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.

Workstyle and workplace culture reforms

Toyoda Gosei has been recognized as an “Outstanding Health Management Corporation” (large corporation category) for four consecutive years (March 2020).

In 2018, Toyoda Gosei formulated its 2025 Business Plan. The ability of each employee to work with energy and health into the future is essential as a foundation to fulfill our corporate social responsibility as stated in Toyoda Gosei’s management philosophy. In recognition of this, we are promoting health management to maintain and promote the health of our employees.

With our Safety & Health Promotion Division serving as the executive office, we have established mental and physical health committees consisting of company general occupational physicians and members of our Human Resources Division, health insurance union, and labor union. Health management measures are discussed in these committees and progress is confirmed. In addition, reports are given and approvals are obtained in our Central Safety and Health Committee, which then spreads these measures to the Safety and Health Committees in each region.

■Organization

Measures to prevent passive smoking

In anticipation of the Revised Health Promotion Act, which went into full effect in April 2020, we instituted a smoking ban on all company property in Japan staring in January 2020. This was made possible by the strong will of company management to “be a company with no unwanted secondhand smoke.” We are also trying to reduce smoking rates by holding smoking cessation lectures, offering guidance on how to quit smoking, and continuing to support smoking cessation in ways such as paying outpatient expenses for treatments to help individuals quit.

■Smoking rate

Activities to prevent the onset or recurrence of mental health problems in employees

With the goal of reducing by 10% (on a year-on-year basis) the number of employees who are on leave due to mental illness, last year we provided individual consultations for employees found to have high levels of stress in stress checks and those who were promoted or transferred under high pressure environments. We also enhanced education for managers and supervisors to prevent communication errors in the workplace, and made efforts to improve the workplace in collaboration with the Human Resources Division.

As a result, we achieved our target of a 24% reduction in the number of employees on leave for mental illness compared to the previous year.

Ongoing educational activities to raise health awareness

CLOSE UP

Health Lecture Meeting and Exhibit

Since 2016, Toyoda Gosei has been seeking to raise the health awareness of all employees and enhance activities to maintain and improve health by providing opportunities for employees to change their own behaviors. This includes presentations to managers in each workplace on topics such as the importance of getting regular exercise, and introducing health behaviors and activities that can be done in individual workplaces to prevent lifestyle-related diseases. A health presentation was held at Sun Court East in August 2019 with about 300 participants, including company officers, department managers, and affiliated company representatives. The instructor was a trainer from the health and lifestyle company Rizap. Participants learned about diet and exercise habits, and they all tried exercises that effectively burn fat. A health exhibit included display panels with health information, while healthcare workers checked vascular age and measured bone density.

Workplaces 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 implements hiring, job assignments, and manager and supervisor education, and helps to establish stable positions. 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 FY2019, 120 people with disabilities were hired (as of March 1, 2020). This was a hiring rate of 2.38%, exceeding our target (legally mandated employment rate ≥ 2.2%).

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 expertise 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

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 2019 about 1,500 runners were cheered on by 1,300 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.

Toyoda Gosei’s sports teams and clubs

“Wolfdogs Nagoya” volleyball team

“Blue Falcon” handball team

“Scorpions” basketball team

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

Enhanced training programs, invigorated personnel development

■Level-specific education system