Relationship with Stakeholders
P44−45
Relationship with Our Customers
P46
Relationship with Our Business Partners
P47
Relationship with Our Shareholders and Investors
P48−51
Relationship with Our Associates
P52−53
Relationship with Our Local Communities

Adhering to a quality first approach, Toyota Industries
strives to realize monozukuri (manufacturing) that quickly
responds to the diverse, ever-changing needs of customers.

“A product should never be sold unless it has
been carefully manufactured and has beentested thoroughly and satisfactorily.”n Types of Quality Sought by Toyota Industries

ent
em
nag
it y
g
Ma lity
ual
q
turin
qua
ufac
ting
Man lity
r ke
Ma
qua

Quality levels that
customers truly
expectProduct quality●Safety●Eco-friendliness●Durability●Ease of use

Designquality●Brand strength●Corporate image●Sales●Service●Logistics●Workmanship

Activities Based on the Quality Guidelines

Quality Vision 2020
All members in the Toyota Industries Group placeutmost emphasis on quality first and continuously
supply attractive products/services that anticipate
global customers’ needs.
To achieve the goal of this vision, we issue the Quality
Guidelines, which identify priority quality-related issues to be
implemented in each fiscal year, to all production bases inand outside Japan and enforce Company-wide, horizontallyaligned activities. The implementation status of theseguidelines is reviewed by top management at the Quality

Manufacturing capabilities

Placing top priority on our “Customer First” philosophy,
Toyota Industries undertakes product development thatmeets customer expectations.
Quality inspection by top management
Toyota Industries Report 2016

n Company-Wide, Horizontally Aligned Quality Assurance Activities
Quality Vision

Quality Guidelines

Quality Functional Meeting
Quality Confirmation and Defect Prevention Meeting

Materials
Handling
Equipment

TextileMachinery

Compressor

Electronics

VehicleImproving the quality of our products requires joint quality
improvement activities with our business partners in andoutside Japan. For this reason, we collaborate with our
major business partners in upgrading their quality assurance
efforts. Specifically, we conduct an annual quality audit toidentify deficiencies and ensure effective improvement, andprovide quality-related education.
Responsible executives of Toyota Industries verify theoutcome of these activities through genchi genbutsu
inspections.
These activities enable our business partners to attainthe level of quality assurance that Toyota Industries requires
and establish a culture to foster quality assurance on theirown.

Promoting Human Resources Development

Company-wide Council of Heads of Quality Assurance Departments

Development of new products

Quality forms the basis of our operations and is essential inattaining the goals of our Vision 2020. As such, weformulated our Quality Vision 2020, which defines ourphilosophy in ensuring quality.

“We should express our gratitude to ourcustomers by providing them our best quality
products.” (from Toyota Industries’ Quality Guidelines)

44* As of March 31, 2016

Providing Support to Business Partners

Engine•Activities to improve DR standards

Prevention of occurrence and recurrence •Recurrence prevention training
Quality assurance by business partners•Quality audit at business partners

Product safety and reassurance•Product Safety Promotion Committee

Human resources development•Education on statistical quality control (SQC),
QC Circle Promotion Committee

Toyota Industries provides systematic quality education to all
employees to help them acquire quality assurance skills
needed in actual operations.
Our production bases outside Japan also promotekaizen (improvement) efforts and human resources
development through quality control (QC) circle activities.
We visit subsidiaries outside Japan to give hands-on
instructions for promoting QC circle activities and train QC
circle instructors. As a venue for presenting activity results,
we hold the Global QC Circle Convention every year andprovide workshop sessions to raise skills.
We are working to reinforce our foundation for quality
assurance based on the belief that manufacturing starts withnurturing excellent personnel.

Relationship with Our Customers

Carrying on the spirit of founder Sakichi Toyoda, Toyota
Industries strongly believes that quality is the lifeblood of acompany. Focusing on quality first and ensuring customer
safety and reassurance are our most important
responsibilities to our customers and form the basis of ourapproach to corporate social responsibility (CSR).
Toyota Industries strives to maintain and improve thetotal quality of our corporate activities, which encompasses
not only “product quality” but also “marketing quality” and“management quality.” “Product quality” is embodied in thesafety, eco-friendliness, durability, ease of use andworkmanship of our products, while “marketing quality”
entails excellent sales and service in addition to these
attributes and “management quality” further enhances ouroverall corporate image and brand strength in terms of all ofthese attributes.

