Social

Growing together through activities with all
stakeholders

About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

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

Acquiring and Developing Candidates for Management Leadership
Human Rights Initiatives: Basic Approach
The Toyoda Gosei Group respects and supports the
Universal Declaration of Human Rights, the UN Guiding
Principles on Business and Human Rights (“Guiding
Principles” below), and other international norms. The
Toyoda Gosei Group Charter for Business Ethics lays out
our basic principles of “respecting human rights and thediversity, character, and individuality of each person andstriving to create workplaces that are free of discriminationand harassment and always healthy, pleasant and safe,
based on labor-management cooperation.” The Toyoda
Gosei Guidelines for Business Ethics, our code of conduct
to realize the ideals in the Charter, declares respect forindividual character, human rights, and fairness in hiring,and forbids forced labor and child labor.

Conducting Due Diligence Based on Human Rights Policy
Since May 2022, we have been conducting humanrights due diligence based on the Toyoda Gosei Group
Human Rights Policy.
Toyoda Gosei Group Human Rights Policy
https://www.toyoda-gosei.com/csr/social/report2/pdf/
ToyodaGoseiGroupHumanRightsPolicy.pdf

Human rights due diligence refers to a series ofprocesses that identify negative human rights impacts
in a company’s operations, supply chain, and otherbusiness relationships; prevent or mitigate thosenegative impacts; track implementation and results;
and communicate how the negative impacts havebeen addressed, with the cycle repeated periodically.
As a first step, we conducted a human rights impact
assessment and identified three priority human rights
issues (prominent human rights issues) within ourGroup: (1) harassment, (2) immigrant workers, and (3)diversity and inclusion (D&I). We implement initiatives
to prevent and mitigate the negative impacts of humanrights issues within our Group that have been
identified, in cooperation with relevant departments.
This fiscal year, we conducted a status survey of ourdomestic consolidated subsidiaries (six companies)that utilize foreign technical intern trainees, and areworking on correcting fees for trainees from Vietnam,
improving the working environment, and making
appropriate use of trainees.
Also, the identification of priority issues to beaddressed in the supply chain is scheduled to becompleted by the end of this year, and surveys andassessments are currently being conducted. The
progress of these initiatives will be disclosed on our
website as appropriate.

Initiatives to Improve Well-Being
We have always been committed to creating a pleasantcorporate culture, and in response to the 2030 Business
Plan, in order to take full advantage of these initiatives, wehave been working to create an environment and systems
that enable each employee to achieve self-fulfillment, placing
importance on efforts to revitalize people and organizations.
To achieve this goal, we are implementing measures toenhance well-being and to enable horizontal collaboration.
Measures to enhance well-being are centered on the threepillars of “Creating a safe and secure place to work,”“Creating a stage where people can play an active role,” and“Shining a light on each and every person.” In FY2023, wehave been working on “Creating a workplace where people
Workplace Environment
As part of our initiatives on respect for diversity, we
have revised some of our benefit programs from April
2023, such as by allowing employees with same-sex
partners to take special marriage leave in the same
way as legally-recognized marriages. We haveobtained Bronze rating in the Pride Index, an index
that evaluates a company’s inclusivity initiatives toward
LGBTQ employees, and we are working to promote

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can communicate with each other” with the aim of changing
the management style to one where managers are close to
their employees and make the most of each individual’svalues. Training is provided to management-level employees(GLs and section managers), and by having them put theirtraining content into practice, we aim to build relationshipsof trust and bonding.
Self-fulfillment for each employee
Improving well-being
Creating a stage
Creating a safe andShining a light on eachwhere people cansecure place to work play an active roleand every person

diversity and inclusion so that people with various
talents and values can maximize their abilities. We areworking on ongoing efforts to create a workplace
where everyone can continue to work with peace ofmind, such as through the establishment of “restrooms
for everyone” and consultation services that take into
consideration diverse gender orientations, as well as
in-company awareness training programs.

