Occupational Health and Safety Initiatives

The Toyota Tsusho Group's Policies on Safety and Health

At the Toyota Tsusho Group, we believe that safeguarding the occupational safety and health of all our stakeholders—including Group employees, contract-employees, business partners, and investees—is of the utmost importance; our operations are therefore rooted in the Group’s Policies on Safety and Health outlined below.
In cases where deficiencies in occupational safety and health environments adversely impact the activities of internal or external stakeholders, we encourage those responsible to implement improvements in line with our Policies.

The Toyota Tsusho Group's Policies on Safety and Health
  1. 1.Recognizing that good communications are paramount for ensuring safety and health, top management places a high premium on dialogue with employees.
  2. 2.While strictly adhering to relevant safety and health laws and the internal workplace business rules and procedures of our customers, we have established our own standards, as we work to raise the level of our safety and health management.
  3. 3.We utilize occupational safety and health management systems and implement kaizen (continuous improvement) as we aim to continually raise safety and health levels.
  4. 4.To promote safety and health activities at all companies throughout the Toyota Tsusho Group, we will establish the necessary organizations and structures and clarify the locations of responsibilities.
  5. 5.To progress with the creation of comfortable and healthy workplaces, we will provide all employees with sufficient and necessary education for ensuring their safety and health.

Safety and health management promotion framework

Toyota Tsusho Group Safety Management Framework
豊田通商グループ安全管理体制(2019年3月期)

Health and Safety Committees

〇We strive to share safety information and raise safety consciousness, with the Weekly Safety Meeting and Safety Management Enhancement Committeeat the core of our efforts.
Toyota Tsusho Corporation holds Weekly Safety Meetings attended by safety-related personnel, primarily members of "zero accident" teams in each division.
The company-wide Safety Management Enhancement Committee meets monthly in order to share information and improve safety awareness among top executives; it is chaired by the Executive Vice President, and attended by divisional executives (Division CEO and directors in charge of "zero accident" promotion).

〇The Toyota Tsusho Health and Safety Committee is chaired by the Chief Human Resources Officer (CHRO), who is responsible for health and safety. The committee meets monthly to discuss employee health and safety environments; it also reports to the Board of Directors on health and safety risks, depending on their severity.
The Health and Safety Committee is also attended by a labor union officer, who acts as an employee representative. Together, the committee members discuss how to promote employee health, and how to develop environments in which it is easy to work.

Promotion activities at TTC Group and Suppliers

Toyota Tsusho established the Safety Management Office in 1985 and the Environment & Safety Management Department in 2001; even after these were combined into the present-day Safety and Global Environmental Promotion Department in 2010, the company has striven to instill a culture of safety and eliminate and prevent accidents.
Via plant safety diagnoses, occupational health and safety management systems, risk assessments, and other initiatives, we are promoting safety management activities at Group companies both in Japan and overseas. We are also focused on expanding the “Toyota Tsusho Global Safety Standard” as a common set of health and safety rules worldwide.
Of 364 companies subject to health and safety management, 15 or about 4% have received certification under OHSAS 18001 and ISO45001, international standards for occupational health and safety management (as of October 2020).

* Companies subject to health and safety management: Manufacturing and logistics companies of which TTC own at least 50% of the equity.

In Japan, we have established the Toyota Tsusho Group Global Occupational Safety & Environmental Promotion Meeting , via which we promote occupational safety and health activities at Toyota Tsusho and Group companies in Japan. The Committee is chaired by the Executive Vice President, and is attended by the representative directors of 56 Group companies.
Also Toyota Tsusho conducts plant inspections and safety patrols at our business sites in Japan and overseas, 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 21 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.
Plant safety diagnoses have been conducted on group companies as part of the efforts to thoroughly ensure on-site safety management and safety guidance. In addition, each group company conducted risk assessments to look into measures to identify sources of danger so as to prevent accident occurrence.