At Toyota Industries, development of a new productentails defining specific goals to incorporate quality in every
stage from product planning and design to production
preparation, production, sales and after-sales services. We
perform a design review (DR), which allows a product toproceed to the next stage only when a responsible businessdivision head examines and approves whether the producthas reached the target quality level.
Should a defect occur after the product launch, thequality assurance departments of each business division
immediately devise necessary measures. At the same time,
a probable cause is identified from both technical andstructural aspects, and if deemed necessary, the new
product development system itself is reviewed to prevent a
recurrence in the successor model.

every year as part of Quality Month in an effort to maintainand improve high levels of quality awareness.

Relationship with Stakeholders

Relationship with Our Customers

Functional Meeting and the Quality Confirmation and DefectPrevention Meeting, both chaired by the head of the
Production Headquarters*, for identifying additional issues
and devising countermeasures. Issues raised are followed
up at meetings of the Company-wide Council of Heads of
Quality Assurance Departments chaired by the head of the
Quality Control Department* of the Production
Headquarters. The president also checks on the outcome ofthese activities through genchi genbutsu (go and see foryourself) inspections.
As for initiatives to ensure product safety, in order tomeet customers’ expectations for safety and reassurance
we have been promoting activities to minimize risks at thedevelopment and design stage based on the assumptionthat customers make use of our products in diverse ways,
including foreseeable misuse and use under malfunctioning
conditions.

Initiatives to Raise Quality AwarenessTo ensure that we live up to our customers’ expectations interms of quality, we believe it is important to have a highlevel of quality awareness on an individual level. That is why
we engage in various activities to raise quality awareness,
including organizing quality seminars and distributing Quality
Month Texts.
As a new initiative in fiscal 2016, we asked all employees
to complete a quality awareness questionnaire. With the aimof elevating quality awareness to the next level, we createdthe questionnaire ourselves so that answering questions
would encourage personal development. Based on the
results, we analyzed strengths and weaknesses in each lineof work and department, and provided departmental
feedback as a tool to help individuals understand what
actions they need to take to improve quality.
We intend to conduct quality awareness questionnaires

Global QC Circle Convention

Global QC Circle workshop

45

Relationship with Our Business Partners

Co-Existence and Co-Prosperity Based on
Mutual Trust
We work hard to realize co-existence and co-prosperity withour business partners based on mutual trust. Every year, wehold procurement policy meetings and top manager
seminars for major business partners to facilitate mutual
understanding and cooperation. In addition, we provide
such programs as quality management and technical skills
training, guidance directed toward kaizen at their production
sites and safety and health education throughout the year.

Reducing Environmental Impact throughEnvironmentally Preferable Purchasing
In order to create environmentally friendly products, we aim
to procure parts, raw materials and equipment frombusiness partners that give sufficient consideration to theenvironment.
Our Environmentally Preferable Purchasing Guidelines,
which we have formulated to enforce “green” purchasing,
apply not only to parts, raw materials and equipment but
also to packaging materials. Along with environment-friendly
products, we deliver safety and reassurance to customers.

Localization of Business for Good Corporate
Citizenship
In view of increased local production outside Japan, we
promote procurement from local business partners in order
to contribute to the local community through consolidated
subsidiaries as a good corporate citizen.

1,000

We proactively provide
800
procurement education both
600
internally and externally. In fiscal
400
2016, we provided training on
200
Japan’s subcontracting law tostrengthen compliance, with
0(FY) 1415
16
seminars attended by 1,012
Toyota Industries employees and 175 participants fromaffiliated companies. We also carried out workplacecompliance inspections in an effort to prevent violations.
As a new initiative getting underway from fiscal 2017, wehave started providing basic education for less-experienced
employees at Toyota Industries and affiliated companies,
with the aim of improving knowledge among personnel inprocurement.
We also work with Hoeikai, anorganization consisting of our business
partners, to provide support tostrengthen the management platformsof member companies through Toyota
Production System (TPS) activities in
Basic education in
manufacturing and QC circle activities.
procurement

Toyota Industries Report 2016

We aim to obtain an appropriate company valuation in stock
markets through timely and appropriate information
disclosure while promoting good communications withshareholders and investors.

