Promoting Diversity

Basic Policy

As the business environment undergoes continuous change and customer needs diversify, Toyota Tsusho respects and acknowledges differences such as gender, age, and nationality, based on a confidence that actively using those differences will enhance the dominance of the entire group, we promote D&I as a management strategy. We reviewed existing job categories based on the details of work and introduced programs that allow all employees to select from among diverse career paths. In 2020, we also received Platinum Kurumin certification from the Ministry of Health, Labour and Welfare as a company that supports childcare, and we are working to enhance work–life balance by encouraging employees to take paid vacation leave and urging male employees to take childcare leave.
We are also introducing reforms, such as flextime, morning work schedules, and telework, as well as on-site measures for the Ikiwaku Project (Organization Development), which reviews work practices, to shift toward having a flexible and highly productive organization, foster an environment and corporate culture in which diverse personnel can work with passion, and raise individual awareness.
In addition to these efforts, the CEOs of each sales division set targets for diversity and inclusion initiatives, report on progress and results at the Executive Officers Meeting and the Board of Directors, and introduce systems that reflect assessments according to the results.

Toyota Tsusho's Diversity & Inclusion

1. Definition

The Toyota Tsusho Group respects all manners of human diversity and seeks to actively leverage diversity to ensure that the group is able to address constantly changing business environments and diversifying customer needs in building a competitive advantage.

Diversity

A state in which diverse human resources with varying attributes such as nationality, race, age, gender and other factors (personality, values, etc.) exist.

Inclusion

A stance that enables everyone to participate equally in an organization and be empowered to use their capabilities to the fullest, regardless of those varying attributes.

2. Four themes of Diversity & Inclusion

Toyota Tsusho has expanded its business together with a variety of partners including the merged Kasho Company, Ltd. and Tomen Corporation, group companies, and CFAO S.A. This domain spans the globe and a variety of fields and has roughly 50,000 group employees working globally. It is increasingly important that we flexibly respond to a further diversifying and more complex business environment and customer needs and respect diverse cultures, corporate cultures and values as we go about leveraging diversity to achieve sustainable growth and produce a wide range of ideas and synergies. With that in mind, we are now dealing with four themes on a priority basis.

  1. 1.Expand opportunities for diverse human resources to thrive
  2. 2.Foster a corporate culture that makes the most of diversity to create value
  3. 3.Support achievement of both work-style improvements and a better work-life balance
  4. 4.Change people's mindset

Initiatives for Broad-based Black Economic Empowerment (B-BBEE)

Toyota Tsusho operates in the Republic of South Africa; under its Broad-based Black Economic Empowerment (B-BBEE) program, the South African government encourages overseas companies to strengthen their partnerships with companies in which black South Africans own a stake.

Related Links

※ B-BBEE seeks to promote the economic empowerment of black South Africans by scoring companies and organizations on their contributions to improving the economic position of black South Africans, and rating them from Level 1 (the best) to Level 8, or non-compliant.

Expanding opportunities for a diverse workforce

Toyota Tsusho is striving to expand the range of assignments and opportunities for a diverse group of employees. In Japan, we are taking initiatives to ensure that women are given ample opportunities, while overseas, we support that approach of IS0 26000, which seeks to maximize contributions to the sustainable development of regions and countries where we conduct business. We strive to achieve coexistence and mutual prosperity with local communities by developing human resources and proving stimulus to local society and economies through the creation of jobs and local procurement.

1. Promoting active roles for female employees

Action plan based on the Act on the Promotion of Female Participation and Career Advancement in the Workplace

By formulating an action plan and continuously working toward the achievement of that plan, each and every employee, including women, realizes a diverse work-life balance while maximizing their abilities. We will promote the creation of a work environment where we can influence each other and evolve as a team.

Female Manager Ratio

5.0% (As of April 2020)
Since fiscal 2017, we have implemented a training program for female managerial candidates and sent selected employees to the University of California San Diego.
In addition, under a mentoring system launched in fiscal 2016, with the aim of fostering and increasing the number of female next-generation leader candidates, the managers of other headquarters serve as mentors to raise career awareness, expand horizons, and deal with issues from a different perspective than the employees’ supervisors. This system provides support and networking inside and outside the company. Also as of the end of March 2020, seven pairs of employees participated in mentoring for female employees who are candidates to become next-generation leaders (mentees), with line general managers from different headquarters serving as mentors.

