Toyota South Africa Sustainability Report 2008 - Automotiveonline ...

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Sustainability Report_14-10-2008:Layout 1 10/14/08 2:45 PM Page 30 CCSI : OVERALL INDEX PASSENGER VEHICLES 90 85 80 75 70 65 88.6 87.8 87.3 86.7 86.4 86.1 86.0 84.9 84.1 84.0 83.9 83.8 83.7 82.4 80.9 80.5 79.4 76.7 Toyota Mitsubishi Jaguar Nissan Chevrolet Volkswagen Audi BMW Opel Volvo MB LR Mazda Ford Chrysler Fiat Renault Peugeot JUL – DEC 2007 products are global leaders in safety measures.We address safety through an integrated approach dealing with the vehicles themselves, the driver’s understanding of the vehicle, driver, passenger and pedestrian behaviour, and environmental conditions. Our ultimate aim is for a mobile society with zero traffic deaths. As part of this global initiative,Toyota South Africa has introduced Toyota Advanced Driving (TAD), which will give customers access to the latest technologies and courses available to improve their driving skills. As part of our moral and business responsibility to promote safe driving, we also run other courses, namely Introductory and Advanced 4x4, Onroad/Offroad, Defensive and Tactical Driving, Dynamic Handling / High Performance and Hijack Prevention training. CCSI : OVERALL INDEX LIGHT COMMERCIAL VEHICLES 90 85 80 75 70 65 87.9 Toyota 86.9 Nissan 86.0 Isuzu 85.4 Mitsubishi JUL – DEC 2007 vehicle in terms of customer satisfaction in the medium car segment in the South African vehicle market. Other Toyotas that have received class leading accolades for customer satisfaction in the 2007 JD Power survey were the Land Cruiser Prado (Medium SUV), the Hilux (One-Ton Pickup) and the enduring Tazz (Upper Compact Car). Integrated Safety Management Toyota Motor Corporation's Integrated Safety Management concept was introduced in 2006. Safety – for our employees and our customers – is a pillar of our place in society. Corporate Social Responsibility is the basis of all our business activities, and Toyota’s 85.2 Opel 81.8 Ford 81.6 Mazda 79.5 Fiat Relations with Employees The Toyota Way is based on the dual pillars of “respect for people” and “continuous improvement.” An important aspect of this respect is the holistic wellness of our team members. In the past two years, two key programmes have been underway with staff. The first has been to realign the quality of the workforce to match the massive investment in infrastructure undertaken by Toyota South Africa over the past five years.The Prospecton plant has been revamped into a world class facility.The people deployed into such a facility must be world class as well. In order to achieve this, a massive work habit campaign was launched, looking at issues such as punctuality, safety, and adherence to basic policies. This required a lot of support from Toyota Motor Corporation to understand how to develop that culture. A process of Twin Management was implemented, whereby a TMC Coordinator and South African manager were paired, to provide a mentoring service. The second programme addressed labour management, in which our HR department has worked on making sure that there is a system of managing relationships with the unions, to enable Toyota to deal with internal issues effectively. In the process, a number 30
Sustainability Report_14-10-2008:Layout 1 10/14/08 2:45 PM Page 31 TOYOTA/LABOUR STRUCTURES Salaried Staff Hourly Staff UASA MANAGEMENT NUMSA Salaried Staff policy related consultations - Quarterly meetings GSSF Group Salaried Staff Consultation Forum CNC Central Negotiating Committee Hourly policy related negotiation and consultations - other relevant matters Quarterly meetings HR/UASA Monthly Meeting MIRC Manufacturing Industrial Relations Committee All operational issues affecting Durban Manufacturing and unresolved shopfloor issues - Monthly meetings Divisional Management/Shop Steward Meeting All operational issues affecting the specific Division - Monthly meetings Departmental Management/Shop Steward Meeting All operational issues affecting the specific Department - Fortnightly meetings of committees and structures have been created that enable Toyota to address all factors affecting employees, with as much representation on the committees and structures as possible by unions. The past two years have been focussed on getting the physical committees and structures functional; going forward, we will focus on the quality and integrity of these structures. We are currently developing an HR management system, to enable us to be as scientific and legitimate as possible in decision making. We will consolidate policies, procedures and operating processes, and improve our capacity for analysis and the institutionalisation of organisational memory. Employees Practices At Toyota we respect and honour human rights, support equal employment opportunities and diversity, eliminate discrimination, do not use or tolerate any form of forced or child labour, provide fair working conditions, maintain a safe and healthy working environment, enhance communication and dialogue with employees, and build relations based on mutual trust and responsibility. We have an open culture, where employee issues that remain unresolved through line management processes can be taken to the Board to be addressed. Mechanisms in place to deal with employee grievances and complaints include: • Confidential line management procedures; • The Whistle Blowing policy; and • The Employee Assistance Programme, which includes a counselling facility. We participate actively in internal labour structures, and externally through the National Bargaining Forum (with other OEMs) and through Nedlac. Sustainability Report 2008 31
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