Social

Toyoda Gosei Diversity & Inclusion
At Toyoda Gosei, we are implementing initiatives in linewith the roadmap shown below in order to enhance

the well-being of each individual and achieve diversityand inclusion (D&I) that leads to value creation.

Achieving well-being
and D&I

Support forinclusion
Active promotion ofdiversity

Creation of a safe
and comfortable
work environment

Women, people with disabilities,foreigners, etc.

Women, etc.

Stage II

Creating new value througha “polymer-likeorganization” that connects
and expands
Stage V

Women, people with disabilities,
foreigners, young employees,veterans, LGBTQ, etc.

Stage IVStage III

Stage I

Well-being“Polymer-like organization”(Creating a safe and secure place to work,
creating a stage where people can play an activerole, and shining a light on each and every person)(Organically combining people andorganizations on a global scale)

Human rights policy
Diversity

2000 and beyond

2010 and beyond

Inclusion

2020 and beyond

2025 and beyond

2030 and beyond

Encouraging More Active Roles by Women
To bring about a situation in which all employees,
regardless of gender, can play active roles and grow,and to create new value by taking advantage ofdiversity, we are implementing the initiatives shown in
the table below. Our focus is on training and support
for more active roles by female employees, reforming
the attitudes and behaviors of superiors, and support
for work-life balance.
We aim to have more than 45 female managers by
2025 in order to create an environment where female
employees can work long-term with assurance andcontinue to grow, as well as to incorporate morediverse values and new perspectives and ideas into
our management.
For example, in our training and support for more

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active roles by female employees, we are enhancing
our training initiatives to encourage female employees
who aspire to become leaders by providing training to
improve their management skills and actively
implementing training rotations to expand their rangeof experience and perspective.
In technical workplaces, we are also creating
manufacturing sites where employees can play anactive role regardless of gender or age by adopting
innovations to minimize heavy labor, such as rethinking
high-load work with the use of karakuri kaizen(mechanical gadgets that improve work processes)
and the greater use of robots, for encouraging more
active participation by female employees.

Training and support for more
active roles by female
employees• Challenge programs: Educational program that provides female manager candidates with acquisition of management
skills through training, expanded range of experience through training rotations, and sharing and mutual advice on
issues or matters that are noticed through actual practice in the workplace.
• Encourage training: Training for mid-career female employees to help them develop their careers by creating aleadership image that makes the most of their strengths through year-round training, workplace practice, and internaland external exchanges.
• Tea meetings: A place for female employees to discuss their problems and express their opinions, and for female
employees inside and outside the company to exchange opinions and gain new insights and networking opportunities.

Reforming the attitudes andbehaviors of superiors• Workplace reform management class: A place to exchange opinions on voluntarily improving the management skillsof those in managerial positions, and to reform the culture and awareness of the company.
• Human rights training, human rights lectures: A place to deepen understanding of unconscious bias and diversity andinclusion.
• Creating a workplace where people can communicate with each other: Training for managers to change their
management style to be more attentive to employees and to make the most of each individual’s values.

Support for work-life balance• Expansion of childcare leave, reduced working hours (systems exceeding legal standards)• Adoption of telework (for office and engineering work since January 2021)

About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

As the first on-site female section manager, I’m a role model for employees forworking with peace of mind after childbirth
Two years ago, I became the first female section manager at Toyoda Gosei. I loved working
with technicians and operating machinery at worksites, but there were two reasons why I
decided to work hard as a management-centered section manager. One was that I wanted
to test my potential, and the other was that I thought it would be an opportunity to makevarious proposals from a woman’s point of view. After becoming a section manager andgiving birth to my second child, I am now making further efforts to create an environment inwhich women can work comfortably while balancing work and childcare, supported by theunderstanding and support of those around me. My mission now is to create amanufacturing site where women can work with peace of mind even after childbirth, and toincrease the number of women aiming for higher positions.