To systematically develop human resources who canassume roles in future management, we have adopted
a comprehensive system from management strategy
to personnel selection, training, and assignment. We
acquire future executive candidates for important
posts in each generation, starting with young
employees, and continuously develop them throughtraining and putting their training into practice (toughassignments). We will develop diverse humanresources who can lead and realize change by
appointing local staff/employees from outside thecompany.

Clarification of key strategic management positions and executive
requirements contributing to the execution of job responsibilities
Talent pool
(Basic information and previous
experience of employees, etc.)

Deployment plan

Training anddevelopment(Tough assignments)

Visualization of information and situation
Development of diverse management personnel
Contribute to achieving targets in business plans

We want to grow the company and our employees by outputting what we learn
After gaining experience in production engineering and design of safety systems, in 2022, I
was transferred to Toyoda Gosei (Foshan) Auto Parts Co., Ltd. I learned a lot from lectures
and advice from the management team during the training before my assignment, and these
are the cornerstones of my current position as a base manager. While it is important toacquire knowledge through training (input), it is also very important to put what you learn into
practice (output), which I believe will lead to further growth and learning. I am grateful that I
was given not only the training but also the opportunity to demonstrate my learning as abase manager. I hope to continue to support the success of our employees and help boththe company and our employees grow under the motto “开心工作 (joyful work).”

Tetsuya Ogata
President
Toyoda Gosei (Foshan) Auto Parts Co., Ltd.

Local Executive Training
With 62 companies in 16 countries and regions aroundthe world, we aim to achieve operations rooted in thelocal communities that support sustainable growth.
For such business operations, we believe theinvolvement of personnel who are familiar with local
business practices and culture is essential, and we are
actively appointing and training local executives at ouroverseas locations. To accelerate the active promotion
to such positions in each region, we established abasic policy and targets for the promotion of local
executives (vice presidents and above) in FY2021, andeach business unit is working to achieve these targets.
With the aim of having 40% local executives by 2025,

we are evaluating people with high potential in eachregion and formulating plans for their development. We
are also developing local human resources by
providing basic management skills training andproblem-solving training for executive candidates. In
addition, Regional Succession Committee (RSC)
meetings are held in the Americas, Southeast Asia,
and China to share the status of activities and issues
related to the development and recruitment of
successor candidates for executives. Reports are
given at Global Succession Committee (GSC) meetings
held annually at the headquarters.

We want to make the company bigger and stronger by leveraging the strengthsof local staff
I am currently attending an executive training program for top management candidates in
the China region. During the training, in addition to lectures and exercises on vision-building
problem solving and strategic thinking, the president and board members directly explained
medium- to long-term management strategies to us, and through friendly competition
among trainees, we strengthened our bond as one team. This experience has strengthened
my belief that “we will grow our China business!” The Chinese market is highly competitiveand changing at a rapid pace, but there are some things that only Chinese people canunderstand about the local culture and way of thinking. From now on, I would like to actively
seize business opportunities in China by being involved in management, making use of mystrengths as a local staff member and what I learned in the training program.

Li Haitao
General Manager, Tianjin Sales Division
Toyoda Gosei (China) Investment Co., Ltd.

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61About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

SocialToyoda 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 diversity
and 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 IV

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

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

Training and support for more
active roles by female
employees

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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

Stage III

Stage I

2000 and beyond

As the first on-site female section manager, I’m a role model for employees forworking with peace of mind after childbirth

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.

• 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)

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(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.

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.)

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

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63About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

SocialGlobal Uniform Quality Assurance
Enhancing Corporate Structure through TQM*1 Initiatives

Career 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

I’ve been living overseas for five years. I have a new job with global connections*1 Total Quality
Management
Creating
customer
expectations

CustomerFirst

TQM
Continuous
improvement

TQM
Challenge toimplement reforms
and innovations

Participationby all members

Basic Philosophy of TQM

We have obtained ISO 9001/IATF 16949 certificationfor our quality assurance system and have establisheda quality management system. We are also building
quality into new products using an Initial Management
System that checks the degree of completion of eachprocess from planning to design to production. We are

Eachand every
one thinks, acts,
and works together

New TQM Philosophy

continuously working to improve the Initial
Management System to ensure quality that meets
customer expectations for new technologies, newly
developed products, software, and experienceoriented businesses that are changing due to CASE,
MaaS, and other factors.

