Action Plan for Creating More Positive Work Environments and Supporting Work-life Balance
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 employee participation in the workplace, Toyota is taking measures to support a work-life balance, such as creating work environments that enable employees to continue working with confidence in parallel with childcare or nursing care duties.
The Promotion of Women's Participation and Advancement in the Workplace Toyota Motor Corporation Action Plan
Toyota's plan to build an environment to promote women's participation in the workplace
- Implementation Period
April 1, 2025 to March 31, 2030
- Providing professional career opportunities for women
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- Our Challenge
- The proportion of women in managerial positions remains low, so continued efforts beyond the 2021-2025 action plan are required to address the issue.
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- Target
- "By 2030, increase the number of women in managerial positions to five times the target set in 2014."
- Our Course of Action
- To maintain the hiring ratio of women among new graduates, and continue active mid-career recruitment throughout the year [ongoing since before 2020].
- To discuss aspects related to women's empowerment, such as work styles and individual awareness, at the Sustainability Meeting [since 2024].
- To provide opportunities for professional development and networking through Global Women's Conferences [since 2024], mentoring activities [since 2020], and roundtable discussions [since 2019].
- Creation of a supportive environment for work-life balance
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- Our Challenge
- There is a difference in childcare leave rates between women and men.
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- Target
- "Bring the average paternity leave rate to 85% or higher."
- Our Course of Action
- To organize seminars to encourage employees to take childcare leave regardless of gender.
- To publish data on male employees' childcare participation and trends within the company.
- To publish reports on the experiences of employees who have taken childcare leave.
- To enhance diversity training for all employees.
To Advance Measures in Support of Raising the Next Generation Toyota Motor Corporation Action Plan
- Period
April 1, 2025 to March 31, 2030
- Contents
- Aim 1
- Promote "Active Participation for All" based on the three pillars of Diversity, Growth, and Contribution.
Actions
- To further strengthen labor-management dialogue to promote the growth and full engagement of diverse talent, including those balancing work and personal responsibilities.
- To implement measures to further promote open and honest dialogue between supervisors and employees.
- Aim 2
- Establish an environment that allows individuals, regardless of gender, to achieve a balance between work and personal responsibilities, including childcare and caregiving.
- To achieve a paternity leave rate of 85% or higher during the planning period.
- To maintain an average overtime of less than 30 hours per month for workers.
Actions
- To implement measures to reduce overtime and holiday work.
- To utilize the zero-hour work system (a system that allows employees working flexible hours to offset standard working hours on one day with overtime hours on another, effectively resulting in a day off).
- To promote the use of annual paid leave.
- To encourage the 3DV initiative (a system that promotes taking three consecutive days or more of annual leave).
- To establish "Smile Days" (encouraging the use of annual leave on public holidays for employees at companies that operate on those holidays).
- To publish reports by employees on their childcare leave experiences.
- To strengthen diversity training for all employees.