Overseas group companies also share the "Anzen First" ("Safety First") philosophy while promoting Safety and Health initiatives in accordance with local laws and regulations. In addition, we have been holding Global Safety Meetings since fiscal 2012 with the aim of establishing a globally-shared safety culture. At the eighth meeting, held over three days in fiscal 2019, 28 participants from 18 companies in 17 countries shared case studies of safety activities, engaged in active discussions and participated in study groups concerning new health and safety management systems and educational programs in accordance with the department's 2025 Vision Roadmap, and shared their action plans for the future.

All 150 Toyota Tsusho subsidiaries[companies] that operate in Africa implement kaizen and safety activities, which are core elements of the Toyota Group’s corporate culture.

Through the Toyota Tsusho Construction Health and Safety Cooperation Council, for those in the construction industry, and the Toyota Tsusho Delivery Health and Safety Council, for those in the delivery industry, we promote improved safety management at all our partner companies, and zero accidents and zero injuries at our customers’ workplaces.
Approximately 550 companies have signed up to the two councils, which work to improve safety awareness via general meetings, safety conferences, and workshops.
As far as construction is concerned, we implement lockout master training that centers around lockout subcommittees, and seek to strengthen safety management during contract work at our customers’ workplaces. As far as delivery is concerned, we host driver training meetings, at which we conduct safety driving training for the truck drivers of council member companies.

Number of Industrial Accidents and Industrial Accident Rates

At Toyota Tsusho, industrial accidents that occur at Group workplaces are reported without delay according to the Toyota Tsusho Group Industrial Accident Reporting Standards. Root-cause analysis and reoccurrence prevention measures are disseminated across all departments, with the aim of preventing similar accidents.

Our ultimate goal is zero accidents and zero injuries, and we believe that tireless daily safety activities contribute to the elimination of accidents; for this reason, we seek to establish systems aimed at reducing the number of industrial accidents by half over the previous year, and creating a culture of safety. and health.
The target for fiscal 2020 is 77. * The total number of cases including consolidated subsidiaries in Africa is halved from the actual results due to the addition to management of consolidated subsidiaries in Africa under CFAO starting this fiscal year.

In fiscal 2019 (April 2019 to March 2020), there were two accidents resulting in injury and 61 accidents resulting in lost work time. Each time an accident occurs, the causes are analyzed and measures to prevent reoccurrence are implemented in accordance with occupational accident reporting standards. Both of the accidents that resulted in injury were entrapment-type accidents and resulted from employees not complying with work procedures. In response, work procedures were reviewed and employee training was conducted to prevent reoccurrence.
Half of the accidents resulting in lost work time were cutting, falling, and entrapment type accidents, and individual countermeasures were implementing including introduction of exercises to prevent falls.

Number of Industrial Accidents Resulting in Lost Work Time and Industrial Accident Rates for the last 3 years

  FY 2017 FY 2018 FY 2019
Target Actual Result Target Actual Result Target Actual Result
JPN FOR TOTAL JPN FOR TOTAL JPN FOR TOTAL
No. of industrial accidents(resulting in lost work time) 24 8 46 54 26 10 60 70 26 19 44 63
Regular employees 6 41 47 3 56 59 13 43 56
NonRegular employees 2 5 7 7 4 11 6 1 7
Lost time injuery frequant rates* 0.23 0.82 - 0.28 1.05 - 0.6 0.62 -
  • *Industrial accident rate: An indicator of the frequency at which industrial accidents occur. It is calculated based on the number of fatalities caused by industrial accidents per 1 million hours of actual labor.
  • *2019 Rate of Lost time injuery frequant rates (Ref. Survey on Industrial Accidents 2019, the Ministry of Health, Labour and Welfare)
    ・Nation-wide Average : 1.8%
    ・Industry Average (Wholesale and retail industry with 100 employees or more): 2.09%
  • *Excluding consolidated subsidiaries in Africa

Third Party Certification

Third-party certification has been obtained from Lloyd's Register Quality Assurance (LRQA) for a portion of the performance data above.

