Toyoda Gosei Co., Ltd. Toyoda Gosei Co., Ltd.

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Unlocking Infinite Potential in People to
Enhance Corporate Value through the
Self-Actualization of Diverse Employees

With our management philosophy of conducting business with integrity, we are committed to contributing to society through manufacturing, and are working to develop our personnel and create comfortable work environments as the foundation for such activities. Respect for human rights is also important, and is the basis for various activities with our domestic and overseas Group companies and business partners.

Employee Relations

Vital and Cohesive Company Culture

Toyoda Gosei holds various companywide events to foster a sense of unity in the workplace. The eighth all-Toyoda Gosei ekiden distance relay race was held this year with total of 1,040 runners participating in the event from both Group companies and suppliers. Approximately 1,000 workplace colleagues and family members came out to cheer them on. Other events were the Morimachi Summer Festival held at the Morimachi Plant and Family Day, when employees invited their families to the company. The TG Festival to deepen family ties and interactions with the local community, and the TG Olympics where various blocks in the company compete athletically are other fun events normally held each year, but unfortunately in 2024 had to be cancelled due to typhoons. Through these events, ties among employees and with the community are strengthened. The events are planned as a way for the company to show hospitality and express its gratitude for the daily support, understanding, and cooperation it receives.

Vision Alignment

To enhance employees’ intrinsic motivation and help them understand the significance of their daily work, in FY2019, we began “Management Declarations” in which division managers outlined the vision and mission of the workplace. In FY2022, we launched the “Workplace Vision and My Thoughts” initiative in which division and department managers discuss the thinking behind the workplace vision. With the launch of the 2030 Business Plan, all division chiefs have also begun “Sharing Our Vision” sessions to communicate their own aspirations for realizing the company vision, thereby enhancing employees’ understanding and engagement with the vision.

■Creating Systems and Environments for Flexible Working Styles and That Support Increased Activity

In addition to systems that exceed the legal requirements for support in balancing work with childcare, nursing care, and medical treatment, we are fostering a workplace culture of mutual consideration. In working to achieve the company target of a childcare leave-taking rate of 100% among male employees, which is a company target for 2030, we actively conduct activities for the understanding of mutual support, not only in systems but with seminars for superiors and raising awareness through our in-house newsletters. These efforts were recognized with “Platinum Kurumin” certification in FY2024. For nursing care, we offer seminars for employees 55 years and older to gain knowledge that will help them balance work even when directly involved in nursing care. In FY2024, we began information seminars on the long-term nursing care system and insurance for employees at the milestone age of 40. To achieve a work-life balance, we strive to create an environment where all employees can continue to work with a sense of security and fulfillment, with work-life balance support and flexible work styles.

Major Systems for Childcare Support
  • *2 4-hour workday up to first grade of elementary school, 6/7-hour workday up to fourth grade of elementary school
Major Systems for Care Support
System to Support a Balance Between Work and Medical Care
  • Reduced working hours
  • Half-day work
  • Relaxation of upper restrictions on telework
Company-Wide Average Overtime Hours [Toyoda Gosei Co., Ltd.]
Number of Men Who Took Childcare Leave [Toyoda Gosei Co., Ltd.]*4
  • *4 No. corresponding to the year when childcare leave was started
Annual Paid Leave Taking Rate [Toyoda Gosei Co., Ltd.]
  • *3 There were company shutdowns due to COVID-19
Promoting the Employment of People with Disabilities

For people with disabilities, we conduct pre-employment internships in collaboration with special support schools to help alleviate concerns about working in a manufacturing environment. To ensure long-term employee satisfaction, we have assigned life consultants at each business site. These consultants conduct regular care meetings to address concerns and help create a more supportive and accommodating workplace environment. In addition, from FY2024, we are enhancing our efforts to hire office and engineering workers. This includes expanding the range of job categories available and actively participating in job fairs. These efforts aim to position the Company as an employer of choice.

