Toyota Hr Policies

Introduction:

Toyota is one of the world's largest automobile manufacturers, selling over 8.8 million models in 2006 on all five continents. A Top 10 Fortune Global 500 enterprise, Toyota ranks among the world's leading global corporations and is proud to be the most admired automaker, an achievement the company believes stems from its dedication to customer satisfaction. Toyota has been shaped by a set of values and principles that have their roots in the company's formative years in Japan. The Toyota story begins in the late 19th century, when Sakichi Toyoda invented Japan’s first power loom, which was to revolutionize the country’s textile industry.

In January 1918, Sakichi founded the Toyoda Spinning & Weaving Company, and with the help of his son, Kiichiro Toyoda, he fulfilled his lifelong dream of building an automatic loom in 1924. Two years later, he established Toyoda Automatic Loom Works. Like his father, Kiichiro was an innovator, and during his visits to Europe and the U.S. in the 1920s, he became deeply interested in the nascent automotive industry.

Making the most of the £100,000 that Sakichi Toyoda received for selling the patent rights of his automatic loom, Kiichiro laid the foundations of Toyota Motor Corporation (TMC), which was established in 1937. From looms to cars, the Toyota experience has been shaped by extending the boundaries of manufacturing.

GENERAL HR POLICIES The Toyota company-wide culture is the key ingredient in its success as the global leader in operational excellence. They achieved by the following means * Attracting, developing, and engaging exceptional people * Encouraging problem solving at all levels of your organization * Making management accountable to employees

* Inspiring your people to be committed to the company, family, and community * Turning your HR department into the arbitrators of fair and consistent daily practices

DIVERSITY AND EQUAL OPPURTUNITY 1. Toward Promotion of Women's ParticipationIn 2002, based on the principle of respecting diversity and with the aim of reforming management throughout the company, Toyota set its sights on women's participation, reviewing its arrangement with regard to female employees, and taking steps to put a better environment in place. In order to promote the creation of an environment more conducive to participation by motivated female employees, Toyota has made a three-pronged effort to:

* Help enable women to work and raise children at the same time; * Assist in women's career building, * Reform the working environment and employee awareness. Toyota has also introduced flexible working arrangements and constructed child-care facilities at business sites.

2. EMPLOYMENT FOR DISABLED PERSONAs of March 2003, Toyota employed about 800 disabled people in many kinds of positions at various workplaces. Toyota believes in helping the disabled achieve autonomy within society, and makes it a basic rule to have them work together with other employees. Human consideration is given to the conditions of their disability at the business sites and ways are devised to accommodate them in workplace facilities so as to create a workplace environment that is safe and easy to work in. As of the end of March 2003, Toyota's disabled employee’s ratio was 1.95%, exceeding the 1.8% Legal Employment Quota.|

3. TOYOTA CHILD CARE BUBU LANDIn March 2003, the "Toyota Child Care Bubu Land," an on-site childcare facility (in Toyota City, Head Office area), was opened so that all employees, both male and female, who wished to continue working while raising children could do so without worry. The facility has many useful features, which include having a resident nurse on the staff and staying open until 10:30 pm. One female employee using the facility (with a one-year-old child in care) expressed her sentiments in the following way:

"It's located at the company, so drop-off and pick-up are easy, and I can continue working without having to worry if extra work should suddenly crop up."PRACTICE OF THE TOYOTA WAY| Toyota Way| Values and ways of thinking that should be held by those working for Toyota| Toyota problem-solving techniques| Techniques for improving current conditions in order to realize ideal working conditions| Ji Kotei-Kanketsu (Built-in quality with ownership)| How to work in order to continually produce the best output| Education of subordinates| Systems for training subordinates through one's daily work| Policy management|

Managing implementation items that should be initiated in order to accomplish workplace missions and create new value| Basic skills| Minimum skills necessary for production line work| Production skills| * Knowledge regarding recognizing irregularities and work points * Trouble-shooting capability| Skills and Roles of Management and Supervision| * Manager and supervisor skills for soundly managing standard operations

* ICT PROGRAM FOR SELF-RELIANCE OF AFFILIATES AND CONTRIBUTION TO LOCAL COMMUNITIESIn order to promote self-reliance in overseas affiliates, the ICT (Intra Company Transferee) program temporarily transfers employees of overseas affiliates to TMC for human resource development through on-the-job training. Transferees learn skills and know-how throughout their training periods which range from six months to three years. As of the end of April 2012, a total of 450 transferees from 48 affiliates in 27 countries were working in Japan under the program|