LR Independent Assurance Statement[PDF:615KB]

Due diligence in occupational safety and health

At our investment businesses, we conduct occupational health and safety inspections at the planning stage of construction projects.
With regard to investment projects that involve construction of which the contribution rate is 50% or more, the occupational health and safety standards for risk assessment of new and existing business are expressly stated, the existence of a safety management system is confirmed by conducting audits throughout the construction implementation cycle starting from the planning stage, and measures are taken to reduce occupational health and safety risks.
The Safety Management Group strives to fulfill its duty as a safety-conscious contractor by ensuring that construction projects are completed without accidents or disasters, and seeing that the five elements of the safe construction cycle are functioning smoothly.

Five elements of the safe construction cycle
  1. 1.Training for new site visitors
  2. 2.Implementation of work direction and KY
  3. 3.Safety patrols
  4. 4.Safety meetings
  5. 5.4S

Safety and Health Training

Based on the idea that the starting point of safety management is human resource development, we conduct various safety and health educational programs for Group employees as well as suppliers in accordance with the Toyota Tsusho Group Safety and Health Management Policy. A wide range of safety programs are conducted.The four occupational health and safety trainings listed in the table below are representative of Toyota Tsusho’s occupational health and safety training.

We conduct various educational programs that will lead to better understanding of health and safety and autonomy in each sales division. Zero accident activity promotion members, who lead safety activities in each sale division, are required to attend training at the time of selection as safety managers and work to raise safety awareness. In Fiscal 2019, training was conducted three times with a total of 45 participants, bringing the cumulative number of participants to more than 1,300.
In addition, new employees, mid-level employees, managers, and executives each undergo rank-based safety and health training, and in fiscal 2019, up to 585 employees underwent training. We also conduct health and safety training for suppliers at practical safety workshops, and we are expanding the scope of safety education.
The instructors who leads these health and safety programs understand conditions in the Toyota Tsusho Group and have been trained internally to respond to on-site circumstances. All instructors are RST trainers with health and safety education certification from the Ministry of Health, Labour and Welfare of and with Toyota Group Work Manager Instructor qualifications, which are Toyota Group health and safety manager instructor qualifications.

Typical training events and participant numbers for the year ending March 31, 2020

Course name Training content Number of people taking courses
Safety manager training for new managers Knowledge and skills required for becoming safety managers 45
Safety education by rank Explanation of Toyota Tsusho Group Safety and Health Policy and Basics of Safety and Health Management 585
Practical Safety Workshop Hands-on training to improve sensitivity to danger (for employees of Toyota Tsusho, Group companies, and suppliers) 734
Top management safety and health training Safety and health lectures and workshops held by external lecturers (for executives of Group companies, and suppliers) 300

1.Practical Safety workshop

水蒸気爆発の実演
Hands-on learning of the dangers of electrocution

To heighten employee sensitivity to danger, in the fiscal year ended March 31, 2010, we established the Practical Safety workshop at the Toyota Steel Center Co., Ltd. The workshop offers simulation of 55 different types of danger, including being squeezed and danger involving heavy items, and in addition to attendance by Toyota Tsusho and group company employees the workshop is also open to business partners who take part in the Safety and Health Cooperation Council.

In the fiscal year ended March 31, 2020, 734 people used this facility, including personnel from six business partners.

2.Office Safety Workshops

実例で学ぶオフィスのリスク
Participants learn about office risks through real-life examples

As a trading company, much of Toyota Tsusho's work takes place in offices. For this reason, in the fiscal year ended March 31, 2017, we began conducting Office Safety Workshops and taking measures to raise awareness of safety with regard to office work. Workshops were held 15 times in the fiscal year ended March 31, 2020 with a total of 143 employees attending, bringing the cumulative total to more than 650

3.Providing information on safety

At Toyota Tsusho, we communicate health and safety information via our electronic bulletin board.
In March 2009, we established the OSH*-NET electronic bulletin board, and we used it to centralize the dissemination of materials on safety and health management, accident case studies, and the minutes of various meetings; in March 2017, we changed the name of the bulletin board to ANZEN-NET, overhauled the design, and added updated information, so increasing the amount of content and making it easier to use.
We have also established a Zero Accident Room at Nagoya Head Office, where information about our safety management initiatives, accident case studies, and training content is displayed. The room is open to employees of Toyota Tsusho and Group companies, and can be freely used by our customers and suppliers as well.
We strive to have all of our employees share and understand information about a variety of safety and health efforts, and for the entire company to aim to improve safety awareness.

