Our Company defines respect for and consideration of human rights in the Toyota Tsusho Group Human Rights Policy, and regards the provision of a safe, healthy and equitable working environment as the foundation for sustainable corporate value creation. The Company also adheres to and respects the principles on fundamental rights at work promoted in the ILO Declaration on Fundamental Principles and Rights at Work.
Aiming to balance each employee’s well‑being* with productivity, we are committed to robust occupational health and safety measures, appropriate management of working hours, fair treatment, remuneration and benefits, annual paid leave, prevention of harassment and prompt corrective action, mental health support, and the promotion of flexible working arrangements.
Under the Chief Human Resources Officer (CHRO), the Global Human Resources Department will provide company-wide leadership in establishing the Health and Safety Committee that includes representatives from Global Safety and Environmental Promotion, General Affairs, and Toyota Tsusho Labor Union officers acting as employee representatives, and will advance its activities in coordination with each sales division.
At Toyota Tsusho, our basic policy is to reduce long working hours and eliminate unpaid overtime, in order to maintain and promote employee health, and help employees achieve a harmonious work-life balance, and we will ensure strict compliance with maximum working hours as defined by the company, in addition to observing statutory working hour limits in each country. In Japan, we have introduced a Work Management System to appropriately manage working hours* and to track the hours worked by all employees; we require prior approval for overtime that exceeds a set threshold, and we conduct occupational physician interviews for employees who work long hours. Since 2017, we have been implementing various initiatives to eradicate overtime work, including turning off all company lights at 8 p.m. to encourage employees to go home early. Ｗe established an in advance overtime application system at each of our divisions; this enables managers to swiftly grasp employee working hours and work progress, distribute work in an appropriate manner, and so manage the health of their employees. Though the percentage of paid leave taken declined from the fiscal year 2020 to fiscal year 2021 due to the travel difficulties and other impacts of COVID-19, the percentage of leave taken for the fiscal year ended March 31, 2023 improved to 66.1%, thanks in part to the easing of restrictions on activities in the wake of COVID-19 and the "Monthly Paid Leave Campaign," which we have implemented since the fiscal year ended March 31, 2011. Going forward, we will continue to encourage employees to take paid leave, promote workstyle reforms, and thereby create working environments that make it easier for paid leave to be taken. In June 2022, we reviewed our work-from-home system, and through the optimal mix of coming to work and working at home, we aim to improve individual and organizational productivity, contribute to customers, and promote a better work-life balance, self-fulfillment, and job satisfaction.
Toyota Tsusho offers various systems to help employees balance work and family life, including flextime, work-from-home, and reduced working hours available until an employee's child finishes fourth grade.
We share information on childcare and nursing care via our intranet and provide opportunities for employees in similar situations to connect. Family events like "Welcome to Toyota Tsusho" support working parents and promote work-life balance.
Since 2023, we have introduced the concept of "Learning Through Childcare," viewing childcare leave as a chance for personal growth and skill development. To support this, we provide unconscious bias training to challenge fixed ideas about childcare and made the first 20 working days of childcare leave paid.
In 2024, we launched a nursing care consultation desk and offer nursing care surveys, e-learning for employees and supervisors, and seminars. Along with nursing care leave, flex-time, and vacation, we introduced work-from-home options for nursing care to help employees balance work and caregiving.
Monthly lunch gatherings, initiated and run by employees who are raising children, provide an opportunity for participants to share a variety of topics such as childcare and ways of working.
We are committed to creating an environment where all employees can work productively while finding meaning in their work. As part of our efforts to enable flexible workstyles, we introduced a work-from-home system in April 2017. By expanding work options, we aim to support employees in balancing self-development, childcare, and nursing care according to their lifestyles, as well as improving productivity through location choices suited to their tasks. At the same time, we are reforming our offices to serve as hubs for communication.
Toyota Tsusho respects workers' right to freedom of association. Under the fundamental labor agreement between Toyota Tsusho Corporation and the Toyota Tsusho Labor Union, the rights to collective bargaining and to engage in disputes are clearly guaranteed. As of the fiscal year ended March 31, 2026, 2,193 employees (61%) of Toyota Tsusho belong to the labor union. In principle, all non-managerial employees are required to join the union.
The Labor-Management Council, held six times a year between union representatives and management, serves as a forum to discuss employee views and negotiate on basic salary, bonuses, and various initiatives to improve working conditions and the workplace environment. For fiscal year 2026, discussions will focus on creating a vibrant work environment and career support measures, based on the results of organizational surveys conducted by the union.
The Work Style Reform Review Committee, jointly established by labor and management, continues to address issues such as reducing long working hours, promoting male childcare leave, and developing systems and measures to support employees working actively on the global stage.
We continue to encourage employees to take one paid leave day each month. Additionally, we operate a "Refresher Holiday Subsidy" program that provides financial support to employees who take five or more consecutive days off, with the amount based on their length of service. This helps employees take meaningful breaks to rest both physically and mentally. Toyota Tsusho also subsidizes Christmas social event expenses as a form of support for and cooperation with the labor union.
