Human Resources Initiatives

Principles concerning employees

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 and "On site, Hands on, In touch." Accordingly, from the perspective of overall optimization, the Toyota Tsusho Group will employ, develop and advance employees who can cooperate and lead the way to an even better future.

As we conduct business on a global scale, we support respect for and ensuring human rights and freedoms as set forth in the Universal Declaration of Human Rights and the United Nations Guiding Principles on Business and Human Rights, have expressly provided for respect for human rights in the Global Code of Conduct & Ethics (COCE), and place emphasis on consideration for human rights.Furthermore, we have totally agreed to the concept of ISO26000 which encourages the maximized contribution for sustainable development in each region and country where we conduct businesses and projects. With the local employment and the local procurement, we endeavor to co-develop with every region through human resources and to invigorate regional society and economy. We have established rules prohibiting forced labor, child labor, and labor at improperly low wages and endeavoring to eliminate improper employment and to pay wages that exceed minimum wages in compliance with the labor laws and regulations of each country.
The Toyota Tsusho Group promotes diversity and inclusion as a management strategy. We are striving to create work environments that bring out the strengths of diverse personnel by undertaking reforms to implement more flexible and productive ways of working.
We are also working to develop human resources that can create business on a global scale and human resources that can achieve success in the global market while providing occupational training opportunities to local communities, and we actively developing human resources within and outside the company that are valuable to and contribute to society.

Point1:Build an environment that allows employees to work with vitality.

To enable a company and its employees to realize continuous growth, it is essential to create a workplace environment and systems that make employees' work rewarding and fulfilling. With this in mind, we are devising a number of measures to build such an environment and systems.

Point2:Create frameworks for promoting constant and autonomous reforms and kaizen.

We regard a company's responsibility as enabling employees to act with self-initiative, with an unceasing desire to pursue reforms and kaizen (continuous improvement). Toyota Tsusho is building systems and frameworks that promote such actions.

Point3:Develop human resources with curiosity and interest in the global management environment and capable of responding flexibly, quickly, and sincerely to changes in the environment.

The management environment is evolving at a breathtaking pace. Even so, we will work to strengthen our business functions and develop human resources capable of swiftly undertaking sincere business activities.

Point4:Promote teamwork with an eye toward overall optimization as an organization.

We are building organizations that enable overall optimization by respecting individuality and including diversity. 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 such a corporate culture.

Human resource management

1.Basic stance

Toyota Tsusho's basic value is of "the greater good" , taking all system relating human resource such as hire, education, perfomance-appraisal and rotation in to account. This is based on strong belief that it is inevitable not only to increase indivisual perfomnace but collabarate among organizations and personnels with so as to provide stakeholders with our immense added values.
Toyota Tsusho Corporation strives to perform fair employee evaluations based solely on performance and without bias to gender, age or nationality. When evaluating performance levels each year, we require interviews between the employee and the evaluator. We also hold modification meetings at various stages of the process of performing evaluations to ensure that employee performance is assessed fairly from multiple perspectives.
Furthermore, regaridng level and remuneration system, both of which are of basis for human resource, and personnel chagnes likewise, Toyota Tsusho strives to be as fair as it can based on performances. Since fiscal 2015, we have continually provided e-learning courses on employee evaluation feedback to all first-tier evaluators to raise employee awareness and understanding.
In fiscal 2019, we expanded evaluator training and renewed the content to achieve clear goal setting agreements and improved quality of feedback that contributes to growth. In addition, evaluation feedback is performed by conducting a questionnaire to verify feedback skills.

2.Challenge Rotation

We strive to assign employees to their preferred departments as a way to raise motivation.
Toyota Tsusho has a Challenge Rotation system, arranged by the Human Resources Department, under which every effort is made to assign employees to their desired department. There is also a Challenge Post system, under which applicants are assigned to departments according to organizational needs.
In the fiscal year ended March 31, 2020, we received 41 applications for Challenge Rotation, with 3 applicants successfully utilizing the system; we also received 48 applications for Challenge Post, with 13 applicants actually changing departments.

3.Commendation systems

We present commendations to organizations and employees contributing to the realization of our corporate vision, judging their achievements from diverse perspectives.

