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Approach to Human Resources
Human resources related initiatives have always formed an integral part of our CSR activities. We believe we must further develop these initiatives in connection with the realization of our Corporate Philosophy. Anticipating the ongoing diversification in the composition of our employees, we will continue to strive for greater dissemination and improvement of the frameworks, systems and environments presently utilized.
Fulfilling Our Social Responsibilities to Employees
Toyota Tsusho believes that the essence of its social responsibility is the attainment of its Corporate Philosophy and its principles concerning employees. Taking an employee perspective, we are implementing various measures to create dynamic and rewarding work environments that allow each employee to work with vitality.
Principles concerning Employees
We aim to realize our management strategies without being constrained by past experiences or preconceptions and based on the watchwords "real source," "real things" and "reality." Accordingly, from the perspective of overall optimization, the Toyota Tsusho Group will employ, cultivate and advance employees who can cooperate and lead the way to an even better future.
Key Points for Promoting CSR from an Employee Perspective
Point.1 Build environments that allow employees to work with vitality.
To enable a company and its employees to realize continuous growth, it is essential to create workplace environments and systems that make employees' work rewarding and fulfilling. With this in mind, we are devising a number of measures to build such environments and systems.
Point.2 Create frameworks for promoting constant and autonomous reforms and improvements.
We regard a company's responsibility as enabling employees to act voluntarily with an unceasing desire for pursuing reforms and improvements and self-initiative. Toyota Tsusho is building systems and frameworks that promote such actions.
Point.3 Cultivate human resources capable of responding flexibly, quickly and sincerely to changes in the environment.
The management environment is evolving at a breathtaking pace. We will work to strengthen our business functions and cultivate human resources capable of continually undertaking sincere business activities within this management environment.
Point.4 Promote teamwork with an eye toward overall optimization as an organization.
While maintaining respect for individuals, we also recognize the limitations of acting individually and are thus determined to create an organization that enables overall optimization. To do so, we believe it is essential to have a corporate culture that fosters mutual respect and ensures sufficient vertical, horizontal and diagonal communication. We are currently creating a framework for nurturing such a corporate culture.
Human Rights
In implementing various personnel measures, Toyota Tsusho places emphasis on incorporating the perspective of human rights and thus focuses closely on preventing hiring and evaluation discrimination based on nationality, gender, age, disability and religion. Also, to prevent sexual harassment and harassment due to the abuse of power, we implement thorough employee education and have established necessary systems and frameworks.
In April 2006, we established the Diversity Promotion Office within the Human Resources Department as we strive to establish an organization that allows everybody to fully utilize their capabilities while also carrying out a variety of activities to raise employee awareness of human rights.
As we undertake our business activities globally, we are expanding our operational bases in various regions worldwide, thus making it ever more essential to carry out our business activities that respect the cultures and lifestyles of people from different countries.
Sexual Harassment and Human Rights Seminars
We provide employee training not only to maintain working environments where sexual harassment and power harassment are not tolerated but also to reconfirm an awareness of the importance of mutual respect and to avoid discrimination based on nationality, gender, age, disability and religion. In addition to training for new employees every year, we are expanding the scope to include affiliated companies as well.
Personnel Systems
Overall Optimization
We emphasize "overall optimization" in all personnel-related systems from hiring to staff rotation and assignment, employee performance evaluation and education systems, and as a result, the concept of "overall optimization" is spreading throughout the Company as part of our corporate culture. Since Toyota Tsusho exists as an organization, rather than focusing on individual performance, "overall optimization" is thus based on empirical rules such as the ability to effectively make steady achievements via mutual cooperation among multiple organizations and individuals to offer stakeholders even higher added value. We believe this stance emphasizing "overall optimization" will continue to be shared as one of Toyota Tsusho's basic values in the future as well.
