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Toyota Tsusho strives to be a company where all people can make a contribution, regardless of gender, age or disability.
We also have systems in place to enable employees who are raising children to balance work and child-rearing.

Basic Stance

We have in place a variety of systems to meet our goal of being an organization that empowers many people with different abilities.

In April 2006, Toyota Tsusho established the Diversity Promotion Office, which spearheads our effort to create a workplace that welcomes diversity, under the concept of "establishing an organization that allows everybody to fully utilize their capabilities without discrimination on the basis of gender or age and to create new value."

We take a varied approach toward creating a working environment that is comfortable for all employees. Our approach includes expanding our systems to support a work–life balance, provide training for women to develop their careers, promote the employment of people with disabilities, rehire retired workers, and promote diversity in a host of other ways.

Encouraging Female Workers

Our career development support includes offering nine-month practical career training.

Toyota Tsusho has a number of initiatives in place to promote increased roles for women.

We assist women in their career decisions by offering rank-based group training for female administrative staff^*1 and long-term, nine-month practical career training. We also participate in the Chubu Diversity Net^*2 seminar held for various industries and are working to create a network of female professionals that extends beyond our industry through activities that include cross-industry interchanges in Tokyo.

• *1 Administrative staff: Personnel who handle backup operations or routine tasks in a specific region.
• *2 Chubu Diversity Net: A volunteer organization established through an alliance of companies in the Chubu region to encourage corporate cultures that recognize and respect diversity among human resources by sharing information and initiatives. Toyota Tsusho is one of the lead companies.

Work–Life Balance

We have systems in place to help employees balance work and life.

Female Employees (Toyota Tsusho, non-consolidated)(FY)

	2005	2006	2007	2008	2009	2010
Employees	2,236	3,105	3,065	3,120	3,267	3,499
Female employees	508	671	653	661	728	950
Percentage of female employees	22.7%	21.6%	21.3%	21.2%	22.3%	27.2%
Percentage of female employees who are married	-	-	-	32.8%	33.2%	29.8%
Percentage of female employees with children	-	9.4%	11.7%	12.9%	14%	12.7%

People Taking Child-Care Leave (Toyota Tsusho, non-consolidated)(FY)

	2005	2006	2007	2008	2009	2010
Female employees	15	18	17	27	24	37
Male employees	0	0	2	2	0	4

Overview of Systems to Help Achieve a Work–Life Balance by Supporting Childbirth and Child Care (Toyota Tsusho, non-consolidated)

Employing People with Disabilities

We aim to provide a workplace where able-bodied people and people with disabilities can work together in a pleasant environment.

We aim to provide a workplace in which people with disabilities and able-bodied people can work together harmoniously. To this end, we have installed Braille instructions

on elevators and toilets and provide barrier-free facilities.

We have also set up Toyotsu Office Service Corporation as a special subsidiary* under the Disabled People Employment Promotion Act, to encourage the hiring of employees with disabilities.
As one move to increase our welfare offerings and promote the employment of people with disabilities, we have established in-house massage facilities with nationally certified practitioners of Amma massage. We have introduced a health maintenance system to support the hiring of people with visual disabilities.

• * Special subsidiary: A subsidiary that, subject to certain requirements, is considered jointly as a single operating location for the purposes of calculating the parent company's percentage of employees with disabilities.

Rehiring Retired Workers

We offer systems that meet diverse needs.

Toyota Tsusho has set 60 as its mandatory retirement age. However, in fiscal 2006 we set up a system for rehiring former employees who wish to work after retirement.

Under this system, employees who wish to be rehired take a one-month vacation prior to being rehired. Our system for rehiring retired workers is flexible and meets diverse requests such as reduced working hours.

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