Establishing a Quality Mindset of Customer First and Quality Firstbases, through periodic review of their own actions.
We have also established a Quality Learning Center
where each and every one of our employees can learn
about the concepts and attitudes that should be valued
in manufacturing, and where they can constantly learn
about quality, from its origins to future initiatives.

Developing Human Resources Capable of Taking on the Challenge to Implement
Reforms and Innovations
With the rapid expansion of DX in recent years, it has
become essential to have human resources who canutilize big data and link it to the creation of new value.
We are enhancing our practical education for humanresources who can utilize statistical quality control(SQC) and machine learning (ML) methods throughHironori Takagi
IM Engineering Division*2 Lecturers from Shiga University
and Toyota Group experts

Toyota Group machine learning
practice seminar

Ensuring Manufacturing Quality and Continuous Improvement Initiatives
Creation of Self-Contained Processes in the Safety Parts Process
In order to deliver safe and reliable products to ourcustomers around the world, we are working toward
self-contained processes*3, particularly in the
production process of safety parts, which are directly

We are conducting Quality Assurance Declaration
Initiatives with the aim of cultivating a workplaceculture that enables continuous improvement andcreating manufacturing sites that are resilient tochange. In these initiatives, all employees participate
in improvement initiatives from the perspectives ofdeveloping human resources, developing processes,
and preventing recurrences, and when targets areachieved, the section manager issues a declaration ofassurance to the president and area managers.
The entire Group is working together to implement
these initiatives, aiming for quality that earns the trustof customers globally.

*3 Under the philosophy of “Quality is built into the process,” we will
not produce or pass on defective products.
Process

Results

Continuous improvement
Human
resource
development

Establishment of the 10 workplaceprinciples/Thoroughness of supervisory
and command initiatives, etc.

Process
creation

2S1Y/Identification and correctionof difficult tasks

Preventionof recurrence

Approaches and education toprevent major defects from fadingaway/Education on past defects

Reducing complaints

Ongoing Quality Assurance Declaration Initiatives

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 the
wellbeing 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.

related to the basic performance (driving, turning,
stopping) and safety of vehicles.

Achieving “0”I would like to make use of the skills and network that I developed at Woven City

Mitsue Tanaka
Transferred to Woven by Toyota, Inc.

industry-academia
collaboration*2 and othermethods.

Three pillars of improvement

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working to foster a value creation mindset in addition to a quality
mindset while enhancing psychological safety.

Establishment of a Quality Assurance System and Human Resource Development That Can Respond to
Future Business and Environmental Changes
Quality Assurance System Adapted to New Technologies and Newly Developed Products

The president’s Declaration of Global Quality
Improvement, the Declaration of Thought and Action foreach employee’s position and job, and the Global Quality
Month in November are all part of our efforts to establish
a Customer First and Quality First mindset among all
Group members, including suppliers and overseas• Open recruitment-type rotation policy• Exchange meetings with different industries• Transfer of employees for overseas training

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 the
educational 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.

Based on the basic principles of TQM, we are implementing TQM
initiatives throughout the company to enhance product and work
quality and human and organizational vitality to create a flexible
and strong corporate structure. In addition to traditional
improvement initiatives such as the Workplace Management
Improvement Initiative and Small Group Initiatives, we haveestablished and are developing a new TQM philosophy based on
the concept of anticipating change and changing how we do work.
Through TQM initiatives, we aim to create a workplace where
employees can discuss anything with each other, and we are

Report on initiatives to

Declaration of assurance the president and area managers
On-site confirmation meeting by thepresident and vice president(Top: Japan, Bottom: North America)

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65About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

SocialImplementing Carbon Neutral Initiatives in the Supply Chain

Supply Chain Management
Basic Procurement Policy
The Toyoda Gosei Group has set a Basic Procurement
Policy based on the concept of coexistence andco-prosperity with our suppliers. We aim to deepen

our partnerships with suppliers while achieving
sustainable growth for both of us.

