Promotion of Human Resources Development

Basic philosophy

To raise the collective strength of Toyoda Gosei in the China region, we are striving to develop human resources and create workplace environments where every employee can maximize their abilities.

Enhanced Training Programs, Invigorated Personnel Development

To improve the skills and abilities needed in working at Toyoda Gosei, we are encouraging human resources development in three key areas: problem-solving, which is fundamental to work; the ability to work in teams based on communication; and basic skills for strong on-site abilities.

China Region Education System

Training of Global Executive Candidates

For the systematic training of candidates to manage and lead the company in the future, we have introduced a program to help people learn how to look and think about things at management level, and cultivate the qualities that will help them bear higher levels of work responsibility, with aims such as broadening their outlook and improving their judgment.

• TOP CNED By putting Toyota Gosei’s philosophy, technologies, and code of conduct into practice, we aim to cultivate top-tier leaders capable of driving the TG China business. These individuals will possess the essential competencies required of site leaders—including management capability, business strategy development, and coordination with headquarters.
  Through training programs, we also strive to ensure that local employees—who play a vital role in the growth of Toyota Gosei’s business in China—gain a solid understanding of our global standards. They will acquire the knowledge and methodologies needed to independently and proactively advance their work.

  

• CNED Develop and select talented executive candidates, learn the role and knowledge necessary for executives, improve the ability to challenge tasks and improve their management skills. Also it is a place for personnel and information exchange as a China regional executive.

  

• MMT For middle managers in China (candidates of future GM), the basics of the TG group management (viewpoints, ideas, and actions) is acquired, and it is conducted to develop candidates of GM.

  

Creating a Pleasant Corporate Culture

Basic philosophy

We believe that it is very important to have both systems and environment in place for our employees to work with energy and enthusiasm. In addition to measures to improve job satisfaction, we are actively working to improve office environments, cafeterias, restrooms, and other facilities to provide safe and comfortable work environments and create a foundation on which each employee can demonstrate their abilities. We are improving the company environment to create safe and comfortable workplaces for our employees by establishing a “hot desking” system in offices to promote flexible and efficient work styles that are not limited by location.

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Creating a vibrant and united environment

Community activities and family day activities are being held to deepen the workplace's unity, family bonds, and community relationship. We are grateful for the ongoing support, understanding and cooperation we receive, and hold these events with a spirit of hospitality.

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Safety

Basic Policy for 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.

Targets/results

We believe it is the company's responsibility to ensure that everyone who works on our premises returns home in the same good health as when they arrived at work. We have implemented various measures to achieve our goal of zero grave,*1 serious*2 and STOP 7*3 accidents on a global basis. We are working to eliminate accidents so that our employees can focus on manufacturing with safety and security even when faced with sudden production volume fluctuations due to COVID-19 or other factors. This includes preventing recurrence, conducting risk assessments and various safety audits for advance prevention, providing safety and health education by job level to raise safety awareness, and conducting ongoing KYT (hazard prediction training) activities.
※Fire Incident: Any fire-related hazard
※Business Suspension-level Fire Incident: A disaster resulting in production stoppage or more severe consequences

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Safety Training – KYT Competition

Given the deteriorating safety conditions across our Chinese production facilities, we are intensifying KYT (Kiken Yochi Training) education for all employees to enhance hazard prediction capabilities.

Through monthly KYT activities at all production facilities, we enhance hazard awareness among all employees, particularly frontline operators, to prevent potential disasters.

Annually, TG China organizes a KYT Convention where each production site selects an outstanding KYT team to compete at the regional level. These teams demonstrate their safety expertise alongside sister plants, with top-performing sites receiving recognition and awards. This comprehensive, top-down initiative serves to strengthen employee engagement in workplace safety and ingrain a safety-first corporate culture into the organizational DNA.

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Risk Assessment and Audit

1.Toyoda Gosei - Committed to Quality Excellence

We consistently pursue "Quality Excellence" as our corporate ideal, delivering products that fully meet customer requirements. Guided by our "Customer First" philosophy, we actively listen to customer feedback while relentlessly pursuing superior quality.The principle of "Quality First" is rigorously implemented throughout all manufacturing processes, ensuring production of safe, reliable, and durable products. Through continuous quality improvement and innovation, we manufacture products worthy of our customers' trust.

2.Building quality awareness

Based on the President's "Safety: Quality Declaration," each employee formulates their own "Reflective Action Pledge" from their respective positions to heighten quality awareness. During the annual November "Quality Month" campaign, we conduct thorough work process reviews to identify improvement opportunities, thereby enhancing daily operational quality standards. Furthermore, we have established the "Quality Learning Center" as a dedicated facility for studying our "Customer First" and "Quality First" principles, providing all employees with in-depth learning opportunities. Through these initiatives, we cultivate:

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3.Quality Assurance & Ongoing Process Enhancement

We are dedicated to providing customers with reliable and safe products. Focusing on the fundamental automotive performance criteria (acceleration, steering, and braking) and safety component manufacturing processes, we rigorously implement the "Self-Process Completion" methodology. Guided by our "Built-in Quality" philosophy, we maintain stringent quality control standards across all production stages. To prevent critical quality issues such as product recalls, we continuously standardize equipment and management requirements globally and enhance the transition from manual operations to automated quality assurance systems.

Simultaneously, we are committed to establishing a work environment conducive to continuous improvement We are also dedicated to developing adaptable production facilities capable of responding to dynamic changes, while actively promoting our "Quality Assurance Campaign" with production team leaders serving as the primary drivers of this initiative. Through ''talent development'', ''process optimization'' and ''recurrence prevention'' these three strategic approaches, we implement company-wide improvement activities to consistently elevate product quality standards.

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