Safety Promotion Activities

We aim to create and instill a culture of safety as part of our aim to ensure a workplace characterized by "zero accidents" and "zero danger." In addition to its Group companies, Toyota Tsusho conducts safety activities spanning its entire value chain, including business partners and investees.

Basic Stance

We encourage safety management that includes Group companies and suppliers.

Toyota Tsusho has consistently engaged in accident and disaster prevention activities since the Safety Management Office (reorganized into the Safety & Global Environment Management Department in 2007) was established in 1980. In fiscal 2010, the department conducted activities themed on eliminating situations that can lead to major accidents, ensuring the provision of thorough guidance on safety to logistics companies and suppliers, and providing guidance to management general supervisors.

In fiscal 2011, we will add two new themes: "safety awareness transformation and speed," and "making independent entities more ‘ visible.'" The second theme is aimed at ensuring that Group companies conduct safety activities of their own accord. These themes are linked to further enhancing our safety management systems, as well as building and instilling a culture of safety.

Toyota Tsusho

We strive to identify issues and implement measures that will allow us to achieve zero major accidents and reach our work stoppage rate* target.

At its business sites in Japan and overseas, Toyota Tsusho conducts plant inspections, whereby top-level management and the leaders of business divisions take the initiative in checking safety. We also conduct "plant safety diagnoses," which involve reviews of 10 items, including the management structure, the status of occupational health and safety committee activities, and the annual activity plan's implementation status. Furthermore, we perform risk assessments in an effort to prevent accidents from occurring. These activities enable us to identify issues and implement countermeasures.

In fiscal 2010, we had no major accidents. Our target work stoppage rates were 0.13 in Japan and 0.7 overseas. We also conducted plant inspections at 305 sites in Japan and overseas. We carried out plant safety diagnoses at 91 locations and risk assessments at 123 sites. A number of improvements were introduced based on the issues that came to light through these activities. For instance, worker areas and forklift travel areas were divided and identified with different colors, and vehicle parking locations were identified. Although we succeeded in achieving no major accidents, our work stoppage rate in Japan was up from the preceding year.

Recognizing that many accidents occur as the result of risks that have not been identified or incomplete procedural manuals, in fiscal 2011 we will conduct a thorough review of procedural manuals as part of our risk assessments. By making the manuals easier to read, we will strive to ensure that we will again have no major accidents or residual disabilities, as well as reaching our work stoppage targets.

  • * Work stoppage rate: an indicator of accident frequency. The calculation is based on the number of accident-related casualties per 1 million working hours. 
                         Number of deaths and injuries due to accidents
Work stoppage rate = ---------------------------------------------- ×1,000,000
                                     Total work hours

Number of Incidents/Accidents and Work Stoppage Rate

  

Work Stoppage Rate at Group Companies Operating Factories (Fiscal 2010)

  Metals Energy Others
Target companies 15 5 17
Employees 1,111 660 3,382
Stoppage rate 0.44 1.64 0.95

Business Partners

Our efforts to improve safety management include the formation of a Safety and Health Cooperation Council comprising approximately 550 suppliers.

Through the cooperation of approximately 550 suppliers, we have formed the Safety and Health Cooperation Council, an organization that seeks to prevent accidents.

The participating companies are segmented by area of specialization. They hold regular conventions, as well as study sessions, to share information related to safety management and trends on the indication of non-conformance. In fiscal 2010, we conducted training for construction supervisors, as well as for drivers who deliver products. To boost the level of management, we also conducted safety management training for executives.

Investees

We conduct safety reviews of business investments at the planning stage to ensure construction safety.

For business investments that involve construction, Toyota Tsusho works to ensure safety from the planning stage. The Safety Promotion Group of the Safety & Global Environment Management Department strives to ensure that construction is completed without any accidents or disasters.

To this end, the group ensures that the five elements of the safe construction cycle are operating properly, thereby fulfilling our duty as a contractor to take safety into consideration.

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