Toyota aims to create a corporate culture that reliably reflects the Toyota Way 2001 in actual corporate activities and the work of individual employees. Therefore, founded on a stable employment and labor-management relationship based on mutual trust and mutual responsibility, Toyota promotes various measures including human resource development and healthcare so that employees can work with vigor and enthusiasm. Toyota also respects employees' diversity in areas such as culture, nationality, race, language, religion, gender, age and perspective.
Stability in the lives of employees, and opportunities for self-realization and growth as well as corporate development are interdependent. They are all founded on mutual trust and respect between labor and management, long-term employment stability and open communication.
Since its foundation, Toyota has contributed to society through pursuing "conscientious monozukuri (manufacturing)" as its philosophy. Within this philosophy, beliefs and values for business original to Toyota have been created and techniques for management and implementation have been devised to be fostered as the source of Toyota's competitive power. Business beliefs and values such as these handed down in Toyota as tacit knowledge have been organized and compiled into the "Toyota Way 2001" so that they can be viewed and understood by anyone. With "Continuous Improvement" and "Respect for People" as its pillars, the Toyota Way 2001 has five keywords, which are "Challenge," "Kaizen," "Genchi Genbutsu," "Respect," and "Teamwork," and is shared throughout Toyota globally.
1. Honor the language and spirit of the law of every nation and undertake open and fair corporate activities to be a good corporate citizen of the world
5. Foster a corporate culture that enhances individual creativity and teamwork value, while honoring mutual trust and respect between labor and management
The approach of "mutual trust between labor and management" became the basis of labor-management relations in the Joint Declaration of Labor and Management concluded in 1962 based on lessons learned from earlier labor disputes. As 2012 marks the 50th year since the signing of the declaration, Toyota has once again vowed to further reinforce ties between labor and management.
At the 50th Anniversary Signing Ceremony
(Left: President Toyoda, Right: Chairperson Tsuruoka)
Joint Declaration of Labor and Management (excerpts)
We hereby swear to further reinforce ties between labor and management based on mutual trust and mutual respect like two wheels on a car, traveling down the same road, and, by exceeding expectations for customer satisfaction and social contribution, to pass on the spirit of the Joint Declaration of Labor and Management and Toyota's monozukuri to the next generation.
May 29, 2012
Akio Toyoda, President, Toyota Motor Corporation
Mitsuyuki Tsuruoka, Chairperson, Toyota Motor Workers' Union
Although no direct damage to Toyota was caused by the flooding in Thailand that occurred in October 2011, parts supply from suppliers affected by the flooding was hindered and operations had to be temporarily suspended in a total of 12 affiliates (approximately 55,000 people/day affected) in Asia, North America and Europe.
In order to respond to this situation, Toyota worked as one with its employees, setting up substitute operation days and conducting activities for strengthening of work structures (education, improvement) at each workplace.
|Fiscal year||Name of plant (Region)||Number of new plants|
|FY2003||TMMAL (Alabama, North America)||1|
|FY2004||TMMBC (Mexico, North America) FTCE (Changchun, China) TFTD (Tianjin, China)||3|
|FY2005||TPCA (Czech Republic, Europe) TMIP (Poland, Europe) GTE (Guangzhou, China)||3|
|FY2006||TMMTX (Texas, North America) SFTM (Sichuan, China) GTMC (Guangzhou, China)||3|
|FY2007||TMMR (Russia, Europe)||1|
|FY2011||TMMS (Mississippi, North America) Creation of 2,000 new jobs TDB New Plant (Brazil, South America) Creation of 1,500 new jobs||2|
Ensuring employee safety and health is one of Toyota's most important business activities and has a universal and timeless value. Upon assuming the position of General Safety and Health Supervisor in 1957, Honorary Advisor Eiji Toyoda explained his basic stance on safety and health: "Safe work is 'the gate' to all work. Let us pass through this gate." With this basic philosophy always in mind, Toyota is striving to create a dynamic working environment that is conducive to the mental and physical well-being of its employees.
In FY2011, "building a culture that promotes interactive development of safety and health" was set as the foundation of Toyota's global policy. Total accidents decreased by 30% over the previous year as a result of basic rule observance and interdependent bottom-up initiatives involving the whole company that were implemented so that employees at every workplace realize the risks present and take independent preventive action with the aim of making safety and health a "custom and culture" at Toyota. In FY2012, we will continue to promote the three pillars of safety in order to further increase our safety level.
|Safety-oriented culture||Educating employees to enable them to protect themselves|
|Establishment of a
safety management system
|Establishing OSHMS that leads to recurrence prevention, incorporation of relevant party viewpoints and enhanced workplace strength|
safety in plant
|Clarification of and absolute adherence to on-premise management rules at plants|
In FY2011, BIP2 activities (BMI reduction and anti-smoking measures) were implemented in order to improve lifestyle habits and "health mindsets" whereby employees protect themselves. Specifically, this included "healthy PDCA" (Plan, Do, Check, and Act) at workplaces, on-site work-out lectures with exercise trainers, mini health seminars on diet and giving up smoking, health and hygiene exhibitions, and individual guidance to those at risk of metabolic syndrome. As a result, we have improved lifestyle habits (a reduction in the proportion of smokers).
On-site work-out lecture
Health and hygiene exhibition (diet)
In FY2011, to enable early detection and action for people requiring mental health care, active listening courses were held for managers and supervisors in order to enhance care by managers and in turn managers' ability to notice the signs of poor mental health. For self-care, courses were held for new assistant managers and younger employees. Rehabilitation support for employees taking administrative leave was enhanced through coordination with workplace counselors, and information on mental health was provided on the Toyota intranet at all workplaces.
Active listening courses
In FY2011, we continued to provide health check-ups for overseas personnel and provided industrial physician advice by making use of health follow-up sheets. While industrial physicians routinely made rounds checking on medical conditions at local sites, medical information was also provided using the Internet for locally-stationed staff and follow-up e-mails regarding self-health management were sent out. Tele-conferences were also routinely held with local points of contact and information exchanged.