Basic Procurement Policy
1. Globally Optimized Procurement
We procure the optimum raw materials,
products, and equipment fairly from a global
perspective, taking into consideration cost,quality, technology, and production.
We also welcome proposals from suppliers
for new technologies, manufacturingmethods, and new products.

2. Mutual Development Basedon Mutual Trust
We aim to enhance the collective strengthof the Toyoda Gosei Group based on open
and fair relationships with our suppliers,
mutually strengthening our corporate
structures, innovating our management,
and building relationships of mutual trust.

3. Efforts for a Sustainable Society
Toyoda Gosei has established action
guidelines on social issues to be addressed,
including the SDGs, and shares theseguidelines with suppliers in carrying out
initiatives.
We also aim to ensure complete legal
compliance and confidentiality in corporate
operations, including our supply chain.

liaison meetings are held twice a year to share
information and engage in dialogue to resolve issues
related to sustainability initiatives in addition to QCD(quality, cost, and delivery).

Suppliers(number ofcompanies)

Products &parts

Materials &equipment

Other

Total

421

327

25

773

Business with New Suppliers
We have an entry form on our website for open
dialogue regarding new proposals and new businessdealings. In addition to QCD assessments at the startof new business dealings, we also check the status of
the other party’s management initiatives based on theirlevel of support for our sustainability guidelines andother factors, and at the same time, we explain thevarious guidelines we have developed and seek theirunderstanding when concluding various contracts andmemorandums of understanding.

Initiatives with Suppliers
Sustainability Initiatives throughout the Supply Chain
We have created the Supplier Sustainability Guidelines(2nd Edition) for the purpose of ensuring theunderstanding, dissemination, and implementation of
our sustainability initiatives by suppliers. These
guidelines set policies related to human rights, labor, theenvironment, compliance, and other matters. In addition
to social aspects (including eliminating child labor,
forced labor, and discrimination, and ensuring equal
opportunity, reductions in long working hours, andcompliance with minimum wage laws), the guidelines
also require compliance with environmental aspects
such as water use and biodiversity by suppliers.
With regard to the environment, our Green
Procurement Guidelines require suppliers to reduce
CO2 emissions, recycle resources including waste, andmanage chemical substances. For conflict minerals,

66

120 participating companies brought together
examples of reductions and issues they have faced
over the past year, and group discussions by industry
sector were held for sharing issues. We will continue to
implement carbon neutral initiatives in cooperation
with our suppliers.

CN Initiative Conference held in September 2023. 122 participants from 118
companies attended, including those who participated via the Web.

Strengthening Our Partnerships with Suppliers

Our Supply Chain and Global Expansion
We directly deal with 421 suppliers for products andparts, 327 suppliers for materials and equipment, anda total of 773 suppliers including other suppliers inJapan and overseas.
As our business expands globally, we are collaboratingwith purchasing managers in each region, taking into
consideration all aspects of quality, cost, risk
avoidance, and other factors. Global procurement

To achieve our goal of carbon neutrality throughout our
entire supply chain, we started joint initiatives with our
suppliers in 2021.
We started CO2 emission reduction initiatives in 2022
after holding presentations and gaining an
understanding of the current situation for recognizing
the issues faced by individual suppliers. In addition to
study sessions at the Energy Saving Dojo where
Toyoda Gosei’s energy-saving expertise is exhibited,support for measurement of actual energy usage, andvarious training sessions to prepare reduction themes
and implement reduction initiatives tailored toindividual suppliers, we also held the Carbon Neutral(CN) Initiative Conference in September 2023. About

we ask suppliers to be responsible in theirprocurement of resources and raw materials, and oncea year, we conduct a survey on conflict minerals withthe cooperation of all suppliers.
As described above, we are accelerating initiatives
needed for sustainable growth over our entire supply
chain, matched to the various changing social
conditions.

