexible, short working hours suited to the individual’s job and lifestyle.
■Example of workplace reform activities
Toyoda Gosei Group Ekiden race
(suppliers/affiliates also participate)
Hiring of diverse personnel
Toyoda Gosei hires a diverse workforce and is making efforts to energize the company. We are creating an environment for fair and equal employment and training with respect for diversity.
■Toyoda Gosei Co., Ltd. employee composition (FY2018)
| Male | Female | Total | |
|---|---|---|---|
| No. of employees | 5,923 | 715 | 6,638 |
| Average age | 42.7 | 39.4 | 42.3 |
| Average length of employment | 18.8 | 15.8 | 18.4 |
Encouraging the active roles of women
A special organization established in 2010 has been active in the three key areas of (1) training and support for the active roles of female leaders, (2) reforming the attitudes and behaviors of superiors, and (3) creating a fair workplace culture. Our aim is to create a situation in which all people, regardless of sex, can be active and grow in a fair environment. A working group of management volunteers was started in 2018 and has begun working to raise the management level. The group is reviewing the work styles of managers with the themes of promoting the active roles of diverse employees and the work-life balance of managers themselves and their subordinates. “Tea meetings” are also held to listen to the troubles and thoughts of female employees and strengthen personal connections. Together with creating an environment where people can work for long times with a sense of security, there is also support for career advancement.
■What we want for each person
To be active and grow as an employee who can work energetically and produce results in an open and fair environment.
■Three key priority measures for activity
■Target values for 2020
1. Women account for at least 20% of new graduates hired (office, technical positions)
2. Women occupy at least three times more key positions (compared with 2014)
Workplace reform management classWorkplaces that welcome people with disabilities
We view the hiring of persons with disabilities as a social responsibility, and make active efforts in this area. The Committee for Employment of People with Disabilities plays a central role in hiring, job assignments, education of managers and supervisors, establishment of stable positions, and awareness. We place particular emphasis on helping persons with disabilities establish stable positions, monitoring conditions through regular care interviews and improving the work environment by identifying where they face problems. The entire Toyoda Gosei Group holds seminars on people with disabilities to share information and create educational opportunities. Work that people with disabilities can perform is identified, and they are systematically hired and placed. In FY2018, 121 people with disabilities were hired (as of January 1, 2019). This was a hiring rate of 2.33%, exceeding our target (legally mandated employment rate ≥2.2%).
Communication with sign language in the workplace■Changes in employment rate for people with disabilities(Toyoda Gosei Co., Ltd.)
Creation of an environment for stable work after retirement
We have established an environment so that employees can work with assurance after retirement in a post-retirement rehiring system. Many people can make use of their high levels of skill and experience after they are rehired. A system of reduced working days and working hours supports working styles for a good work-life balance.
■Trend in cumulative number of re-employed retirees
Support for a full second life
So that employees who have worked so hard for the company can enjoy a full second life, we provide compulsory training on asset formation to employees from a young age. Age-matched curricula are provided for employees when they join the company and at age 30, 40, and 55 years, and support is given while enhancing systems that help in systematic asset formation in preparation for life events. Spouses may also participate in the training at 55 years old.
Support for a full second life
Work-life balance
Toyoda Gosei Co., Ltd. is adopting a system wherein each employee can select a working style with consideration of work-life balance, supporting employees so that they can work with a sense of security and motivation. Support to balance childcare and work includes systems for shorter working hours and holiday day-care, plus working parent networking events. For these efforts we have been certified by the Ministry of Health, Labor and Welfare as a “Childcare Support Corporation.” For nursing care support we are also undertaking activities to increase knowledge and familiarize employees with our systems. We have established new systems for reduced days or reduced working hours so that patients can undergo treatment for disease while continuing to work, and for a balance between medical care and work.
We will provide education for the creation of workplace environments where people can use these systems without hesitation, while continuing to enhance our support and policies.
“Kurumin” NextGeneration Nurturing Support certification mark
| Childcare leave | Care leave | Reduced working hours | |
|---|---|---|---|
| FY2018 | 61 | 5 | 77※2 |
- ※2： Childcare 54 /nursing care 2 /medical treatment 2
Holiday day-care
Working parent networking meeting
(support for childcare-work balance）
Events to deepen workplace unity and ties with families and communities
Toyoda Gosei Co., Ltd. has held companywide ekiden distance relay races since 2015 with the aim of fostering a sense of unity in the workplace. In 2018 about 1,200 runners were cheered on by 1,500 workplace colleagues and family members.