Basic Perspective
Toyota Industries continually carries out timely andappropriate information disclosure for shareholders andinvestors. In this way, we raise management transparency
so that we obtain an appropriate company valuation in stock
markets. We proactively provide not only information
required under disclosure laws and regulations but also
information on our management policy and businessactivities. Also, we engage in various investor relations
activities to facilitate productive dialogue with shareholders
and investors and feed back their comments to executives
and relevant business divisions to reflect them in ourbusiness activities.

facilitate a deeper
understanding of Toyota
Industries. To respond to thegrowing number of institutional
investors outside Japan
requesting a meeting, we visit
Toyota Industries’ redesigned website.
some of them to explain our
The English website is to be redesigned
within fiscal 2017.
management policies andbusiness overview. We also
participate in conferences hosted in Japan by securities
companies and hold individual meetings. For individual
investors, we hold company information sessions topromote an understanding of our business andmanagement policies.
We have redesigned the Investor Relations page on our
website and newly added a page for individual investors, inwhich our business details and strengths are summed up in
an easy-to-understand manner.
n Major IR Activities
For institutional investors and securities analysts in Japan•Quarterly financial results briefings •Individual interviews/visits•Small meeting •Teleconferencing •Company-hosted plant tours•Issuing/delivering Toyota Industries Reports
For institutional investors outside Japan•Individual interviews/visits •Teleconferencing•Participation in conferences hosted by securities companies•Issuing/delivering Toyota Industries Reports

General Shareholders’ Meeting

For individual shareholders and investors

Business Continuity Plan (BCP) Activities for
Possible Major Earthquake
We engage in BCP-related activities in anticipation of amajor earthquake in Japan. To improve our preparedness forresuming the supply of products to customers at the earliest
possible opportunity in the event of a disaster, we aremaking concerted efforts with business partners to ensure
the stable supply of parts and raw materials during therestoration of production.
Having formulated disaster mitigation plans for allcompanies that took part in disaster mitigation workshops(tabletop exercises) up until fiscal 2015, in fiscal 2016 we
promoted BCP initiatives by starting toconfirm actual progress through genchi
genbutsu inspection. We also provided
emergency recovery support in thewake of the earthquake in Kumamotothat occurred in April 2016, including
sending personnel and providing relief
Antiseismic initiatives
supplies to affected suppliers.

We hold our annual general shareholders’ meeting early to
avoid the date on which many companies hold theirrespective shareholders’ meetings so that moreshareholders can attend. We are further facilitating theexercise of voting rights of our shareholders by allowing
them to exercise such rights via the Internet and by joining
the electronic voting platform for institutional investors.
We held our 137th General Shareholders’ Meeting on
June 11, 2015, in which a record-high 418 shareholders
participated. To foster a better understanding of ourbusiness activities, we invited our shareholders for a lift truck
plant tour following the general shareholders’ meeting.
■ Number of Participants

Topic
Action policy
Scope of activities

FY2013
Determining
current status

FY2014FY2015

Hoeikai (business partners)
Suppliers of major parts

Supply chain surveys

Improving accuracy through periodic surveys

Mitigation workshops

Tabletop exercises

Disaster mitigation plans
Genchi genbutsu confirmation

FY2016

Reinforcing disaster mitigation

Formulation, aggregation and review
Confirmation
Periodic training•Company information sessions •Company-hosted plant tours•Issuing/delivering notice of general shareholders’ meeting•Issuing/delivering business reports

Lift truck plant tour hosted by Toyota Industries (Dec. 2015)

Returning Profits to Shareholders(Persons)

133rd

134th

135th

136th

137th

Shareholders’ meeting

320

363

396

348

418

Plant tour

112

132

185

144

163

Investor Relations Activities

n BCP Activities

Training for determining
extent of damage

46

Affiliated companies
Toyota Industries(Persons)
1,200

Relationship with Our Business Partners/
Relationship with Our Shareholders and Investors

To achieve open procurement, we provide fair and equal
opportunities to all potential business partners on our
Website.
We comprehensively evaluate our business partners
based on such factors as quality, price, adherence todelivery times, technological capabilities and management
information. We also assess their initiatives for safety, theenvironment and compliance as we strive for the timely andstable procurement of excellent products at lower costs
based on fair business transactions.

Promoting Human
Resources Development

Relationship with Stakeholders

Fair Business Transactions Based on an Open
Door Policyn Participants of Japan’s
Subcontracting Law Seminar

Activities

Toyota Industries encourages open procurement and seeks
co-existence and co-prosperity with our business partners(suppliers) based on mutual trust. We also facilitate
environmentally preferable purchasing, CSR-oriented
procurement practices, human resources development anddisaster prevention activities for a possible major earthquake.

