Structure
| Personnel Systems | Human Resource Development | |
| Respect for Human Rights | Health and Safety Management |
Personnel Systems
Personnel are one aspect of "overall optimization," a core value that we pursue in our effort to provide higher value to our stakeholders. To put our Principles concerning Employees into practice, we strive to be fair in our employee performance evaluations. We also have systems in place to respect employees' proactive job goals.
Basic Stance
We work to conduct employee performance evaluations that are fair and performance-based.
Toyota Tsusho considers "overall optimization" a core value that relates to all personnel activities, including hiring, training, evaluation and rotation. To exist as an organization and provide greater value to stakeholders, Toyota Tsusho believes that in addition to boosting individual performance, cooperation from multiple organizations and human resources is essential.
Toyota Tsusho strives to evaluate employees based on their performance, without bias to gender, age or nationality. When determining performance levels each year, we require interviews with the person conducting the evaluations. We also hold coordination meetings at various stages of the process of deciding evaluations to ensure that employees are assessed from multiple perspectives.
Similarly, we work to ensure fair and results-based systems of employee classification, compensation and rotation.
Challenge Rotation
We boost employee motivation toward their jobs by meeting their posting requests.
Toyota Tsusho has in place a Challenge Rotation system, whereby the Company seeks to encourage high levels of job motivation by meeting employees' requested postings.
Challenge Rotation is a system through which we give job-posting preference to employees who have indicated a specific desire to obtain specific postings. The system is available to employees who have been handling the same job for five years or more and involves the presentation of a specific plan for an employee's desired posting. In fiscal 2010, 13 employees took advantage of this system.
Commendation Systems
Awards are available to employees who demonstrate success above and beyond their expected levels of performance.
Commendations awarded to organizations and individuals in Japan and overseas for success in realizing our corporate vision
Every year, we present commendations to organizations and individuals in Japan and overseas in recognition of their efforts to realize our corporate vision.
Awards are not limited to job performance by individual employees. Organizations achieving high levels of operating performance may receive the GV Award*, individuals who acquire Company-recommended certifications receive a commendation for obtaining qualifications, and individuals volunteering to make social contributions can receive a commendation for social contribution.
- * GV Award: Name derived from Toyota Tsusho's flagship message, "G'Value with you"
Principal Commendation Systems and Fiscal 2010 Award Recipients
| Name | Target | Recipient |
|---|---|---|
| GV Award | Organizations achieving high levels of operating performance | 40 organizations |
| Commendation for obtaining qualifications | People obtaining Companyrecommended qualifications | 191 people |
| Commendation for social contribution | Individuals volunteering to make social contributions | 43 people |
| Excellence award for proposing improvements | Individuals successful in making operational improvements | 32 people |
System for Improving Labor–Management Cooperation
We engage in regular dialog with the labor union and seek to maintain a positive and cooperative relationship.
Labor union-sponsored Christmas party
Approximately 70% of the Company's employees, or 2,427 people, belong to the Toyota Tsusho Labor Union. Each year, labor union representatives meet with executives in charge of human relations approximately 10 times, convening the Personnel System Evaluation Committee to discuss personnel systems and other aspects of a work–life balance.
Based on a cooperative relationship with the labor union, Toyota Tsusho encourages joint lectures featuring external instructors and contributes to an annual Christmas party sponsored by the labor union.
Human Resource Development
To put The Toyota Tsusho Group Way into practice, we work with Group companies in Japan and overseas to develop individuals who can help develop the Company's business on a global stage.
Basic Stance
We work to develop human resources that will put The Toyota Tsusho Group Way into practice.
Toyota Tsusho implements a diverse range of educational and training programs to develop personnel capable of exemplifying the keywords of The Toyota Tsusho Group Way: "commercial spirit," "real places, things and reality" and "team power" and raise employee skill levels. Furthermore, we focus on personnel who can share information throughout the Company and cooperate from the perspective of overall optimization.
Education and Training
We offer numerous opportunities for training and selfeducation to help employees improve their skill levels.
Our Innovation Development Leader School, which targets young and mid-level employees, is designed to nurture an entrepreneurial spirit for the creation of new business. To maximize overall organizational performance from the perspective of overall optimization, we offer rank-based group training to employees in their fifth year at the Company and newly appointed executives. In addition, we have established Practical Knowledge Courses for younger employees and implemented an array of training programs for studying business skills. We also support employee self-education by providing subsidies to cover course fees for correspondence courses and outside schools.
Additionally, we provide this training and self-education support to employees at Toyota Tsusho's Group companies as part of efforts to raise the quality of human resources training throughout the entire Toyota Tsusho Group.
We have put in place an overseas language study program to enable employees to learn about local cultures and business customs.
With Chinese university classmates at training site
As a trading company, Toyota Tsusho posts employees to overseas assignments on a frequent basis. To help develop employees who can handle such postings, we have put in place an Overseas Foreign Language Study system for personnel in charge of specific tasks* who are in at least their second year of employment.