  • *OSH:Short for "occupational safety and health"

Toyota Tsusho Group Employee Health Management Declaration

the 2021 Health & Productivity Stock Selection

Toyota Tsusho Corporation has been awarded "the 2021 Health & Productivity Stock Selection" jointly initiated by Ministry of Economy, Trade and Industry (METI) and Tokyo Stock Exchange, Inc.

In October 2017, President & CEO announced the Health Declaration of the Toyota Tsusho Group, through which it relayed its determination to promote health management to both internal and external parties.

Toyota Tsusho Group Employee Health Management Declaration

October,2017

We of the Toyota Tsusho Group recognize that the physical and mental health of our employees is our most-important asset.
Thus, we welcome and respect the diversity of our employees and declare that we will strive to achieve work environments that provide peace of mind and opportunities for active participation by all. We also declare that we will unwaveringly adhere to our corporate principles and strive to become a value-creating entity by contributing to society through ever-better ways of doing business.

President & CEO Ichiro Kashitani

-Three Guiding Principles of Health Management-

1. Employee Health

We will support our employees in acquiring awareness and knowledge of health issues so that they can pursue self-initiative in maintaining and improving their physical and mental wellbeing.

2. Improvement of Workplace Vitality

Based on our "Diversity & Inclusion" policy, we will support the establishment of work environments that facilitate mutual respect for the working style of each member of our diversified workforce and in which each person can actively participate. By revolutionizing our approach to work, we aim to maximize organizational vitality and performance.

3. Social Contribution

With the active participation of each employee healthy in both body and mind, we will strive to endlessly contribute to the achieving of a prosperous society for an irreplaceable future through wholesome business activities around the world.

Health and Productivity Management Promotion framework

The Toyota Tsusho Group prioritizes the safety and health of its employees in Japan and the rest of the world and considers health and productivity management to be a key management issue. It is important that all employees independently maintain and improve their physical and mental wellbeing so that they can contribute to society throughout their lives. For this reason, we have set the improvement of health literacy as our most important challenge and we manage health and productivity under the following system, with the President and CEO acting as the Health Management General Supervisor, the CHRO acting as the Health Management Promotion Supervisor, and with the cooperation of the Global Human Resources Department, Health Management Office (occupational health physicians, public health nurses and other nurses) and Toyota Tsusho Health and Welfare Union.

The Toyota Tsusho Health and Safety Committee is chaired by the Chief Human Resources Officer (CHRO), who is responsible for health and safety. The committee meets monthly to discuss employee health and safety environments; it also reports to the Board of Directors on health and safety risks, depending on their severity.
The Health and Safety Committee is also attended by a labor union officer, who acts as an employee representative. Together, the committee members discuss how to promote employee health, and how to develop environments in which it is easy to work.

