Fundamental Approach

Toyota’s philosophy regarding its employees, who support its stable base of business, has been systematically organized as the Toyota Way in Human Resources Management.
The Toyota Way in Human Resources Management is the realization of management that shows respect for people. In other words, it aims to enable all employees to exercise their abilities to think, be creative, and utilize their strengths to the maximum extent possible by providing them with opportunities to make social contributions and achieve self-actualization through their work. For this goal to be achieved, “a relationship of mutual trust and mutual responsibility between labor and management” is essential, in which the company gives the highest priority to ensuring stable employment for its employees and strives to improve labor conditions, while all employees execute their duties and responsibilities for the prosperity of the company. This philosophy is shared by all Toyota affiliates around the world, and is reflected and implemented in management and various policies.

Organization and Structure

Every year, Toyota brings all the personnel managers together from the main affiliates all over the world, including the Head Office. They hold discussions on how to build a work environment in which employees can trust the company, how to build a framework that promotes constant and voluntary improvement, how to develop human resources and how to work on nurturing teamwork. The content of those discussions is used for each affiliate to make policy the following year in order to implement policy to realize Personnel and Labor Toyota Way consistently.

Human Resources, TMC Head Office(Japan)

Results of Employee Satisfaction Survey

Toyota aims to enable its employees to exercise their abilities to think, be creative, and utilize their strengths to the maximum extent possible by providing them with opportunities to make social contributions and achieve self-actualization through work. Toyota conducts an employee satisfaction survey every other year to provide an index for measuring the results of these efforts and utilizes the analysis results for planning and implementing measures that will enable employees to work without worry.

Safety and Health

Fundamental Approach

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, then Senior Managing Officer 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 fundamental principle always in mind, Toyota promotes cooperation between labor and management and continuously strives to create dynamic work environments that are conducive to the mental and physical well-being of employees.

Basic Philosophy for Safety and Health

With regard to health, Toyota announced "Declaration of Health Commitment: Aiming at health first company" in September, 2017.
The declaration states that mental and physical wellness of employees is driving force for good performance, and thus Toyota provides support so that they can take on the challenge of improving their lifestyles and develops health promotion and illness prevention activity.
TMC was authorized as "the Certified Health & Productivity Management Organization Recognition Program" in February 2018, and highly appreciated in the field of health policy&efforts.
Based on this declaration, Toyota continually promotes various measures to support its employees’ good health, cooperating with health insurance society and Labor Union.

Declaration of Health Commitment

■ Major Initiatives

  • Continued to instill a culture that promotes interactive development of safety and health and promote its three-pronged approach to safety
  • Collaborated with regional headquarters and production affiliates and sharing various types of information to globally improve its safety and health measures
  • Made improvements by tackling issues presented by on-premise suppliers (construction, contracting, outsourcing, delivery, etc.)
  • Implemented the Health Challenge 8 program in FY2017 as a company-wide policy for the development of healthy people and healthy worksites
  • Conducted Self-care and Line Care Training with the aim of preventing the occurrence and recurrence of mental health problems
  • Continued to provide health check-ups for personnel assigned overseas, and in-house physicians and nurses provided advice via email to follow up on their health

Global safety meetingGlobal safety meeting (held in Brazil in 2016)

Checking vehicle accident prevention measures in North America Checking vehicle accident prevention measures in North America

Human Resource Development

Fundamental Approach

Toyota is committed to developing human resources in accordance with the philosophy that “Monozukuri is about developing people.” In order to sustain growth, it is important to strive toward achieving people-centric monozukuri (manufacturing) and utilize people’s wisdom to make improvements day after day.
In order to support the globalization of business with the various cultures and customs that exist, all employees must share the same values to carry out policies such as ever-better cars and Customer First. To ensure this, Toyota develops human resources for sustainable growth by implementing an educational program centered on the Toyota Way globally, which is based on On-the-job training (OJT) that is crucial for the development and passing down the tradition of excellent monozukuri (manufacturing).

■ Major Initiatives

  • All Toyota employees are implementing in Global Content through training and OJT in the workplace to gain an understanding and to implement The Toyota Way
  • Planned and launched the training of newly appointed executives in the Toyota Group and created program for the early development of global executive human resource
  • Enriched on-the-job training (OJT) and off-the-job training (OFF-JT) opportunities for new, young, and mid-level employees as training for administrative and engineering personnel
  • To train shop floor employees, Toyota promoted training amid a climate of teaching and learning while also building a system that would maximize results as an organization

Diversity and Inclusion

Fundamental Approach

Toyota has positioned diversity and inclusion as key management strategies and is working to create appealing environments where human resources with various skills and values can work and each individual can achieve self-realization. We believe that new ideas created and the identification of new issues from diverse perspectives will lead to even greater competitiveness, which we hope to link to making ever-better cars.

■ Major Initiatives

  • As a part of work style reforms, we introduced a Free Time & Location (FTL) Program, which expands upon the typical Working at Home Program
  • Implemented “Ikuboss” measures as a diversity management initiative for supervisors
  • Measures to Promote Women’s Participation in the Workplace
  • Contributed to promote the roles of women in the workplace in Japan’s manufacturing industry through participation in the Toyota Female Engineer Development Foundation
  • Substantially expanded daycare facilities for better work-life balance support and introduced a system whereby employees could use the daycare facilities of group companies
  • Promoted initiatives to expand company measures for nursing care, including support for work-life balance, information provision, nursing care services, and economic support
  • Newly established an Advanced Skilled Partner System to encourage shop floor employees to remain active in the job rank they had at the time of retirement at 60
  • Made fixed-term contract employees full-time staff
  • Set up Toyota Loops Corporation, a special-purpose subsidiary and promoted the development of an employee-friendly working environment, including hosting an internal sign language workshop and deploying counselors, so that employees with disabilities could work with reassurance
  • Launched initiatives with the aim of creating workplaces with an appropriate understanding and acceptance of LGBT people
  • Promoted the localization of management at overseas affiliates from a medium- to long-term perspective and also actively hired and trained local staff

f_8.jpgIkuboss Declarations posted on the Sodatete Net intranet

f_12.jpgPickup service

Action Plan for Promoting Women's Participation in the Workplace

Positioned as one of its important management strategies for promoting diversity, Toyota is implementing initiatives that will make its diverse human resources feel energetic and that their jobs are worthwhile. To support the role of women in the workplace, Toyota is undertaking the development of work-life balance, including the creation of an environment where women can continue to work while raising children or caring for a sick family member.

Find out more

Creating Happy Workplaces

Fundamental Approach

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.

■ Major Initiatives

  • WE LOVE TOYOTA Initiative
  • 70th Toyota Relay Race Competition


70th Toyota Relay Race Competition70th Toyota Relay Race Competition