For companies engaged in business around the world, it is important to promote a diverse range of human resources activities while raising the skills of each individual employee. Toyota is establishing a corporate culture with abundant vitality by fostering human resources that include a diverse range of individuals.
Although the focus of respect for diversity varies in different countries and regions, Toyota strives to be a company with a working environment that promotes self-realization while respecting diversity of values and ideas among its employees.
Toyota is currently working to establish various programs to help female workers balance work with childcare and to educate employees on effectively utilizing the programs while refining communication tools for these activities.
Toyota has been promoting the localization of management at overseas affiliates from a medium- to long-term perspective. The division of roles has been clearly defined.the head office determines "what has to be done" and overseas affiliates decide "how they will be done." In principle, executives responsible for overseas operations (including chief officers) live at the respective overseas location and create a management system that has close ties with the local community. Appointment of local human resources is also being actively promoted and of eight regional headquarters,four are currently headed by chief officers who are not Japanese.
As of June 2013, the number of foreign executives at Toyota Motor Corporation was seven (of which one is an external director). Toyota will continue to actively foster and promote local personnel on the principle that this ensures the right resources will be in the right places, driving forward the localization of decision-making, operation and management posts. This should facilitate the timely understanding of customer and employee needs in each region, enabling us to make appropriate business decisions.
Following the 1991 introduction of the Internal Re-employment Program for Retired Professionals, an Optional Re-employment Application System was launched in 2001 to outplace applicants to external affiliates and other sites, providing a framework for helping over-sixties to continue working at either external or internal workplaces. Based on the revisions to the Law on Stabilization of Employment of Older Persons in FY2006 and again in FY2013, programs were updated to their present state, in order to expand re-employment opportunities. A review was also initiated at the same time to refine policies on shortening work hours in response to growing diversity in job preferences and so on.
With regard to fixed-term contract employees, while we already take steps to ensure that appropriate employment and contract renewals are conducted, we are also putting our utmost efforts into creating stable employment conditions and improving workers' employability. The full-time staff appointment system gives fixed-term contract employees who have worked for Toyota for at least one year and have a recommendation from their workplace get the chance to take an examination for regular employment. This leads to increased motivation and vitality. Fixed-term contract employees can also take the examination in their third year. Toyota plans to continue to promote appointment of fixed-term contract employees as full-time employees.
PT Toyota Motor Manufacturing Indonesia (TMMIN), Toyota's production subsidiary in Indonesia, takes measures to respect the diverse religious beliefs of its employees. TMMIN believes that this enables each employee to work to their full potential in day-to-day operations and as a result, leads to higher competitiveness on the part of the company. Each TMMIN building has a mosque and a Christian place of worship, and various accommodations are made to enable employees to work in accordance with their beliefs.
Toyota believes that people with disabilities deserve the chance to become socially self-reliant and makes it a rule to provide them with opportunities to work together with non-challenged individuals. A number of such people are engaged in a range of roles at various workplaces. As of June 2013, the number of people with disabilities employed was 1,081, accounting for 2.08% of the entire workforce (including special-purpose subsidiaries) which is above the legal requirement of 2.0%. Efforts are under way to create an even more employee-friendly working environment, including hosting an internal sign language workshop, deploying counselors to provide all kinds of support, and spreading good workplace examples across the organization.
Toyota Loops Corporation began operations in April 2009 with 28 people with disabilities and received certification from the Minister of Health, Labour and Welfare as a special-purpose subsidiary of Toyota Motor Corporation in October of that year. Toyota Loops handles primarily Toyota's internal printing and mail services, but employment has increased as additional services were outsourced to the company, including issuing visitor or employee identification cards, consigned shredder operations, and issuing asset number labels. As of April 2013, Toyota Loops had 84 employees. As employment has increased, the company has worked to create working environments where all employees can work comfortably through measures such as increasing the number of support staff, providing regular counseling by a clinical psychologist, reinforcing other support programs, and actively exchanging information with social welfare organizations, governmental bodies, and the local community. In 2011, Toyota Loops participated in the Aichi Abilympics for the first time (a technical skills competition for people with disabilities), and all three employees who entered won prizes. All four employees who entered in FY2012 won prizes, and one came in first place in the "Office Assistant" division and competed in the national event held in Nagano Prefecture.
The National Abilympics (Nagano Prefecture)
In order to strengthen its human resource base, which supports Toyota's growth, the company has created a positive working environment in which employees can work with confidence, vigor and enthusiasm. Toyota strives to foster employees' pride and loyalty to the company, workplace and colleagues by encouraging a culture of teamwork through communication and friendly competition.
In order to develop employee interest in the company's operations and products based on the notion of "All Toyota," and to deepen loyalty an internal campaign called WE LOVE TOYOTA has been carried out since FY2009. As a part of these activities, WE LOVE TOYOTA seminars were held April and June 2013. Approximately 350 participants attended including corporate executives. Teamwork and ties between participants were deepened by forming teams consisting of members who had never met before and holding an "Internal Prius Cup" while discussing the joy of driving.
Participants at a WE LOVE TOYOTA seminar
Toyota has 35 clubs consisting of those for advanced athletes competing for national championships on behalf of the company and for employees who are engaged both in sports and a job function. All employees are proud of the clubs' good showing and, beyond that, feel motivated and encouraged to see workplace colleagues competing strongly. In November 2012, the women's softball club won the league championship for the third consecutive time, and the women's basketball club, the Antelopes, won the Empress Cup in January of 2013.
Toyota believes that the greatest assets a company has are its people and that customer satisfaction cannot be achieved without employee satisfaction. The employee satisfaction survey conducted in FY2012 on administrative and engineering employees revealed an affirmative response rate of over 70% regarding "satisfaction with company life" and "feeling that one's job is rewarding." The most common reason given for "satisfaction with company life" was "work quality and level" while young employees in particular gave "experiencing a sense of personal growth " as the most common reason for "feeling that one's job is rewarding." The results of the survey conducted in FY2011 on shop floor employees revealed that the number of employees who answered that they were satisfied was 64.4%, an affirmative response rate of over 60% despite the impact of the earthquake disaster. The FY2012 survey conducted overseas had an affirmative response rate of 74% for administrative and engineering employees and 72% for shop floor employees. This employee satisfaction survey is conducted every other year and its analyzed results are used in planning and executing measures to allow employees to work with confidence.
Toyota is conducting a range of initiatives to ensure smooth communication within the workplace. One of these is lunchtime discussions held with foreign staff regarding anything from personal troubles and worries to differences in culture and ways of thinking, which deepens mutual understanding between Japanese and foreign staff.