Relationship with Our Employees

Our ultimate goal is to create safe and secure workplaces for everyone, where each and every associate can exercise their diverse potentials and play active roles.

Building a Safety-Oriented Culture That Aims for Zero Industrial Accidents

In accordance with our fundamental policy of “creating people capable of autonomously maintaining occupational safety and health,” Toyota Industries strives to prevent industrial accidents and occupational disorders as well as realize better work environments.

Based on the idea of building “a homelike atmosphere at work that is warm and friendly” as stated in the Toyoda Precepts, we clarified the “true meaning of safety” and “optimal safety we seek” and formulated the Safety Vision in fiscal 2014. Under this vision, all associates of the Toyota Industries Group are undertaking the task of establishing a safety-oriented culture. In fiscal 2017, we continued to promote primarily “activities aimed at establishing a safety-oriented culture” and “safety measures from human, object and administrative standpoints based on risk assessment.”

For a safety culture to firmly take hold, strong awareness among all associates is vital. It is equally important that they recognize health and safety issues in the workplace and plan and sustain their own activities to reduce industrial accidents under the leadership of managers and supervisors.

To this end, managers and supervisors observe workplaces from a viewpoint of workers and strive to visualize issues through genchi genbutsu dialogue, share goals with workers and cultivate a sharper sensitivity to problems.

Since many of the issues that have become apparent often show trends specific to individual business divisions, we hold sessions to report the results of work observations to encourage matching response actions within each business division.

As typical examples of safety culture activities, we encourage point-and-call practices to check safety, instruct associates to use hand rails when going up or down stairs and let associates remind each other to mutually raise awareness. As a result of these activities, we have increased opportunities to hold safety dialogue within Toyota Industries and cultivated stronger awareness among all associates, making steady progress toward zero industrial accidents.

In fiscal 2017, we continued to record no accidents caused by production facilities. However, as there were human-induced accidents, such as injuries while handling heavy objects and while walking, the frequency rate of lost workday injuries rose to 0.06. We will continue to implement and expand unfaltering initiatives to instill a safety culture among associates to achieve zero industrial accidents.

Frequency Rate of Lost Workday Injuries (Non-Consolidated)

Health and safety inspection by central
general safety and health supervisor

There was an industrial accident at another company, which involved an explosion in a heating furnace that uses combustible gas. Following the accident, our top management conducted focused inspections on gas-fired equipment used within the Toyota Industries Group. Using the information released by public offices and other organizations, we performed checks on the
ventilation setting at the time of ignition, safety devices used to check the combustion conditions, functions of the automatic and emergency gas shut-off valves and the contents of operational manuals, and confirmed that our procedures and equipment ensure safety in all of our assumed scenarios. We will continue to seek the latest safety technology for increasing safety and endeavor to curb industrial accidents by repeatedly conducting risk assessments.

Inspection of gas-fired equipment by
top management

Overseas, we again held a health and safety regional meeting at bases in Europe and North America.

These meetings focused on increasing collaboration among bases in each region and aimed to ensure legal compliance, build a safety-oriented culture and improve ealth and safety technology and measures. Participants exchanged views on how to apply cause analysis methods to prevent a recurrence of an industrial accident and how to ensure safety in logistics operations while using vehicles within a plant. For the former, in particular, we created a manual that compiles issues found so far to deepen an understanding of the importance of cause analysis and our
approach to preventive measures.

Health and safety regional meeting at a base in North America
Health and safety regional meeting at a base in Europe

Initiatives for Health Management and Improvement

As a task for the medium term, we are promoting health improvement of associates, mainly focusing on prevention of lifestyle diseases and mental health support activities, to counter risks associated with aging and greater stress.

Age-based health education

For prevention of lifestyle diseases, we conduct periodic age-based health education for all associates. We also feed back to associates the results of an annual health checkup and measurements conducted on the same day, including physical fitness, body fat percentage and amount of fat around internal organs, along with advice to improve lifestyle habits. Our health checkup is designed to provide motivation for better health by letting associates think about their health over the course of the one-day program.

In addition, we conduct enhanced follow-up activities after annual health checkups. As one effort, we provide health promotion guidance to associates below the age of 40 in addition to specific health guidance required by the Japanese government. By doing so, we encourage associates to improve lifestyle habits early on in order to prevent or ameliorate symptoms of metabolic syndrome. Our company cafeterias also offer healthy meals to help associates maintain and promote their health.

As part of mental health support activities, we have in place a system to offer early consultation through a health-related hotline. Other activities include upgrading our self-care/line-care education to prevent new cases of mental health problems
and operation of a return-to-work support program for persons on long-term leave for prevention of relapses. We have successfully achieved positive results through these activities.

Major Health Promotion Activities in Fiscal 2017

Improving Mental Health Support Systems (Introducing a Stress Check System)

In fiscal 2017, we introduced a stress check system and conducted a check on all associates. The results were fed back to all participants with suggestions for improvement, and we set up an individual interview with a doctor for those wishing to do so. We also provided feedback of group analysis results to each workplace, as encouraged by the Ministry of Health, Labour and Welfare. We promoted effective data utilization in improving working environments by feeding back the results along with tips for improvement to all department heads. Our in-house industrial health staff and external institutions also provided improvement support to departments needing to implement countermeasures.

Enhancing Team Strength

Toyota Industries believes that it is essential to enhance team strength so that each associate can work with vitality and the Company can achieve sustainable growth.

We believe that team strength is made up of “technical skills” that form the basis of manufacturing operations, “management skills” to make maximum use of technical skills and a “spirit of harmony” that supports both. While further enhancing our team strength, we are striving to extend and hand it down beyond all business domains, generations and geographic regions.