Certification Regarding Promotion of Active Roles by Women

●Platinum Kurumin

We completed the action plan formulated and submitted in accordance with the Act on Advancement of Measures to Support Raising Next-Generation Children, and have continuously received "Kurumin" certification since 2007. We also certified received "Platinum Kurumin" certification from the Ministry of Health, Labor and Welfare as a company that provides an even higher level of support in March 2020.

●Eruboshi Certification

In July 2016, we received "Eruboshi (Certification Stage 2)" certification from the Ministry of Health, Labor and Welfare pursuant to the Act on Promotion of Women’s Advancement as a company that meets certain standards and has excellent conditions regarding promotion of active roles by women.

Percentage of Female Employees
Scope of calculation: Toyota Tsusho Corporation
For every year, as of April 1
Proportion of females in managerial positions
Scope of calculation: Toyota Tsusho Corporation
For every year, as of April 1

2. Global human resources development and advancement

In recent years, we have rapidly expanded our business outside Japan. It has never been more important for us to share our corporate philosophy, values, corporate vision, and medium-term goals with employees around the world.
We are developing local trainers who can implement training programs in countries around the world to raise understanding of and instill our Vision and Toyota Tsusho Group Way throughout the Group. We are also inviting employees of overseas Group companies to training programs for fixed terms in Japan to build business knowledge and skills while developing a broader perspective of the Group’s entire business. In addition, in order to nurture human resources that will become future managers of the Toyota Tsusho Group, employees from Japanese and overseas Group companies are, like their Toyota Tsusho counterparts, also being selectively trained.
In this way, we carry out optimal personnel distribution and assignments at all our bases worldwide.

<Creating jobs in the community>

In 2014, Toyota Tsusho established the Toyota Kenya Academy in Nairobi, Kenya. The academy is a training center open to members of the local community. It not only provides technical training for automotive, construction, and agricultural equipment, but also implements leadership training.
Through its scholarship programs, the Academy has provided support for the development and further education or more than 1,000 young people.

Creating Employment Opportunities for Women in India—Challenges in the Field of Unprecedented Employment of Women—

Toyotsu Ambika Automotive Safety Components India Private Limited (TASI) manufactures airbags in the suburbs of the capital city Delhi in India*, which has a low female labor participation rate. The company is garnering attention for enabling the active involvement of female employees.
TASI has worked to create an environment where women can work with peace of mind by installing air-conditioning in its plants for employee health and safety, providing transportation buses and dorms exclusively for female employees, and enhancing its educational package including fundamental action in the workplace and overseas on-the-job training. The company has also worked to address the issues of employment opportunities for women and work disparities by building relationships based on trust through company tours for the families of employees and other measures.
As a result of these efforts, the company has created a workplace with 100% women production workers. Through these initiatives for the active and regular employment of women, Toyota Tsusho will continue to support social advancement in developing countries by giving due consideration to human rights and creating healthy work environments.

* World Economic Forum, national ranking of Economic Participation and Opportunity for Women: India was ranked 142 out of 149 countries.
World Bank, labor force participation rate by women (2017 global standard value: approx. 49%), India: Approx. 27%; declining since peaking in 2005.

Fostering corporate awareness and culture

Organizational cultures are typically built around conventional personnel schemes, traditional work styles found to be successful in the past, and communication styles designed for giving instructions and orders. These cultures can sometimes stand in the way of creating new organizations and workplaces.
We are in an era where, to respond to rapid changes in the environment as well as diversity and uncertainty going forward, people with different experiences and backgrounds must share and understand each other’s dreams and visions to produce results as an organization. For this reason, achieving D&I is the key to the growth of the company.
To foster the awareness and culture necessary for this, Toyota Tsusho has been implementing an initiative called “Ikiwaku Project” since the fiscal year ended March 31, 2015. This project is carried out in small units—rooms and groups—and the members themselves decide the theme and work together for the growth of the organization, but as long as the following four rules are adhered to, anything goes. This is an activity that respects spontaneity, and from various initiatives are born, such as initiatives for new workstyles and study sessions for thinking about new businesses.

(4 rules)

  • Share “your ideal self”
  • Everyone must share their opinions
  • Accept different ideas and values
  • Build consensus, cooperate, and co-create

Through this project, we aim to foster an awareness and culture in which employees work on things willingly and on their own initiative while accepting diversity of values.
From 2019, we will start expanding this activity beyond just one company to all Group companies with the goal of achieving D&I across the Group.