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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 FY2019 results
Creating pleasant workplace
Employee turnover rate Less than 3.0% 1.2%
Average overtime hours Less than 20 h/month 16.8 h/month
Annual paid leave taking rate 95% or higher 97%
Number of people promoted from non-regular to regular employees 30/year 112
Harassment prevention training for new managers implementation rate 100% 100%
Rate of interviews on how to work with young employees 100% within 2 years 100% (for FY2019)
Prohibition of smoking on company premises Institution of on-site
smoking prohibition
Instituted in January 2020
Percentage of women among new employees
(staff positions)
20% 16%
No. of female managers 40 (2025) 19
Childcare leave taking rate Men: 30%
Women: 100%
Men: 5%
Women: 100%
No. of foreign national employees 30 30
Employment rate of people with disabilities 2.20% 2.38%
Personnel development
Number of young employees on loan outside company 40 49
(of whom 25 were sent overseas)
Successful execution of young employee 3-year independence plans 100% 100%
Number of people who have taken practical or professional training 2,500 2,592
Number of people who have taken global officer + management training 250 269

Workstyle and workplace culture 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. We are also making various efforts to deal with environmental changes with a sense of speed and raise the quality of work. In conjunction with this, we are providing opportunities for communication in the workplace, such as informal gatherings with officers and superiors, while also eliminating waste and adopting a working style with a varied pace.

■The keys of workstyle reforms
■Examples of workstyle and workplace culture reforms
Perspective Item Efforts
on essential
Establishment of a concentration time
  • 11:00 to 12:00 each day is set as “concentration time” (as a rule, NO meetings, NO telephoning, NO instruction. Workers are notified with music played at 11:00 a.m.)
Increased work efficiency Review of meeting structure
  • Abolishment of preliminary meetings, minimization of the number of participants, time, and frequency
  • Thorough reinforcement in observing company rules
Work kaizen using IT tools
  • Reduction of travel time, increased work speed (introduction of teleconference, electronic approval systems, etc.)
  • Task automation with RPA* electronic decision-making
Workplace culture reforms Management declarations
  • General managers and deputy general managers use their own words to talk to subordinates about the kind of workplace they want to create
Workplace-specific problem resolution
  • Labor and management exchange opinions and make proposals to create better workplaces
Workstyle with varied pace Encouraging people to take annual vacation
  • Encourage general workplace employees to take full annual leave and 3-day weekends
  • Set annual vacation targets for management positions and monitor whether this vacation is taken
  • * Robotic process automation

■Example of workplace culture reform activities

■Creation of systems for flexible work styles

Work from home has been introduced as one aspect of workstyle reforms. 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

Interviews with young employees on working styles

Consultants identify things that are troubling young employees using an interview format, leading to improvements in the workplace environment.

Classification Targeted persons
Staff positions 2nd, 4th, 6th year employees
Skilled workers 2nd year employees, 1st–3rd year female employees

Health management

Health declaration — To achieve “Boundless Creativity and Social Contribution”

We believe that healthy and energetic employees and their families are the source for Toyoda Gosei’s management philosophy of “Boundless Creativity and Social Contribution,” and we will promote the following activities.

  • 1. We believe the health of our employees is an important management issue and will strive to foster an organizational culture that puts safety and health first.
  • 2. We will strive to create cheerful and lively workplaces where employees can work energetically.
  • 3. We will support the health of our employees and their families by cooperating with the health insurance association and making efforts for primary prevention.

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.

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

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

We held health lectures and exercise workshops at three locations in Japan with the aim of encouraging employees to adopt healthier behaviors (improved lifestyle habits). Of the more than 300 employees who participated, 98% said that they could implement the practices introduced “from the next day,” indicating that these events were a trigger for action.


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.

Health Lecture Meeting and Exhibit
Health Lecture Meeting and Exhibit
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%).

■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 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

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.

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

Toyoda Gosei Co., Ltd. has about 20 active culture and athletic clubs. Among the sports teams, the following three are particularly strong. We even have athletes aiming for the 2020 Tokyo Olympics. Toyoda Gosei athletes volunteer to visit local elementary and junior high schools and contribute to youth development.

■Main sports team results

“Wolfdogs Nagoya” volleyball team
  • V League: Champions (2015-16), Second place (2016-17, 2017-18)
  • Emperor’ s Cup: Champions (2015), Second place (2016)
  • Kurowashiki: Second place (2007)
  • National Tournament: Champions (2012, 2013), Second place (2014)
“Blue Falcon” handball team
  • Japan League: Champions (2020-21), Third place (2018-19, 2019-20), Fourth place (2017-18)
  • Japan Handball Championship:Champions (2019)
  • All-Japan Amateur Championship: Fourth place (2017), fifth place (2016, 2018)
“Scorpions” basketball team
  • B3.League: Second place (2018-19), Third place (2019-20)
  • All-Japan Amateur Championship: Champions (2005)
“Wolfdogs Nagoya” volleyball team“Wolfdogs Nagoya” volleyball team
“Blue Falcon” handball team“Blue Falcon” handball team
“Scorpions” basketball team“Scorpions” basketball team

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

Personnel development cycle
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 next generation leaders, and personnel development programs for all global employees.

■Level-specific education system
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 next generation leaders, and personnel development programs for all global employees.

Enhanced training programs, invigorated personnel development

Training manufacturing personnel

Our production floors are the source of our competitiveness as a manufacturing company. To make them even stronger, we are enhancing technical education for employees of each level working at manufacturing sites and in each field of expertise. Technical education spanning several months is provided to new skilled workers. 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 receive practical training on an actual production floor.

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.

In the Safe Personnel program, we focused in FY2019 on increasing maintenance and regular observation of rules through monitor activities to ensure that employees hold handrails on stairs and stop and check in both directions at stop points on walkways within plants.

In Safe Workplace activities we aim to improve the safety of high-risk equipment where serious accidents (STOP 7) can occur. Risk assessments based on a reverse KY (kiken yochi, or hazard prediction) approach are conducted to identify target equipment, set clear priorities, and take preventive measures.

■Trends in labor accident rate (rate of lost-worktime injuries)

Trends in labor accident rate (rate of lost-worktime injuries)

Creation of energetic workplaces where employees can work based on labor-management 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 labor-management conference in particular, department general managers and workplace representatives discuss problems or difficulties in the workplace with the aim of creating more pleasant workplaces.