Every April, we hold procurement policy briefings
where we explain our management philosophy, thebusiness environment, and company policy to about
250 major suppliers in Japan, share our issues andtargets, and regularly confirm results and discuss
improvements through anticipated value roundtables.
In addition, starting in FY2019, we have designatedDecember of each year as Supplier Month as anopportunity to express our gratitude and respect toour suppliers and to listen to their honest opinions withhumility, and we aim to build better relationships with
our suppliers by presenting them with letters ofappreciation to express our gratitude for their daily
efforts.
We also hold procurement liaison meetings six times ayear to introduce examples of initiatives and share
information, and to hold seminars on social issues
such as carbon neutrality.
Since FY2020, we have established a Management
Troubleshooting Consultations Office for managers inour suppliers for receiving inquiries from them on
various management issues, and we strive to provide
consultations for those issues and advise them onhighly effective solutions.

Support for Suppliers So That We Can Grow Together
To support our suppliers, we implement various
initiatives from the perspective of safety, sustainability,
quality, cost and production. No matter what the case,
we are implementing these initiatives in association
with human resource development support, such astransfer of our own skilled workers or accepting corepersonnel from our suppliers. In addition, we provide
indirect support for the initiatives of the Kyowa-kai,
which is organized by suppliers for the purpose of
mutual study and horizontal deployment of bestpractices, and from 2022, the Winning (Value)
Technology Exhibition has been hosted by the Kyowakai with the aim of strengthening the competitivenessof both parties by utilizing suppliers’ accumulated

knowledge to enhance the added value of our
products.
In 2023, we also began to leverage the strengths ofboth parties by sharing information on our problems(needs) and the proposals (seeds) of the Kyowa-kai.

The Winning Technology Exhibition
held in September 2023. About
1,100 visitors attended the exhibitionof various “value techniques” fromparticipating companies.

Monitoring of Supplier Information
We request suppliers with whom we have ongoingtransactions to submit a supplier survey sheet
covering management information at least once a year,
and we strive to quickly resolve risks and solve
problems by visiting and interviewing suppliers

regarding major changes.
Also, we conduct supplier evaluations, including QCD,
to sort out the strengths, weaknesses, and challengesof each company before considering the details oftransactions.

Conducting self-assessments of suppliers in accordance with the Supplier
Sustainability Guidelines revised in March 2023

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67About Toyoda Gosei

Value Creation Story

Value Creation Strategy

Foundation of Value Creation

Data

SocialHealth Management Initiatives

Health and Safety

We conduct health management initiatives to ensure that all of our employees remain healthy, both physically and mentally.

Basic Philosophy on Health and Safety
The Toyoda Gosei Group considers employee safety
and mental and physical health to be one of our mostimportant management issues, and we do our best toensure secure and pleasant workplace environments
for all business operations.

Health and Safety Initiatives
Based on the above basic philosophy, we have established the Safety and Health Declaration and are working to
spread our company initiatives.
Safety and
HealthDeclaration

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 andevery 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 inwhich 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, thelabor union chairperson, all plant managers in Japan,
and the presidents of domestic and overseas
subsidiaries, meets four times a year to report anddeliberate on various safety and health-related
measures, and report the results of these deliberations
to the Board of Directors.
Targets and Achievements (Global)
Based on the belief that it is the company’s
responsibility to ensure that all employees return homefrom work in the same good health state as they
arrived at work, we have set a global target of zerocritical*1 and severe*2 STOP7*3 accidents, and are
implementing various measures. In FY2022, we
implemented initiatives to prevent entanglement
accidents by focusing on eliminating hazardous
sources, isolating hazardous sources, and shifting toinherent safety measures through automation andother means.

