CHRO Message
At the Toyota Tsusho Group, we have established the vision “Be the Right ONE,” which means becoming a one-and-only, essential presence for our partners and stakeholders by working to solve social issues through our business activities. Success in realizing the vision depends entirely on people, and, through investment to enhance the value of our people, we aim to realize “People Company Toyotsu” and be a value-generating corporation that contributes to the creation of prosperous societies.
While the term “human capital management” is becoming more and more common, our management has long been people-centric. By linking our business strategies and human capital strategy, and by clarifying how they will lead to increased corporate value, we will contribute to creating a better society and global environment with everyone.
The Toyota Tsusho Group has approximately 70,000 employees, and we are actively implementing “respect human rights, and actively develop people who will contribute to society by nurturing them and giving them opportunities to apply their skills,” which is one of our material issues. To this end, we encourage each one of our employees to play an active role energetically and vigorously on a global stage that spans roughly 130 countries and regions, fostering a sense of growth among them and expanding our business. Looking back on the group’s past 15 years, its business scale and number of employees have both increased significantly, and the environment surrounding the group has changed greatly. To realize our business strategies, all of our employees need to further improve their strengths on the individual level, and we are implementing measures to achieve this. One example is the overseas assignment of junior employees (up to 8 years since TOYOTA TSUSHO CORPORATION Integrated Report 2024 joining the company) to enable them to gain business experience abroad. We also conduct training for superiors to encourage two-way dialogue between them and their subordinates, draw out the intrinsic motivation of employees, and increase employee’s desire to learn through their work. In the four years since its introduction, a total of 483 employees have undergone the training. To develop global leaders, we implement the Global Advanced Leadership Program (GALP) for next-generation management candidates selected from around the world, and we are developing global leaders who can lead diverse and ambitious people. Furthermore, to secure people who can exhibit their capabilities on the global stage and assume business management, we are clarifying key positions at overseas subsidiaries and affiliates, defining the expected roles and necessary skills for each position, selecting successor candidates, and strengthening the link between training and placement.
Although we often hear the term “global company,” the ways of business and strategies of such companies differ. Looking at our business strategies, we are globally putting the right people in the right places and finding the right places for the right people regardless of nationality, age, gender, and other attributes. We also aim to take on the challenge of expanding into new domains boldly by maximizing the capabilities of individuals within our teams by multiplying them to become a company that continues to be chosen by customers. Being committed to this policy, we are implementing various measures.