Results of Health and Productivity Management Initiatives

FY
2016
FY
2017
FY
2018
FY
2019
FY
2020
Consultation rate for periodic medical examinations 100% 100% 100% 100% 100%
Consultation rate for detailed examinations 71.5% 67.1% 86.5% 94.8% 95%
Consultation rate forcancer examinations ABC examinations - - 100% 100% 100%
Fecal occult blood - - - 92.0% 100%
Treatment rate※1 Blood pressure 88.8% 87.6% 87.2% 90.2% 95%
Blood glucose level 80.2% 75.9% 71.2% 78.3% 80%
Obesity rate BMI more than 25 All age groups 21.3% 22.5% 23.2% 23.4% 23%
Under 40 years of age 13.3% 13.9% 15.4% 17.3% 17%
Rate of smoking Total 21.4% 20.8% 20.4% 20.8% 20%
Male 30.9% 30.0% 29.8% 29.9% 29%
Female 3.3% 3.5% 3.1% 3.1% 3%
Percentage of individuals who exercise regularly※2 41.4% 46.2% 45.4% 46.2% 50%
Percentage of individuals who are well-rested through sleep 63.4% 64.3% 67.0% 66.5% 70%
Percentage of individuals who eat breakfast※3 72.3% 73.4% 75.5% 74.9% 80%
Stress check consultation rate 69.4% 79.7% 84.2% 88.4% 100%
Percentage of individuals with high stress 7.4% 6.8% 8.2% 8.4% 8%
Long working hours Occurrence rate of overtime work exceeding 50 h per month 4.3% 2.7% 2.8% 2.5% 2.3%
Interview rate of individuals engaging in interviews with an industrial physician 76.8% 88.7% 90.0% 93.5% 95%
Percentage of individuals taking annual paid leave 51.2% 55.6% 58.1% 60.6% 60%
Infectious diseases seminar (cumulative number of persons) 1,621 persons 2,232 persons 2,432 persons 2,523 persons 2,693 persons
Absenteeism (percentage of individuals who were absent from work for more than 7 consecutive days due to non-occupational injury or illness) Physical 0.34% 0.38% 0.24% 0.21% 0.2%
Mental 0.36% 0.44% 0.40% 0.33% 0.3%
Presenteeism (WHO-HPQ) - - - 35.4% 30%
Medical fees (per individual) domestic 169,269 yen 166,975 yen 151,703 yen 151,361 yen 150,000 yen
  1. ※1Percentage of individuals subject to treatment that received treatment
  2. ※2Percentage of individuals who replied "yes" to "have you exercised to a light sweat for more than 30 minutes at a time, more than 2 days per week for at least one year?" or "do you walk or perform similar physical exercise in your daily life for more than 1 hour per day?"
  3. ※3Percentage of individuals who replied "no" to "do you miss breakfast more than 3 times per week"

Health promotion measures

1. Employee Health

We are working to improve the health literacy of our employees through provision of personal health guidance, seminars, health check opportunities and other measures.

Routine health checks

Since fiscal 2014, we have maintained a consultation rate of 100% for routine health checks. As the average age of our employees has increased, from fiscal 2018, we have enhanced our support for people at high risk of lifestyle-related diseases, with interviews by occupational health physicians and follow-ups by occupational nursing staff. The consultation rate for detailed examinations has improved each year, reaching 94.5% in fiscal 2019, and the rate of employees needing treatment who actually received treatment has also increased, reaching 90.2% for blood pressure1 and 78.3% for blood glucose2. In addition to in-house clinics at Tokyo Head Office and Osaka Branch, we have also increased access to medical consultations in fiscal 2020 by allotting time at the Nagoya Station Clinic specifically for our employees in a collaboration between Nagoya Head Office and a partner medical organization.

  • *1People with blood pressure at or higher than 160 mmHg (systolic blood pressure) or 100 mmHg (diastolic blood pressure).
  • *2People with blood glucose at or higher than HbA1c6.5% and fasting blood sugar at or higher than 126 mg/dL.

Lifestyle-related disease prevention measures

In addition to holding group training for new employees, the Health Management Office started offering health seminars from fiscal 2018 and holding annual walking events from fiscal 2019. To improve individual health literacy, we conduct health interviews one and two years after joining the company. From fiscal 2018, we have also started conducting health interviews at regular intervals and providing guidance on lifestyle-related diseases according to the individual lifestyles of each person. This has resulted in an improving trend in the percentage of individuals who exercise regularly, who have breakfast, and who avoid eating before bedtime, and a gradual decline in medical fees. Because of an increasing number of obese individuals under the age of 40, we will start offering health guidance from fiscal 2021 for people under 40 who are at high risk of obesity.

Antismoking measures

Because of the high rate of smoking among men, we started antismoking measures from fiscal 2009, including offering referrals to quit smoking clinics. We started gradually closing our smoking rooms from 2015 and by April 2020 had closed all indoor smoking rooms completely. We held antismoking seminars in fiscal 2019 with 118 participants, of which 68% were smokers, and 50% of those smokers expressed a desire to quit smoking. We also started subsidizing employee visits to quit smoking clinics in fiscal 2019, with 21 employees attending and 76% of them successfully quitting smoking.