Initiatives for Empowering Senior Employees

We promote the creation of a workplace where employees can continue to thrive regardless of age, even after the mandatory retirement age of 65. For employees at age 55, we offer training that includes future work styles, health promotion, and building assets for post-retirement life. We are also promoting new opportunities for employees to thrive in the workplace by introducing a support program at suppliers that enables them to make use of their accumulated career experience. Looking ahead, we will use opinion exchange meetings and survey results from employees under 60 years old to support work styles that enable senior employees to actively demonstrate their abilities.

Increasing motivation
  • Provide management education to supervisors (Better communication and dialogue skills, etc.)
  • Career development education (for young employees, mid-career employees, and senior employees)
  • Conduct open recruitment targeting veteran employees (Matching the experience, techniques, and skills of applicants with the support needs of our suppliers)
Health and physical fitness improvement
  • Health education (seminars for employees at milestone ages)
  • Improve cafeteria menu (address the risk of high lipids, high blood pressure, etc.)
Workplace environment improvement
  • Develop good practices in the workplace at manufacturing sites
  • Initiatives to reduce physical workload (use of karakuri kaizen (mechanical gadgets that improve work processes), etc.)
Other activities
■Mid-career hires

Toyoda Gosei hires people mid-career in order to bring in know-how and knowledge not available in the company. We began a new effort in 2024 to hire foreign national employees and hire for open positions to advance the active roles of women. Currently, approximately 30% of company employees are hired mid-career, and the company is creating a workplace environment where these employees can play active roles, providing them with introductory training after they join the company and education in each workplace. These employees are also interviewed by human resources staff with regard to any problems or difficulties they may have.

Trends in number of mid-career hires

Safety and Health

Basic Philosophy
Basic Philosophy on Safety and Health

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

Safety and Health Initiatives

Based on the Basic Philosophy above, the Toyoda Gosei Group has formulated and rolled out a Safety and Health Declaration for our health and safety activities.

Safety and Health Declaration

  • 1. We will comply with all laws and company regulations and standards related to safety and health.
  • 2. We will keep in mind that “Safety takes priority over everything else” and ensure that each and every one of us acts in a “safety-first” manner.
  • 3. We will engage in initiatives with a sense of ownership, and strive to foster a culture of safety in which all employees participate and are mutually enlightened.
Implementation System

The Central Safety and Health Committee, chaired by the general manager in charge of the Safety & Health Promotion Division and attended by the president, the labor union chairperson, all plant managers in Japan, and the presidents of domestic and overseas subsidiaries, meets four times a year to report and deliberate on various safety and health-related measures, and report the results of these deliberations to the Board of Directors.

In addition to the outcomes of discussions in the Central Safety and Health Committee, the Toyoda Gosei Group comes together to promote activities with the dissemination of safety information through the President’s new year message and company newsletter, and repeated dialogs on safety. We also regularly share information with our suppliers through procurement liaison meetings and other means.

Targets and Achievements (Global)

We believe it is the Company’s responsibility to ensure that everyone who works for us returns home in the same good health as when they arrived at work. We have implemented various measures to achieve our goal of zero critical*5, severe*6, and STOP7*7 accidents on a global basis aimed at a zero-accident, zero-incident workplace. In FY2024, we achieved the global goal of zero critical accidents, although four serious STOP7 accidents involving “crushing or entanglement” occurred at our own facilities and at domestic and overseas subsidiaries.

■Global Target Achievement in FY2024(including contractors and engineering companies)
Results Evaluation
No. of critical accidents 0 0 ◯
No. of severe STOP7 accidents 0 4 ×
  • *5 Critical: Death
  • *6 Severe: Victim loses part of body (or function)
  • *7 STOP7: Seven events that may cause serious injury: (1) Crushing or entanglement, (2) Heavy object, (3) Drop or fall, (4) Electric shock, (5) Vehicle, (6) Hot object, explosion, or gas, (7) Amputation
■Global Critical and Severe STOP7 Accidents
(including contractors and engineering companies)
Specific Efforts
■Safety and Health Management System

Globally, we have introduced and operate labor safety and health management systems to continuously improve labor safety and health standards.

After obtaining OSHMS certification, Toyoda Gosei has been voluntarily operating its own system at all 31 locations in Japan with the addition of internal control items. Of Toyoda Gosei’s 31 overseas locations, 14, or about 45%, have acquired ISO 45001 certification.