Relationship with Our Shareholders and Investors

For institutional investors and securities analysts, ourmanagement conducts briefing sessions to explain ourquarterly financial results, including business performance,
progress achieved at each business division and future
initiatives. In addition to accepting individual interviews andmaking visits to institutional investors, we host lift truck plant
tours (production lines, technical exhibits, etc.) to showcase
our approach to manufacturing and on-site initiatives andToyota Industries regards ensuring shareholder benefits as
one of the most important management policies.
Accordingly, we strive to continue paying dividends at theconsolidated dividend payout ratio of roughly 30% and meetthe expectations of shareholders upon comprehensively
taking into consideration such factors as business results
and demand for funds. For fiscal 2016, Toyota Industries
paid annual cash dividends per share of ¥120.0 (interim
cash dividend per share of ¥60.0 and year-end cash
dividend per share of ¥60.0).
We will also be acquiring treasury stock up to a
maximum of 4 million shares in the amount of ¥18 billion
during the period from June 10, 2016 to June 9, 2017, withthe aim of improving capital efficiency and returning profits
to shareholders.

47Relationship with Our Associates

48

Toyota Industries Report 2016n Frequency Rate of Lost Workday Injuriesn Major Health Promotion Activities in Fiscal 2016

(%)
1.2
1.0

Manufacturing industry

0.8

Good

Manufacturers of transportation
machinery and equipment

0.6
0.4
0.2
0
(FY)

Toyota Industries
12

13

14

As a task for the medium term, we are promoting associate
health improvement programs to counter risks associatedwith aging and greater stress.
Specifically, we proactively provide health guidance toprevent lifestyle diseases from developing into metabolic
syndrome and actively encourage follow-up after annual
health checkups. We also conduct periodic age-based
health education for all associates to maintain and promote
their health and wellness. Along with specific healthguidance required by the Japanese government, we provide
health promotion guidance to associates below the age of
40 to help them improve lifestyle habits early on.

15

16(Source: Survey on Industrial Accidents, Japan’s Ministry of Health, Labour and Welfare)

In terms of chemical risk assessments, we have revised
our proprietary Ecology, Safety and Health Material
Investigation System (EMIS) in order to assess risks during
preliminary inspections of harmful chemical substances andto contribute to health and safety management in theworkplace. The system itself is designed so that chemical
substances cannot be purchased unless an application is
filed in advance.
At subsidiaries outside Japan, since a notion of a safetyoriented culture differs in individual countries and regions,communication is particularly important when mutually
incorporating effective activities from one another while
understanding and respecting a diverse range of cultures.
With that in mind, we planned a health and safety regional
meeting and organized one at a base in North America in
November 2015.
This meeting is designed to create a cooperative
framework not only in complying with laws but also inestablishing a safety-oriented culture and improving healthand safety technology and measures, with an emphasis on
strengthening cooperation among subsidiaries in respective
regions.
We are planning to organize a regional meeting inEurope and other areas in fiscal 2017 onward and aim toestablish a health- and safety-oriented culture at the highest
level in each region.

As part of mental
health support activities,
we have in place asystem to offer early
consultation through ahealth-related hotline.
Other activities include
upgrading our self-care/line-care education to
Stretching exercise
during age-based health education
prevent new cases andoperation of a return-to-work support program for persons
on long-term leave for prevention of relapses. We havesuccessfully achieved positive results through these activities.
In fiscal 2016, we looked into establishing the necessary
mechanisms to introduce a stress check system in
September 2016. From the initial fiscal year in which thissystem will be implemented, we are also planning ton Improving Mental Health Support Systems(Introducing a Stress Check System)
Objective

Individuals

Workplaces

Providing information on mental healthPreventive
measures

Preventing
relapsesA unique safety dojo at a base in
North America

Toyota Industries believes that it is essential to enhanceteam strength so that each associate can work with vitality
and the Company can achieve sustainable growth.
We believe that team strength is made up of “technicalskills” that form the basis of manufacturing operations,“management skills” to make maximum use of technicalskills and a “spirit of harmony” that supports both. Whilefurther enhancing our team strength, we are striving toextend and hand it down beyond all business domains,
generations and geographic regions.

Participants of age-based health education(2,157 persons)
Persons having completed guidance program(556 persons)on prevention of lifestyle diseases
Stop smoking enlightenment events• World No Tobacco Day: One-day no smoking (May 29)• No Smoking Days: Half-day no smoking (for 10 days)
Participants of stop smoking campaigns(44 persons)(held jointly with health insurance association)
Participants of walking events(3,783 persons)(held jointly with health insurance association)

Early
detection/
early
resolution

Health and safety regional meeting at
a base in North America

Enhancing Team Strength

Improving support via the introduction of a stress check system
Encouraging associates Raising awareness of
to be more aware of
consultation services
their health and offering
advice on healthimprovement measures

Interviews as partof health checks<Consultation
system>• Industrial healthstaff (in-house)• External institutions

Return-to-work support

Understanding thecauses of stress in theworkplace andimproving working
environments

Technical Skills

Expertise/skills/know-how

Management Skills
TPS, QC, SQC, etc.
Ability to identify and resolve issues
Ability to merge multiple levels of skill

