Strengthening the Management Base to Support the Growth Strategy

Revitalization of People and Organizations
Corporate Culture and Human Resources to Support Achieving of the 2030 Business Plan
In order to achieve the targets in the 2030 Business
Plan, we believe it is important to embrace change
without fear of failure, and to seize and create
opportunities by taking on challenges, and we willdevelop measures for enhancing both corporate
culture and human resources.
In terms of the corporate culture, we aim to create adynamic “polymer-like organization.” Each and every
molecule with various personalities and values
stimulates each other, enhances creativity by creatingchemical reactions, and brings together power throughstrong bonds among molecules. The same stimulation
and reaction occurs among teams, groups, divisions,and affiliated companies, as well as with otherorganizations such as partner companies, suppliers,
business partners, and customers, resulting in a highlevel of creativity and productivity. We are able to freely

Enhancing Organizational Power(Transforming into a dynamic polymer-like organization)
D raw out the individuality, energy, and strengths ofeach individual and mobilize creativity and power
through organic bonding
Strengthen internal and external organizational ties
F lexibly change the shape of the organization torespond to change in the environmentCatalyze management to speed up work andmaximize resultschange our form and create new value in response tochanges in the environment. This is what we think of
as a polymer-like organization. In order to create thecorporate culture that is a foundation for this, we will
support the attainment of employee wellbeing throughSelf-realization by creating a safe and secure place towork, creating a stage where they can play an activerole, and shining a light on each and every one ofthem.
In the area of human resources, on the other hand, TG
aims to develop human resources who can ask
themselves questions about the social value andsignificance of TG’s existence and strategicallydevelop their businesses. To this end, we are working
to acquire diverse human resources and review ourbusiness portfolio.

Self-fulﬁllment foreach employee
Embrace change
without fear of failure

Enhanced employee
engagement
Establish comfortable spaces
and stages upon which to shine

Reformmanagement styleCreating a safe and secure place
to workCreating a stage where people
can play an active role

Shining a light on each and every
personDiverse human resources can recognize
each other and speak up and take onchallenges in a safe and comfortableenvironment. Vitality and trust exist in theworkplace, and people are motivated to dotheir best work with other members.

Employees can feel that they arecontributing and feel that they are
truly making a difference in their roles.
They understand the significance of
their work and feel job satisfaction.

Employees are recognized,encouraged, and praised.
Regardless of the size of their role,
their supervisors look out for themand treat them with the respect.

Toyoda Gosei’s goals for employee wellbeing

Our Human Resources Strategy Linked to Our Vision and Business Plan
We regard the use of diverse human resources andrespect for human rights as one of our materiality (keyissues), and have been focusing on the three pillars of ourhuman resource strategy: promotion of human resource
development, active participation of diverse humanresources, and creation of a comfortable work
environment, and have been working to provide
educational opportunities to acquire problem solving
methods and the PDCA cycle, which are fundamental to40

how work is conducted, as well as specialized knowledge
in areas such as technology and materials, to create anenvironment where women, people with disabilities, andpeople with diverse values can demonstrate their abilities,
and to improve engagement, where job satisfaction and asense of growth overlap with our efforts to achieve ourcorporate vision.
However, when examined in light of human capitalmanagement, which today is expected to be a significant

About Toyoda Gosei

Value Creation Story

Value Creation Strategy

method for increasing corporate value, our humanresource strategy to date has been based on therecognition of issues from the perspective of humanresource functionality, and so we have revised our humanresource strategy (see figure below). In FY2023, we will

Foundation of Value CreationDatafurther strengthen the linkage with the management
strategy, and based on the newly formulated strategy, weare developing new measures and implementing new
initiatives in addition to the previous ones.

Become a company that pursues the possibilities of polymers
to contribute to a future of better mobility and living.

What We
Aspire to Be

To embrace change without fear of failure, and to seize
and create opportunities by taking on challenges

Mainstays of measures to achieve the human resource strategy

Human resources

Corporate culture

12

3

Polymer-like organization wherepeople and organizations are connectedwith energy and enthusiasm

Train diverse human resources
capable of leading and enabling change

Acquiring the human resources
needed for growth areas Well-being initiatives based on the Cultivate management personnel

keywords “place,” “stage,” and“light”
 Discuss and implement corporate
culture issues and reform proposals
for achieving the targets of the2030 Business Plan at allorganizations and levels bythemselves

 Clarify human resources required

who can lead challenging growthstrategies
 Train young employees with asense of growth and who want tomake a difference, and implement
the initiatives of senior employees Train local executive personnel to makeoverseas bases more autonomous

for growth strategies in terms ofboth number and capabilities(business building capabilities,
highly specialized capabilities, etc.),
and specify measures to acquirethem

Respect for human rights and diversity & inclusion (D&I)
Key KPIs
Employee engagement
affirmation rate

75% (FY2030)

Number of expatriate
employees for training

50 (FY2030)

70%
56%

Ratio of local executives

Number of female managers

60% (FY2030)

100 (FY2030)

50

59%

40%
31%

45

32%
3033163
FY2021 FY2022 FY2025(Target)

FY2021 FY2022 FY2025(Target)

FY2021 FY2022 FY2025(Target)FY2021 FY2022 FY2025(Target)T OYODA GOSEI REP OR T 20 2341