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 communicate the intent behind the 2030 Business Plan, top executives have personally visited workplaces to engage in direct dialogue with team members and labor union representatives. Building on this, in 2024, leaders from each division will host “Sharing Our Vision” meetings at all divisions to articulate their thoughts on the Company's future and business strategies.

Encouraging each individual to view the 2030 Business Plan as personally relevant and to reflect on their role within it enhances their sense of purpose and engagement at work. By fostering opportunities for dialogue, management and supervisors aim to align with team members and clearly convey personalized expectations, saying, “This is how I hope you can contribute.” These efforts not only ensure the vision is well understood but also promote deeper alignment and empathy across the organization.

■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
■LGBTQ Inclusion

In 2023, we introduced a Partnership Recognition System to create an environment where employees, regardless of sexual orientation, gender identity, or gender, can work authentically and vibrantly. Initiatives include hosting lectures for managers and developing internal educational guidebooks. In recognition of these efforts, we were awarded the Silver Rating in the PRIDE Index for FY2024.

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
■Continuing Roles of Senior Employees

We will create an environment in which senior employees, who are steadily increasing in number, can continue to work with a sense of security and high motivation after the age of 60. This will create new value by combining their wealth of experience, techniques, and skills with the ideas and perspectives of younger employees. To build a foundation for this, we have raised the retirement age from 60 to 65, effective April 2022. We will continue the initiatives shown in the table on the right to encourage employees to continue working enthusiastically and vigorously until age 65.

We are continuing activities to create an environment in which employees, regardless of age, can maximize their potential and to further improve engagement (target: positive response rate of 65% or higher for employee engagement (50s and 60s)).

For example, as a means of improving motivation, we conduct career training for employees in their 50s, providing them with opportunities to exchange opinions with their peers and rethink such matters as how they will work in the future and how to demonstrate the techniques, skills, and experience they have cultivated in the workplace.

In addition, to improve health and physical fitness, we are stepping up activities to promote health through regular discussions with employees, such as holding health seminars at milestone ages and reviewing cafeteria menus to improve dietary habits.

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.)

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 secure and pleasant workplace environments for all business activities.

Safety and Health Initiatives

In the Toyoda Gosei Group, Safety and Health Declaration is made and company activities are spread based on the above basic philosophy.

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 deliberation results of the Central Safety and Health Committee, safety information is sent out repeatedly in the President’s New Year message and company newsletters. The entire Toyoda Gosei Group carries out these activities. 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 on company grounds can return 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 STOP 7*7 accidents on a global basis aimed at a zero-accident, zero-incident workplace. In FY2023, we achieved the global goal of zero critical accidents, although two severe STOP 7 accidents involving “crushing or entanglement” occurred at overseas subsidiaries.

■Global Target Achievement in FY2023(including contractors and engineering companies)

Results Evaluation
No. of critical accidents 0 0 ◯
No. of severe STOP7 accidents 0 2 ×
  • *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 2024
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

■Equipment 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.

■Work risk assessments

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 educational programs are provided in line with position in the company and timing of needed training. Because of the coronavirus pandemic and other factors, Web-based education is carried out in addition to conventional in-person education.

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.

Safety and Health Education by the Safety & Health Promotion Division and Number of Students (FY2023)
Name of training/education Targeted persons Contents Classroom education Web-based education*7 No. of students
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
 ○ 11
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
 ○ 37
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
 ○ 95
Safety and health education for new managers Newly promoted individuals
  • ・Responsibilities of managers (know the laws)
  • ・Toyoda Gosei’s safety activities and more
 ○ 46
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
 ○ 101
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
 ○ 10
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
 ○ 56
  • *8 Web-based education: A learning format in which two-way communication is possible on the Web

■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 FY2023, uniform assessment items were again established based on the results of voluntary assessments at each company. For domestic subsidiaries, on-site physical audits and support are conducted three times a year (13 companies: 39 times in total).

For 44 overseas subsidiaries, the assessment results (activity content) of each company are checked at regular Web meetings. For subsidiaries who are judged to require further improvements, Web-based guidance meetings utilizing videos and various materials (once/month) and audits and guidance are held (3 times) to improve safety levels.

Work Accident Occurrence

In FY2023, two serious STOP 7 accidents occurred. This refers mainly to entanglement accidents in which a worker gets caught in a machine. In both cases, a worker was injured when he put his hand into a machine even though it was still turning. To prevent the recurrence of such accidents, site managers and others regularly patrol manufacturing floors with genchi-genbutsu (go and see) to reinforce workers’ awareness of the danger and terrible outcomes that can occur from putting one’s hands into rotating parts of a machine. When these managers notice problems, they share them with everyone and implement thorough activities for immediate guidance and correction.

Given the rising trend in accidents, we aim to create a corporate culture where people can take ownership and make improvements with a sense of urgency. In FY2024, we have spread safety measures globally that go back and reinforce the basics and are applied to both human and machine/hardware aspects.