Team Strength

LeadershipTo pursue improvements
thoroughly and continuously

Spirit of Harmony
Teamwork
Well-roundedhumanity

Technical Skills
To develop skills to support manufacturing, the Technical
Learning Center, one of our training facilities, plays thecentral role in associate education, offering basic skills
training at the Technical Training School and facilitating
efforts to enhance the skills of young technical staff throughin-house skills contests. We also work to cultivate highly
skilled specialists through participation in the national andinternational skills competitions.
At the 53rd National Skills Competition* held in 2015,
the Toyota Industries team won one gold medal in the“mechanical device control” category and received prizes invarious other categories, thereby attaining medals for the
15th consecutive competition.
In addition, the Toyota
Industries team won a bronze
medal in the “structuralironsmith” category at the43rd WorldSkills Competition
held in São Paulo, Brazil, in2015.

Relationship with Our Associates

In accordance with our fundamental policy of “creating
people capable of autonomously maintaining occupationalsafety and health,” Toyota Industries strives to prevent
industrial accidents and occupational disorders as well as
realize better work environments.
Based on the idea of building “a homelike atmosphere atwork that is warm and friendly” as stated in the Toyoda
Precepts, we clarified “the true meaning of safety” and “theideal goal of safety” andSafety Vision
formulated the “Safety
Each
and
every
associatein the Toyota Industries Group,
Vision” in fiscal 2014.
guided by the spirit of our corporate creed,aims to create a corporate cultureWith the aim of fosteringthat places a top priority on maintaining safety in all areasa safety-oriented culture,and focuses on mutual courtesy and safety
as well as realizing workplaces
we have promoted
where associates work each day
activities to instill thewith a sense of happiness and pride.
July 1, 2013
vision throughout the
Toyota Industries Group.
Having extended
activities to top
management at
consolidated subsidiaries
in Japan in July 2015,
we have now completed
safety workshops for top
Safety workshop for top management atmanagement, as well as
consolidated subsidiaries in Japan
health and safety staff, at
all Group companies worldwide.
Safety workshops have helped top management at
individual companies to recognize that “safety is thecornerstone of business continuity,” and enabled them totake the initiative in safety dialogue, including ceremonies for
new employees and meetings, based on the conviction that
it is possible to eliminate accidents entirely.
In fiscal 2016, we primarily implemented “activities aimed
at establishing a safety-oriented culture” and “pursuit offundamental safety for machinery and equipment centeringon risk assessments and activities to promote safetymeasures from human, object and administrative
standpoints.” We intend to continue with such activities in
the future.
For a safety culture to firmly take hold, leadership andstrong awareness among managers and supervisors arevital. As such, we provide safety workshops for managers
and supervisors at respective departments.
Having completed workshops for manufacturing
departments during the first half of fiscal 2016, we areplanning to finish rolling out workshops to administrative andengineering departments by the end of fiscal 2017. We also

intend to continually improve safety awareness by
establishing an educational framework for newly appointed
managers and supervisors.
As typical examples of activities aimed at establishing asafety-oriented culture, we encourage point-and-callpractices to check safety, instruct associates to use handrails when going up or down stairs and call on associates toraise awareness among each other.
Implementation of these various initiatives resulted in acertain year-on-year improvement in the frequency rate oflost workday injuries in fiscal 2016. We will continue to
implement unfaltering initiatives to instill a safety culture
among associates.

introduce feedback to relevant workplaces so that we can
improve our mental health support structure even further.

Relationship with Stakeholders

Building a Safety-Oriented Culture That Aims
for Zero Industrial Accidents

Initiatives for Health Management andImprovement

Mental health education

Our ultimate goal is to create safe and secure workplaces foreveryone, where each and every associate can exercise theirdiverse potentials and play active roles.

53rd National Skills Competition(mechanical device control)* Skills competition for determining Japan’s
top young engineers

n Number of Medals Won at the National Skills Competition
FY2014FY2015FY2016

Gold medal

1

1

1

Silver medal

2

3

2

Bronze medal

3

1

3

Total

6

5

6

49

Spirit of Harmony
Toyota Industries is creating a bright, energetic and caring
work environment that fosters a dynamic workforce andallows every member to demonstrate his or her capabilities
both as an individual and as a team. We are proactively
encouraging communication not only during work hours but
also through social gatherings, sports days, summer
festivals, Group-wide ekiden long-distance relay races andcheer squads for various sports events.

