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Toyota

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Toyota Motor Corporation

A Company Study Presented to
Marilou B. Lleno
At University of Perpetual Help System DALTA

In partial fulfillment
Of the requirements in
Environmental Management

By:
Nowell S. Caberoy

March 2014

I. Name of the Company
Toyota Philippines

II. Vision, Mission and Objectives
Vision
To be the No.1 AUTOMOTIVE COMPANY where GREAT PEOPLE work as a TEAM to provide the BEST products and service to our CUSTOMERS.
Mission
Driven by the will to serve, we hereby commit ourselves:
To dominate our markets through dynamic selling and timely delivery of attractive products, with excellent customer service and continuous product improvement.
To produce vehicles and components of outstanding quality, using advanced technology, continuously improving methods and environment-friendly processes while maintaining safe working conditions.
To sustain Company profitability, stability, productivity and growth by efficiently engaging in effective financial and resource management for the collective gain of the Toyota Family and the society we serve.
To sustain Team Members’ morale and productivity by developing their full potential and total well-being, and by establishing mutual trust, mutual responsibility, and harmony through open communication.
Objectives
Our commitment to provide you the best after-sales experience extends long after vehicle purchase, At Toyota, we guarantee high quality service at all times. Our team of highly- skilled technicians have undergone hours of training and have met Toyota’s global skills standards. Backed with the latest equipment in vehicle diagnosing, maintenance and repair, your Toyota will run as new years to come.

III. Place of the Company Toyota Special Economic Zone, Santa Rosa-Tagaytay Highway, Santa Rosa City, Laguna 4026

IV. Organizational Structure V. HR Practices

Toyota is working to develop human resources by implementing an educational program based on on-the-job-training (OJT), which is crucial for the development and generational transfer of excellent monozukuri (manufacturing), with the five Toyota Way keywords as a fundamental basis.

VI. Company Policy

Toyota Motor Corporation Australia Limited (TMCA) recognises that the health, safety and welfare of employees, contractors, visitors and persons present at TMCA sites is our responsibility. It is a primary and fundamental objective and will be regarded as such by all persons employed by TMCA or TMCA representatives.
TMCA is committed to ensuring a safe and healthy working environment for all personnel and the prevention of work related injuries and illness by providing and maintaining a safe working environment including an occupational health and safety management system (OHSMS) and safe systems of work in compliance with relevant occupational health and safety legislation.
TMCA is committed to maintaining OHS Certification to National Self-Insurer OHS Audit Tool (NAT) and OHSAS 18001.
To meet our responsibilities, TMCA will * Manage Risks – by identifying all workplace hazards, undertaking assessments and taking all necessary actions to control any exposure to injury, loss or damage. * Comply with all legal and other obligations – by ensuring that our business is managed in accordance with relevant occupational health and safety legislation and TMCA Occupational Health and Safety Policies. * Apply TMCA policies, where applicable, to suppliers and other third parties. * Establish targets and measurements – we will manage our obligations using coordinated occupational health and safety business plans for each area and site, with challenging targets against which to measure progress, to ensure continuous improvement aimed at the elimination of work related illness and injury to achieve our goal of "Zero Harm". * Provide appropriate training and information for all TMCA employees, labour hire employees, contractors and visitors to enable safe performance of work. * Ensure meaningful and effective consultation with, and the involvement of all employees in matters potentially impacting workplace health and safety. * Communicate clearly and openly TMCA's occupational health and safety commitments and performance.
VII. Stress management & Employee Wellbeing

Toyota’s philosophy regarding its employees, who support its stable base of business, has been systematically organized as the Personnel and Labor Toyota Way. The goal of the Personnel and Labor Toyota Way is the realization of management that shows respect for people, that is, to enable all employees to exercise their abilities to think, be creative, and utilize their strengths to the maximum extent possible by providing them with opportunities to achieve social contribution and self-actualization through their work.
For this goal to be achieved, a relationship of mutual trust and mutual respect* is essential, in which the company gives the highest priority to ensuring stable employment for its employees and strives to improve labor conditions, while all employees execute their duties and responsibilities for the prosperity of the company.

This philosophy is shared by all Toyota affiliates around the world, and is reflected and implemented in management and various policies. Toyota believes that these initiatives will not only lead to the realization of management that shows respect for people, but also to customer satisfaction and social contribution.
Relationship between the Concept of the Personnel and Labor Toyota Way and Initiatives to Build a Work Environment in which Employees Can Work in a Harmonious Manner

VIII. Attachments

Toyota Headquarter, Japan

Akio Toyoda, Current CEO

Market share in Auto Industry as of 2013

Product Portfolio

IX. Assessment By providing its employees with opportunities to achieve social contribution and self-actualization through work, Toyota aims to enable all employees to exercise their abilities to think, be creative, and utilize their strengths to the maximum extent possible. Toyota conducts an employee satisfaction survey every other year to provide an index for measuring the results of these efforts and utilizes the analysis results for planning and implementing measures that will enable employees to work with a sense of security. The employee survey conducted in on administrative and engineering employees revealed an affirmative response rate of over 70 percent regarding “satisfaction with company life” and “feeling that one’s job is rewarding.” The most common reason given for “satisfaction with company life” was “work quality and level” while young employees in particular gave “experiencing a sense of personal growth ” as the common reason for “feeling that one’s job is rewarding.” The results of the survey conducted in employees revealed an affirmative response rate of close to 70 percent (with 69.2 percent indicating satisfaction). The most common reason cited for satisfaction was “salary level,” but “quality and level of work” also came in third. The survey conducted overseas had an affirmative response rate of 74 percent for administrative and engineering employees and 72 percent for employees.

X. Conclusion By examining the external environment and acknowledging the potential threats of depleting resources and increase concern over environmental issues, Toyota may have turn a threat into a business opportunity, boosting their reputation both as environmentally conscious and as technological innovators and establish themselves as leaders in this growing market.

XI. Recommendation

We highly recommend innovation of hybrid vehicles that would be the world’s first eco-efficient vehicle. This will feature the hybrid synergy drive which integrated aspects such as an optimum mix of electric motor and petrol engine and electricity regeneration through the braking system. This will allow the vehicle to run at an optimum level in term of efficiency, generating up to 98% fewer tailpipe pollutants than a conventional combustion engine. The hybrid cars will also be 2.5 times more efficient overall than conventional vehicles, cutting the cost for customers as they had to buy less fuel.

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