Working Toward the Mobility Society of the Future
Message from
the President
The Source of Our
Value Creation:
What Makes Us Toyota
Value Creation Story:
Working toward the Mobility
Business Foundations
for Value Creation
Corporate Data
Society of the Future
>Message from the CSO > Roundtable Discussion with the Outside Directors > Dialogue with Institutional Investors on Corporate Governance > Corporate Governance
Message from the CFO > Capital Strategy > The Environment > Vehicle Safety > Quality and Information Security > Intellectual Property and Privacy >Value Chain Collaboration
Human Rights Diversity and Inclusion > Human Resource Development >Health and Safety and Social Contribution Activities > Risk Management and Compliance
Health and Safety and Social Contribution Activities
Safety and Health
Fundamental Approach
Toyota aims to provide safe workplaces in which
all people working for Toyota can stay physically
and mentally healthy and continue to play an
active role.
Health and safety policies and KPIs are formu-
lated by the company safety and health supervis-
ing manager, and efforts are made at all
workplaces in all regions to improve in line with
these policies.
Health Initiatives
Based on the principle of putting health first,
Toyota's health initiatives are focused on preven-
tion, including the promotion of lifestyle disease
prevention, mental health, and improvements to
create more fulfilling, employee-friendly work
environments. Through health and productivity
management, we aim for employees and the
Company to grow together, increasing
productivity via the active participation of
diverse human resources.
Response to Infectious Diseases
Toyota is taking measures to prevent the spread
of infectious diseases under the principle of plac-
ing the highest priority on the safety and security
of our employees and their families, customers,
suppliers, and other stakeholders. Such measures
include providing Company facilities for use as
COVID-19 vaccination centers and dispatching
doctors, medical staff, and facility operation staff
to such centers to support local communities.
Safety Initiatives
Based on a policy of promoting health through
mutual awareness-raising and the establishment
and enhancement of a safety-focused work culture,
Toyota implements activities based on the three pil-
lars of safe people, safe work, and safe places/envi-
ronments. Toyota promotes safety and health
activities rooted in each worksite, aiming to ultimate-
ly reach and maintain zero accidents at all worksites.
Work-related Injuries (Frequency of Lost Workday Cases*¹)
2017
2018
2019
2020
2021
Global*2
0.34
0.23
0.25
0.24
0.23
Japan
0.07
0.08
0.04
0.10
0.03
North America
1.49
0.93
1.01
0.89
0.93
Europe
0.69
0.35
0.42
0.27
0.13
China
0.20
0.19
0.07
0.11
0.08
Asia-Pacific
0.04
0.02
0.05
0.02
0.07
Other
0.18
0.12
0.23
0.23
0.31
All industries (Japan)
1.66
1.83
1.80
1.95
2.09
Manufacturing industry (Japan)
1.02
1.20
1.20
1.21
1.31
Sources for domestic data: Statistical tables from the Ministry of Health, Labour and Welfare
*1 Frequency of lost workday cases: Number of deaths and injuries per 1,000,000 hours worked, calculated as (Deaths and injuries / Hours worked) x 1,000,000
*2 Toyota Motor Corporation and 52 overseas locations
Three pillars of safety
1 Safe people
Promote the development of human resources
who are capable of predicting risks, comply with
rules, and think and act proactively
•Leaders who take the initiative to always
demonstrate a safety-first attitude are the
foundation of people-based efforts. Safety
education programs are aimed at developing
safety-oriented human resources based on
the experiences of our predecessors while
reflecting changes in operations, encouraging
us to review our daily awareness and behavior.
2 Safe work (risk management)
Reduce and manage high-risk operations toward
the achievement of zero serious accidents
• Key to workplace safety are the 4Ss seiri
(sorting), seiton (straightening), seiso (clean-
ing), and seiketsu (hygiene) approach and
the standardization of operations based on
an assessment of safety risks that takes
operability into consideration.
3 Safe places/environments
Aim to build positive and people-friendly processes,
identify issues, and take quick decisions and action
• Work environments are managed in accor-
dance with statutory and regulatory environ-
mental measurements
• Equipment-related measures are implemented
in order of priority, as work environments are
significantly affected by the production equip-
ment used, season, and other such factors.
Expenditure for Social Contribution Activities
(FY2022)
Social Contribution
Toyota proactively undertakes social contribution
activities that support sustainable social prosperi-
ty, joining forces with stakeholders and effectively
drawing on its resources to develop personnel
who will lead the next generation and help solve
social issues. We approach issues in specific
areas with a sense of ownership and take action
on a Genchi Genbutsu (onsite, hands-on experi-
ence) basis. We work together with partners who
share our aspirations for the future to address
issues that are difficult to solve by ourselves.
We have identified the areas that we will focus
on: "contribution to a harmonious society," "human
capital development"*3 and "community co-
creation," as well as "Mobility for All," which is
Toyota's aim in its main business. In these areas,
we take concrete action based on the kind of
future we want and thereby contribute to the reali-
zation of the Sustainable Development Goals..
*3 Human asset development: Working to develop the diverse
and essential potential possessed by each individual
Example of initiatives
•Social contribution programs (in the areas of
harmonious society, human capital develop-
ment, and community co-creation)
• Promotion of employee volunteer activities
Support of activities undertaken by NPOs,
•
NGOs, etc. (donations and sponsorship)
•Activities to promote the understanding of auto-
mobile culture and Toyota corporate culture
Social contribution activity website
Environment 6%
-Traffic safety 4%
Other 33%
Approx.
16.7
billion yen*4
Society and culture 17%
Education 39%
*4 Toyota Motor Corporation and
major subsidiaries (60 companies).
The sum of the components does
not equal 100%, because major
subsidiaries' results have been
converted to yen based on the
average exchange rate for
FY2022 and rounded to the
nearest whole number.
TOYOTA MOTOR CORPORATION
53
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