The TG Festival and Morimachi Noryo Festival are also held to deepen family bonds and community relations. We hold these events with a spirit of hospitality and gratitude and for the ongoing support, understanding and cooperation we receive.
companywide ekiden race
TG FestivalToyoda Gosei Co., Ltd.’s strong sports teams
Toyoda Gosei Co., Ltd. has about 18 culture and athletic clubs for lively activities. Among them, the following three teams are particularly strong. We even have athletes aiming for the 2020 Tokyo Olympics. Toyoda Gosei athletes volunteer to visit local junior high schools and contribute to nurturing young children.
■Main sports team results
| “Wolfdogs Nagoya” volleyball team |
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|---|---|
| “Blue Falcon” handball team |
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| “Scorpions” basketball team |
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“Wolfdogs Nagoya”volleyball team
“Blue Falcon”handball team
“Scorpions”basketball team
Maintaining and improving mental and physical health
Toyoda Gosei implements measures to maintain and promote employees’ mental and physical health.
Mental health activities
Toyoda Gosei Co., Ltd. provides regular mental health education for workers of each level, with emphasis on managers and supervisors to encourage management with a view to mental health in the workplace and smooth communication. A bimonthly mental health bulletin is also distributed to all workers to improve self-care abilities. In each place of business, counseling is provided by in-house occupational health nurses, medical nurses and external counselors to maintain and promote mental health.
Physical health activities
Together with various types of educational activity to maintain and promote health, health classes are held for employees at milestone ages with the aim of preventing lifestyle-related diseases. We are also putting effort into smoking cessation for smokers, and plan to implement a total ban on smoking on company premises starting in January 2020.
These activities and other efforts to consider employee health management from the perspective of company operation were recognized in February 2018 with certification as an “Outstanding Health Management Corporation—White 500” by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi.＊3
- ＊3： Nippon Kenko Kaigi: An organization formed to conduct effective activities in conjunction with private organizations and the full support of government agencies, in order to increase healthy lifespan and proper medical care for each person in Japan as the population rapidly ages and there are fewer children.
■Health education system
Health seminar
Health exhibitHealth Lecture Meeting and Exhibit
In 2016 Toyoda Gosei Co., Ltd. began enhancing its health maintenance and promotion activities to heighten awareness of health in all employees and encourage them to switch to healthy behaviors on their own. As one part of these activities, health lecture meetings are held for managers in each workplace to emphasize the importance of developing exercise habits. These meetings introduce healthy behaviors and activities that can be done in each workplace to prevent lifestyle-related disease. In November 2018 a health lecture meeting and exhibit was held at the company’s Sun Court East facility with about 200 participants consisting of company officers, department managers, and representatives of affiliate companies. RIZAP personal trainer Mana Konda was invited as a guest lecturer. She taught the group good eating and exercise habits and also had everyone participate in a training exercise that burns fat at a high level. A health exhibit was held at the same location with panel exhibits to provide health information and vascular age checks and bone density measurements conducted under the guidance of medical staff.
Aiming for “Zero Accidents”
Toyoda Gosei Co., Ltd. aims for zero accidents through Safe Personnel and Safe Workplace programs, with the president overseeing all efforts as the company’s general health and safety manager.
The FY2018 Safe Personnel program focused on holding handrails on stairs and stopping and checking in both directions at stop points on walkways within plants as keys for worker safety. We are trying to maintain these rules and raise compliance by posting guards.
In Safe Workplace activities we aim to improve the safety of high risk equipment where serious accidents (STOP 7) can occur. Risk assessments incorporating a reverse KY (kiken yochi, or hazard prediction) approach are conducted and measures are implemented with a clear priority order.
Sentinel activity■Trends in rate of work accidents
(rate of injuries resulting in lost work time)
Creation of energetic workplaces where employees can work based on labormanagement trust and mutual responsibility
Based on the basic principle of mutual trust and responsibility in labor-management relations, the company and labor union discuss working conditions with the aim of creating better work place environments. Central labor- management conferences, division and center labor-management conferences, and departmental labor-management conferences are held regularly to improve communication between labor and management. In the departmental labormanagement conference in particular, department general managers and workplace representatives discuss problems or difficulties in the workplace with the aim of creating more pleasant workplaces.