Basic Policy

Toyota's employees form the bedrock of stable business. Our philosophy toward our employees is institutionalized as The Toyota Way in Human Resources Management.

The aim of the Toyota Way in Human Resources Management is to realize management with respect for people, namely, providing all employees with opportunities to achieve social contribution and self-realization through their work, and enabling them to exercise their abilities to think, to be creative, and to perform. To achieve this, a relationship of mutual trust and mutual responsibility between labor and management is essential. The company gives the highest priority to ensuring stable employment and strives to improve labor conditions, while all employees execute their duties and responsibilities for the prosperity of the company. This philosophy is shared by all Toyota affiliates around the world. Each region's unique characteristics are reflected and implemented in management and other policies. Toyota believes that these initiatives enable management with respect for people, while also garnering customer satisfaction and social contribution, enabling sustainable growth of both the company and society.

Safety and Health

Ensuring the safety and health of employees is of the utmost importance to Toyota, and has remained such throughout the ages. Upon assuming the position of General Safety and Health Supervisor in 1957, then Senior Managing Officer Eiji Toyoda explained his basic stance on safety and health: "Safe work is the 'gate' to all work. Let us pass through this gate." Toyota has handed these words down as the basic philosophy for safety and health, incorporating the strong resolve for employees to never be involved in an occupational accident.

We use the PDCA (plan-do-check-act) cycle to constantly improve priority policies implemented under the leadership of company-wide safety and health managers as part of our overall health and safety activities in order to reflect this philosophy.

To promote the health of our employees and various health-supporting measures, we discuss the results of our initiatives conducted in accordance with our policies with the Toyota Motor Health Insurance Society, labor unions, and industrial health personnel (human resources, safety & health). In September 2017, President Akio Toyoda unveiled the Declaration of Health Commitment: Aiming at Health-First Company. This Declaration states that the physical and mental health of our employees is the "driving force for good performance," and Toyota actively supports improving lifestyles for each employee while working on initiatives for health promotion and illness prevention.

The Safety & Health Environment Subcommittee chaired by an executive vice president (once a year) and the Discussion Group chaired by the general manager of the Safety & Health Promotion Division hold meetings to solve issues through company-union cooperation.

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Human Resource Development

Toyota is committed to developing human resources based on the philosophy that "Monozukuri is about Developing People." For sustainable growth to occur, daily improvements led by human wisdom is fundamental. In order to deliver on our philosophies of "Ever-better Cars" and "Customer First," all employees need to share the same core values across cultures and customs. Aiming for sustainable growth, Toyota promotes human resources development that incorporates global on-the-job training, rooted in the Toyota Way.

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Diversity and Inclusion

Diversity and inclusion form a keystone of management at Toyota, and we work to create an attractive workplace where employees with various skills and values can achieve self-realization. Our new intranet site, Diversity Net, was launched in June 2018, providing information to cultivate a diversified culture within the company. We believe that the new ideas created and the identification of new issues from these many perspectives will lead to even greater competitiveness.

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Action Plan to Promote Female Employee Participation in the Workplace

Toyota positions the promotion of diversity in the workplace as a critical management strategy, and is undertaking measures to enable a diverse workforce to work with enthusiasm and a sense of purpose. To promote female employee participation in the workplace, Toyota takes measures to support a work-life balance, such as developing work environments that enable women to continue working with confidence while performing childcare or nursing care duties.

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Creating Happy Workplaces

Toyota promotes a working environment in which employees can work with confidence and feel safe in order to strengthen its human resource base for sustainable growth. Toyota strives to foster employee pride and loyalty by encouraging a culture of teamwork through communication while learning from each other.

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