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.
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.
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.
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.
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.
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).
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.
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.
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.