Initiatives for Addressing Key Sustainability Issues (Materiality)

Respect human rights, and actively develop people who will contribute to society by nurturing them and giving them opportunities to apply their skills

Toyota Tsusho promotes diversity, equity, and inclusion (DE&I) 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.

Also, we are working to develop human resources who can create business from a global perspective and who can achieve success in the global market, and are providing occupational training opportunities to local communities and actively developing human resources within and outside the company who are valuable to and contribute to society. Starting with our company, we are taking measures to eliminate child labor and forced labor from our entire supply chain, thereby improving the labor environment from various perspectives as a company that values and protects people.

KPI

Quantitative KPIs

Human capital development

Development of aspiring human resources who can take the initiative in management and engage in joint creation with others

Results

Implemented selective training for employees of Toyota Tsusho Group companies around the world to develop global management human resources
Holding of CEO Essentials Program (CEP), a training program to nurture the next generation of managers and leaders at corporate group companies

Right people in the right places and right places for the right people

Strengthening of management foundation through proactive efforts to put the right people in the right places and find the right places for the right people

Results

Visualization from among all corporate group employees of human assets (successor candidates) who can play expected roles in major posts in Japan and overseas
Formulation of individual development plans for all successor candidates and discussion of plans at the Global Human Resources Committee (a group-wide meeting body)

Promotion of DE&I

Active participation by diverse human resources
Review of work styles and support of work–life balance
Fostering a corporate culture that leverages diversity and changing individual awareness

Results

Provision of a work-from-home system to encourage independent self-management and improvement of the office environment to promote communication and increase job satisfaction
Promotion of measures to support women’s participation, such as individual development plans and mentoring programs to support the realization of career paths tailored to individual characteristics as one way of responding to the increasingly diverse and complex business environment and customer needs
Operation of a childcare leave system that incorporates the idea of “learning through childcare”* as a measure to foster respect for others and a positive corporate culture

Well-being management

Maximizing organizational vitality through the maintenance and promotion of the physical and mental health of each employee and the creation of a positive workplace environment

Results

Selection as a Health & Productivity Stock Selection for four consecutive years and White 500 certification
Enhancement of health literacy among employees for independent health maintenance and improvement; signs of improvement in the presenteeism loss rate, which is an indicator of work performance
Decrease in the percentage of employees with issues requiring lifestyle improvement

Respect for human rights

Understanding human rights issues in the countries and regions where we do business and taking appropriate measures to solve them

Results

Conducting of risk assessments of the supply chains of Toyota Tsusho and its consolidated subsidiaries; identification of approximately 250 suppliers in high-risk fields and regions and conducting of questionnaire surveys

Social contribution activities

Participating in social contribution programs for community-based activities and growth

Results

Establishment of a volunteer leave system to encourage all employees to participate in social contribution activities

Note: For quantitative information on human capital, please see theHuman Capital Report[PDF:2.9MB].

*The idea that child-rearing can be an opportunity for growth, both in terms of new insights (values and sense of purpose) and the acquisition of skills (empathy and active listening)

Human Resources Development Principle

We seek to “Be the Right ONE” by undertaking business with awareness by each individual of solving social issues and by providing value unique to Toyota Tsusho. To do this, we identify and nurture individuals with strengths distinctive to Toyota Tsusho. We practice the optimal assignment of personnel and build optimal and powerful teams by enabling each person to become a strong individual.

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Toyotsu Inno-Ventures Project

The Toyotsu Inno-Ventures Project (TIVP) is a companywide project with the mission of identifying and enhancing the seeds of new business to create businesses. Ideas for new business are solicited from within the company and proof of concept (PoC) verification is performed, ultimately leading to business developing within a sales division. The fiscal year ending March 31, 2025, marks the seventh year of this project, and we value each employee’s aspiration and proactive approach to management to contribute to solving social issues while being aware of the alignment of ideas and Materiality. This project instills a strong sense of ownership among participants and develops strong individuals who thoroughly pursue customer needs.

Businesses Originating from TIVP