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

The Promotion of Female Employee 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

  1. Implementation Period

April 1, 2020 to March 31, 2025

  1. Provision of work-life opportunities for female employees

  1. Our Challenge
    The ratio of females in managerial positions is low (continuation of our activity from 2016-2020 is necessary).
  2. Target
    "The number of females in managerial positions in 2014 to be increased fourfold by 2025, and fivefold by 2030"
  3. Our Course of Action
    To maintain certain hiring rates for female graduates (40% or above for administrative positions and 10% or above for engineering positions) and active hiring of women throughout the year [continuation from before 2020]
    System Development
    The creation of a system that reports on the progress of female training in each department to our board members [from 2020]
    Employee Training
    The development and implementation of a plan for individual employee training [continuation from before 2020]
    The utilization of a mentoring system [from 2020]
    Host a global women's conference and symposium that the managerial class and female promotion candidates can participate in [from 2019]

  1. Creation of a supportive environment to balance work and family life

  1. Our Challenge
    The teleworking system is not utilized enough yet.
  2. Target
    "To increase users of the teleworking system to more than 50 percent of all employees (except for production workers and managers) by 2025, irrespective of whether teleworking for childcare or nursing purposes"
  3. Our Course of Action
    The creation of an environment that supports the use of teleworking, and informing our employees
    Expansion of use of IT tools so that there is no big difference between working in the office and teleworking [from 2020]
    Cultural Transformation
    Transformation to a work culture that does not make teleworking an inconvenience or a hindrance [from 2020]

To Advance Measures in Support of Raising Next-generation Children
Toyota Motor Corporation Action Plan

  1. Period

April 1, 2018 to March 31, 2021

  1. Contents

Aim 1
Promotion of understanding and spreading of various systems / examples related to balancing work and childcare


  • Continuous information provision through the company's Intranet (from May 2018)
Aim 2
Promotion of male employee participation in childcare
  • Sending messages to male employees with children to encourage their participation in childcare (October 2018)
  • Holding round-table talks for male employees on the topic of balancing work and childcare (from December 2017)