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| Safety, along
with quality and the environment, is an important topic relating to
the very foundation of a corporation. Based on the philosophy of "Respect
for People," and the fundamental policy that "Safety is management
itself" and "it is everyone's responsibility, from senior
executives to every employee at the workplace, to place safety first," Toyota
is making an effort to create a safe and energetic work environment. |
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| Safety and Health |
Beginning with development of activities
which demonstrate assurance of zero accident record, Toyota has developed
a range of independent accident prevention activities. Although the number
of STOP61-type accidents and designated occupational diseases2 in FY2002
were the fewest to date, the goal of zero was not reached. Nonetheless,
through these activities, results have been achieved in terms of workplace
management and environmental improvements, including the strengthening
of workplace teamwork and the improvement in the inherent safety3 of equipment.
1. STOP6: Safety Toyota 0 (zero accidents) Project
6
Activities to prevent six types of accidents which may cause death or disability
(caught in machines, contact with heavy objects, contact with vehicles, falls,
electrocution, and contact with heated objects)
2. Designated occupational diseases: Injury from dust and noise, or musculoskeletal
disorders
3. Inherent safety: Completely eliminate or reduce the risk of accidents associated
with work or equipment so as to pursue intrinsic safety at the workplace
at the equipment
design stage |
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•Industrial Accident Frequency
(Frequency Rate of Lost Workday Cases)
*The figures for all industries, manufacturing
industries and the automobile industry for 2002 are preliminary |
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•Safety
and Health Promotion Organization and Structure
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| Building Good Health |
•Trend in
Percentage of Completely Healthy Employees
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Toyota is conducting employee health checks, including
items required by law as well as its own items. In 2002, the percentage of completely
healthy Toyota employees4 was only 55%, falling short of the goal of 70%. Participation
in lifestyle guidance meetings, one measure toward early recovery, was 75%, a
lower percentage than the previous year. The ratio of Toyota employees whose
health-related work restrictions were lifted5 to those who participated in the
lifestyle guidance meetings was, however, twice as high as that of the previous
year.
As an activity to prevent lifestyle-related diseases, Toyota is conducting a
lifestyle improvement campaign and recreational activities, through which it
is making efforts to promote better health. Toyota also provided education and
information to improve the awareness of each employee, which is necessary to
develop better lifestyles. In the future, Toyota will employ the Meal Check System6
and begin instructing employees on how to improve their dietary habits and educating
them thorough self-management.
4. Completely healthy Toyota employees: Ratio
of those with the A rank of health management ratings (no problems found
during health checks, and not receiving medical treatment)
5. The ratio of Toyota employees whose health-related work restrictions were
lifted:
Number of employees whose
health-
related work restrictions were lifted |
×100 |
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Number of participants
in lifestyle
guidance meetings |
6. Meal Check System: A system for confirming
and evaluating individuals' food consumption patterns, using data of their
food and drink consumption in the cafeteria |
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| Mental Health Care |
Regarding mental
health at the workplace, in addition to education in traditional knowledge,
all of the newly appointed managers and supervisors undergo active
listening courses7 that are effective in the prevention and early detection
of mental problems. In FY2002, 810 newly appointed department general
managers, group managers, and others at Toyota received this training.
Regarding individual mental health care, by strengthening ties among
personnel, the workplace, and workers' families, Toyota is improving
its follow-up system for people who are on leave.
Through these activities, Toyota aims to create a workplace with better
communication in the future.
7. Active listening courses: Experiential
training in methods of building good communication through understanding
and sympathy
for others' feelings and emotions; a technique
of active listening |
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Learning communication techniques at an
active listening course |
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