Features of Our Personnel Systems
Toyota Tsusho compensates employees based on their performance without bias to gender, age and nationality. From April 2006, we introduced new personnel systems, centering on our highly transparent and well-received Evaluation System, our skills-based Classification System suited to flexible job transfer assignments and human resources development, and our Compensation System that recognizes the level of employee contributions.These new types of systems play a key role in helping us realize our management philosophy and Vision and raise employee motivation.
Challenge Rotation/Open Entry System
Toyota Tsusho has introduced job rotation under the Challenge Rotation/Open Entry System. Challenge Rotation is a job-posting system covering employees who have been handling the same job for five years or longer. Challenge Rotation involves the presentation of a specific plan for an employee's desired job posting, and these employees are given preference for desired job rotations. Open Entry is a so-called internal open recruitment scheme whereby applications for desired positions are maintained with strict confidentiality until a job rotation is confirmed. This system enables departments to meet their personnel needs, while employees can find a position of their choice. Both the Challenge Rotation and Open Entry systems are implemented from the perspective of utilizing and cultivating human resources within the framework of overall optimization.
Commendation System
Every year we present commendations to organizations and individuals in Japan and overseas in recognition of their efforts to realize our corporate vision. At the presentation ceremony, the award recipients are honored for their achievements on behalf of all executives and employees. These commendations are presented for achievements covering a wide range of areas not only for executing business duties but also for obtaining various qualifications and for social contributions.
Hiring
Toyota Tsusho's hiring activities avoid discrimination based on gender, age, nationality or disability, along with focusing on fairly determining whether or not an individual's abilities, skills, motivation and aptitude are consistent with the position Toyota Tsusho seeks to fill. We strive to conduct hiring activities that avoid discrimination and prejudice and conduct human rights training for those in charge of hiring.
Human Resources Development
Basic Stance on Human Resources Development
Toyota Tsusho implements a diverse range of training programs with the aim of cultivating human resources capable of exemplifying the keywords of The Toyota Tsusho Group Way: "real source, real things, reality," "commercial spirit" and "team power." Through these training programs, we raise the skill levels of individual employees and simultaneously focus on cultivating personnel who can share information and cooperate from the perspective of overall optimization.
Main training programs include the Innovation Leader Cultivation School, which nurtures an entrepreneurial spirit for the creation of new businesses and a mindset for strategic business and management, as well as our rank-based group training that strives to foster a shared awareness of problems from the perspective of overall optimization.
For younger employees, we have established Practical Knowledge Courses and implemented an array of training programs for studying business skills and various frameworks. At the same time, to further support employee self-education, we implement a host of other measures in response to employee needs, including providing subsidies to cover course fees for correspondence courses and for outside schools.
Additionally, we provide this training and self-education support to employees at Toyota Tsusho's affiliated companies as part of efforts to raise the quality of human resources training throughout the entire Toyota Tsusho Group.
Overseas Foreign Language Study
Toyota Tsusho provides education to cultivate employees capable of anticipating needs arising from businesses activities. A prime example of such education is the Overseas Foreign Language Study System. Following one year of language study at an overseas university or language education institution, participating employees undergo approximately three months of practical training under the guidance of a representative stationed at the local overseas office or subsidiary. Thus, this system functions as a program that not only offers language study opportunities but also enables participants to experience local customs and cultures. It serves as a highly effective system for cultivating staff who will be posted overseas and also plays an important part in promoting career development and rotations for individual employees.
Cities where employees were sent for training in fiscal 2010
Buenos Aires (Argentina)/ Saint Petersburg (Russia)/ Port Alegre (Brazil)/ Beijing (China)
Creating Value through Diverse Human Resources
Established in April 2006, the Diversity Promotion Office operates according to the concept of promoting diversity that "aims for the creation of new value through an organization where everybody is empowered regardless of gender or age." The office's activities center around providing support for promoting increased roles for women, supporting greater participation in the workplace by people with disabilities and assisting employees in achieving a balance between the demands of work and home.
