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, 2021 to March 31, 2023

  1. Contents

Aim 1
Promotion of growth and active participation of diverse human resources


  • Further enhancement of labor-management communications to encourage growth and active participation of diverse human resources, including those who are balancing work and childcare (from 2021)
  • Implementing measures to further promote "honest dialogue" between managers and their subordinates (from 2021)
Aim 2
Promotion of understanding and dissemination of various systems/examples related to balancing work and childcare
  • Improving usability of the website to provide information for balancing work and childcare (from 2021)
    • Introducing an email notification service for information updates
    • Adding a "page search" function
    • Introduction and enhancement of various case studies and Q&As
Aim 3
Promotion of male employee participation in childcare
  • Providing and improving information related to male employee participation in childcare through the company intranet (from 2021)
    • Providing experience reports of male employees who have taken childcare leave
    • Providing data on results and trends of male employees' participation in childcare
    • Enhancing guidance on the use of systems and procedures (providing guidance for male employees)