Establishing Work Environments Where Diverse
Human Resources Can Play Active Roles

Promoting Active Roles of Female Associates
We have been formulating plans to harness a more diverse
range of human resources and continuing to carry out
activities since 2008.
We have been working to enhance support systems
through such measures as introducing “a return-to-work(“welcome-back”) system for associates who have left work
to care for children and family members or to accompany
their spouse for a job transfer” and “a shorter work-hoursystem for child care.” We also introduced a telecommuting
system in April 2014. As a result, we have managed toreduce the gender gap in terms of average length of servicen Action Plan

Implementation
FY2016FY2017(1) Launch, message from president
Changing
mindsets among (2) Awareness seminar for managerial staff
managerial staff
and across all (3) Follow-up on individual development plans
associates(4) Getting spouses involved in pre-maternity
leave seminars(1) Sending associates overseas for training at
an early stage in their careers(2) Career training and interviews for female
assistant managers
Career support
for female(3) Role model exchange meetings
associates(4) Early return-to-work support(pre-maternity leave seminars)

In 2015, we set up a project to promote more activeroles for female associates, comprising 11 men and womenfrom different departments. This project was key for theidentification of issues and formulation of policy proposals inpromoting the increased active roles of female associates
through discussions and exchanges among project
members and stakeholders. The results of these discussions
formed the basis for the development of a Company-wide
action plan in clarifying the initiatives for this project. In
carrying out the action plan, we specifically focus on theinitiatives to change the mindset among managerial staff
and across all associates, provide female associates career
support and promote flexible working practices. We havealready launched activities involving management, heads ofCreating a company where all associates canfulfill their potentiall	Ask yourself, what is a company for? Its purpose is tomake its customers, shareholders and associates
happy.
l	Given Japan’s declining birthrate and aging society,the time will come when a male-dominated system oflong working hours is no longer viable. We need toembrace diversity.
l	Promoting more active roles forfemale associates is not only forthe benefit of women but also
for the benefit of all our
associates and our vitality as acompany so that we can all behappy in our work.

(Ongoing)(Ongoing)

FY2009FY2010FY2011FY2012

Increasing the ratio of female associates•Starting to recruit main career track female associates (for engineering positions in 1986 and administrative positions in 1996)

Toyota Industries Report 2016

10

10

0

(FY) 12

13[Engineering position](Persons)
150

14

Women

15

Men

16

Ratio of women

0

(%)
40
30

100

20
50

10
(FY) 12

13

14

15

16

0

departments and managerial staff, and have relayed amessage from the president.
Rather than merely appointing more female associates
to managerial positions, we are working to improve
workplaces so as to offer women a wider range of jobs andhigher quality of work and to enable female associates tofulfil their individual potential.
In January 2016, we were certified by the
Aichi Labor Bureau as a “Female-Friendly
Company.” We will continue to promote
activities aimed at creating more active roles
for female associates.
Employment of Persons with Disabilities
We respect the idea of people with and without disabilities
working together and sharing life and work values. Under
this basic policy, we continue to employ persons withdisabilities every year. They are assigned to a variety ofsections and work with other members to perform theirdesignated tasks. In fiscal 2016, the ratio of associates withdisabilities on a non-consolidated basis was 2.24%.

(FY)

14

15

16

FY2016•Project for promoting active rolesof female associates•President’s message

Announcing project recommendations•Seminars for female students in science track•Increasing recruitment of female associatesfrom non-engineering university departments

Setting targets for the number of female associates in managerial positions
Toyota Industries•Keidanren*2
7 (2006); 29 (2016); 75 (target for 2020)•MHLW*3

50

20

2.1

Cultivating career consciousness•Individual interviews with female assistant managers and their superiors•Formulating individual development plans•Sending trainees overseas •Training for career development for assistant managers*1: A system to enable reinstatement under certain preconditions*2: Japan Business Federation*3: Ministry of Health, Labour and Welfare

20

2.2

Enhancing support systems•Extending the period of childcare leave •Introducing a shorter work-hour system for child care •Introducing a telecommuting system•Introducing a leave system to allow parental care of children with illnesses •Establishing on-site day care •Introducing a “welcome-back” system*1
Cultivating corporate culture•Opening a Diversity Navi page on the intranet•Holding exchange meetings and lectures to share experiences of female associates in balancing work and family

(%)
40
30

0

FY2015

Ratio of women

(%)
2.3

(5) Improving career development support

FY2014Menn Ratio of Associates with Disabilities (Non-Consolidated)

Promoting flexible
working practices (1) Expanding telecommuting options

FY2013

Women

30

0

n Initiatives for Promoting Active Roles of Female Associates~ FY2008[Administrative position](Persons)
40