  • As of December 2025
ISO 45001 certification body OHSMS certification body Independently operated companies/plants
Toyoda Gosei Co., Ltd. (11 plants) ― ― 11
Subsidiaries in Japan (12 companies) ― 4 8
Subsidiaries in other countries (31 companies) 14 1 16
■Risk assessments

Risk assessments are activities centered on safety and health management. The promotion of these assessments in adopted as a common Group policy. Sources of danger in machinery, work tasks, and chemical substances are properly identified, and risk assessments are conducted for safety and health with respect to each of these hazards. Hard and soft measures (residual risk management) are implemented with priority on hazards with high risk levels.

To understand the implementation status of risk assessments, audits and guidance are conducted with genchi-genbutsu (direct, on-site observation) at domestic and international subsidiaries. Reports are given as needed at meetings of the Central Safety and Health Committee (held 4 times/year), which are attended by the president of Toyoda Gosei and presidents of domestic and international subsidiaries.

■Safety and Health Education

For the advance prevention of work-related accidents, an educational curriculum is set for all officers and employees, matched to rank and at the necessary timing. Various types of training are provided. In addition to conventional in-person training, Web-training*8 and e-learning*9 are offered. As a result, 12,095 people received various types of safety and health education in FY2024.

FY 2024 Companywide Safety and Health Education, Implementation Results Chart
No. Name of training/education Targeted persons Contents Implementation method Number of students
Group
(in-person) education		 Web-based education e-learning
1 Plant manager and site manager training Plant managers and site managers
  • ・Roles and responsibilities of general safety and health managers
  • ・Laws and regulations applied to one’s own plant/site
 ○ - - 12
2 Safety and health regulation training for plant, site personnel Plant, site personnel
  • ・Sharing of instructional cases in TG locations, and plants/sites
  • ・Awareness and behavior as an employee of the company
 - ○ - 54
3 Safety and health regulation training (senior management/management, all employees) Senior management/management
  • ・Sharing of instructional cases in TG locations, and plants/sites
  • ・Awareness and behavior as an employee of the company
 - ○ - 911
4 New supervisor training/TL safety & health education Newly promoted/assigned individuals
  • ・Determination of work methods and assignment of workers
  • ・Methods of worker instruction and supervision
 ○ - - 119
5 Equipment safety education Managing supervisor of production engineering and manufacturing engineering departments
  • ・Importance of equipment safety and understanding of safety standards
  • ・Design drawing safety check exercises and more
 ○ - - 12
6 Mid-level skilled worker training Skilled work next-term supervisor candidates
  • ・Toyoda Gosei’s basic safety and health philosophy and safety and health activities
  • ・Improving one’s own KY abilities and KY instruction abilities
 ○ - - 106
7 Overseas leader, No. 2 pre-assignment training Individuals scheduled for overseas subsidiary assignment
  • ・Status of Toyoda Gosei’s safety activities and deployment to overseas locations
  • ・Roles of Top/No. 2 management and more
 ○ - - 8
8 Pre-overseas assignment training Individuals scheduled for overseas subsidiary assignment
  • ・Status of Toyoda Gosei’s safety activities and spread to overseas locations
  • ・Global recurrence prevention methods
 - - ○ 73
  • *8 Web-based education: A learning format in which two-way communication is possible on the Web
  • *9 e-learning: A learning method in which learning content is provided using the Internet and digital technology
■Domestic and International Subsidiary Audits

We have been using safety and fire prevention maps (SFPM) since FY2020 for the purpose of understanding the safety and fire prevention levels at our domestic and international subsidiaries and rectifying weaknesses.

In FY2024, uniform assessment items were again established based on the results of voluntary assessments at each company. For domestic subsidiaries, regular and irregular on-site audits and support are conducted with checks of the actual situation.

For overseas subsidiaries, the assessment results (activity content) of each company are checked with a combination of regular Web meetings and overseas trips to observe the actual situation. For subsidiaries who are judged to require further improvements, Web-based guidance meetings utilizing videos and various materials and audits and guidance are held to improve safety levels.