Ayumi Hashii
Section Manager, SS
Manufacturing Division

Encouraging More Active Roles by Senior Employees
We will create an environment in which an everincreasing number of senior employees can continue
to work with a sense of security and a high level ofmotivation, even after the age of 60. This will create
new value by combining their wealth of experience,techniques, and skills with the ideas and perspectivesof our 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 below to encourage employees tocontinue working enthusiastically and with high energy
until age 65.
We will continue initiatives to create an environment inwhich employees, regardless of age, can maximize
their potential and to further improve engagement

Increasing motivation(target: positive response rate of 65% or more 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 issues as
how they will work in the future and how todemonstrate the techniques, skills, and experiencethat they have developed in the workplace.
Also, to improve health and physical fitness, we are
stepping up initiatives to promote health throughregular discussions with employees, such as holding
health seminars at milestone ages and reviewing
cafeteria menus to improve dietary habits.

• 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.)

Supporting suppliers’ growth by challenging new environments
I decided to apply for the open recruitment process for senior staff because, when I thought
about what I could do in my remaining five years before retirement, I wanted to support
suppliers by utilizing my experience and skills in production engineering and planning. Now,
I support those who have also been transferred in the open recruitment system, receive
consultations from suppliers, and try to ensure that operations proceed smoothly by serving
as a point of contact for them. I am also working to create a system to dispatch veterans
who meet the needs of the client company so that both sides can grow together. Although
we are still in the process of exploring, it is always fun to discover something new no matter
how old we are. Many of our senior employees have a wide range of work experience, andwe are working to create an environment where their strengths can be put to use.

Takashi NakanoGroup Leader, Purchasing Division

T OYODA GOSEI REP OR T 20 2363

SocialCareer Development for Young Employees
In the automotive industry, which is said to beundergoing a once-in-a-century major transformation,
we must enhance our corporate competitiveness forfurther growth and development as a company. To thisend, we believe that it is essential for each and every
employee to achieve their fullest potential and growth,
while gaining a sense of fulfillment and satisfaction by
drawing up their own career plans and achieving
self-fulfillment.
Since FY2021, we have been implementing Waku-Cari

Initiatives (initiatives to raise awareness of careerdevelopment with excitement and high energy) andpositioning the three pillars of the Waku-Cari Initiatives
as priority measures as shown in the table below. In
the future, we will further expand measures (careerdevelopment initiatives) to help employees realize theirindividual career plans in cooperation with theirsupervisors, centering on “a safe and secure place towork” and “a stage where people can play an activerole.”

Visualization• Creation of career path models(To show a model of career visions, career routes, and other career options available at the Company and to expand theimage of career paths)• Creation of a career development guide (a tool to support career autonomy by showing the knowledge base and ideas forcareer development)• Career design training for employees in their 20s/30s/40s

Developing awareness• Career autonomy support• Management training (education for managers on career autonomy support for subordinates and management concepts
and methods by outside instructors)• Career development information sessions for employees (motivate non-management staff to take control in developing theirown careers)

Career development
initiatives• Open recruitment-type rotation policy• Exchange meetings with different industries• Transfer of employees for overseas training

I’ve been living overseas for five years. I have a new job with global connections
In my fourth year with the company, I was given the opportunity to be transferred to North
America under the Overseas Young Employees Training Transfer Program. During my freetime while overseas, I participated in legal training, cross-cultural camps, and volunteer
activities to gain a better understanding of different cultures. During my second assignment
to North America, I had a child there and became interested in the differences in theeducational systems between Japan and the U.S. I’ve been living overseas for five years
now. It is a valuable asset for me that I have been able to broaden my perspective and makeglobal connections regardless of my position. As the environment surrounding theautomobile industry is dramatically changing, I would like to continue to chart new paths bytrying to develop new products with our overseas members without being bound by
preconceived notions.

Hironori Takagi
IM Engineering Division

I would like to make use of the skills and network that I developed at Woven City
Before being transferred to Woven City two years ago, I was engaged in productdevelopment for automobile exterior components. As one of the people in charge of thewellbeing area of Woven City, I am involved in creating something from scratch incollaboration with people with various backgrounds, such as software developers, architects,and lawyers. Since this is an unprecedented project to create a demonstration city, plans are
frequently revised. I am learning so many things every day, such as the flexibility to quickly
respond to changes and the communication skills to bring together the feelings of many
people toward a single goal. I hope to make use of the skills and network I have developedat Woven City even after I return to my position.

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Mitsue Tanaka
Transferred to Woven by Toyota, Inc.