Technical Skills

To develop skills to support manufacturing, the Technical Learning Center, one of our training facilities, plays the central role in associate education, offering basic skills training at the Technical Training School and facilitating efforts to enhance the skills of young technical staff through in-house skills contests. We also work to cultivate highly skilled specialists through participation in the national and international skills competitions.

54th National Skills Competition (electrical welding)

To develop skills to support manufacturing, the Technical Learning Center, one of our training facilities, plays the central role in associate education, offering basic skills training at the Technical Training School and facilitating efforts to enhance the skills of young technical staff through in-house skills contests. We also work to cultivate highly skilled specialists through participation in the national and international skills competitions.

At the 54th National Skills Competition* held in 2016, the Toyota Industries team won one gold medal in the “electrical welding”
category and received prizes in various other categories, thereby attaining medals for the 16th consecutive competition.
* Skills competition for determining Japan’s top young engineers

Management Skills

We conduct TICO Business Practices (TIBP) training targeting associates in administrative and engineering fields, with the aim of mutually sharing the thinking and values that the Company gives importance to, as well as to improve our associates’ problem-solving capabilities. TIBP training programs are also provided at subsidiaries outside Japan in our efforts to raise the level of management skills throughout the Toyota Industries Group.

Spirit of Harmony

We are creating a bright, energetic and caring work environment that fosters a dynamic workforce and allows every member to demonstrate his or her capabilities both as an individual and as a team. We are proactively encouraging communication not only during work hours but also through social gatherings, sports days, summer festivals, Groupwide ekiden long-distance relay races and cheer squads for various sports events.

Establishing Work Environments Where Diverse Human Resources Can Play Active Roles

We are implementing a variety of measures to create work environments where a diverse range of human resources can fully exercise their capabilities. These include promoting active roles of female associates, supporting the employment of persons with disabilities and creating an environment in which older associates can work more actively.

Promoting Active Roles of Female Associates

TWe have been formulating plans to harness a more diverse range of human resources and continuing to carry out activities since 2008.

We have been working to enhance support systems through such measures as introducing “a shorter work-hour system for child care.” We also introduced a telecommuting system in April 2014. As a result, the average length of service increased overall in administrative and engineering positions, with a significant rise for female associates.

In addition, by introducing “a return-to-work (“welcomeback”) system,” which allows associates who have left work to care for children and family members or to accompany their spouse for a job transfer to get reinstated under certain preconditions, we provide an environment for associates to work at Toyota Industries for longer years with peace of mind.

In terms of measures to promote more active roles for female associates, we have set the target of increasing the ratio of female graduate recruits to 40% in administrative positions and 10% in engineering positions, and tripling the number of female associates in managerial positions by the year 2020 compared with 2014, and intend to step up activities to achieve our goal.

In 2015, we set up a project to promote more active roles for female associates, comprising 11 males and females from different departments.

This project was key for the identification of issues and formulation of policy proposals in promoting the increased active roles of female associates through discussions and exchanges among project members and stakeholders. The results of these discussions formed the basis for the development of a Company-wide action plan in clarifying the initiatives for this project.

In carrying out the action plan, we specifically focus on the initiatives to change the mindset among managerial staff and across all associates, provide female associates career support and promote flexible working practices.

Action Plan

Initiatives for Promoting Active Roles of Female Associates

In fiscal 2017, we held a seminar for about 1,000 managerial staff members who directly engage in the mentoring and development of associates. The aim was to promote an understanding of how female associates regard their career paths as well as the environment in which they are working and to raise awareness of human resources development that takes into account their life events.

Training for career development for female assistant managers
Seminar for managerial staff members
Female associate exchange meeting among six Toyota Group companies

In order to create an environment to allow associates who are balancing work and child/nursing care to work with higher motivation and pursue career development, we expanded our
telecommuting system in October 2016, which promotes the early return to work from a break in their career.

Rather than merely appointing more female associates to managerial positions, we are working to improve workplaces so as to offer females a wider range of jobs and higher quality of work and to enable female associates to fulfil their individual potential.

We were certified by the Aichi Labour Bureau as a “Female-Friendly Company” in January 2016 and received “Eruboshi (“L Star”: L stands for Lady, Labour and Laudable)” certification from the Ministry of Health, Labour and Welfare in October of the same year. The latter certification is given to companies making excellent efforts in promoting active female roles in the workplace.

In March 2017, we were selected as a Semi-Nadeshiko Brand, a status investors may find appealing when making investment decisions. The designation is granted to publicly listed companies that are outstanding in terms of encouraging the empowerment of women.

We will continue to promote activities aimed at creating more active roles for female associates.

Employment of Persons with Disabilities

We respect the idea of people with and without disabilities working together and sharing life and work values. Under this basic policy, we continue to employ persons with disabilities every year. They are assigned to a variety of sections and work with other members to perform their designated tasks. In fiscal 2017, the ratio of associates with disabilities on a non-consolidated basis was 2.27%.

Creating a Work Environment for Older Associates

We focus on creating a better work environment for older associates by adjusting the height of jigs in production lines and modifying processes to compensate for deterioration of vision so that they can work with less stress.

Moreover, since the introduction of a re-employment system for associates who reach the mandatory retirement age of 60, the number of associates who choose to continue working has been increasing. In response, we hold “55 Career Training” for associates reaching the age of 55 to give them an opportunity to envision life and work after the age of 60 and think about how they should work during the remaining pre-retirement period.