The Source of
Our Value Creation:
What Makes Us Toyota
Value Creation Story:
Working toward the Mobility
Society of the Future
Messages from the Outside Directors
Quality, Information Security, and Privacy
Employees, Safety and Health, and Social Contribution Activities
Corporate Governance
Capital Strategy
Diversity and Inclusion
Risk Management and Compliance
The Environment
Safety
Business Foundations
for Value Creation
Message from the President
Corporate Data
Human Rights and Supply Chains
A Case Study: Response to the COVID-19 Pandemic
How it happened: Toyota Production System Leads to
100-fold Increase in Protective Gown Production
Employees, Safety and Health, and Social Contribution Activities
Employees
work at Toyota, regardless of their school or
academic background.
Global Employee Development
properly to the occurrence of infection as an
urgent issue and is working to address this issue
in view of the impact not only on its own business
activities but also on society.
Our measures to prevent the spread of COVID-19
therefore place the highest priority on the safety and
security of our employees and their families, customers,
suppliers, and all other stakeholders.
Fundamental Approach
• Promote the recruitment of diverse people from
universities from which no graduates have
previously been hired by Toyota, technical
colleges, vocational schools and high schools.
4 Course-specific recruitment of new graduates
• To accelerate the development of professional
human resources, hire students who have
a concrete vision of what they want to do at
Toyota and determine the course they will be
assigned to at the time of recruitment, thereby
ensuring the recruitment of diverse human
resources suited to the characteristics of specific
workplaces, such as with IT-related personnel.
To develop employees capable of implementing the
Toyota Philosophy globally, Toyota is providing
training through global executive development,
along with human resource development undertaken
by Toyota Motor Corporation in Japan and human
resource development undertaken by affiliates in
other regions.
Toward achieving transformation into a mobility
company, Toyota is committed to both “realizing
advanced monozukuri (manufacturing) with higher
quality and efficiency based on Toyota Production
System (TPS)” and “taking on challenges in new
areas.” To this end, Toyota encourages its
employees to reexamine their workstyles and
hone their individual abilities, thereby enhancing
the workplace structures.
Toyota also seeks employees equipped with both
the ability to act and empathy,* and promotes the
recruitment, training, and evaluation of employees
based on these abilities. In this process, Toyota
identifies the roles and abilities of each individual,
ensuring the placement of the right person in the
right position regardless of their nationality,
gender, year of joining Toyota, form of recruitment,
academic background, job type, and other factors,
with the aim of enhancing the competitiveness of the
company and its organizations.
Workplace Vaccination
Global Executive Human Resource Development
The Global 21 Program is to provide skilled
employees around the world with knowledge
suitable for global Toyota executives and to
exercise their strengths to the best of their ability
in their respective areas of responsibility.
The program comprises the following three pillars.
1 Indication of management philosophy and
expectations of executives
In June 2021, to help as many local people as
possible get vaccinated as soon as possible,
Toyota launched its workplace vaccination program
for approximately 80,000 persons, including its
employees, suppliers, and in-plant contractors.
Evaluation of and Feedback to Employees
Social Contribution Activities
The work roles of Toyota employees and the main
focus of their work are to be fulfilled in accordance
with policies. Evaluation and feedback are based
on close communications between subordinates
and superiors.
Specifically, roles and main focus are deter-
mined at the beginning of each fiscal year and
employees consult with their supervisors periodi-
cally. Through these consultations, supervisors
assess the employees’ self-evaluations and
provide feedback. Repeating this cycle leads to
employees’ capacity development. In addition, we
carry out 360-degree feedback for the purpose of
employee growth. By giving employees feedback
on their strengths and weaknesses from people
working with them, we help them reflect on their
own actions and make improvements.
The revision of our personnel system in 2019
brought a shift in the system, allowing hard
workers to be rewarded regardless of age or
qualifications. Furthermore, in 2020, we introduced
a system capable of centrally managing employees’
individual information, including employee
evaluations, the results of consultations with their
supervisors and questionnaire results regarding
workplace management. This system has made it
possible to refer to each employee’s previous
evaluations, personnel information and stated
intent, thereby enhancing the development and
allocation of employees with consistency through
job assignment based on a better understanding
of employee aptitude and intent. Results for each
half year are reflected in bonuses and performance
abilities demonstrated over the past year are
reflected in salary raises for the following year.
Toyota has a long history of social contribution
that traces back to the desire of Sakichi Toyoda—
the father of Toyota Motor Corporation’s founder,
Kiichiro Toyoda—to support inventions that would
enrich people’s lives.
Disseminating Toyota Philosophy and incorporating
it into global personnel system and training.
2 Human resource management
Applying appropriate personnel evaluation stan-
dards and processes in each region based on
Toyota’s common values
Kiichiro and his team, who together built
*
Empathy: The ability to make efforts for others, such as customers
and teammates, and the ability to learn respectfully from others and
keep improving
Toyota’s automotive business, kept this spirit of
social contribution alive after Sakichi’s death,
espousing the concepts of contributing to the
development and welfare of the country and
remembering to always be grateful. These con-
cepts were eventually woven into the Five Main
Principles of Toyoda. In various forms, this spirit of
social contribution has been handed down to today.
We have identified the areas that we will focus
on: a “harmonious society”; “human asset devel-
opment” and “community co-creation” aimed at
achieving the SDGs; and “Mobility for All,” which
Toyota is working to promote through our main
business. In these areas, we will contribute to
establishing a global society in which everyone
can live a rich and dynamic life.
3
Assignment deployment and training programs
Global assignments and executive training are
carried out.
Recruitment
Safety and Health
To hire an ideal candidate profile, Toyota has
revised its conventional recruitment course
as follows:
Fundamental Approach
1
•
Recruitment criteria
Toyota’s mission, as defined by the Toyota
To accelerate the introduction of workstyles
based on teamwork and alliances in preparation
for the launch of mobility services, recruit more
people who are attractive for other employees to
work with.
Philosophy, is “Producing Happiness for All.” To
this end, we conduct corporate activities based
on the concept that all people working for Toyota,
including our employees, suppliers, and in-plant
contractors, can stay physically and mentally healthy
and continue to play an active role in a safe work
environment. While health and safety policies and
KPIs are being formulated by the company safety
and health supervising manager, efforts are made at
all workplaces in all regions to improve their safety
and health activities in line with these policies. The
results of these efforts, including the status of the
occurrence of diseases and accidents, are reported
at the Management Meeting.
•
Place greater emphasis in recruitment on empathy
and the passion to realize their dream at Toyota.
Enhancing mid-career recruitment
For the issues in each area, we all have a sense
of ownership and take action on a genchi genbutsu
(onsite, hands-on experience) basis. We will work
together with our partners who share the same
aspirations for the future in addressing issues that
are difficult to solve solely by ourselves.
2
•
To introduce external knowledge and promote
the reexamination of work processes and
workstyles, increase mid-career hires from 10%
to 34% (FY2021 result). The medium-term
target is to increase mid-career hires to 50%.
Details of our social contribution activities
(
Administrative and engineering positions)
•
Introduce referrals (introduction by Toyota
employees) and other new means of recruitment.
Hiring new graduates with
Response to Infectious Diseases
3
diverse backgrounds
To ensure diversity in our employees, hire
persons with empathy who passionately want to
Toyota positions preventing the spread of
COVID-19 novel coronavirus and responding
Response to the COVID-19
pandemic: Supporting the
manufacture of protective gowns
•
4
2
TOYOTA MOTOR CORPORATION INTEGRATED REPORT