■Trends in serious STOP 7 accidents in the Toyoda Gosei Group
■Trends in the Labor Accident Rate in the TG Group
(rate of lost-worktime injuries)
■FY2023 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 no. of days of lost work per casualty)

Average no. of days of lost work per casualty:

  • ・No. of days lost from all industrial accidents / No. of casualties in all industrial accidents

Reference: No. of days lost
1. Death = 7,500 days
2. Permanent total disability = No. of days corresponding to 1st–3rd degree physical disability
3. Permanent partial disability = No. of days corresponding to 4th–14th degree physical disability
4. Temporary disability = No. of calendar days absent from work ×300 / 365

 2.9 73.7 58.0
No. of industrial accidents (lost time injury frequency rate)

Lost time injury frequency rate:

  • ・No. 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
 0.31 0.60 1.29
No. of industrial accidents (total accident frequency rate)

Total injury frequency rate:

  • ・No. of casualties from all industrial accidents / Total actual working hours ×1,000,000
 1.7 3.01 4.28
No. of deaths due to industrial accidents *Includes no. of deaths from Covid-19 0 6 36

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 an organizational culture that puts safety and 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 try to 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 management for health and well-being. 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.

A strategy map based on the Ministry of Economy, Trade and Industry’s Guidelines for Administrative Accounting of Investment in Health and Productivity Management was created for the purpose of quantitatively showing health management initiatives and results and implementing the PDCA cycle for these activities. Going forward, we will promote health management in a continuous and effective manner by quantitatively evaluating investments, effectiveness, and resources.

■Strategy map

* Click to enlarge

In Toyoda Gosei’s strategy map, “cultivating and embedding a health culture of mutual development” is set as a management challenge to be solved through health management. Activities are being conducted with the ultimate goals of (1) reducing absenteeism, (2) reducing presenteeism, and (3) increasing engagement.

Since FY2021, reducing presenteeism has been a special priority, and the company has been promoting health creation and education activities.

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
FY2021 FY2022 FY2023
Percentage of employees who take health checkups 100% 100% 100%
Percentage of employees who take complete physical examinations 83.2% 84.5% 70.2%
Enhancement of Specific Health Guidance and Medical Checkups

2022 Specific health guidance implementation rate 81.8%

Active support implementation rate 73.6%　Motivation support implementation rate 94.8%

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

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)

In health promotion activities up to this time, the obesity rate and the rate of employees with anomalies in blood pressure and blood lipids has decreased and the rise in the rate of employees with blood sugar anomalies has been kept down.

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
■History of 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 health insurance union helps with expenses for complete medical checkups and cancer screenings (mail-in health checks). As one measure to raise the percentage of employees taking health checkups, we grant special leave for complete medical checkups in milestone years, and create an atmosphere that makes it easy for employees to undergo health checkups.

Initiatives to Maintain and Improve Women’s Health

With the aim of improving the cancer screening rate among female employees, we provide a special menu (pink ribbon lunch), provide information in panels, handouts and digital signage, and 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 24.9% in 2023.

■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
FY2021 FY2022 FY2023
Percentage of people who have undergone a stress check 93.3% 95.5% 94.6%
Percentage of people with high stress 11.9% 12.6% 13.0%
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
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 105 90 86%
Flexible health education 44-year-old employees 140 129 91%
Mental health education Management 582 373 64%（82%）
Spread of health management to domestic subsidiaries and suppliers

Toyoda Gosei conducts activities to promote health management in support of domestic subsidiaries and suppliers.

At a procurement liaison meeting for domestic subsidiaries and suppliers held in June 2024, we introduced Toyoda Gosei’s health management efforts and shared the importance of promoting health management.

We also conducted activities to promote health management for subsidiaries in cooperation with the health insurance union. Ten companies were certified as Outstanding Health & Productivity Management Organization for 2024.

In September 2024 we jointly held experience-based health promotion seminars in September 2024 for suppliers who desired them.

Assessment of health-related indicators
FY2021 FY2022 FY2023
Presenteeism loss rate
(Tokyo University’s Single-Item Presenteeism Question)		 - 22.1% 22.2%
Absenteeism
(Percentage of employees who miss work for 14 days or more due to illness)		 2.9% 2.9% 2.9%
Work engagement
Mean percentage of positive responses (4 or 5 on a 5-point scale) to statements (1)–(5) below
(1) I would actively recommend working at Toyoda Gosei to acquaintances
(2) I feel a sense of accomplishment as an individual through work
(3) I try to contribute more than is expected of me in my duties
(4) I am not currently thinking of changing jobs to another company
(5) I am proud to work at Toyoda Gosei		 56% 59% 60%
Recognitions and awards
  • Health & Productivity Management Outstanding Organization 2024
  • Sports Yell Company 2024+
  • Outstanding Cancer Prevention Company Award (FY2023)
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