Promoting Increased Roles for Women
In fiscal 2010, we continued to conduct integrated training across different ranks for administrative staff to promote increased roles for women as well as long-term practical career training spanning nine months. We are also participating in the Chubu Diversity Net* seminar held for various industries and working to create a network of female professionals that extends beyond our industry through activities that include cross-industry interchanges in Tokyo. Toyota Tsusho also encourages female employees to think about their own career path through training and various other means. These activities were honored this fiscal year with the excellence award accrediting enterprises that promote increased roles for women in Nagoya City.
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Measures to Support a Good Work-Life Balance
The number of people taking child-care leave is increasing due to enhancements to these as well as work-life support systems such as reduced work hours for employees with child-care responsibilities (total of 109 people up until fiscal 2010). Toyota Tsusho has also permitted males to take child-care leave since fiscal 2008 (total of four males up until fiscal 2010). We will continue encouraging men to take this leave. An event introducing the Company to employees' families entitled "Welcome to Toyota Tsusho" has been held since 2004. The fifth such event is planned for 2010. In this way, we will continue actively supporting such child-care initiatives.
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Health Management
Time Management
To ensure that employees can work with a sense of well-being, Toyota Tsusho makes efforts to promote the health management of its employees. In keeping with these efforts, we introduced a work monitoring system for ascertaining the working hours of all employees. Under this system, we require employees working overly long hours to meet with an industrial physician and also provide these employees with information and advice on health management and maintenance.
We are also promoting flexible work hours through the introduction of a flex-time system company-wide.
Regular Health Examinations and Mental Health Measures
We provide annual health examinations for all employees, check-ups for adult diseases for employees aged 30 and above, and health checks for employees posted overseas prior to their departure and upon their return. Toyota Tsusho also actively collaborates and interacts with employee labor unions for this type of employee health management. To help combat the recent uptrend in incidences of mental illness, we utilize IT in implementing stress checks of all employees to ascertain the degree of their workplace stress. We also offer employees information such as mental health improvement measures and have set up consultation counters.
Global Human Resources
The percentage of overseas business is increasing annually for Toyota Tsusho with the number of overseas employees now surpassing 20,000 on a consolidated basis. In response to these circumstances, we are sharing our Corporate Philosophy, values and objectives on a global scale, developing personnel who can manage overseas business entities and establishing a personnel system that aims to create a motivating workplace for everyone.
As a first step, we are working to share VISION 2015 and The Toyota Tsusho Group Way, which outlines the values of the company, based on a fundamental stance of respecting diverse values among our employees around the world. We are also cultivating the awareness that each employee is a member of the Toyota Tsusho Group. We are working on unifying the components that make up our personnel system at key overseas business entities and are engaged in selective training of human resources. Specifically, we have conducted a selective training program called the Leadership Development Program (LDP) since 2007 for executive-level personnel, and are working to secure and cultivate outstanding human resources worldwide, beginning with the development of personnel with superior management capabilities. Seminars have also been held for personnel at headquarters concerning different cultures, business management, compliance and other topics in an effort to better address the management of a growing number of overseas business entities.
In order to cultivate global human resources, the Human Resources Department is working on a framework that will enable response in English and Chinese at the headquarters, and has stationed seven employees overseas to reinforce its network of people in charge of human resources in 24 main countries. Since 2005, six human resources managers from overseas subsidiaries have been sent to the main headquarters for a period of six months to a year to deepen mutual understanding.
Training of people in charge of Human Resources |
LDP (Leadership Development Program) Seminar |
Crisis Management
Toyota Tsusho undertakes various initiatives aimed at protecting the health and safety of employees and their families in Japan and overseas.
Of particular note, prior to their departure we hold seminars for employees and family members who will be dispatched overseas where living environments differ from country to country. Through such seminars, we strive to foster a deeper employee awareness of the importance of health management that encompasses mental health and their own personal safety. Following the departure of employees to overseas destinations, we work to promote mutual information exchange and ascertain local circumstances by providing information on safety and health and medical care.
Moreover, Toyota Tsusho has established a structure enabling rapid response to emergency situations by setting up a crisis management headquarters to respond to contingencies as well as by forming affiliations with emergency medical service companies.
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