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| Toyota's labor-management relations are based
on mutual trust between labor and management. Following a labor dispute
in 1950, mutual trust between labor and management was adopted as the foundation
of labor-management relations in the joint labor and management declaration
concluded in 1962. Since then, repeated discussions have led to deeper
understanding and trust between labor and management. |
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| Mutual Trust Between Labor and Management |
The basic concepts of mutual trust between
labor and management are: improvements in the lives of employees are realized
through the prosperity of the company, and labor and management thus share
the same goal of company prosperity as a common value; management will
take into consideration to the greatest possible extent stable employment
and will continuously strive to improve working conditions; and employees
will cooperate with the company's policies in order to promote the company's
prosperity.
In the Labor and Management Resolutions for the 21st Century signed by labor
and management representatives in 1996, mutual respect was added to mutual
trust as a foundation of labor-management relations, and this is reflected
in the current Guiding Principles at Toyota Motor Corporation.
 See
details on the Guiding Principles at Toyota Motor Corporation |
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•Mutual
Trust between Labor and Management
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•Labor
and Management Resolutions for the 21st Century (Summary)
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| Basic Principles of Personnel Management |
| In order to create a relationship of mutual
trust and respect between labor and management, personnel management is
conducted in accordance with four basic principles: (1) Creating a workplace
environment where employees can work with their trust in the company ;
(2) Creating a mechanism for promoting constant and voluntary initiatives
in continuous improvements; (3) Fully committed and thorough human resources
development; and (4) Promoting teamwork aimed at pursuit of individual
roles and optimization of the entire team. |
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| Stable Employment |
| Stable employment that avoids simple layoffs
and terminations is a key pillar in the relationship of mutual trust between
labor and management. In addition, the Toyota management system is based
largely on bringing out to the greatest extent employee abilities, reasoning
skills and creativity. Consequently, the simple disposal of human resources,
a major management asset, not only damages the relationship of trust, but
also hinders the spontaneous display of ability by employees. Accordingly,
Toyota always takes a medium- to long-term management perspective and has
made the realization and continuation of stable employment through all
possible employment policies the fundamental basis of its management philosophy. |
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| Creating Good Workplace Environments |
In order to reflect the ideas and opinions
of employees in corporate activities, in addition to promoting communication
between employees of different rank within the company, Toyota has also
established a Toyota Creative Suggestion System and started QC circle activities.
Toyota has established a number of hotlines for the fast and fair resolution
of issues related to compliance, gender harassment, mental health and working
conditions. The employee awareness survey conducted every year indicates
that "pride in the company" and "employee satisfaction" remain
high. |
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•Employee
Awareness
(Administrative and Technical)
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Employee guide to various hotlines |
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