Cancer countermeasures

The number of people suffering from cancer has been increasing over recent years, so we started holding health seminars and talks by occupational health physicians from fiscal 2018 in order to share accurate knowledge about cancer prevention. In cooperation with the Toyota Tsusho Health and Welfare Union, we recommend cancer screening through comprehensive examinations. We also began screening for gastric cancer risk (ABC screening) for all employees at the time of routine health checks from fiscal 2018, and screening for colon cancer risk (occult blood tests) for all employees aged 40 and older from fiscal 2019. More detailed examinations were required by 486 people (ABC screening) and 74 people (colon cancer screening), with 53% and 69% of them respectively receiving consultations. In addition, we have designated October every year as our female-specific cancer awareness month during which we recommend female employees attend cancer screenings.

Mental health

Even before December 2015, when companies were required to conduct stress evaluations on their employees, we started conducting mental health evaluations and providing interviews with occupational health physicians to employees with high stress levels from 2008. We also provide these stress evaluations to our employees stationing abroad, and in addition to providing interviews with occupational health physicians to employees with high stress levels, we have established an external consultation system for employees and their families. As well as providing feedback to workplaces, we also provide mental health management training and active listening training.
The percentage of our employees with high stress levels has consistently remained below national averages and same-industry averages since we started offering support in 2008. However, our percentage of employees with high stress levels has gradually increased over recent years, resulting in a high level of presenteeism among those people (48.5% among people with high stress levels compared to 35.3% among people without high stress levels). To help improve the percentage of people with high stress levels, we will introduce e-learning courses from fiscal 2020 to train all managers in line care and all employees in self-care.

2. Improvement of Workplace Vitality

Ikiwaku Activities

Conducted at a small department or group level, “Ikiwaku Activities” (activities aimed at creating a motivated and productive organization) consist of each member thinking of topics to focus on to achieve growth for the organization and then all members working to implement the decided actions. These activities encourage consensus building through an exchange of opinions between all members and an acceptance of the individual values of each member. They aim to foster an awareness and culture of autonomous and voluntary action. These activities lead to a range of initiatives, including efforts to implement new work styles and study groups to discuss new businesses, which can improve the energy in workplaces. We have also started expanding these activities to affiliate companies.

Time management

From 2017, we started the “Morning Win” program that recommends people work overtime in the morning instead of the evening, we began switching off all interior lights at 8 p.m. to encourage people to go home early, we reduced the maximum overtime working hours stipulated in the Article 36 Agreement in stages, and worked to improve employee knowledge and awareness of labor management. We have now started seeing positive results in terms of fewer people working long hours and reduced overtime.
We also started reducing core working hours from fiscal 2020, we introduced a new work-from-home system in October 2020, and we are recommending teleworking companywide. We are working to achieve a good work-life balance by reducing commuting times and overtime hours, while creating flexible working environments for our employees.

3. Social Contribution

 We are taking measures against infectious diseases and providing medical support for personnel assigned overseas, and their families, so that they can work with peace of mind in their various overseas territories and can contribute to society through business.

Measures to control infectious diseases

For personnel assigned overseas and their families, we hold pre-assignment seminars and partner seminars to increase their knowledge of infectious diseases and health management while on assignment. From fiscal 2017, we have been holding infectious disease seminars for employees who might be assigned overseas or undertake business travel. We actively recommend vaccinations against infectious diseases for not only personnel assigned overseas but for family members accompanying them and business travelers as well to maintain our record of zero deaths due to infectious diseases.
Using information provided by the Ministry of Foreign Affairs, International SOS, Control Risk, and other sources, we communicate the latest information regarding infectious disease outbreaks in Japan and overseas to employees on business trips and employees assigned overseas; we also provide support for our employees’ health management, such as vaccinations that may be required at their destinations.

