Toyota Environmental Sustainablity Report

National Marketing and Sales Companies (NMSCs)
9
8
7
6
5
9.3 9.3
Health
& Safety
8.9
Health and Safety
Score on commitments
Priorities during FY10
From FY10, we expanded our measurement of Health and
Safety to include both lost time and non-lost time accidents
to increase our understanding of safety in the workplace.
We have therefore recalculated the score for FY09 to include
this data and make a comparison possible with FY10.
The Health and Safety results for our European
Manufacturing Companies show a decrease from last
year (from 7.8 to 6.4).
Two factors contribute to this lower score:
Even though the total number of accidents decreased
from FY09 to FY10, the number of accidents with lost
time increased. We investigated the reasons for this and
found that there was an increase of accidents during the
execution of non-standard work, typically done during
down time. This down time occurred as a result of the
frequent changes and production stops required to meet
challenging economic conditions.
The target for lost time accidents in FY10 was even more
challenging than the target we had set for FY09, and
both of these targets are signifi cantly below the industry
benchmark data.
Health & Safety of all our members is our highest priority and it
remains our commitment to improve our performance.
More information can be found in the Health and Safety
section of this report.
Respect and Employee Satisfaction
9.1
Customer
First
8.7
An important key performance indicator for this
commitment is employee engagement. Our internal
employee motivation survey, which is held every two
years in all our European operations, is the source
for this KPI. Through the ongoing challenging times,
8.5
Respect &
Employee
Satisfaction
FY09 FY10
Priorities for FY11
8.4
7.7
Quality
6.9
6.7
Enhance
Corporate
Value
we keep focusing on grasping the employee motivation
level of our employees.
While NMSC employee engagement stayed relatively high
and in line with high performing benchmarks, the same
level was not achieved in our European Manufacturing
Companies, where a decrease was seen versus FY09.
Committed to tackling the issues raised by employees,
working groups or management workshops were organised
to discuss these issues. Numerous changes are now being
introduced in the areas of communication, training and HR
systems.
Respect for people is one of the basic principles of the
Toyota Way and enhancing the motivation of all Toyota
members is the highest priority for FY11.
More information can be found in the Engaging Employees
section of this report.
Quality
Toyota’s reputation for quality was challenged due to
the recalls that occurred in early 2010. With the Special
Committee for Global Quality, under the leadership of
President Akio Toyoda, we started to review and improve
quality systems in all functions to regain customer trust. In
Europe members from all functions have reinforced special
activities for built-in quality at every step.
Thanks to these efforts, we are achieving the challenging
targets we set for manufacturing quality in our plants
and improvements are starting to show in customers’
concerns.
In FY11 we will continue to speed up our customer concern
resolution by the Genchi Genbutsu (which roughly translates
as “go to the source to fi nd the facts”) methodology, to
grasp and resolve problems more quickly.
Enhance Corporate Value
The aggregated brand image score is the KPI that
determines the result for this commitment.
Since 2007, the score for the Toyota brand levelled off and
then slightly decreased. The product recalls in early 2010
compounded this situation.
As a countermeasure to this, to drive business recovery,
a new brand direction was defi ned in 2010. The new fi scal
year will see the start of company-wide implementation
of this new brand direction, from product development to
consumer communication, to the customer experience.
The objective is to progressively align every part of the
organisation to ensure that a focused brand promise will
be delivered at every touch point.
Toyota European Sustainability Report 2011 I Social Performance
43