Work Accident Occurrence

Of the severe STOP7 accidents involving workers getting stuck or caught in machinery that occurred in FY2024, two were injuries suffered when workers put their hand in machinery even though it was operating. To prevent recurrences, we are thoroughly conducting activities for things such as renewing awareness of the extreme danger of putting one’s hand into moving machinery and the misery that can result, reviewing and inculcating company rules, safety dialogs with top management, and plant rounds by head of locations and other management personnel.

Although there is a rising trend in the number of accidents, in FY2025 we aim to create an environment where risk is taken as something that people personally, and thorough kaizen is conducted. We are spreading safety measures globally with the three aspects of people, machinery/environment, and management.

■Trends in Serious STOP 7 Accidents in the Toyoda Gosei Group
(including contractors)
■Trends in the Labor Accident Rate in the TG Group
(rate of lost-worktime injuries)
■FY2024 Toyoda Gosei Co., Ltd. Safety Performance

Safety performance at companies other than Toyoda Gosei Source: Ministry of Health, Labor and Welfare “Survey on Industrial Accidents (Business Sites with ≥100 people)/Survey period: January–December”

Item Calculation formula, disclosure method Toyoda Gosei Co., Ltd. Transport machine and equipment manufacturers Manufacturing industry
Fiscal year
(April to March)		 Year (January to December)
Time lost to industrial accidents (average number of days of lost work per casualty)

Average number of days of lost work per casualty:

  • ・Number of days lost from all industrial accidents / Number of casualties in all industrial accidents

Reference: Number of days lost
1. Death = 7,500 days
2. Permanent total disability = Number of days corresponding to 1st–3rd degree physical disability
3. Permanent partial disability = Number of days corresponding to 4th–14th degree physical disability
4. Temporary disability = Number of calendar days absent from work ×300 / 365

 8.1 50.2 47.4
Number of industrial accidents (lost time injury frequency rate)

Lost time injury frequency rate:

  • ・Number of casualties from industrial accidents in which individual is absent for ≥1 day, or part of the body or its function is lost / Total actual working hours ×1,000,000
 0.50 0.66 1.30
Number of industrial accidents (total accident frequency rate)

Total injury frequency rate:

  • ・Number of casualties from all industrial accidents / Total actual working hours ×1,000,000
 1.89 - -
Number of deaths due to industrial accidents *Includes number of deaths from Covid-19 0 7 34

Health Management

Basic Philosophy

We conduct health management activities so that all people working in the Toyoda Gosei Group can continue working in both mental and physical health.

Health Declaration
To Achieve “Boundless Creativity and Social Contribution”

  • 1. We believe the health of our employees is an important management resource and will strive to foster a corporate culture that puts safety and mental and physical health first.
  • 2. We will strive to create positive and lively workplaces where employees can work energetically, and develop our personnel.
  • 3. To help improve the health of employees and their families, we will raise health awareness for disease prevention.
Promotion System

Toyoda Gosei holds quarterly meetings of its Health and Happiness Promotion Council, a subbranch of the company’s Central Safety and Health Committee.*9 The Council aims not only for good health in work, but also happiness. With the Safety & Health Promotion Division acting as executive office, industrial physicians and the company’s Human Resources Division, health insurance union, and labor union come together to discuss health management and well-being activities for the well-being of workers. These discussions and decisions are also shared with the safety and health committee of each workplace.

  • *9 The Headquarters Chief responsible for the Safety & Health Promotion Division serves as chairperson, while the president of Toyoda Gosei, the labor union chairperson, plant managers of all plants in Japan, and the presidents of all subsidiaries in Japan are committee members
Health Management Activities

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

In these efforts we have prepared a strategic roadmap aligned with METI’s Guidelines for Administrative Accounting of Investment in Health and Productivity Management. By quantifying investments and effects and going through the PDCA cycle, we promote ongoing and effective activities.

In 2025, we deepened this strategic roadmap based on the Health Management Guidebook (March 2025 edition). In keeping with recent environmental changes, we have visualized the links between management policy and the interconnectivity with health management promotion policies as well as individual measures. We then raised the goal of “Improving engagement that leads to happiness and vitality based on maintenance and improvement in mental and physical health to achieve well-being.”