Following one year of language study at an overseas university or language education institution, employees taking advantage of this system undergo approximately three months of practical training under the guidance of a representative stationed at an overseas branch or local office. This system functions both as a program that offers language study opportunities and enables participants to experience local customs and culture. It serves as a highly effective system for developing staff who will be posted overseas and also plays an important part in promoting employee career development and job rotations.
- * Personnel in charge of specific tasks: Employees who may be relocated to different regions. Also called career-track employees.
People Dispatched Overseas for Foreign Language Study and Their Study Locations (Toyota Tsusho, non-consolidated)
(FY)
| Location | 2008 | 2009 | 2010 |
|---|---|---|---|
| Buenos Aires (Argentina) | 0 | 1 | 1 |
| Cairo (Egypt) | 0 | 0 | 1 |
| Mexico City (Mexico) | 0 | 0 | 1 |
| Beijing (China) | 1 | 1 | 1 |
| St. Petersburg (Russia) | 0 | 1 | 0 |
| Porto Alegre (Portugal) | 2 | 1 | 0 |
We are promoting the advancement of executive-level personnel overseas.
Leadership Development Program
In recent years, our overseas business ratio has increased, and the need has grown to share our Corporate Philosophy, values and objectives globally. Accordingly, Toyota Tsusho is stepping up its efforts to train personnel hired locally at overseas branches and companies in The Toyota Tsusho Group Way and VISION 2015.
We also work to develop personnel into managers at overseas business units. We have made the personnel systems at our primary business units consistent and introduced the Leadership Development Program for executive-level personnel. At the same time, at headquarters we offer training for employees prior to being posted overseas to make their transition to conducting business overseas as smooth as possible.
Our Human Resources Department at headquarters dispatches its members overseas to handle local human resource requirements. The department is also working on a framework that will enable it to respond in English and Chinese. Since 2005, human resource managers from overseas subsidiaries have been sent to headquarters for a period of six months to a year. This initiative helps to develop human resources and promote Group solidarity in Japan and overseas.
Respect for Human Rights
We promote employee awareness of respect for human rights through seminars that are designed to respect employee diversity and create a work environment that is fair and does not discriminate on the basis of gender, age, nationality or disability. We have also set up a consultation counter specializing in harassment issues.
Basic Stance
We strive to ensure respect for human rights, based on our Behavioral Guidelines.
Toyota Tsusho's Behavioral Guidelines state that we will "respect people, and create an active workplace worth working in."
In keeping with this principal, we prohibit discrimination on the basis of gender, age, nationality or disability and encourage the respect for human rights.
Consultation Counter
We have set up a consultation counter specializing in harassment issues.
Awareness poster
In fiscal 2002, we set up a consultation counter to handle issues related to sexual harassment, power harassment and discriminatory language.
In fiscal 2010, this desk handled five cases, which we resolved through cooperation from the Company's in-house counsel.
Training and Awareness Activities
We conduct training and other initiatives to boost employees' human rights awareness.
To increase employees' awareness of human rights, we conduct training activities, centered on the Human Resources Department. The Sales Division and Human Resources Department jointly conduct harassment seminars, which are attended by nearly all Toyota Tsusho employees. In fiscal 2010, we extended the scope of these seminars to include affiliated companies.
We also conduct human rights and harassment training for new employees, as well as diversity training for new group leaders.
Fair Hiring
Personnel in charge of hiring undergo human rights training and recruit in an unbiased manner.
Toyota Tsusho's hiring activities avoid discrimination based on gender, age, nationality or disability, instead focusing on fairly determining whether an individual's abilities, skills, motivation and aptitude are consistent with the position Toyota Tsusho seeks to fill.
To prevent discrimination and prejudice in our recruiting, those in charge of hiring are required to undergo training on human rights.
Health and Safety Management
We encourage regular management and provide information to help employees remain physically and mentally healthy as they work.
Routine Health Checks and Mental Health Activities
We help employees maintain their physical and mental health through routine health checks and stress tests.
Mental health guidebook
Toyota Tsusho cooperates with its labor union to help employees manage their physical and mental health. 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.
In addition, to prevent the onset of mental health conditions employees undergo stress checks, which may be followed up with examinations by industrial physicians or discussion with consultation counter staff.
Time Management
We manage time appropriately to prevent health damage due to long working hours.
To prevent employees from damaging their health due to long working hours, Toyota Tsusho has introduced a work monitoring system to ascertain the working hours of all employees. This system provides bimonthly checks of overly long working hours.
Under this system, employees designated by the Human Resources Department as working overly long hours are required to meet with their superiors, and the detailed response requires direct improvements.
In fiscal 2010, we introduced the First of the Month Paid Holiday Movement to encourage employees to take paid vacation time.
Seminar Prior to Overseas Assignment
We offer a seminar to boost overseas risk management capabilities.
Seminar prior to overseas assignment
Toyota Tsusho holds seminars for employees and their families prior to overseas postings to help them understand such important topics as ensuring their own physical safety and managing their mental health. During the three years from fiscal 2008 through fiscal 2010, approximately 110 people per year participated in these seminars.
In addition, after being posted overseas employees are provided on an as-needed basis with safety, health and medical information. We also have a system in place whereby a division is designated to enact measures in the event of an emergency and quickly ensure the employee's safety.
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