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, the 2nd WE LOVE TOYOTA seminar was held in April 2012. Approximately 350 participants attended including corporate executives and foreign employees. 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.
The 350 members who gathered together for the "Internal Prius Cup"
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.
The women's softball club and the men's basketball club Alvark won national championships in November 2011 and April 2012, respectively.
The women's softball club that has successively
won two consecutive league championships
Men's basketball club, Alvark
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 FY2010 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 FY2010 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.
The Guiding Principles at Toyota and the Toyota Code of Conduct (established in 1998; revised in 2006), which consolidate our approach to putting these principles into practice, contain the concept of "Respecting and honoring the human rights and other rights of the people who work at Toyota." In addition, our CSR Policy: Contribution towards Sustainable Development, which was drawn up in 2008, stipulates that "We respect and honor the human rights of the people involved in our business." We work to fully reflect these principles throughout all Toyota business activities, including our suppliers and other parties.
In particular, regarding relationships with employees, The Toyota Way-which we have expanded to Toyota employees worldwide-is Toyota's action principle for which "Continuous Improvement" and "Respect for People" have always served as the two pillars. "Respect for People" refers to respect for all our stakeholders, while employee growth is inextricably linked to company achievement. The keywords here are "Respect" and "Teamwork." The Toyota Way is the moral foundation for sharing common values with all business units across the world. In addition, various measures are implemented so that employees can work with confidence, vigor, and enthusiasm. Efforts are also made to fully reflect such concepts throughout Toyota's entire business activities, which includes our suppliers and other parties.
Toyota established its in-house CSR Indices to confirm whether business is being executed in line with the concept of respect for human rights, and follow-up is performed for the various functions each year. Toyota requests the drafting and implementation of correction measures based on the results of Consolidated Compliance Check-sheets once a year for its subsidiaries, and once every two years for overseas subsidiaries.
For suppliers, Toyota established and distributed the Supplier CSR Guidelines in 2009, which clearly state Toyota's expectations of its suppliers and Toyota's policy of respect for human rights. In addition, Toyota asks each company to perform self inspections. Beginning FY2012, as part of our efforts to further strengthen CSR-related initiatives, we intend to examine the situation and ask each company to make their own corrections as necessary, as well as take actions to confirm those corrections.
Toyota will continue to listen to the views of our stakeholders and further undertake various types of measures to reflect these views in our management.
Toyota set up the CSR Boost-up Initiative for its staff members to directly communicate with various stakeholders in 2010. It has been added to Toyota Stakeholder Dialogue conducted between external stakeholders and Toyota's executives and upper managers. Recognizing that the CSR actors should be individual employees, we strive to enhance our sensitivity and capabilities with regard to sustainability issues.
In December 2011, NGO members were invited to present lectures and hold discussions on the theme of "NGOs/NPOs and human rights," which is a subject of growing interest throughout the world. The attendees included 15 staff members from relevant divisions. There were positive comments from the participants that they could gain a better understanding of NGOs/NPOs and human rights in a global context as active experts in the NGO field gave them clear presentations.
Toyota will consider the broad range of views on and expectations for the company, and use them when creating future initiatives.
Direct communication with NGOs and NPOs on the theme of "NGOs/NPOs and human rights"
Information was shared on the diversity of NGOs/NPOs and their relationships with corporations, and some concrete examples provided. Relationships with corporations are being transformed into two-way relationships involving dialogue, communication, and cooperation. Advice was also given that since such cooperation involves mutual benefits and risks, it is important to spend time building trusting relationships.
Issues concerning international human rights and relationships with corporations were introduced. It is important to recognize that human rights exist beyond country or legislation, and that public mindset should be changed. There was a comment that there is an expectation for Toyota to take a key role to address issues around human rights given its influence as a multinational company.
Examples of Shapla Neer's detailed activities on sites and the collaborative cases with companies were presented. Then, some of the latest situations of Bangladesh were shown, namely, that there are huge improvements on education and literacy rate, and that micro-finance is widely accepted for almost every family, as NGOs are very vital there. A voice of a local NGO was cited as saying that they don't need money but they would like to learn Japanese system or management.
Toyota South Africa Motors (TSAM), which employs around 7,950 people and produces approximately 154,000 cars per year (mainly the Corolla and Hilux), implements various measures in relation to human rights in its workplaces. For example, the content of initiatives undertaken by the company in response to the country's measures to correct employment imbalances, as well as topics such as sexual harassment, form part of the required education. TSAM is working to prevent unjust discrimination and correct imbalances in its workplaces in addition to taking measures such as those related to employment, appointment, and promotion. As a result, drastic, continual improvements have been made in addressing the racial imbalances stemming from the apartheid policy of the past. For example, the percentage of non-white employees in top management has increased from 14.8% in 2009 to 33.3% in 2012. TSAM is also making proactive efforts in response to HIV/AIDS based on a consensus between labor and management to give consideration to employees infected with HIV to enable them to continue working.
In 2010 the Government of South Africa introduced Health Counseling Testing (HCT), which is testing related to adult diseases such as blood pressure and blood cholesterol that is carried out at the same time as HIV and AIDS screening. This testing is a new attempt to help prevent adult diseases, which are increasing every year, as well as reduce the number of people who are reluctant to undergo medical examinations. All of TSAM worked to improve the percentage of people who undergo HCT, resulting in a substantial increase. TSAM has also strengthened its medical care for employees who receive positive results, and the number of employees who die or contract diseases has decreased in recent years.