Implementation System
As a subordinate organization of the Central Safety
and Health Committee, the Health and Happiness
Promotion Council is held four times a year for the
purpose of expanding health management. This
council aims not only to ensure healthy workplaces but
also workplaces with happiness, and with the Safety &Health Promotion Division as the executive office,industrial physicians, the Human Resources Division,
the health insurance union, and the labor union all
work together to discuss health and happiness
management initiatives. In addition, the matters
discussed and decided upon are deployed to the
Safety and Health Committee at each business site.

Health Challenge 8 in Health Management Initiatives
In addition to the deliberation results of the Central
Safety and Health Committee, the entire company
works together to implement initiatives by repeatedly
disseminating safety information through thepresident’s New Year message and company
newsletters. We also regularly share information with
our suppliers through procurement liaison meetingsand other means.

Global Critical and Severe STOP7 Accidents(including contractors and engineering companies)(Number of cases)

Critical accidents

4

2

2

0

Severe STOP7 accidents

1

1

2018

2019

1
0
2020

2021

2022 (FY)*1 Critical: Death*2 Severe: Victim loses part of body (or function)*3 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

We are working on health management initiatives withthe aim of ensuring that each and every employee canwork with energy and healthily.
Of the KPIs defined in Health Challenge 8*, stress,
sleep, and exercise, which had low scores, were
designated as priority items for FY2022, and various
initiatives were implemented, including the distributionof exercise-promoting videos.
In recognition of these initiatives, we were certified asa Sports Yell Company 2023 by the Japan Sports

Agency and as a Health & Productivity Management
Outstanding Organization 2023 (White 500) by the
Ministry of Economy, Trade and Industry (METI).
* Health Challenge 8 is a metric consisting of 8 KPIs: weight, breakfast,drinking, snacking, non-smoking, exercise, sleep, and stress.

Exercise video by Wolfdogs Nagoya players

Initiatives to Maintain and Improve Women’s HealthAs part of our initiatives to support the health ofworking women, a Women’s Health Seminar was held
for the first time for managers and female employees.
In March 2023, a special menu (Pink Ribbon Lunch)
was offered in the cafeteria and various information
was provided as a part of the Women’s Health Week
event. Also, individual letters and educational materials
were sent to raise awareness of the importance ofbreast and uterine cancer screening.
In recognition of these initiatives, the company

received the Partner Award for Cancer Prevention
Campaign (Information Provider Category) from theCancer Prevention Corporate Action Project sponsoredby the Ministry of Health, Labour and Welfare.

Plaque for Partner Award forCancer Prevention Campaign inInformation Provider Category

are held once a month (2 companies: 15 times in total)
to improve safety and fire prevention levels.

On-site physical audits and guidancefor domestic subsidiaries

Example of Pink Ribbon Lunch

Contribution to Local Communities

Ensuring the Safety at Domestic and Overseas Subsidiaries
We have been using safety and fire prevention maps
(SFPM) since FY2020 for the purpose of visualizing thesafety and fire prevention levels and rectifying
weaknesses of our domestic and overseas subsidiaries.
For domestic subsidiaries, on-site physical audits andsupport are conducted three times a year (13companies: 39 times in total), and for overseas
subsidiaries, priority guidance companies have been
designated from this fiscal year, and web-based
guidance meetings utilizing videos and various materials

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 vibrant workplaces where employees can work energetically, anddevelop our personnel.
3. To help improve the health of employees and their families, we will raise health awareness for disease prevention.

Web-based guidance meetings foroverseas subsidiaries

In order to be a good corporate citizen, as expressedin our management philosophy, we are actively
engaged in global initiatives in four key areas: social
welfare, environmental conservation, youth
development, and community crime prevention. In
February 2023, our volunteer group Wheelchair
Doctors received the Selection Committee’s Special
Award at the 2nd Car, Society, and Partnership Awards
in recognition of their longstanding and hardworking
efforts to make a difference. We will continue toincrease opportunities for participation in social
contribution initiatives within the company andimplement initiatives that benefit the community.

Wheelchair Doctors at the CSP Award Ceremony

68

Wheelchair Doctors repairing a wheelchair
T OYODA GOSEI REP OR T 20 2369