Global Site
ACTION PLAN
Action Plan to Promote the Active Participation of Women
Toyota Tsusho Systems Corporation has made the promotion of diversity and integration (D&I) a major component of the company's management strategy, and is committed to the following policies.
- （1）
- Fostering a culture that promotes D&I by embracing differences and striving to understand the diversity of all individuals
- （2）
- Making changes so that the company is able to create new value by utilizing ICT in response to diversifying business environments and customer needs
We pursue initiatives such as expanding childcare/nursing care systems and establishing new career-track positions within set geographical areas so that women can advance their careers by working with peace of mind. However, the scope of these initiatives remains limited, and more work needs to be done.
Our efforts are currently geared to increase female employees active in each workplace, with a view to increasing the number of women in management positions.
- （1）
- Increase hiring of women for career-track positions
- （2）
- Provide career planning support for female employees
1.Period of Plan
April 1, 2016 to March 31, 2021
2.Our Company Tasks
- （1）
- Increase the proportion of women hired for career-track positions
- （2）
- Maintain career continuity for female employees
Results
| Proportion of women hired for career-track positions |
|
|---|---|
| Women transferring positions |
|
3.Targets
- Target 1：
- Women make up 30% of new graduate hires for career-track position
- Target 2：
- Expand measures for women to continue their career (10% of selected training candidates be women, etc.)
4.Details of Initiatives and Implementation Timing
【Target 1 Initiatives】Proactively hire women for career-track positions
- From April, 2016
- ・Consider postings to departments with few or no women and increase departments open for women; use websites, etc. to enhance information dissemination for the hiring of new female graduates (ongoing)
- ・In hiring activities, increase opportunities for mid-career and young employees, etc. to communicate with female students and applicants (ongoing)
- From April, 2017
- ・Re-assess recruitment guidelines for career-path hiring and promote the active recruitment of women; use websites, etc. to enhance information dissemination regarding our initiatives in promoting the active participation of women
- From April, 2018
- ・Review the results of the above and consider and implement improved measures
【Target 2 Initiatives】Support female employees in career development
（1）Conduct employee awareness survey
- From April, 2016
- ・Conduct a survey of all employees to assess diversity awareness levels; based on the survey results, consider support measures for both women and men
- From April, 2017
- ・Implement measures
（2）Expand career training for female employees (ongoing)
- From April, 2016
- ・Implement career training for general duties employees to provide opportunities to continue their career by considering work scope expansion and position changes; implement career training for young female career-track position employee; implement selective next-generation leaders training for both women and men (ongoing)
- 2017
- ・Only in the woman employee, they understand a way of thinking of the Behavioral EQ and their own characteristic and carry out the BEQ training to plan their own ability development
（3）Strengthen diversity management amongst executives (ongoing)
- From April, 2016
- ・Carry out training for executives and managers with women employee subordinates; set targets for initiatives undertaken in each department to promote the active participation of women
- From April, 2017
- Work toward targets and follow up
- From April, 2018
- ・Verify the effects and revise targets; continue implementation
（4）introducing a carrier continuation support system
- From April, 2020
- ・We intoroduce “Reinstatement system” ”Company leave of absence from duty system by the spouse transfer” “Work location change system”