Medical support

Prior to departing for overseas assignments, our employees have pre-assignment interviews with occupational health physicians to issue a medical approval for travel and to manage their physical health before traveling. They are also required to undergo a comprehensive examination once a year and the occupational health physicians check their physical health from those results. In addition to the Health Management Office’s consultation system, we partner with medical organizations through Head Office and locally, provide health counseling through our Employee Assistance Program, and provide overseas medical support.
In order to provide medical support for employees overseas, we have established a consultation desk at our Health Management Office; we also work together with local medical assistance companies, and provide health consultations via employee assistance programs. In Sub-Saharan Africa, for example, we have measures in place against HIV and AIDS, which are a serious societal problem. In order to eliminate the threat of contracting HIV or AIDS, we provide vaccinations, examinations, and treatments against HIV, malaria, and other diseases for employees working in the region and their families.
CFAO, which operates in all 54 African countries, runs the Health by CFAO initiative. It uses effective methods such as education, prevention, examinations, and medical guidance to eradicate chronic diseases with high prevalence in developing nations, including HIV, diabetes, malaria, high blood pressure, and tuberculosis. In 2019, CFAO held 121 campaigns (63 HIV screening campaigns in 40 subsidiaries & 58 Diabetes campaigns in 41 subsidiaries) against chronic diseases, with some 12,115 people undergoing screening.

COVID-19 prevention measures

We have established a COVID-19 Headquarters to implement measures against COVID-19 for about 3,500 unconsolidated employees and 66,000 consolidated employees in Japan and overseas. Measures are divided into four categories: movement management and support, materials, infection status and individual response, and systems.
In Japan, we are helping to protect our employees from infection through a work-from-home policy and limits on business travel and by providing correct information on infectious diseases from occupational health physicians. We are also procuring necessary materials, including masks and hand sanitizer, and distributing them to our Japanese divisions and to our affiliates. We have a system in place to appropriately prevent the spread of COVID-19 through an infection response manual and proper handling of infected persons. We also employ a safety confirmation system where we confirm the health of every employee every morning and occupational health physicians confirm the physical health of anyone who is not well, which helps reduce anxiety among employees. The Health Management Office has a consultation system in place for our Japanese divisions and affiliates who can have a health consultation whenever they want.
Overseas, we are helping our employees avoid the risk of infection by establishing evacuation guidelines and working with every region to ensure proper management of movements, including deciding on evacuating personnel assigned overseas and managing any resumptions of travel. For overseas regions and affiliates where procurement of materials is difficult, we send masks, food and other emergency provisions to support our local employees and, if remaining overseas is unavoidable, our personnel assigned overseas and their families. Depending on the rates of infection in each country, we also provide additional opportunities for our employees to consult with occupational health physicians to eliminate any anxiety and concerns they might have.

Contributing to local communities

At the Toyota Tsusho Group, we believe that contributing to the communities in which we operate is essential both for our own sustainable growth and for the sustainable growth of the communities themselves.
Since we operate in regions where the risk of infection of AIDS, tuberculosis, and malaria are high, we carry out a range of activities aimed at preventing infection both for our employees and for local residents.

Examples:
・Educating people about and working to prevent contraction of AIDS, tuberculosis, and malaria; providing information regarding prevention and treatments, such as the free distribution of contraceptives
・Providing support to medical organizations, and to children orphaned by HIV

〈Measures by DT DOBIE in the CFAO Group〉

It is reported that more than 1,000 people died from AIDS each day in 2016 in Sub-Saharan Africa. DT DOBIE (based in Nairobi, Kenya), a member of the CFAO Group that conducts business in Kenya, has been implementing a health program to conduct screening of employees and local residents for HIV, diabetes, obesity, high blood pressure, and cancer and other procedures for many years.
DT DOBIE has also been supporting Upendo Village since 2006. Upendo Village conducts various activities such as disseminating information on HIV and AIDS to children attending school, working to reduce the risk of transmission from mothers to their children and reinforcing the capabilities of healthcare institutions addressing the HIV and AIDS pandemic.
In 2020, DT DOBIE and the CFAO Group worked together to donate highly durable water tanks and rainwater collection systems to impoverished households in Naivasha, a region that is exposed to risks from HIV and AIDS.