Relationship with Our Associates

We are implementing a variety of measures to create work
environments where a diverse range of human resources
can fully exercise their capabilities. These include promoting
active roles of female associates, supporting the employmentof persons with disabilities and creating an environment inwhich older associates can work more actively.

in administrative and engineering
positions to 1.4 years.
We have also been cultivating (Years)
Men
Women
20
a better corporate culture
through the launch of Diversity
15
Navi activities, which entail suchongoing activities as providing
10
forums for associates with limited
working hours to share opinions
5
and seek advice from one
another. As a result, the number
0Mar. ’94 Mar. ’04 Mar. ’15of female associates inmanagerial positions has
quadrupled over the course of
10 years from 2006 to 2016
(from seven to 29).
In terms of measures topromote more active roles forfemale associates, we have set
the target of increasing the ratio
Project members to promote more
active roles for female associatesof female graduate recruits to
40% in administrative positions
and 10% in engineering positions, and tripling the number offemale associates in managerial positions by the year 2020
compared with 2014, and intend to step up activities toachieve our goal.

n Hiring of New Graduates (Non-Consolidated Basis)

Relationship with Stakeholders

Management Skills
We conduct TICO Business Practices (TIBP) training
targeting associates in administrative and engineering fields,with the aim of mutually sharing the thinking and values that
the Company gives importance to, as well as to improve ourassociates’ problem-solving capabilities. TIBP training
programs are also provided at subsidiaries outside Japan in
our efforts to raise the level of management skills throughout
the Toyota Industries Group.

n Service Years by Male andFemale Associates(Administrative andEngineering Positions,
Non-Consolidated)

Creating a Work Environment for Older Associates
We focus on creating a better work environment for older
associates by adjusting the height of jigs in production lines
and modifying processes to compensate for deterioration ofvision so that they can work with less stress.
Moreover, since the introduction of a re-employment
system for associates who reach the mandatory retirement
age of 60, the number of associates who choose tocontinue working has been increasing. In response, we hold
“55 Career Training” for associates reaching the age of 55 togive them an opportunity to envision life and work after theage of 60 and think about how they should work during theremaining pre-retirement period.

Project activities

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Relationship with Our Local Communities
With a view toward creating an enriched and healthy society
and ensuring its sustainable growth, we fulfill our role as agood corporate citizen and actively undertake social
contribution activities in every region where we do business.

* Voluntary organizations formed by employees at each job level

Events to interact with persons with disabilities· “Walk Rally (orienteering),” harvest festival, festival
Support for welfare facilities· Support for charity bazaars at facilities by providing goods· Volunteer work for facility cleanup/repair/pruning/weeding
Social· Support for sales of products from facilities for persons with disabilities
by providing opportunities to set up stalls
welfare· Volunteer listening activities at elderly care facilities
Supporting activities and raising money for medical institutions
through a charity marathon (France) (P53)
Support for feeding the homeless and needy (Australia)
Donating Christmas presents for less fortunate children (U.S.A.)
Support for Youth Invention Clubs· Monozukuri workshops for elementary school children during summer
vacations· Holding handmade kite-flying competitions· Running craft corners at local events
Youth
Providing plant-hosted environmental education to elementary school
development children
Holding mini concerts at elementary schools
Organizing food education and exchange meeting for children fromchildren’s homes (P52)
Assisting with events aimed at sharing the joys of monozukuri(U.S.A.) (P53)
Initiatives for forest conservation· Tree thinning activities for conservation of prefecture-owned forests· Producing and donating benches made of thinned wood
· Tree-planting activities for reforestation
Environmental · Support for environmental festival through participation and financial
assistance (Sweden)
protection· Tree-planting activities on Mt. Papandayan (Indonesia)
Tree-planting activities to protect mangrove forests (Indonesia)(P53)
Cleanup activities along the delta coast (Romania)
Cleanup activities at Semeru National Park (Indonesia)

Community
contribution

Participation in local traditional events (Mando Festival)
Road cleanup activities in areas around plants
Activities to raise awareness for traffic safety
Crime prevention patrols
Highway cleanup activities (U.S.A.)
Donating plumbing equipment, desks, uniforms and other items to schools(India)Participating in joint patrols to stop nuisance parking (P52)

Other

Holding charity concert
Support for international NGO in collecting spoiled postcards
Periodic blood donation drives
Participating in earthquake recovery support activities in Japan(Germany) (P53)

Structure for Promoting Social Contribution
Activities
The CSR Committee deliberates on policies of our social
contribution activities while the Social Contribution Group
within the General Administration Department at the Head
Office takes the initiative in carrying out activities.

(Activities without country designation were conducted in Japan.)