We have established an engagement score of 75% as a key goal indicator (KGI). To achieve this key goal, we are fostering a corporate culture where each person can stay healthy, and we will continue to actively invest in health improvement and educational activities.

■Strategy map

* Click to enlarge

Health Challenge 8 in Health Management

To raise the implementation rate for the company’s Health Challenge 8,*10 which was established in FY2021 as a health KPI, every department releases its aggregate score results each year to give people an opportunity to check the status in their own workplace.

To promote health activities centered on the workplace, a health advocate system (health improvement rangers) was introduced. These health improvement rangers issue monthly health reports and support health activities in each workplace.

  • *10 Health Challenge 8: The eight items of body weight, breakfast, alcohol, snacking, smoking, exercise, sleep, and stress
Raising Health Awareness and Changing Behaviors

We are in the ninth year of our workplace-based health promotion activities, one of the programs to achieve the goals in Health Challenge 8. The number of participants has increased year by year, reaching 94.4% of all employees in FY2023. Members are finding fun and creative ways to promote health and wellness, with activity leaders in a central role. The low exercise implementation rate in the Health Challenge 8 results is an issue that needs to be improved, but more than half of participating teams have adopted an exercise theme, indicating a high level of interest.

The annual health checkup is taken as a “Day to Think About Health” for each employee, and health education activities, such as “Health Message Drawing” and “Grip and Leg Strength Measurements,” are conducted by public health workers and nurses.

Health checkups and complete physical examinations
FY2022 FY2023 FY2024
Percentage of employees who take health checkups 100% 100% 100%
Percentage of employees who take complete physical examinations 84.5% 70.2% 75.0%
Enhancement of Specific Health Guidance and Follow-up Measures

2023 Specific health guidance implementation rate 97.7%

Active support implementation rate 80.8% Motivation support implementation rate 95.0%

Group instruction for specific health guidance (active support) in partnership with the health insurance union since 2019.

Since January 2020, we have been checking all employees using even test items that occupational physicians say could be omitted in regular health checkups. The findings are used in the early detection of anomalies and the establishment of healthy lifestyles.

In addition to health guidance by industrial physicians and others for employees with adverse health checkup findings, since FY2022 employees have received age-specific health guidance through interviews with a public health worker every four years, regardless of whether or not any problems are found in health checkups. Opportunities are also provided for all employees to review their own health.

Trends in percentage of people with anomalies/Health Challenge 8 (lifestyle improvement rate)

Health promotion activities to date have led to improvements (rising trends) and maintenance of the same level in the obesity rate and percentage of people with findings of high blood pressure, triglycerides, or blood sugar.

The rate of Challenge 8 implementation, which serves as an indication of lifestyle improvement, has also risen.

■Obesity rate (BMI ≥ 25)
■Percentage of people with blood pressure anomalies
■Percentage of people with blood lipid anomalies
■Percentage of people with blood sugar (HbA1c) anomalies
■Trends in Challenge 8 implementation rate
Dietary Improvements

In FY2021 we remodeled our company cafeteria with the concept “Eat delicious food and be healthy.” Healthy meals with lots ofvegetables and protein were incorporated in the menu, which was adapted to be both healthy and satisfying in terms of qualityand volume. A system was also introduced that allowed people to check on their smart phones the nutrition and calories in the meal they ate that day for self-management.

Cancer prevention measures

Toyoda Gosei implements cancer prevention measures as a partner company in the Action to Promote Cancer Control.

Through opportunities such as individual consultations, milestone health education, in-house newsletters and the company intranet, we encourage employees to understand the importance of early cancer detection and encourage employees to undergo complete medical checkups and cancer screenings.

The company’s health insurance union provides financial support for health checkups and for mail-in cancer screenings (no out-of-pocket expense). One policy to improve the rates of these examinations is to give special days off for health checkups in milestone years, and to create environments that make it easier for employees to undergo these examinations.