Toyota Tsusho Group Awards Ceremony

We hold annual awards programs to recognize organizations and employees, both in and outside Japan, doing exemplary work to achieve the corporate vision. From among those awards, organizations are further selected for the "Best Division Award," "Vice President's Award" and "President's Award."

At the awards presentations for the fiscal year ending March 31, 2020, the President's Award was awarded to "Rainbow Project: Acquisition of shares in South Africa Unitrans Motor Group" and all involved people who, via cooperation with Group companies, demonstrated Toyotsu Core Values by contributing to stable, long-term profits and the resolution of social and environmental problems.

Human resource development

1.Basic stance

We develop human resources who can practice the Toyota Tsusho Group Way.

Toyota Tsusho implements a diverse range of educational and training programs that lead to steady career development, and we support self-development activities in order to develop personnel capable of practicing the keywords of the Toyota Tsusho Group Way: "Shokon (A Passion for Business)," "Genchi, Genbutsu, Genjitsu (On site, Hands on, In touch)" and "Team Power (Teamwork)" and to raise employee skill levels.
We are striving to foster a corporate culture that encourages co-creation through the activities of a diverse workforce. Within this culture, we are prioritizing the development of employees capable of launching global businesses and management talent capable of building relations with counterparts at global leading companies.

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2.Education and Training

We devise training programs to develop global human resources along three axes.

Our employees are trained to manage business on a global scale and acquire the skills necessary to create new business. These competencies are developed along the three axes of "global," "business professional," and "Toyota Tsusho Group Way leadership." We have created rank-based training systems to ensure that employees can develop these competencies in stages over their careers.
To develop a global competency, employees first attain English-language skills and then receive cross-cultural communication and business management training to enhance their ability to work with people from different cultures. These training programs are provided as part of rank-based training and prior to overseas appointments.
To develop professional business skills, employees take part in various programs based on their individual needs, including Innovation Leader Incubation Institute ("I.I.I.") for launching new business, along with practical knowledge seminars, open-enrollment business skill classes, and e-learning courses.
To develop Toyota Tsusho Group Way leadership, all rank-based training is founded on the principles of the Toyota Tsusho Group Way. A corps of global trainers developed at sites around the world deliver this core curriculum. The training program also includes liberal arts courses on history, religion, philosophy and other topics designed to deepen employees' understanding of underlying issues and help shape them into well-grounded, thoughtful leaders.

We are developing global management staff capable of exerting leadership in international business.

Amid the wave of globalization in recent years, we have recognized a greater need for human resources who can engage with global partners on equal terms and earn the respect of their colleagues. To nurture this kind of global management talent, we have also developed selective training program. The Global Advanced Leadership Program (GALP) is our top global management training program developed in partnership with leading business schools in and outside Japan. Employees from Toyota Tsusho and from Group companies in Japan and overseas assemble for an approximately six-month long training course to hone leadership skills in a truly international environment.
One step below GALP is the Leadership Development Program (LDP), which takes as its theme the resolution of regional and national issues. The program seeks to nurture human resources that will go on to manage the Group in the future.
As a trading company, Toyota Tsusho posts employees to overseas assignments on a frequent basis. To further develop employees who can handle such postings, we have put in place an Overseas Foreign Language Study system for young personnel in charge of specific tasks. Following about six months of language study at an overseas university or language education institution, employees taking advantage of this system undergo approximately one year of practical training under the guidance of an expatriate stationed at an overseas branch or trading subsidiary. This system therefore functions as a program that offers language study opportunities as well as enables participants to experience local customs and cultures, while helping to vitalize career development and the practice of job rotation.

Overseas language intern program: training destinations and number of trainees (Toyota Tsusho)

Study destinations (2018): France 1, Russia 1, Jordan 1 (total 3)

Study destinations (2018): France 1(total 1)

Total time devoted to employee skill development training / average training time per employee in FY2019
Total time(H) No. of participants Ave. time per persone(H/Y)
Number of training hours related to human resources development 78,753 H 3,439 person 22.9 H/Y
Number of training hours related to organization development 34,328 H 2,837 person 12.1 H/Y
total 35.0 H/Y