Activity Examples of Toyota Industries and Consolidated Subsidiary (Japan)
Toyota Industries Corporation

Youth Development

Organizing Food Education and Exchange
Meeting for Children from Children’s Homes
The Toyota Industries Team Leader Association from manufacturing departments planned a rice growing experiencealongside children from children’s homes as a new type ofsocial contribution activity. With help from members of thelocal agricultural cooperative, the association got involved in
activities such as planting rice, harvesting rice and pounding
rice cakes, and sharedwith the children theimportance of food allyear round. From making
scarecrows to playing in
the mud, everyone got
some exercise and had a
Employees planting rice with children fromfun time as well.

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children’s homes

Toyota Industries Report 2016

Activity Examples of Consolidated Subsidiaries (Outside Japan)

Activities

Consolidated SubsidiaryCommunity Contribution

Participating in Joint Patrols to Stop Nuisance
Parking
Sun River Co., Ltd., which operates sporting facilities, leases
real estate and manages restaurants, carries out traffic safety
activities in fall every year as a member of an association of
local companies. During this campaign, employees took partin joint patrols to stop nuisance parking in the area aroundEsaka Station (Osaka Prefecture). As well as helping to
improve traffic manners
among local residents,
this activity also serves toraise awareness among
employees themselves.

Employees taking part in a joint patrol tostop nuisance parking

FranceCommunity Contribution

Indonesia

Environmental Protection

Supporting Activities and Raising Money for
Medical Institutions through a Charity Marathon

Tree-Planting Activities to Protect Mangrove
Forests

Toyota Material Handling France SAS (TMHFR)
Subsidiary engaging in sales and servicing of materials
handling equipment

P.T. TD Automotive Compressor Indonesia (TACI)
Subsidiary producing car air-conditioning compressors

The TMHFR team made up of 89 people participated incharity marathons held in Paris and Toulouse in November
2015. These events are part of a campaign to raise
recognition and awareness of men-specific illnesses and to
be more health-conscious, and participants must wear amoustache whether real or fake. Participation fees of around45,000 euros were raised and donated to medical
institutions to support treatment and research on depression
and prostate cancer.

In January 2016, TACI provided cooperation to an
environmental protection program promoted by an
Indonesian subsidiary of Toyota Motor Corporation and its
group companies and planted trees at Maron Beach on theisland of Java. This activity is conducted to protect
mangrove forests, which play an important role insafeguarding biodiversity. A total of approximately 300,000
mangrove trees were planted, including 2,000 trees donatedby TACI.

Employees who participated in charity marathons

U.S.A.

Youth Development

Employees planting trees

Germany

Other (Recovery Support)

Assisting with Events Aimed at Sharing the Joysof Monozukuri

Participating in Earthquake Recovery Support
Activities in Japan

Michigan Automotive Compressor, Inc. (MACI)
Subsidiary producing car air-conditioning compressors

TD Deutsche Klimakompressor GmbH (TDDK)
Subsidiary producing car air-conditioning compressors

In July 2015, MACI cooperated in the annual Learning Fair
conducted in Jackson County in Michigan. The fair provides
a hands-on opportunity to explore technology andcraftsmanship and is a great learning experience for children
and adults alike. Five MACI employees took part andprepared a monozukuri corner using compressor pieces anda robot experience corner.

Employees and children who took part in the event

Relationship with Our Local Communities

Based on “Respect for Others” as described in our Basic
Philosophy, we strive to fulfill our role as a good corporate
citizen in every region where we do business and actively
engage in social contribution activities to realize an enriched
and healthy society. In our activities that emphasize social
welfare, youth development, environmental protection andcommunity contribution, we not only provide cooperationand support through personnel, facilities, funds and knowhow but also strive to closely connect with participants. To
foster employees’ awareness of their ties to society andraise their interest in contributing to society, we makeenlightenment efforts such as providing a venue forvolunteer activities and sharing information on volunteer
activities that encourage the participation of all employees.
Employee associations* are actively undertaking various
activities to contribute to local communities, mainly in theareas of supporting welfare facilities and protecting thenatural environment.

Theme

Relationship with Stakeholders

Activities as a Good Corporate Citizenn Major Social Contribution Activities of Toyota Industries andGroup Companies

In May 2015, five employees of TDDK joined recovery
support efforts in the area greatly damaged in the Great East
Japan Earthquake through the NPO Kizuna-in-Berlin. The
volunteers engaged in various activities, such as restoring
homes, tending farms and repairing tools. They stayed withthe local residents in a homestay, which enabled them todeepen their insights into Japanese culture and daily life andto form bonds with people in the communities.

Employees helping repair tools

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