Toyota South Africa Sustainability Report 2008 - Automotiveonline ...

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Sustainability Report_14-10-2008:Layout 1 10/15/08 3:10 PM Page 32 Toyota South Africa has a preferential procurement policy that encourages the participation of historically disadvantaged South Africans in economically beneficial activities.We encourage broad based black economic empowerment (BBBEE) entities to participate in our supply chain; over 50% of the suppliers that participated in the construction of Paint Line 3 were empowered. Irrespective of BBBEE status, all suppliers must conform to our international standards for occupational health and safety, and to our environmental management requirements. Employee surveys are carried out each year. In the two years covered by this report,areas of concern raised through these surveys include pay and benefits,policies and procedures and interpersonal communications. These issues have in fact shown deterioration in the two year period under review. In the manufacturing and services sections therefore, each division has analysed their results and is putting together action plans to address the areas of decline.Training and development were identified by employees as areas of strength. Training Toyota’s leadership position on training and developing our people is recognised within the OEM’s. R300-million has been invested in training over the past five years. Toyota South Africa has a human rights policy, the implementation of which ensures that we live out our commitment to respect all stakeholders, including employees. In FY’06, 13% of our employees trained on human rights issues. In FY’07, 20% of our employees undertook this training. Affording people the opportunity to improve themselves is important to our business, and to defining our contribution to developing an harmonious society. We offer numerous opportunities for training to employees, from basic induction, to university bursaries. Some of our key internal training programmes are reflected alongside. In FY’06, 260,210 hours were spent on training, with the following year showing a decrease to 212,184 hours. On average, our shop-floor employees spend 70 hours a year in training, with management spending 56 hours per year on training. Life Skills Programmes are also offered, and these include Self Mastery, Stress Management, Managing Employee Effectiveness, Supervisory Skills, and Leadership for Hours spent on training FY’06 FY’07 Inductions 227,584* 36,192 Employment Equity 0 9,592 Sexual Harassment 16 3,136 SHE 29,418 98,672 AIDS Master Training – 588 * This included the massive contractor contingent involved in the construction of Paint Line 3. Management and Shop Floor employees. Our skills development training focusses on our Engineering Trainee Scheme, Learnership (Mechatronics), the Apprentice programme, and Toyota-Specific Skills (Toyota Way, PPS/TBP, Green Areas, SHE ,Quality Circles). Our study assistance scheme is available to all Toyota South Africa employees. Our Tertiary Bursaries are managed through the Albert Wessels Trust Bursary Fund.This training is focused on lifelong learning, as part of Toyota’s commitment to being a part of a thriving and prosperous society. FY’06 FY’07 Employees Assisted 56 43 Children Assisted 59 44 Renewals 120 141 The total number of bursaries granted, as well as the total value thereof has increased over the past two years, as shown below. FY’06 FY’07 Number of Total Value Number of Total Value Bursaries Bursaries Prestige Scholarship 3 R75,000 4 R112,000 Top University Bursary 37 R646,000 46 R874,000 Normal University Bursary 90 R1,080,000 81 R1,053,000 Normal University of Technology 48 R480,000 54 R594,000 Total 148 R2.281-million 185 R2.633-million 32
Sustainability Report_14-10-2008:Layout 1 10/14/08 2:45 PM Page 33 Employment Equity Fairness and equal opportunities underpin Toyota South Africa’s implementation of respect for employees. Employment equity is a business strategy that strives to ensure that everyone involved is able to both participate in, and benefit from, the activities of the business in a fair manner. Toyota aims to be an effective socially aligned institution in South Africa.We will know this vision has been attained when: • Each initiative provides a return on each Rand spent; • All clients acknowledge that we add value to their lives; • We deliver consistent value through our processes; • Our services are delivered by competent employees; and • We achieve the desired social impact results. We are facing significant challenges in meeting the demands of quality and efficiency as required by Toyota Motor Corporation, and simultaneously addressing the local challenges of job creation and contributing to a thriving economy. In the entire Toyota Motor Corporation family of affiliates, Toyota South Africa has the highest headcount for the volume of vehicles produced; a situation that is out of sync with Toyota’s global affiliates.We are therefore focusing on improving efficiencies especially in the services and manufacturing areas. Our employment equity (EE) plan was first mooted in 1998. Since then, we have focussed our efforts on getting full representivity, and monitoring the implementation of the plan. Our intention is to fulfill our employment equity obligations by 2011. We hope by then to have embedded employment equity into the fabric of our company. En route, we are in the process of revising the EE Strategy, which is to be ratified later in 2008. Toyota faces the same challenges as other heavy industry in attracting a high percentage of female staff. Attracting and retaining young African staff remains a challenge. Of total staff, the Executive comprise 1%, salaried staff 26% and hourly staff 73%. The representation of female staff at senior management level and above consequently remains low (see graph below). There has however been a 7% increase in female General Managers in the past 2 years (see graph on page 34). GENDER AND SKILLS LEVELS FY’07 100% 90% 80% 70% 60% 50% 40% 30% Our employment equity strategy aims to create a fair and equal opportunity culture, while facilitating social and business development that promotes the company through interaction with the communities we serve. We strive to procure from small, medium and micro enterprises (SMMEs) and provide relevant information to Government. 20% 10% 0% Team Team Leaders Admin & Asst Managers Managers Senior General Vice Members & Tech Clerical & GL’s Managers Managers Presidents Female Male Sustainability Report 2008 33
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