Initiatives to Maintain and Improve Women’s Health

With the aim of improving the cancer screening rate among female employees, we provided a special menu (pink ribbon lunch) in company cafeterias and information in panels, handouts and digital signage as “Women’s Health Week” events in March 2025 to educate women on breast cancer and uterine cancer screening. We also distribute leaflets to raise the cancer screening rate among women in their 20s, who have particularly low screening rate, and encourage them to get health checkups.

We also try to support women who are returning to work after childcare leave by providing information on consultation services and self-care information to help them balance childcare and work from a health perspective.

Starting in 2022 we also opened a consultation office for women that is staffed by female medical professionals (doctors, public health workers) to offer health counseling.

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 companywide smoking rate has decreased from 42.5% in 2010 to 25% in 2024.

■Smoking Rate at Toyoda Gosei Co., Ltd.

Responding to and Preventing Mental Health Problems

Once each year, we conduct stress checks that will lead to self-care and early detection of problems.

We also offer individual consultations by public health workers and nurses and have opened a consultation office specializing in mental health. Other initiatives include EAP*11 (Ministry of Health, Labor and Welfare/employee support program) and education for managers and supervisors.

Since FY2020 we have focused on sleep, where the effects of poor mental health tend to appear early, and have tried to “visualize the quality of sleep” using a wearable terminal. By catching warning signs early, we hope to prevent the recurrence of mental health problems.

  • *11 Employee assistance program in which outside specialists support the mental health of employees
FY2022 FY2023 FY2024
Percentage of people who have undergone a stress check 95.5% 94.6% 92.8%
Percentage of people with high stress 12.6% 13.0% 11.4%
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.

As a measure to counter coronavirus infection, we have provided workplace vaccinations four times so far in the World Headquarters and Morimachi areas at the request of the government.

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

Since FY2021, we have actively incorporated web-based education and have provided annual mental health education to all management workers. Since 2021 we have modified our educational programs to avoid the 3Cs (closed spaces, crowded places, close-contact settings) and promote mutual communication, such as by reducing the number of people in age-specific group physical health education*12 classes.

  • *12 Aspects of physical health including various types of health checkup, prevention of lifestyle-related disease, anti-smoking measures, and various types of health promotion
■Educational Implementation in FY2024
Name of education Targeted employees Number of targeted employees Number of attendees Participation rate* (Number in parentheses is satisfaction rate)
Health up seminar 39-year-old employees 131 120 92%
Flexible health education 44-year-old employees 134 118 88%
Mental health education Management 259 227 88%
(4.1 on a 5-point scale)
Promoting the Spread of Health Management Among Business Partners and Other Companies

In a procurement liaison meeting held in July 2025 for domestic subsidiaries and suppliers, we shared the importance and advantages of promoting health maintenance based on changes in society and the environment, and provided backup support for efforts.

In addition, based on the wishes of our business partners, we provide specific methods and know-how in line with health challenges in face-to-face meetings. We also provide support to promote health management.

We hold collaborative health development events and other activities to together expand the circle of health management.

At domestic subsidiaries, we carry out activities to promote health management in cooperation with health insurance unions, and nine companies were certified as “Health & Productivity Management Outstanding Organizations 2025.” Among them, one company was certified as “Bright 500.”

We will continue to implement health management together with our business partners with the aim of creating a more fit society.

Assessment of health-related indicators
FY2022 FY2023 FY2024
Presenteeism loss rate
(Tokyo University’s Single-Item Presenteeism Question)		 22.1% 22.2% 22.3%
Absenteeism
(Percentage of employees who miss work for 14 days or more due to illness)		 2.9% 2.9% 3.0%
Work engagement
Mean percentage of positive responses (4 or 5 on a 5-point scale) to statements (1)–(3) below
(1)I try to contribute more than is expected of me in my duties
(2)I feel a sense of accomplishment as an individual through work
(3)I would actively recommend working at Toyoda Gosei to acquaintances		 53% 56% 59%
Recognitions and awards
  • Health & Productivity Management Outstanding Organization 2025 (White 500)
  • Sports Yell Company 2025 Bronze+
  • Outstanding Cancer Prevention Company Award (FY2024)
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